Agenda of Council - Wednesday, 27 May 2026

Council

27 May 2026

Reports

CEO Overview Report - 2026/27 Budget Update

Department: Finance and Civic

EXECUTIVE SUMMARY

1 The purpose of this report is to provide an overview of the Annual Plan 2026/27 (Annual Plan) process to date, decisions to be made at this deliberations meeting, and the process to complete the Annual Plan through to its adoption on 25 June 2026. This report also provides an update on the 2026/27 operating budget. The 2026/27 capital budget is the subject of a separate report.

2 The operating environment in which the Annual Plan budget has been developed remains challenging. The local government sector is facing significant reform, including proposed rate capping and amalgamation. Households and businesses continue to face cost pressures, including rising living and fuel costs. These factors have informed the budgeting approach, with consideration of affordability and careful review of budgets.

3 Council’s Water Services Delivery Plan (WSDP), as agreed, requires a water services rate increase of 16.7% for 2026/27 to ensure financially sustainable water service provision by 30 June 2028. As a result, in order to bring the overall rates increase for 2026/27 down, the primary focus has been on reducing non-water expenditure. While staff have worked hard to reduce budgeted expenditure where possible, a number of costs remain largely uncontrollable, including inflationary pressures, contractual obligations, and external price increases.

4 Any new and/or significant decisions have been deferred to the upcoming long term plan process.

5 As a result of the changes outlined in this report, the proposed rates increase for 2026/27 has been updated as follows:

a) The proposed non-waters rates increase is now 4.1%. This has been revised down from 6.9%, as presented in the draft budget in March 2026.

b) The proposed 3 Waters rates increase is unchanged from the 16.7% presented in the draft budget.

c) The overall rates increase is now 8.8%. This has been revised down from 10.5%, as presented in the draft budget.

RECOMMENDATIONS

That the Council:

a) Notes the CEO Overview Report – 2026/27 Budget Update report.

b) Approves the proposed changes to operational budget for the inclusion in the 2026/27 Annual Plan.

c) Notes that any resolution made in this section of the meeting, pursuant to Standing Order 23.5 may be subject to further discussion and decision by the meeting.

BACKGROUND

6 This Annual Plan reflects the second year of the 9 Year Plan 2025-34. It largely follows the direction and assumptions agreed last year, with minor refinements.

7 Because of the limited changes, a focused and proportionate community consultation process on the draft Annual Plan ran from 30 March to 29 April 2026. A summary of the feedback received is discussed in a separate report, ‘Summary of Submissions on Annual Plan 2026/27’, which is being presented at this meeting.

8 Funding and amenity requests are also the subject of separate reports on the agenda of this meeting.

DISCUSSION

9 This report provides an update on changes to the operational budget since Council adopted the draft 2026/27 Annual Plan for the purpose of community consultation in March 2026. A separate report covers changes to the capital expenditure budget.

Operating budget update

10 The draft operating budget for 2026/27 provides for the day-to-day running of all activities and services of the Dunedin City Council.

11 The main changes to the draft operating budget are discussed in the sections below, set out by non-waters and 3 Waters. Combined Council (water and non-waters) financial statements are presented at Attachment A.

Non-waters operating budget update

Revenue

12 The updated budget has total revenue of $358.265 million, compared to $355.376 million in the draft budget, as shown on the Income Statement at Attachment B. The main changes are explained in the following paragraphs.

13 The non-water rates increase is now 4.1%, this was previously 6.9% in the draft budget.

14 Non-waters rates revenue has decreased $4.535 million. This decrease is explained by the budget changes below.

15 Income from rate penalties has been reduced by $300k to reflect an increased focus on the recovery of outstanding rates including payment plans.

16 External revenue has increased $3.350 million, primarily relating to an increase in dividend from Dunedin City Holdings Limited (DCHL) of $3.000 million, resulting in a total dividend budget of $12.000 million. Councillors have been clear in their expectation of higher, sustainable dividends, and this has been reflected in feedback provided to DCHL during consideration of the draft 2026/27 Statements of Intent. The increased dividend is expected to be sustained over future years.

17 Other changes to external revenue relate to updated revenue forecasts for the Waipori Fund ($330k increase) and revision of Animal Services revenue based on current ownership ($20k increase).

18 Grants and subsidies (operating) revenue has increased $169k, this relates to new funding from the Department of Internal Affairs (DIA) for research into unmarked graves. A corresponding increase in expenditure has also been included ($64k operations and maintenance costs and $105k consumables and general costs).

19 Grants and subsidies (capital) revenue has increased $4.266 million, relating to the rephased Roading and Footpaths capital expenditure for projects, as outlined in the ‘Capital Expenditure Update – annual Plan 2026/27’ report on this agenda.

20 Internal revenue has increased $69k to provide a provisional budget for the establishment of a Water Services Committee. Costs are incurred in the Governance and Support Services activity, with costs internally recovered from 3 Waters to ensure financial ring-fencing.

Expenditure

21 The updated budget has total operating expenditure of $341.731 million compared to $343.304 million in the draft budget, as shown on the Income Statement at Attachment B. The main changes are explained in the following paragraphs.

22 Personnel costs increased $406k, reflecting an additional three staff. One has been added due to the enhanced internal audit workplan approved by the Audit, Risk and Assurance Committee. A further two positions have been included following Council’s decision on 23 April 2026 to provide an in-house homelessness outreach service.

23 Operations and maintenance costs increased $204k, this mainly relates to expenditure added for the library, recognising an expenditure classification change from capital to operational for the purchase of eBook subscriptions ($132k) and expenditure for the unmarked grave investigation ($64k) which is funded by the DIA grant outlined above. Other increases include provision for the in-house homelessness outreach service ($20k) and a classification change for contracted services from consultancy costs ($48k). These are offset by identified savings in Property Services ($50k) and vetting costs for Animal Services ($10k).

24 Occupancy costs increased $28k, which relates to an increase in the Mataukareao carparking facility for a full year of operating costs following the opening in 2025. This has increased the operating cost by $100k. A reallocation of costs between categories also contributed $16k. These increases have been partially offset by a reduction in insurance ($100k) as the inflationary increase previously assumed for budgets, was higher than the current and updated forecasts.

25 Consumables and general costs increased $202k, this includes expenditure added for the unmarked grave investigation ($105k), an increase to the internal audit budget ($92k), provision for the establishment of a water services committee ($69k) and provision for the in-house homelessness outreach service ($20k). These increases have been partially offset by the reallocation of costs between categories outlined above.

26 Depreciation has decreased $666k. This decrease reflects updated assumptions relating to the timing and cost of the capital programme, including:

· Revised completion timing for projects that were previously assumed to be completed by 30 June 2026 but that are now expected to be completed later.

· Updated capital forecast since March 2026.

27 Interest costs have decreased $1.747 million. This reflects updated assumptions relating to forecast debt levels and interest costs. The revised assumptions include:

· Lower opening debt balance than previously forecast, reflecting an underspend within the 2025/26 capital programme.

· Reduced non-waters 2026/27 capital programme, resulting in lower forecast debt drawdown requirements.

· The above are partially offset by an increase in the forecast interest rate from 4.09% to 4.25%.

3 waters operating budget update

28 As highlighted in the March 2026 budget reports, as part the Water Services Delivery Plan and in anticipation of the new accountability framework, the 3 Waters budget changes are separately detailed in this section. A separate 3 Waters Income Statement is shown in Attachment C.

Revenue

29 The 3 Waters total revenue of $129.013 million, has remains unchanged from the draft budget presented in March 2026.

Expenditure

30 The updated budget for 3 Waters has total operating expenditure of $134.207 million compared to $133.917 million in the draft budget, an increase of $290k. The main changes are explained in the following paragraphs.

31 Occupancy costs decreased $100k resulting from a reduction in insurance as the inflationary increase previously assumed for budgets, was higher than the current and updated forecasts.

32 Internal costs increased $69k relating to the provision of a new Water Services Committee, with the costs on-charged internally from the Governance and Support Services activity.

33 Interest costs have increased $325k. This reflects the increased interest rate assumption from 4.09% to 4.25%, plus a correction to the opening debt position.

Debt

34 The draft 2026/27 annual plan presented to Council in March 2026 assumed an opening debt balance of $725 million, with $104 million of net debt drawdown required.

35 The revised draft budget assumes an opening debt balance of $719 million and with $71 million of net debt drawdown required. The movement in debt between versions relates to the revised opening balance (reflecting the current year forecast) and the reduction in capital expenditure for 2026/27.

36 The 9 year plan debt chart has been included at Attachment D, noting that work on future debt forecasts is underway to reflect the 2026/27 Annual Plan, final Statements of Intent and as part of the development of the 2027-37 10 Year Plan.

Financial strategy information

37 A table providing the financial strategy limits and the updated draft 2026/27 Annual Plan information, with a comparison to the March 2026 budget, has been included at Attachment E, noting that group debt numbers are based on 2025/26 Statements of Intent.

Decision making and reports

38 The Council is now asked to make decisions on the Annual Plan following feedback received during the community consultation period and proposed changes for the capital and operating budgets.

39 The following additional reports present options for consideration by Council:

a) The ‘Capital Expenditure Update – Annual Plan 2026/27’ report seeks approval for a revised capital expenditure programme from that approved by council at its meeting in March 2026 and includes further options to rephase other capital expenditure.

b) The ‘2026/27 Fees and Charges’ report seeks approval of proposed fees and charges.

c) The ‘Summary of Submissions on Annual Plan 2026/27’ report summarises submissions received as part of the consultation process.

d) The “Funding Requests – Annual Plan 2026/27” report has identified all requests for specific funding.

e) The “Annual Plan 2026/27 – Amenity Requests” report has identified requests for specific items, services, or actions.

40 These reports present summary information and Councillors may read these alongside the full submission database.

41 Any changes made to the draft budgets at this meeting will be incorporated into the final Annual Plan that will be presented for adoption at the end of June.

42 Requests for reports or additional work flowing from consideration of submissions should be made by way of resolutions. These resolutions will then be captured in the action lists or forward work programmes and reported and progressed accordingly.

OPTIONS

43 While no options are presented, Council may wish to make amendments to the proposed operating budgets. Options are presented in other reports on this meeting’s agenda.

NEXT STEPS

44 Decisions made at this deliberations meeting will be incorporated into the final 2026/27 Annual Plan.

45 The final Annual Plan will be presented to the 25 June 2026 Council meeting for adoption.

Signatories

Author:

Janet Fraser - Corporate Planner

Hayden McAuliffe - Financial Services Manager

Authoriser:

Carolyn Allan - Chief Financial Officer

Sandy Graham - Chief Executive

Attachments

	Title	Page
⇩a	Draft Council Financial Statements 2026-27 Budget	23
⇩b	Draft Non-Waters 2026-2027 Budget	27
⇩c	Draft 3 Waters 2026-2027 Budget	29
⇩d	Debt Chart	31
⇩e	Financial Strategy Limits - 2026-27 Draft Annual Plan	32

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision enables democratic local decision making and action by, and on behalf of communities, and promotes the social, economic, environmental and cultural well-being of communities in the present and for the future.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	✔	☐	☐
Economic Development Strategy	✔	☐	☐
Environment Strategy	✔	☐	☐
Arts and Culture Strategy	✔	☐	☐
3 Waters Strategy	✔	☐	☐
Future Development Strategy	✔	☐	☐
Integrated Transport Strategy	✔	☐	☐
Parks and Recreation Strategy	✔	☐	☐
Other strategic projects/policies/plans	✔	☐	☐

The Annual Plan contributes to all of the objectives and priorities of the strategic framework as it describes the Council’s activities, the community outcomes, and provides a long term focus for decision making and coordination of the Council’s resources, as well as a basis for community accountability.

Māori Impact Statement

The 9 year plan 2025-34 and Annual Plan 2026/27 provide a mechanism for Māori to contribute to local decision-making. The Council’s engagement with mana whenua and mātāwaka is an ongoing and continuous process.

Sustainability

The 9 year plan considered various aspects of the Council’s approach to sustainability. Major issues and implications for sustainability are discussed in the Infrastructure Strategy and financial resilience is discussed in the Financial Strategy. The Annual Plan is an update of year 2 of the 9 year plan.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This report provides an overview of the decisions to be made for the final Annual Plan.

Financial considerations

The decisions made may have financial implications for the final Annual Plan.

Significance

This report is considered to be of low significance in terms of the Council’s Significance and Engagement Policy.

Engagement – external

Community consultation has been undertaken on the draft Annual Plan.

Engagement - internal

Staff from across Council have been involved in the development of the draft Annual Plan.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The Community Boards have participated in the consultation process, and all have submitted on the plan.

Council

27 May 2026

Capital Expenditure Update - Annual Plan 2026/27

Department: Finance

EXECUTIVE SUMMARY

1 The purpose of this report is to provide an update on the capital expenditure programme, approved by Council at its meeting on 4 March 2026.

2 In revising the programme, continued progress on capital investment has been balanced with affordability and delivery capacity.

3 The revised capital budget for 2026/27 reflects a decrease of $29.751 million from $239.915 million to $210.164 million.

4 Changes to the capital expenditure programme are outlined and discussed in this report. The changes reflect the latest capital expenditure forecast for 2025/26 (current year), delivery schedule changes and revised project scopes.

5 This report contains the following attachments:

· The updated draft Capital Expenditure Programme is at Attachment A

· The draft Capital Expenditure Summary of Changes is at Attachment B

· The draft Roading and Footpaths Capital Subsidy Assumption is at Attachment C

RECOMMENDATIONS

That the Council:

a) Notes the Capital Expenditure Update – Annual Plan 2026/27 report.

b) Considers the option relating to the deferral of the Princes Street bus priority and corridor safety plan and/or the next stage of the harbour arterial efficiency improvements project.

c) Approves the proposed changes to the capital expenditure budget, with any amendment, for inclusion in the 2026/27 Annual Plan.

BACKGROUND

6 At its meeting on 4 March 2026, Council approved the draft capital expenditure budget for inclusion in the draft Annual Plan 2026/27 (CNL/2026/043).

7 The approved draft capital budget of $239.915 million was made up of:

a) $147.798 million for ‘non-waters’ expenditure

b) $92.117 million for 3 Waters expenditure

8 At the 4 March meeting, staff committed to bringing a revised capital expenditure budget to Council that considered the 2025/26 (current year) forecast position, and identifying projects included in the draft 2026/27 capital expenditure budget that were not achievable due to various factors.

9 The current capital forecast is $177 million for 2025/26. A variety of factors mean that the programme is behind schedule, however, many of the changes detailed in this report reflect timing delays and factors that need to be considered for the 2026/27 Annual Plan.

10 There is no change proposed for the 3 Waters capital expenditure budget for 2026/27 at $92.117 million as the current capital forecast for 2025/26 is on track for full delivery.

DISCUSSION

11 The capital budget has been revised since the budget was presented to Council at its meeting on 4 March 2026. The revised budget is $210.164 million, a decrease of $29.751 million, reflecting timing, costings and rephasing.

12 The review undertaken has been considered within a constrained financial environment, with a focus on affordability and deliverability.

13 Table 1 provides a summary of the revised 2026/27 capital expenditure budget, compared to the draft budget approved in March 2026.

2026/2027 Revised Capital Expenditure Budget	Draft Budget	Revised Budget	Change
City Properties	18,946	17,465	(1,481)
Community Recreation	16,638	14,338	(2,300)
Creative and Cultural Vibrancy	2,458	2,326	(132)
Governance and Support Services	5,917	4,917	(1,000)
Resilient City	405	405	-
Roading and Footpaths	53,535	55,499	1,964
Waste Minimisation	49,899	23,097	(26,802)
Non-Waters Expenditure	147,798	118,047	(29,751)
3 Waters	92,117	92,117	-
Total Expenditure	239,915	210,164	(29,751)

Table 1: 2026/27 capital expenditure summary of changes $’000

14 The detailed draft capital expenditure budget is presented at Attachment A.

15 In addition to the above reduction of $29.751 million, an option has been presented for consideration that could impact on the 2026/27 capital expenditure budget. This option relates to the Shaping Future Dunedin Transport (SFDT) programme – delaying the Princes Street bus priority and corridor safety plan and/or the next stage of the harbour arterial efficiency improvements project.

16 The proposed changes to the capital expenditure budget are outlined below by Group of Activity.

City Properties

17 The City Properties capital expenditure budget has decreased by $1.481 million from $18.946 million to $17.465 million. A summary of the changes are shown in Table 2.

Project	Draft Budget	Revised Budget	Change	Reason
Community Property	3,875	3,485	(390)	Explained below
Holding Property	350	600	250	Rephased timing of project expenditure
Investment Property	1,660	2,580	920	Increase for detailed investigation work
Operational Property	11,411	9,150	(2,261)	Explained below
Total			(1,481)

Table 2: Project changes for City Properties ($’000)

18 Reasons for changes in Community Property:

a) $1.000 million reduction to the Edgar Centre roof replacement due to updating cost assumptions and timing of delivery.

b) $0.785 million increase due to the rephasing of the Sargood Centre roof renewal, reflecting the results of the condition assessment.

c) $0.175 million reduction to the Railway Station Building Management System (BMS) renewal, as the overall BMS budget has been consolidated across all property portfolios.

19 Reasons for changes in Operational Property:

a) $2.500 million reduction to seismic remediation to the Town Hall relating to rephasing.

b) $0.260 million increase relating to the Olveston House electrical infrastructure upgrades. The complexity due to the heritage status combined with a timing shift to accommodate tourism season has led to the increase.

c) Other increases of $21k relate to the consolidation and review of the BMS budgets across all property portfolios.

Community Recreation

20 The Community Recreation capital expenditure budget has decreased by $2.300 million from $16.638 million to $14.338 million. A summary of the changes are shown in Table 3.

Project	Draft Budget	Revised Budget	Change		Reason
Moana Pool Renewals	8,505	5,905	(2,600)	Rephased timing of project expenditure
Recreation Facilities Renewals	1.502	1.802	300	Additional work required for Caledonian track repairs, based off condition assessment
Total			(2,300)

Table 3: Project changes for Community Recreation ($’000)

Creative and Cultural Vibrancy

21 The Creative and Cultural Vibrancy capital expenditure budget has decreased by $132k from $2.458 million to $2.326 million. A summary of the changes are shown in Table 4.

Project	Draft Budget	Revised Budget	Change	Reason
Library Acquisitions – Operational Collection	996	864	(132)	Classification change from capital expenditure to operational expenditure for the purchase of subscription based eBooks
Total			(132)

Table 4: Project changes for Creative and Cultural Vibrancy ($’000)

Governance and Support Services

22 The Governance and Support Services capital expenditure budget has decreased by $1.000 million from $5.917 million to $4.917 million. A summary of the changes are shown in Table 5.

Project	Draft Budget	Revised Budget	Change	Reason
BIS: Finance systems replacement	1,936	1,136	(800)	Rephased timing of project expenditure
Fleet: EV charging infrastructure	250	50	(200)	Savings identified
Total			(1,000)

Table 5: Project changes for Governance and Support Services ($’000)

Roading and Footpaths

23 The Roading and Footpaths capital expenditure budget has increased by $1.964 million from $53.535 million to $55.499 million. A summary of the changes are shown in Table 6.

Project	Draft Budget	Revised Budget	Change	Reason
Shaping Future Dunedin
Central City Cycle and Pedestrian Improvements (Albany Street)	1,000	2,864	1,864	Rephased to reflect the contract award timing
Mosgiel Park and Ride	-	3,700	3,700	Rephased timing due to permit & consent delays
Central City Parking Management	400	200	(200)	Updated costs and delivery
Transport
Crown Resilience Programme 2024-27	750	1,000	250	Rephased timing of expenditure due to both internal delivery and external capacity
Peninsula Connection	8,000	3,000	(5,000)	Rephased timing of project expenditure based on deliverability
Peninsula Connection Boardwalk	2,000	3,350	1,350	Rephased timing of project expenditure based on deliverability
Total			1,964

Table 6: Project changes for Roading and Footpaths ($’000)

24 As a result of the rephased capital budget, an increase to NZ Transport Agency Waka Kotahi (NZTA) new capital subsidy funding of $4.226 million has been included in the 2026/27 Annual Plan.

25 The Central City Cycle and Pedestrian Improvements project (Albany Street) has now been included as a NZTA subsidised project in the 2026/27 budget. Although this has always been funded, the funded was omitted from the initial draft budget in error.

26 The funding assumptions for projects included in the Roading and Footpaths draft capital expenditure budget are at Attachment C.

Waste Minimisation

27 The Waste Minimisation capital expenditure budget has decreased by $26.802 million from $49.899 million to $23.097 million.

28 The Waste Futures programme has been rephased over multiple years due to the ground conditions at Green Island, requiring pre-loading. This has shifted timelines for the wider programme, as building construction needs to be completed prior to the purchase and installation of equipment.

29 The draft 2026/27 capital expenditure budget for Waste Futures has decreased by $24.732 million, as outlined in Table 7.

Project	Draft Budget	Revised Budget	Change	Reason
2nd Rummage Store	750	-	(750)	Deferred to 10 year plan
Bulk Waste System	1,750	-	(1,750)	Rephased, due to construction delays
Community Recycling Centres	200	-	(200)	Deferred to 10 year plan
Construction and Demolition Facility	2,200	-	(2,200)	Rephased, due to construction delays
Glass Facility	789	-	(789)	Completion expected June 2026 with current design
Material Recovery Facility	26,950	10,000	(16,950)	Rephased, preloading requirement underway
Organics Facility	6,316	8,000	1,684	Rephased, preloading requirement underway
Resource Recovery Park Precinct	5,777	2,000	(3,777)	Rephased, due to construction delays
Total			(24,732)

Table 7: Project changes for Waste Minimisation Waste Futures ($’000)

30 Waste Minimisation capital expenditure, outside of the Waste Futures programme, has decreased $2.070 million from $5.167 million to $3.097 million. These changes are described in table 8 below.

Project	Draft Budget	Revised Budget	Change	Reason
Community Recycling Hubs	15	-	(15)	No further work required due to site suitability
Green Island Landfill Gas Collection System	2,175	200	(1,975)	Rephased to 2027/28 due to resource constraints
Mobile Education Unit	80	-	(80)	No further work required
Total			(2,070)

Table 8: Project changes for Waste Minimisation, other than Waste Futures ($’000)

OPTIONS

31 This report provides an option relating to the Shaping Future Dunedin Transport (SFDT) programme.

32 Council may wish to make amendments to the proposed capital expenditure budget in addition to the option outlined below.

33 The option provided defers the Princes Street bus priority and corridor safety plan project and/or the next stage of the Harbour Arterial efficiency improvements project. This deferral has been considered as part of the wider review of the draft 2026/27 capital programme.

34 The review of the SFDT programme is being undertaken within a constrained financial environment, with a focus on affordability and deliverability.

35 Both projects are currently included within the approved Regional Land Transport Plan (RLTP) funding programme, and both receive NZTA co-funding support. However, deferral would allow Council additional time to reassess timing, scope, staging, and alignment with wider network priorities before committing capital to the next stage.

36 The broader effectiveness of the Harbour Arterial may depend on future network improvements, including a long-term solution for the Ward Street overbridge, while Princes Street continues to demonstrate strong transport and safety benefits.

37 Both projects are included in the draft 2026/27 capital expenditure budgets as follows:

· Princes Street Bus Priority and Corridor Safety Plan $3.200 million (subsidised 51%, $1.632 million).

· Next Stage of the Harbour Arterial Efficiency Improvement $1.500 million (subsidised 51%, $0.765 million).

Option One: Programme Deferral – Princes Street Bus Priority and Corridor Safety Plan project ($3.200 million) and Next Stage of the Harbour Arterial Efficiency Improvement project ($1.500 million)

38 This option defers the Princes Street Bus Priority and Corridor Safety Plan project and/or the next stage of the Harbour Arterial Efficiency Improvement project.

Impact Assessment

Debt

· Deferring the Princes Street Bus Priority and Corridor Safety Plan project would reduce the debt requirement for the 2026/27 year by $1.568 million.

· Deferring the next stage of the Harbour Arterial Efficiency Improvement project would reduce the debt requirement for the 2026/27 year by $0.735 million.

· If both projects were deferred, the total debt reduction would be $2.303 million.

· This assumes that NZTA funding would remain available.

1 Rates

· Deferring the Princes Street Bus Priority and Corridor Safety Plan project would reduce 2026/27 rates by $33k.

· Deferring the Next Stage of the Harbour Arterial Efficiency Improvement project would reduce 2026/27 rates by $16k.

· If both projects were deferred, the total rates reduction for 2026/27 would be $49k.

· This assumes that NZTA funding would remain available.

2 Advantages

· Improves short-term capital budget affordability and overall programme flexibility.

· Creates additional capacity to respond to construction market pressures and cost escalation risks prior to procurement.

· Reduces near-term disruption to surrounding transport areas and communities.

· Provides additional time to refine project scope, staging, and integration with wider network planning, particularly for the Harbour Arterial.

3 Disadvantages

· Delays delivery of safety, accessibility, and network performance improvements.

· Prolongs reliance on central city streets for freight and through-traffic movements until further Harbour Arterial stages are completed.

· Deferral may create funding risk, as continuation of future stages would remain subject to approval through subsequent RLTP/NLTP funding rounds.

· The NZTA funding risk associated with deferring the Harbour Arterial, as current funding approvals extend only to the end of 2026/27, whereas Princes Street has approved funding through to 2028/29. The Princes Street project currently does not align with the current Government Policy Statement, which could place higher risk on funding if deferred.

Option Two: Status Quo – Princes Street Bus Priority and Corridor Safety Plan project ($3.200 million) and the next stage of the Harbour Arterial Efficiency Improvement project ($1.500 million) remain in the 2026/27 capital expenditure budget

39 This option proposes retaining the Princes Street Bus Priority and Corridor Safety Plan project and the next stage of the Harbour Arterial Efficiency Improvement project in the 2026/27 capital expenditure budget.

40 This would mean continuing with the current investment and delivery pathway for both the Princes Street Bus Priority and Corridor Safety Plan Project and the next stage of the Harbour Arterial Efficiency Improvement project. This approach maintains momentum across both programmes as they are presently scoped and funded within the existing regional land transport planning framework.

Impact Assessment

Debt

· No impact on debt, as this is already included in the draft budget.

Rates

· No impact on rates, as this project is already included in the draft budget.

Advantages

· Continues delivery of agreed transport safety, accessibility, and network performance outcomes and maintains momentum on projects already incorporated into transport planning and funding programmes.

· Retains certainty around existing NZTA co-funding approvals within the current RLTP periods.

· Princes Street has a strong benefit cost ratio and supports a high public transport usage corridor with known safety issues.

· Progressing the Harbour Arterial supports the long-term strategic freight and traffic network objectives.

Disadvantages

· Reduces short-term capital affordability and programme flexibility.

· Limits Council’s ability to respond to cost escalation and wider construction market pressures before tender commitments are made.

· Increases near-term construction disruption within affected areas.

· There remains uncertainty regarding how future stages of the Harbour Arterial integrate with longer-term network constraints, including the Ward Street overbridge.

NEXT STEPS

41 Decisions made at this meeting will be incorporated into the final 2026/27 Annual Plan.

42 The final Annual Plan will be presented to Council for adoption at its meeting on 25 June 2026.

Signatories

Author:

Mathew Brockie - Budget Accountant

Hayden McAuliffe - Financial Services Manager

Authoriser:

Carolyn Allan - Chief Financial Officer

Sandy Graham - Chief Executive

Attachments

	Title	Page
⇩a	Draft Capital Expenditure Programme	45
⇩b	Draft Capital Expenditure Summary of Changes	49
⇩c	Draft Roading and Footpaths Capital Subsidy Assumption	51

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision enables democratic local decision making and action by, and on behalf of communities and promotes the social, economic, environmental, and cultural well-being of communities in the present and for the future.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	✔	☐	☐
Economic Development Strategy	✔	☐	☐
Environment Strategy	✔	☐	☐
Arts and Culture Strategy	✔	☐	☐
3 Waters Strategy	✔	☐	☐
Future Development Strategy	✔	☐	☐
Integrated Transport Strategy	✔	☐	☐
Parks and Recreation Strategy	✔	☐	☐
Other strategic projects/policies/plans	✔	☐	☐

The Groups of Activity in the Annual Plan contribute to the delivery of all of the objectives and priorities of the strategic framework.

Māori Impact Statement

Council budgets impact broadly across all Dunedin communities, including Māori. The adoption of Te Taki Haruru – Māori Strategic Framework signals Council’s commitment to mana whenua and to its obligations under the Treaty of Waitangi. Mana whenua and mātāwaka have had the opportunity to engage in the Annual Plan 2026/27 consultation process.

Sustainability

The Annual Plan 2026/27 is not proposing significant changes to that provided for in the 9 year plan 2025-34. Major issues and implications for sustainability are discussed in the Infrastructure Strategy and financial resilience is discussed in the Financial Strategy of the 9 year plan.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This report provides the revised draft capital budget for the inclusion in the 2026/27 Annual Plan.

Financial considerations

Financial considerations are detailed in the report.

Significance

The 9 year plan 2025-34 budgets were considered significant in terms of the Council’s Significance and Engagement Policy, and were consulted on. Variations to those budgets are discussed in this report. The draft budgets will be included in the 2026/27 Annual Plan and have been consulted on.

Engagement – external

There was community consultation on the draft 2026/27 capital budget.

Engagement - internal

Staff and managers from across Council have been involved in the development of the draft capital expenditure budget.

Risks: Legal / Health and Safety etc.

There are risks associated with delivery of the capital programme. However, changes set out in this report do not impact previously identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards had the opportunity to engage in the Annual Plan 2026/27 consultation process.

Council

27 May 2026

Adoption of 2026/27 Fees and Charges

Department: Civic

EXECUTIVE SUMMARY

1 The schedule of fees and charges for the 2026/27 financial year is presented to the Council for adoption. The schedule of fees and charges are presented at Attachments A – J.

2 Fees and charges are presented for approval in advance of the final Annual Plan adoption on 25 June 2026, to allow sufficient time to complete the work needed to ensure the schedules are ready to take effect from 1 July 2026.

RECOMMENDATIONS

That the Council:

a) Approves the 2026/27 Fees and Charges schedules.

BACKGROUND

3 Draft schedules of fees and charges for Council activities were approved at the Council meeting held on 4 March 2026. These proposed fees and charges were made available to the public on the Council website as part of community consultation on the draft Annual Plan.

DISCUSSION

4 The schedule of fees and charges are presented at Attachments A – J.

5 The final deliberations and decision-making processes undertaken at this meeting confirm the revenue budgets that these fees and charges pertain to. If a change to a fee and associated revenue budget is approved at this meeting the fee concerned would not be adopted with the rest of the schedule. The revised fee would instead be adopted at the Council meeting to adopt the Annual Plan on 25 June 2026.

Summary of engagement feedback

6 Eleven of the submissions received related to fees and charges.

7 Six submissions advocated for free pool entry for those with disabilities, noting health benefits and additional costs faced by those with disabilities.

8 Two submissions raised concerns over increases to compliance costs, and lack of transparency and rationale for new and existing charges. One submission noted the short notice period for implementation (i.e., from 1 July 2026), while the other requested that the Council publish a breakdown of what each new or increased fee covers, including the cost recovery ratio applied, and asked that the Council work to reduce processing times and overall compliance costs for businesses.

9 One submission expressed general support for broader usage of fees and charges in order to recover costs from direct users.

10 One submission strongly supported free entry to Toitū Otago Settlers Museum while also supporting proposed fees for archives and research, and for the Introduction to Ōtepoti immersive experience.

11 One submission recommended limited increases across reserves and recreational facilities, so that costs do not act as a barrier to access. It further recommended early discussion with the sporting community before any future proposals to increase sports field charges.

Changes made since approval of fees and charges in March 2026

12 Minor changes have been made to the schedules following the approval given in March 2026. These include correction of some fees as shown in the table below.

Fee adopted for consultation in March 2026

Amendment

Building services - Levies

· BRANZ Building Research Levy - Projects at and over $20,000 ($1.00 per $1,000 of building work)

The levy is subject to GST of 15% from 1 July 2026, following a legislative change and guidance from Inland Revenue.

BRANZ Building Research Levy - Projects at and over $20,000 ($1.15 per $1,000 of building work)

Aquatic services

Lane usage fee for recognised user groups during peak times at Moana Pool and Whakaehu:

· Lane hire per hour for each lane (up to 6 lanes) - $3.30

· Lane hire per hour for each lane over a total of 6 lanes - $15.20

Reference to ‘peak times’ has been removed from the fee description.

Lane usage fee for recognised user groups at Moana Pool and Whakaehu:

· Lane hire per hour for each lane (up to 6 lanes) - $3.30

· Lane hire per hour for each lane over a total of 6 lanes - $15.20

Aquatic services

· Swim Membership Direct Credit - Child - $14.98 / fortnight (18.0% increase from 2025/26)

Reduced to better align with other aquatics membership fees.

· Swim Membership Direct Credit - Child - $14.00 / fortnight (10.2% increase from 2025/26)

Administration services – Official Information

· Administrative cost - first hour free, then charged half-hourly (or part thereof) thereafter - $38

This fee is new and was incorrectly excluded from the draft schedule of fees and charges presented in March 2026.

Administration services – Official Information

· Scanning / electronic supply - no charge (where practicable)

This fee is new and was incorrectly excluded from the draft scheduled of fees and charges presented in March 2026.

Administration services – Official Information

· External professional costs - actual and reasonable costs will apply

This fee is new and was incorrectly excluded from the draft scheduled of fees and charges presented in March 2026.

13 During the Council meeting on 4 March 2026, errors in some of the proposed fees and charges for Waste Minimisation and Regulatory Services (Environmental Health) were noted. These errors were corrected in the material that was available online and at DCC service centres during the community consultation period.

14 Minor wording changes to provide clarity and improve accuracy have also been made to the descriptions of some fees and charges. Duplicate fees have been removed.

OPTIONS

15 There are no options.

NEXT STEPS

16 Staff will be advised that fees and charges have been formally approved by Council.

17 The complete schedule of fees and charges will be updated on the Council’s website.

Signatories

Author:	Janet Fraser - Corporate Planner
Authoriser:	Carolyn Allan - Chief Financial Officer

Attachments

	Title	Page
⇩a	Draft 2026/27 fees and charges - City Properties	58
⇩b	Draft 2026/27 fees and charges - Community Recreation	61
⇩c	Draft 2026/27 fees and charges - Creative and Cultural Vibrancy	70
⇩d	Draft 2026/27 fees and charges - Governance and Support Services	73
⇩e	Draft 2026/27 fees and charges - Regulatory Services	74
⇩f	Building Services - Schedule B	89
⇩g	Draft 2026/27 fees and charges - Roading and Footpaths	91
⇩h	Draft 2026/27 fees and charges - Vibrant Economy	92
⇩i	Draft 2026/27 fees and charges - 3 Waters	93
⇩j	Draft 2026/27 fees and charges - Waste Minimisation	95

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	✔	☐	☐
Economic Development Strategy	✔	☐	☐
Environment Strategy	✔	☐	☐
Arts and Culture Strategy	✔	☐	☐
3 Waters Strategy	✔	☐	☐
Future Development Strategy	✔	☐	☐
Integrated Transport Strategy	✔	☐	☐
Parks and Recreation Strategy	✔	☐	☐
Other strategic projects/policies/plans	✔	☐	☐

The Activity Groups contribute to the delivery of all of the objectives and priorities of the strategic framework. The adoption of fees and charges is a mechanism for funding this work.

Māori Impact Statement

The Annual Plan 2026/27 provides a mechanism for Māori to contribute to local decision-making. The Council’s engagement with mana whenua and mātāwaka is an ongoing and continuous process.

Sustainability

Sustainability is an underlying principle of the DCC’s strategic framework and is outlined in the 9 year plan 2025-34. Activities in the 9 year plan and Annual Plan, support the DCC to embed the principles across DCC work.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The fees and charges are set in line with the Revenue and Financing Policy in the 9 year plan.

Financial considerations

Fees and charges contribute to the revenue budgets for the Council’s activities.

Significance

The proposed changes to the fees and charges schedule are considered to be low, in terms of the Council’s Significance and Engagement Policy.

Engagement – external

The proposed fees and charges were included on Council’s website as part of the community consultation process on the Annual Plan.

Engagement - internal

Staff across all group activity areas of Council were involved in the development of fees and charges.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Fees and charges may be of interest to Community Boards.

Council

27 May 2026

Summary of Submissions on Annual Plan 2026/2027

Department: Corporate Policy and Civic

EXECUTIVE SUMMARY

1 This report summarises community feedback received on the draft Annual Plan 2026/2027 (draft Plan).

2 Consultation on the draft Plan ran from 30 March to 29 April 2026, with 146 submissions received. The draft Annual Plan 2026/2027 consultation document is at Attachment A.

3 Some submissions contained comments from individuals, groups and community boards relating to funding requests and amenity requests. These are covered in separate reports.

RECOMMENDATIONS

That the Council:

a) Notes the feedback received through the Annual Plan community engagement process.

BACKGROUND

4 Consultation on the draft Plan occurred between 30 March and 29 April 2026. A total of 146 submissions were received through the draft Plan consultation process.

5 Submissions were collected via an online form, by email, written submissions, and through Annual Plan hearings where submitters were able to speak to Council in person.

6 The Annual Plan 2026/2027 page on the DCC’s website was visited 755 times during the consultation period. Approximately 17% of traffic was from direct access of DCC webpages, with the remainder largely directed from search engines, social media sites and the Dunedin Tunnels Trail Trust website. A summary of website traffic is at Attachment B.

Demographic make-up of submitters

7 Data on the age and ethnicity of submitters to the Annual Plan was collected and is summarised in the tables below:

Table 1: Age group of submitters

Age Group	Number of Submitters	Percentage of Submitters
Under 20 years	2	1%
20-29 years	11	8%
30-39 years	13	9%
40-49 years	37	25%
50-59 years	26	17%
60-69 years	27	18%
70 years and over	10	7%
Not specified (including organisations)	20	13%
Total	146	100%

Table 2: Ethnicity of submitters

Ethnicity	Number of Submitters	Percentage of Submitters*
European	18	12%
Māori	8	5%
New Zealand European	101	69%
Pacific Peoples	1	>1%
Other	5	3%
Not specified	26	17%

*Online submitters could identify as more than one ethnicity. This percentage is calculated using the total submission count of 146.

DISCUSSION

Range of topics addressed in submissions

8 A breakdown of submissions by topic is outlined below.

Table 3: Topics of submissions

Topic	Number of Submitters
Dunedin Tunnels Trail	102
3 Waters Rating Differential	27
Rates	16
Transport	13
3 Waters	12
Fees and Charges	11
Stadium & CCOs	9
General	7
Climate Adaptation	7
Parks and Recreation	7
Peninsula Connection	5
Property	3
Waste	3
Grants	3
Legislative reform	2
City Development and Growth	4
Cultural Institutions	2
Economic Development	1
Māori partnership	1

9 Council received eight comments via social media during the consultation. Topics of these comments include: roadworks; South Dunedin infrastructure; rates; public toilets; cycleways; and stormwater (3 Waters). Social media comments are at Attachment C.

10 A summary description of submissions received is outlined below. The summary excludes submissions discussed in other reports being provided to Council in regard to the draft Plan.

Summary of Submission Topics

Dunedin Tunnels Trail

11 Council received 102 submissions in support of the Dunedin Tunnels Trail, including requests for its funding to be included in the 2026/27 Annual Plan.

3 Waters and Rating Differential

12 Council received 37 submissions relating to the 3 Waters rating differential and 3 Waters in general.

13 25 submissions were in favour of the proposed rating differential for 3 Waters Services Utilities.

14 Two submissions opposed the proposed changes and discussed changes to the existing differential or other methods for allocating costs. One submission requested no increase or change to rates.

15 Seven submitters did not feel well informed enough to comment.

16 12 submissions were received on general 3 Waters matters.

17 Te Rūnanga o Ōtākou expressed a desire for the establishment of a council-controlled organisation (CCO) water services delivery model and sought active involvement in the preparation of the Water Services Strategy.

18 The Strath Taieri Community Board submission highlighted the need for improved transparency in the allocation of rates funding and reporting on future 3 Waters investment.

19 The West Harbour Community Board submission supported retaining the Port Chalmers water treatment plant and associated raw water dams.

20 The Waikouaiti Coast Community Board submission requested updates on the current water treatment plant upgrade and raised concerns regarding the security of future water supply and timeframes for wastewater upgrades.

21 The submission from Presbyterian Support Otago raised concerns about the affordability impacts of investment on households.

22 The submission from Business South emphasised the need to prioritise capital investment programmes toward core infrastructure for the most at-risk communities, including South Dunedin.

23 Other submissions received: expressed support for the continued use of fluoridation in the drinking water supply and increased investment in 3 Waters infrastructure; sought greater promotion of, and Council support for, sustainable water use practices; and, raised concerns regarding access provisions under the draft 2026 Water Bylaw.

Rates

24 There were 16 submissions relating to rates, reflecting strong concern about affordability and impacts on low-income households, people with disabilities, pensioners, and businesses, particularly following recent increases during the current cost-of-living pressures.

25 Submission themes also included greater restraint on non-core expenditure and clearer justification of how rate increases are determined.

Transport

26 There were 13 submissions calling for safer, more reliable transport infrastructure. Key themes include: sealing and increased maintenance rural roads; addressing flooding, erosion and extreme‑weather impacts; improving footpaths and crossings for children, older people and disabled users; reducing congestion in growth areas; and accelerating connected walking and cycling networks.

27 Some submitters requested prioritising essential maintenance, safety, and accessibility over discretionary or amenity projects.

Fees and Charges

28 There were 11 submissions relating to fees and charges, highlighting concerns about affordability of Council fees and charges. Key themes include opposition to rising fees, calls for greater transparency and cost recovery, and requests for free pool entry for disabled people.

Council Controlled Organisations

29 Council received nine submissions regarding Forsyth Barr Stadium, which expressed a range of views on Council funding for the stadium. Four opposed additional funding, three supported it, and one took a neutral position.

30 Submissions supporting continued or increased funding, noted the stadium's economic benefits and community value. In contrast, those opposing further ratepayer contributions posited that Council should prioritise essential services and infrastructure maintenance, and that the stadium should rely more on user‑pays and commercial revenue.

31 One submission advocated for changing the funding mechanism for the stadium from the general rate to a uniform annual general charge. Another emphasised the need to balance stadium funding with investment in natural assets.

Climate Adaptation

32 There were seven submissions relating to climate adaptation measures, particularly improving resilience to extreme weather and emergencies. Key themes include prioritising transport connections that protect communities, visitors, and critical coastal areas from climate‑related risks.

Parks and Recreation

33 There were seven submissions relating to Parks and Recreation. Key themes include concern about proposed budget reductions, and calls for accessible and affordable pool use for disabled communities.

City Development and City Growth

34 There were four submissions broadly relating to city development and growth.

35 One submission requested that Council take a proactive stance on housing density in Dunedin and ensure walkability in targeted areas.

36 A submission from Te Rūnanga o Ōtākou requests that mana whenua is involved in planning and decision making processes regarding city development and growth.

Grants

37 There were three submissions relating to grants from Council.

38 A submission from Our Food Network urges Council to reallocate a portion of the amenity horticulture budget towards edible landscapes and community-led food production.

39 A submission from the Greater Green Island Community Network addressed Council funding for place-based groups, and requested support with infrastructure.

40 A submission from Tūhura Otago Museum outlined its five-year plan, focused on core stewardship: safe buildings, seismic and fire risk reduction; improved collection care; and financial sustainability. Its submission signals future requests for financial support for two major projects for Council’s consideration in its next Long Term Plan: redevelopment of the Tāngata Whenua Gallery and restoration of the Ross Building, with the purpose of renewing key civic assets.

Property

41 Three submissions were received relating to Property with one submitter suggesting DCC property could be sold or utilised to collect rent, and two regarding public toilets at Truby King Reserve and at Green Island Memorial Park.

Waste

42 Three submissions were received regarding waste services, suggesting options for greater collaboration with the community and private sector, as well as investment in community driven resource recovery and the reduction of construction and demolition waste.

Cultural Institutions

43 Two submissions were received specifically regarding Toitū Otago Settlers Museum. One of these provided suggestions for increased exhibitions and support for public programmes, and one requested that an Archivist role, currently vacant, be filled.

Legislative reform

44 Two submissions were received regarding reform to local government being proposed by central government. The submissions expressed concern about the impact of proposed rates caps and the amalgamation of regional and district councils.

Māori partnership

45 One submission was received on working with Māori. This submission covered a range of topics that were identified by the submitter as important to mana whenua. Topics included strategic partnership between Council and mana whenua; long-term investment in water infrastructure; spatial planning and infrastructure; governance appointments across Council, including CCOs; resourcing for climate change adaptation (and for all submission points); and completion of the Peninsula Connection Road Safety Improvement Project.

46 In addition to these points, the submitter noted the importance mana whenua being actively involved at the governance and technical levels, including in water infrastructure; attendance at workshops for spatial planning; representation on governance groups, CCOs, and CEO appointment boards; and specific reporting back to mana whenua on the implementation of what has been address in this submission.

Economic Development

47 A submission from Business South called for action by Council to commit to clear, measurable economic development outcomes in line with Invest Dunedin, and to establish a formal Business Advisory Reference Group ahead of the Long Term Plan process.

General Comments

48 There were six submissions with general comments. Those included requests for clearer, more transparent consultation information, better long-term planning, and improved communication with communities. Other themes include stronger support for community boards and grants, and improved emergency preparedness.

Community Board Submissions

Waikouaiti Coast Community Board

49 The Waikouaiti Coast Community Board submission requested clarity and updates on projects occurring in the Waikouaiti Coast area, including the upgraded Waikouaiti Water Treatment Plant and the Mount Grand water supply. It also expressed the concerns of mana whenua regarding the current water take from the Waikouaiti River and the location of treatment plants.

50 The submission celebrated the efforts of OneCoast and thanked the DCC for support provided and commented on many topics including initiatives for roadside maintenance improvements, the Coastal Resilience Framework, the Truby King and Mt Watkin Hikaroroa reserves, Civil Defence, and amenity and grant requests.

Mosgiel-Taieri Community Board

51 The Mosgiel-Taieri Community Board submission expressed support and action on the Mosgiel stadium and Park and Ride projects, and commented on heavy traffic issues in Mosgiel and associated safety issues.

Saddle Hill Community Board

52 The Saddle Hill Community Board submission thanked the Council for its support. The submission advocated for progression of work in the Saddle Hill Community area on flood prevention, road safety, coastal erosion and advocated for support in the construction of a shared pathway between Waldronville and Ocean View.

West Harbour Community Board

53 The West Harbour Community Board submission supported an upgrade to the main thoroughfare in Koputai/Port Chalmers, requested footpath upgrades, brought attention to the vulnerability of the area during extreme weather events and expressed support for further sycamore eradication.

Strath Taieri Community Board

13 The Strath Taieri Community Board submission commented on the proposed rating differential for 3 Waters and provided feedback on the proposed increases to funding for Forsyth Barr Stadium. The Board expressed appreciation for the opportunity to provide feedback and continued engagement with the Council.

Otago Peninsula Community Board

54 The Otago Peninsula Community Board submission raised issues with Te Awa o Ōtākou / the Peninsula Connection Project, expressing an expectation from the community that the commitment to completing the project is honoured. Several safety issues were highlighted as was the importance of tourism and cultural connection.

OPTIONS

55 There are no options.

NEXT STEPS

56 During deliberations, the Council will consider the community’s feedback on the draft Annual Plan 2026/27.

Signatories

Author:

Tessa Thomson - Policy Analyst

Janet Fraser - Corporate Planner

Authoriser:

Carolyn Allan - Chief Financial Officer

Attachments

	Title	Page
⇩a	Draft Annual Plan 2026/2027 Consultation Document	107
⇩b	Draft Annual Plan 2026/27 website traffic	115
⇩c	Social media comments	117

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

The Annual Plan 2026/2027 enables democratic local decision making and action by, and on behalf of communities; and promotes the social, cultural, environmental and economic wellbeing of Dunedin communities now, and in the future.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☒	☐	☐
3 Waters Strategy	☒	☐	☐
Spatial Plan	☒	☐	☐
Integrated Transport Strategy	☒	☐	☐
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☒	☐	☐

The Annual Plan is year two of the 9 year plan 2025-34. The 9 year plan contributes to all of the objectives and priorities of the strategic framework as it describes the Council’s activities, the community outcomes, and provides a long term focus for decision making and coordination of the Council’s resources, as well as a basis for community accountability.

Māori Impact Statement

The Annual Plan 2026/2027 provides a mechanism for Māori to contribute to local decision-making. The Council’s engagement with mana whenua and mātāwaka is an ongoing and continuous process.

Te Taki Haruru, the DCC’s Māori Strategic Framework, includes principles and values that pertain to social, cultural, economic, and environmental wellbeing.

Sustainability

The summary of community feedback includes the views of the community across a number of sustainability focus areas.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

Submissions on budget or options are included in topic specific reports. This report provides the summary of community responses for non-budget or option specific reports.

Financial considerations

Submissions on budget or options are included in topic specific reports. This report provides the summary of community responses for non-budget or option specific reports.

Significance

Community consultation was undertaken on the draft Plan and this report summarises feedback received.

Engagement – external

Community responses on the draft Annual Plan 2026/2027 have been summarised in this report.

Engagement - internal

Staff and managers from across the DCC have been involved in the discussion of community feedback.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The summary of submissions from Community Boards are included in this report.

Council

27 May 2026

Funding requests - Annual Plan 2026/27

Department: Civic

EXECUTIVE SUMMARY

1 This report summarises three funding requests received from submitters during the community consultation period on the Annual Plan 2026/27. The requests received are presented at Attachment A.

RECOMMENDATIONS

That the Council:

a) Considers the request for funding from submitters, for inclusion in the Annual Plan 2026/27.

DISCUSSION

2 Requests for funding have been received from three submitters, as summarised in Attachment A.

3 It is not possible to quantify the full amount of the funding requested, as one submitter has not requested a specific amount.

4 All funding requests received are operating in nature, i.e., they would be treated as an operating expense rather than a capital expense. Within the budgeted grants pool for the 2026/27 year, there are no unallocated funds available for distribution. Any funding requests that may be approved would need to be funded either through a reallocation of the grants pool, or from rates. A copy of the budgeted grants pool is provided at Attachment B.

5 Staff have attempted to capture all requests, but if any have been missed, Councillors should raise these at the meeting. For each request in this report, staff comment has been provided, including whether or not the request is already provided for in the Annual Plan 2026/27.

OPTIONS

6 Options for each request are not provided.

NEXT STEPS

7 The decisions of Council will be incorporated into the Annual Plan 2026/27.

8 Staff will provide specific feedback to submitters on these requests.

Signatories

Author:	Janet Fraser - Corporate Planner
Authoriser:	Carolyn Allan - Chief Financial Officer

Attachments

	Title	Page
⇩a	Funding Requests - Annual Plan 2026/27	122
⇩b	Grants list for year ended June 2027	123

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	✔	☐	☐
Economic Development Strategy	✔	☐	☐
Environment Strategy	✔	☐	☐
Arts and Culture Strategy	✔	☐	☐
3 Waters Strategy	✔	☐	☐
Future Development Strategy	✔	☐	☐
Integrated Transport Strategy	✔	☐	☐
Parks and Recreation Strategy	✔	☐	☐
Other strategic projects/policies/plans	✔	☐	☐

The 9 year plan 2025-34, contributes to the objectives and priorities of the strategic framework, as it describes the Council’s activities, the community outcomes, and provides a long term focus for decision making and coordination of the Council’s resources, as well as a basis for community accountability. The Annual Plan is year two of the 9 year plan, with minor variations. Requests for funding contribute to the development of the Annual Plan.

Māori Impact Statement

The Annual Plan 2026/27 provides a mechanism for Māori to contribute to local decision-making. The Council’s engagement with mana whenua and mātāwaka is an ongoing and continuous process.

Sustainability

The overall impact of the funding requirements on the current and future social, economic, environmental and cultural wellbeing of the community is considered when deciding on funding requests.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

These considerations are the subject of the report.

Financial considerations

The financial considerations are included in the report.

Significance

The requests for funding have resulted from engagement with the community on the Annual Plan.

Engagement – external

The requests for funding have resulted from engagement with the community on the Annual Plan.

Engagement - internal

Staff and managers from across Council have been involved in the analysis of the requests received.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

Community Boards have participated in the consultation process.

Council

27 May 2026

Amenity requests - Annual Plan 2026/27

Department: Civic

EXECUTIVE SUMMARY

1 This report summaries requests for new amenities and projects received from submitters, and these are presented in Attachments A.

RECOMMENDATIONS

That the Council:

a) Considers the requests received from submitters for new amenities and projects, for inclusion in the Annual Plan 2026/27.

DISCUSSION

2 Requests for new amenities and projects have been received as follows:

Group of Activity	Number
City Property	2
Community Recreation	5
Roading and Footpaths	8
Waste Minimisation	3
Total	18

3 Staff have attempted to capture all requests, but if any have been missed, then these can be raised at the meeting. For each request in this report, staff comment has been provided, including if the request is already provided for in the Annual Plan or 9 year plan 2025-34 or if it is not provided for.

OPTIONS

4 Options for each request are not provided.

NEXT STEPS

5 The decisions of Council will be incorporated into the Annual Plan 2026/27.

6 Staff will provide specific feedback to submitters on these requests.

Signatories

Author:	Janet Fraser - Corporate Planner
Authoriser:	Carolyn Allan - Chief Financial Officer

Attachments

	Title	Page
⇩a	Amenity requests - Annual Plan 2026/27	130

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	✔	☐	☐
Economic Development Strategy	✔	☐	☐
Environment Strategy	✔	☐	☐
Arts and Culture Strategy	✔	☐	☐
3 Waters Strategy	✔	☐	☐
Future Development Strategy	✔	☐	☐
Integrated Transport Strategy	✔	☐	☐
Parks and Recreation Strategy	✔	☐	☐
Other strategic projects/policies/plans	✔	☐	☐

The 9 year plan 2025-34, contributes to the objectives and priorities of the strategic framework, as it describes the Council’s activities, the community outcomes, and provides a long term focus for decision making and coordination of the Council’s resources, as well as a basis for community accountability. The Annual Plan is year two of the 9 year plan. Requests for new amenities and projects contribute to the development of the Annual Plan.

Māori Impact Statement

The Annual Plan 2026/27 provides a mechanism for Māori to contribute to local decision-making. The Council’s engagement with mana whenua and mātāwaka is an ongoing and continuous process.

Sustainability

The overall impact of the funding requirements on the current and future social, economic, environmental and cultural wellbeing of the community is considered when deciding on new amenities and projects requests.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

These considerations are the subject of the report.

Financial considerations

Financial considerations are included in the report.

Significance

The requests for amenities and projects have resulted from engagement with the community on the Annual Plan.

Engagement – external

The requests for amenities and projects have resulted from engagement with the community on the Annual Plan.

Engagement - internal

Staff and managers from across Council have been involved in the analysis of the requests received.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The Community Boards have participated in the engagement process, and some have made amenity requests.

Council

27 May 2026

Completion of Annual Plan 2026/27 deliberations and decision making

Department: Civic

EXECUTIVE SUMMARY

1 This report contains the recommendations to be taken at the completion of Council consideration of feedback and final decision-making on the budgets for the Annual Plan 2026/27.

2 The recommendations allow the decisions and budget changes made during the deliberations meeting to be incorporated into the Annual Plan 2026/27, prior to adoption by the Council on 25 June 2026.

RECOMMENDATIONS

That the Council:

a) Approves staff comments for feedback topics as shown in the consultation database (or as amended during Annual Plan decision-making) for the purposes of:

i) providing feedback on Annual Plan engagement and decision-making to the community;

ii) inclusion in the Annual Plan 2026/27 as appropriate; and

iii) further follow-up or action by staff, if required.

b) Approves the changes to draft 2026/27 budgets resolved at this meeting for inclusion in the Annual Plan 2026/27, for adoption by the Council on 25 June 2026.

NEXT STEPS

3 The Annual Plan document will be prepared and presented to the 25 June 2026 Council meeting for adoption.

Signatories

Author:	Janet Fraser - Corporate Planner
Authoriser:	Carolyn Allan - Chief Financial Officer

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	✔	☐	☐
Economic Development Strategy	✔	☐	☐
Environment Strategy	✔	☐	☐
Arts and Culture Strategy	✔	☐	☐
3 Waters Strategy	✔	☐	☐
Future Development Strategy	✔	☐	☐
Integrated Transport Strategy	✔	☐	☐
Parks and Recreation Strategy	✔	☐	☐
Other strategic projects/policies/plans	✔	☐	☐

Māori Impact Statement

The Annual Plan 2026/27 provides a mechanism for Māori to contribute to local decision-making. The Council’s engagement with mana whenua and mātāwaka is an ongoing and continuous process.

Sustainability

The Annual Plan has considered various aspects of the Council’s approach to sustainability. Major issues and implications for sustainability are discussed in the 9 year plan’s Infrastructure Strategy and financial resilience is discussed in the Financial Strategy.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This report provides for the completion of development of the Annual Plan 2026/27.

Financial considerations

This report provides for the completion of budgets for the Annual Plan 2026/27.

Significance

This report informs annual plan deliberations following an engagement process with the community.

Engagement – external

The content of the Annual Plan is of interest to the community and this report provides for completion of the process and feedback on final decision-making to the community.

Engagement - internal

Staff and managers from across the Council have been involved in the development of draft budgets, options reports, and update reports for the Annual Plan.

Risks: Legal / Health and Safety etc.

Any specific risks in the development of the Annual Plan were considered in the relevant supporting documents.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

The Community Boards have participated in the consultation process, and all have submitted on the plan.

Mayor	Mayor Sophie Barker
Deputy Mayor	Cr Cherry Lucas
Members	Cr John Chambers	Cr Jo Galer
	Cr Christine Garey	Cr Doug Hall
	Cr Marie Laufiso	Cr Russell Lund
	Cr Mandy Mayhem	Cr Benedict Ong
	Cr Andrew Simms	Cr Mickey Treadwell
	Cr Lee Vandervis	Cr Steve Walker
	Cr Brent Weatherall