Agenda of Council - Thursday, 13 August 2026

Council

13 August 2026

Centres Upgrade Programme

Department: City Growth and Advisory Services

EXECUTIVE SUMMARY

1 The Centres Upgrade and Minor Amenity Improvements Programme aims to upgrade Dunedin’s neighbourhood centres by delivering amenity upgrades that enhance the suburban commercial areas for communities and to support local businesses.

2 Funding for the programme was allocated for each year of the 2025-2034 LTP. In July 2025 Council approved amenity upgrades for both Musselburgh and Wakari. The upgrade to the Musselburgh centre has recently been completed.

3 In April 2026 staff wrote to business and building owners in Wakari who are likely to be affected by the proposed work. Some business owners, members of the Citizens Association, and residents met with members of the Urban Design team to voice their concerns regarding the proposed amenity upgrades. Concerns primarily centred around existing social issues and the likelihood that new seating and planted areas may exacerbate these social issues. The cost of the work was cited as a concern and the necessity to upgrade the centre also questioned. Some business owners were supportive of the work.

4 Staff propose to substitute Wakari with Brighton and are requesting Council approve this change in location.

5 Staff have identified a potential opportunity for cost saving. Staff consider that the scope of the upgrade work in an area such as Brighton can be completed for less than the allocated budget.

6 Staff are also requesting direction from Council to help prepare a report ahead of the 10YP. Identifying a preferred approach for selecting centres for 2027/28 and 2028/29 will allow staff to scope and cost the proposed upgrades.

RECOMMENDATIONS

That the Council:

a) Notes the completion of the proposed amenity upgrade in Musselburgh.

b) Confirms to substitute of Wakari with Brighton as the small-scale centre to be upgraded 2026/27

c) Decides the preferred approach for selecting the larger centre in 2028/29.

d) Notes Staff will bring a report to Council, ahead of the LTP, to confirm the funding allocation and selected centres for 2027/28 and 2028/29.

e) Notes the Centres Upgrade Programme report.

BACKGROUND

7 The Centres Upgrade and Minor Amenity Improvements Programme (CUP) aims to ensure Dunedin’s suburban/neighbourhood centres are great places for their communities and local businesses. The programme will deliver amenity upgrades to the public spaces in Dunedin’s commercial centres outside of the CBD.

8 The programme was established to revitalise the commercial areas outside of the CBD to improve the overall look, feel and usability of the neighbourhood centres. Work will typically include renewing or adding street furniture (seating, waste and recycling bins), planting and landscaping, and renewing footpaths utilising small areas of paving to highlight key pedestrian zones.

9 Council approved the selection of Musselburgh and Wakari for the first two years of the CUP at the meeting 30 July 2025. The resolution is reproduced below.

Moved (Mayor Jules Radich/Cr Cherry Lucas):

That the Council:

a) Notes that the Musselburgh and Wakari neighbourhood centres had been selected for the first two years (2025/26 and 2026/27) of the Centres Upgrade and Minor Amenity Improvements Programme.

b) Notes that a report would be presented to Council in 2026 to confirm the centres that would be upgraded in the following two years of the 9 year plan period (2027/28 and 2028/29) to cover the triennium from 2025 to 2028.

Funding in the 2025-2034 LTP

10 Funding for the CUP was allocated for each year of the 2025-2034 LTP. The programme will be funded through a combination of the Minor Amenities Improvements budget and the Centres Upgrade Programme budget as itemised in Table 1.

11 DCC Transport holds budget specifically for transport improvements in priority suburban centres. This work can complement the proposed amenity upgrades. This funding is itemised in Table 1 below and is from year three of the LTP.

		2025/26	2026/27	2027/28	2028/29	2029/30	2030/31	2031/32	2032/33	2033/34
City Growth and Advisory Services (formerly City Development)	CUP	-	-	-	990	990	990	990	-	-
	MAI	300	300	300	-	-	-	-	300	300
Transport				500	500	1,000	1,000
Total		300	300	800	1,490	1,990	1,990	990	300	300

Completed Musselburgh Upgrade

12 The upgrade to the Musselburgh centre has recently been completed. The upgrade included new planting, new street furniture and the renewal of some exiting seating, and new paving at the intersection and crossing points. Photographs of the completed work are included as (Attachment A).

13 The cost for the amenity aspects of the upgrade was approx. $260k including a 10% contingency. The urban design staff have taken a pragmatic design approach to balance community outcomes with financial prudence. The project has been completed under budget with a saving saving of approx. 35k.

14 The overall upgrade was complemented by safety improvement work funded by DCC Transport. This work delivered safety improvements that had been previously identified and designed as part of the Safer Streets programme. Combining these projects sought to minimise disruption for both business and residents.

15 Construction work within the road corridor has inevitably caused a degree of disruption, however, the work is relatively small scale, and the contractor was able to undertake work outside of business hours to minimise the disruption to affected businesses. While some businesses expressed frustration over the disruption, staff also received positive feedback from owners of nearby businesses and residents.

· From a business owner - I think that looks great. Raised crossing a great idea as too many drivers speeding through that area. Hope you get more positive feedback.

· From a resident - I just wanted to say well done for your street upgrade at the Musselburgh village shops. I go there often and it looks and feels great. I hope you are going to do upgrades at other village shopping areas around Dunedin in the near future. Again, well done.

Planned Wakari Upgrade

16 In April 2026 staff wrote to business and building owners in Wakari who are likely to be affected by the physical work. Some business owners, members of the Citizens Association, and residents met with members of the Urban Design team to voice their concerns regarding the proposed amenity upgrades. Concerns primarily centred around existing social issues and the likelihood that new seating and planted areas may exacerbate these social issues. The cost of the work was cited as a concern and the necessity to upgrade the centre also questioned.

17 Not all affected business and building owners were against the proposed amenity upgrade, however, staff consider there is not a high level of support for this work. Staff considered that the most appropriate course of action is to pivot the programme to focus identify centres where there is a higher degree of community support.

18 Staff have actioned some issues identified by the community e.g. no parking lines to be installed in a location where illegal parking was causing issues for the intersection (completed) and replacing the exiting waste bin with a combined rubbish and recycling bin as part of budgeted replacements (underway).

DISCUSSION

19 Staff request a decision from Council to either proceed with the Wakari upgrade as planned, or to pivot the programme to another neighbourhood centre. The centre for the current 2026/27 financial year will be progressed under the existing LTP.

20 Additionally, the July 2025 resolution noted that staff would request a decision from Council for the centres to be upgraded in 2027/28 and 2028/29. These financial years will be within the next 10YP. Staff will bring a report to Council, ahead of the LTP, to confirm the funding allocation beyond this financial year.

21 Staff are requesting direction from Council for the centres for to be upgraded in 2027/28 preferred approach for selecting the larger centre in 2028/29. Identifying a preferred approach will allow staff to scope and estimate the cost of upgrade work in the next few years.

Financial Year 2026/27 & 2027/28 – Small Scale Centres

22 LTP funding for the next two years has been scaled to deliver only small-scale centres. The initial decision in July 2025 to select Musselburgh (complete) and Wakari was based on a matrix (Attachment B) that balanced suitability and impact.

23 Brighton, Middlemarch, and Outram have been identified as appropriate small-scale centres for the next two years. Other small centres have been deprioritised for a variety of reasons, including:

· Recent works to the road corridor have already improved the amenity of the centre, or, the centre already demonstrates an acceptable degree of amenity without any recent intervention.

· DCC Transport have identified that changes to a primary intersection are necessary, however, this work is currently unfunded. Any amenity improvements are likely to be affected by future changes.

· Below ground infrastructure upgrades are required in the near future. Again, any amenity improvements are likely to be affected by future changes.

· The centre is identified for improvements with funding allocated through the Future Development Strategy. Amenity improvements will be achieved by alternative funding source.

24 For Brighton, there is an opportunity to create greater amenity on Brighton Road near the dairy, café, and boat hire to the north of the bridge over the Otokia creek. There is potential to consider courtesy crossings that would enable safer pedestrian connections between the shops and the reserve/beach. It is anticipated that upgrade work in Brighton can be delivered for 80% of the allocated budget.

25 For Middlemarch, there are two centres: one on Snow Ave near to the Railway Station and the other in the proximity of the Strath Taieri Community Centre on the intersection of Swansea (State Highway 87) and Aberafon Streets. Staff intend to use the budget for one year/one centre for both centres noting that the extent of work will be reduced to account for a larger project area. It is anticipated that the full budget allocation will be needed.

26 The Parks and Reserves team are planning upgrades to the playground near the Strath Taieri Community Centre in Middlemarch. Staff report that the local community have been positive about the proposal to upgrade the playground; the streetscape amenity upgrades will complement the investment in the playground.

27 For Outram, there is an opportunity to create greater amenity along the state highway near the retail and hospitality businesses. It is anticipated that upgrade work in Outram would likely require the full budget allocation.

28 It is preferential to start with Brighton to allow more time to liaise with NZTA around the restrictions relating to the State Highway in Middlemarch and Outram.

29 Staff have written to business and building owners who are likely to be affected by any physical work. We have received no positive or negative responses from affected business and building owners in either the Brighton or Middlemarch, however, the Community Board chairs of both are supportive of the proposal.

30 A resident in Middlemarch contacted staff to express their support for the proposed amenity upgrades. A local group undertook beautification work ahead of the 2026 annual cavalcade celebrations that were hosted in Middlemarch in March this year.

Financial Year 2028/29 – Larger Centre

31 Funding to upgrade a large centre is included in the LTP for the four years from 2028/29 through to 2031/32. Staff request Council identify a method for selecting the centre to allow staff prepare a report for Council, ahead of the LTP, to assist selecting the centre to be upgraded in 2028/29 as outlined in the July 2025 resolution.

32 One method for selecting a centre is to align the CUP with planned traffic safety improvement work in suburban centres. Projects can be delivered combining the work programme of the urban design and transport teams to achieve separate, but closely related, objectives. However, this approach relies on maintaining the existing LTP budgets and may not be possible if either is reduced or removed.

33 An alternate method for selecting a centre is to prioritise centres where the community is actively advocating for improvements in their neighbourhood centre. Where a location is identified through both criteria it can be progressed in the initial years of the overall programme.

34 DCC Transport is at present assessing the prioritisation of their forward work programme. Centres likely to be prioritised for safety improvements include Caversham, Mornington and Māori Hill. Aligning the programme with DCC Transport’s work programme has benefits and efficiencies, specifically:

· Costs for traffic management can be shared between the two departments and reduce the overall project cost when compared to two separate projects,

· Engagement and consultation can be completed simultaneously,

· Disruption during the physical work stage can be minimised for local business and residents.

35 The alternative is to partner with community groups. Staff are aware of a several community groups that are actively advocating or planning to improve their town/neighbourhood centres.

· POWA (Progress of Waikouaiti Area) has requested support from DCC to revitalise the main centre of Waikouaiti and the DCC Urban Design team have met with the group to share ideas relating to private land/buildings. The community has been working with the Otago Polytech School of Architecture students to develop a vision.

· Future Caversham is understood to be a community group comprising approximately 40 residents who are seeking ways to improve the amenity of the main street. A high number of vacant and dilapidated buildings have been described as ‘rundown, dilapidated, neglected and embarrassing’.

· It is understood that residents of Port Chalmers have in the past also contacted elected members to request amenity improvements along George Street.

· There may be other community groups who have contacted staff and/or elected members that the Urban Design team are unaware of.

36 Staff note that Caversham features under both options, aligning with planned transport safety improvement work and also active community groups. It may be prioritised as a result of this overlap, however, to facilitate transparent decision making three options for selecting the centre to be upgraded in 2028/29 have been provided:

· Align the CUP with planned traffic safety improvement work in suburban centres,

· Partner with community groups actively advocating for improvements in their neighbourhood centre,

· Prioritise centre/s that align with both options above.

37 Based on Council’s decision, staff will scope and cost amenity improvements for a centre to be detailed in a CUP LTP report later in 2026. If alignment with Transport is necessary, it is intended that this report will follow a LTP report detailing future Transport budgets.

38 Under the allocated LTP funding, it is possible to alternative approaches over the four years. The large centres to be upgraded after 2028/29 will be subject to a future report in the new triennium.

OPTIONS

Selection of Small-Scale Centre for Financial Year 2026/27:

39 The options below relate to the programme for 2026/27. This work will be progressed under the existing LTP funding.

40 This decision will either confirm or substitute Wakari as the centre selected by Council in July 2025. The option to substitute Wakari has been proposed by staff after community feedback. Brighton has been selected as substitute to allow more time to liaise with NZTA around the restrictions relating to the State Highway in Middlemarch and Outram.

41 If the decision is to proceed with Wakari, staff will confirm Brighton, Middlemarch, or Outram as the preferred centre for upgrading in 2027/28. Staff will scope and cost the preferred centre for 2027/28 in a report ahead of the 10YP.

42 Based off the completed work in Musselburgh, staff anticipate that amenity improvements in Wakari or Brighton can be delivered for approx. 80% of the allocated budget.

Option One – Substitute Wakari for Brighton in 2026/27

Advantages

· Staff and the local community are likely to have a more positive experience working together during the design and delivery phases.

· The individual upgrades are likely to be more successful where staff, business/building owners, and the community are proactively working together.

· Provisional selections will allow staff to scope and cost work to inform the 10YP report.

Disadvantages

· Business/building owners in Wakari, who supported the amenity upgrades, may be disappointed that the work is not proceeding.

Option Two – Complete Wakari in 2026/27

Advantages

· The recently announced closure of Ward 10A at Wakari Hospital is likely to alleviate some of the social concerns identified in the early engagement phase.

· Provisional selections will allow staff to scope and cost work to inform the 10YP report.

Disadvantages

· Staff are likely to face opposition from some business/building owners during the design and delivery phases.

Method for selecting a Larger Centre for Financial Years 2028/29:

43 Staff will scope and cost a preferred centre for upgrading in 2028/29 in a report ahead of the 10YP.

Option One – Identify Caversham as the preferred centre for upgrading in 2028/29 for its alignment with both other methods for selecting a centre.

44 This option proposes combining the work programme of the urban design and transport teams to achieve separate, but closely related, objectives. It relies on maintaining the existing LTP budgets and is compromised if either is reduced or removed.

Advantages

· Caversham has an active community group advocating for improving the amenity in their local neighbourhood.

· Concept designs for traffic safety improvements have been developed for South Road.

· A project combining transport improvements with amenity upgrades is likely to generate the biggest positive impact for local businesses and communities. Investment in the public space (i.e. the road reserve) is likely to support investment in private property in the immediate area.

· Staff can begin engaging with the local community.

Disadvantages

· The prioritisation exercise currently being undertaken by DCC Transport may not identify Caversham as the preferred centre. This decision would override their prioritisation exercise.

· Investment in the public space (i.e. the road reserve) does not guarantee investment in private property.

· The scope of work will be greater and may extend disruption during the physical work stage.

Option Two – Select the centre for upgrading in 2028/29 to align with planned transport safety improvement work, including but not limited to Caversham.

45 Again, this option relies on maintaining the existing LTP budgets and is compromised if either the CUP or Transport budgets are reduced or removed.

Advantages

· Disruption to building/business owners is minimised by coordinating transport safety improvements with amenity upgrades into a single project.

· The project related costs are reduced by sharing preliminary and general costs (i.e. traffic management) across a combined project.

· The transport projects create design opportunities for the amenity upgrades i.e. the kerb buildouts near intersections can be used for low-level planting.

· A project combining transport improvements with amenity upgrades is likely to generate the biggest positive impact for local businesses and communities.

Disadvantages

· The scope of work will be greater and likely extend the period of disruption during the physical work stage.

· There may be community resistance to the amenity aspects if the project scope includes changes to on street parking (time limits and potentially parking spaces) and vehicle movements.

· The prioritised centre may demonstrate an acceptable degree of amenity without any improvements. The work may be targeted to areas of the city where the CUP can deliver the biggest impact.

Option Three – Select the centre for upgrading in 2028/29 to align with active community groups, including but not limited to Future Caversham.

Advantages

· The programme supports active community groups who have requested DCC to support them with revitalising their local community.

· The individual upgrades are likely to be more successful where the local community are actively engaged during the design and delivery phases.

· Disruption to local business/building owners is likely to be lessened as a result of a smaller budget/scope.

· Staff can begin engaging with the local community.

Disadvantages

· The scope and budget will limit the ability for staff to make changes beyond amenity improvements that may be identified in the engagement stage. This may present a challenge where traffic issues or state highways are known to be a concern for residents.

· The CUP is not funded to make traffic safety improvements and may need to avoid areas where traffic safety improvements are required. This will be necessary to avoid spending money on improvements that may need to be removed to enable the improvements.

NEXT STEPS

46 Staff will start work on the amenity upgrades for the centre selected for the 2026/27.

47 Staff will bring a report to Council, ahead of the LTP, to confirm the funding allocation beyond this financial year.

48 Unless the budget profile is varied, the LTP report will identify small scale centre to be upgraded in 2027/28 and a large centre for 2028/29.

Signatories

Author:

Mark Mawdsley - Team Leader Advisory Services

Authoriser:

Mike Cartwright - City Growth and Advisory Services Manager

David Ward - General Manager, 3 Waters, Property and Urban Development

Attachments

	Title	Page
⇩a	Before and after photos of the Musselburgh amenity upgrades	39
⇩b	Matrix analysis of small centres	43

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision enables democratic local decision making and action by, and on behalf of communities.

This decision 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	☐	☐	✔

Māori Impact Statement

The CUP, in particular the large centres where the budget, scope, and timeframes are greater, provide an opportunity, for DCC to engage with mana whenua and incorporate a te ao Māori perspective in the individual upgrade projects.

An overall cultural narrative for the Centres Upgrade Programme will be worked through with mana whenua. Additionally, any site-specific opportunities will be identified.

Sustainability

There will be a focus on sustainability as part of the project outcomes. Options of how to reduce the environmental impacts of the construction elements will be considered.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The programme is allocated funded through the LTP, the purpose of this report is to select the locations to be upgraded with the allocated funding.

Financial considerations

The programme is allocated funded through the LTP.

Significance

The programme is allocated funded through the LTP, the purpose of this report is to select the locations to be upgraded with the allocated funding.

Engagement – external

Staff have written to a small number of affected business/building owners in Wakari, Brighton, Middlemarch. No engagement has been undertaken with Caversham residents or ‘Future Caversham’ group. Staff have met with the Waikouaiti community, particularly the Progress of ‘Waikaouaiti Area’ group.

Engagement - internal

The Urban Design team have liaised with DCC Transport to identify alignment in separate work programmes.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

No conflict of interest has been identified.

Community Boards

Staff have contacted the chairs of both the Strath Taieri and Saddle Hill Community Boards.

Council

13 August 2026

Proposed Trade Waste Discharge Plan 2026 and Proposed Trade Waste Bylaw 2026

Department: 3 Waters

EXECUTIVE SUMMARY

1 The Local Government (Water Services) Act 2025 (LGWSA) requires a territorial authority to prepare and issue a trade waste discharge plan no later than 26 August 2027. The trade waste discharge plan must set out the territorial authority’s approach to regulating trade waste in its district and discharges of trade waste into the wastewater network. The plan may include proposals for the territorial authority to make a trade waste bylaw.

2 At present, the DCC Trade Waste Bylaw 2020 (2020 Bylaw) is in force. The 2020 Bylaw was last reviewed and updated in 2020.

3 This report proposes making a trade waste discharge plan and new bylaw to manage trade waste in Dunedin and the discharge of trade waste to the wastewater network, in response to the new LGWSA requirements.

4 Staff have developed a draft proposed Trade Waste Discharge Plan 2026 (attached to this report as Attachment A), a draft proposed Trade Waste Bylaw 2026 (attached to this report as Attachment B) and a draft Statement of Proposal (attached to this report as Attachment C) for the Council’s consideration.

5 Although the proposed Plan and proposed Bylaw would be made under the LGWSA, aspects of the bylaw-making process requirements set out in the Local Government Act 2002 (LGA) still apply. This report recommends that the Council makes the determinations required by section 155 of the LGA, which are that:

a) A bylaw is the most appropriate way to manage trade waste in Dunedin and the discharge of trade waste to the wastewater network;

b) The proposed Bylaw is the most appropriate form of bylaw; and

c) The proposed Bylaw does not give rise to any implications under, and is not inconsistent with, the New Zealand Bill of Rights Act 1990.

6 This report also recommends the Council approves the draft proposed Trade Waste Discharge Plan 2026, the draft proposed Trade Waste Bylaw 2026 and the associated draft Statement of Proposal for notification for public consultation, using the special consultative procedure set out in the LGA.

RECOMMENDATIONS

That the Council:

a) Determines that a bylaw, in conjunction with the Trade Waste Discharge Plan, is the most appropriate way to manage trade waste in Dunedin and the discharge of trade waste to the wastewater network.

b) Determines that the draft proposed Trade Waste Bylaw 2026 at Attachment B is the most appropriate form of bylaw.

c) Determines that the draft proposed Trade Waste Bylaw 2026 at Attachment B does not give rise to any implications under the New Zealand Bill of Rights Act 1990 and is not inconsistent with that Act.

d) Determines that the special consultative procedure, in accordance with the Local Government Act 2002, be used as part of the process to make the proposed Trade Waste Discharge Plan 2026 and proposed Trade Waste Bylaw 2026.

e) Approves the draft proposed Trade Waste Discharge Plan 2026 at Attachment A, the draft proposed Trade Waste Bylaw 2026 at Attachment B and the draft Statement of Proposal at Attachment C to be notified for public consultation.

f) Authorises the Chief Executive to make any minor editorial changes to the proposed Trade Waste Discharge Plan 2026, proposed Trade Waste Bylaw 2026 and the Statement of Proposal prior to consultation opening.

BACKGROUND

7 Trade waste is any discharge into the wastewater network that is not domestic wastewater. Trade waste includes waste transported to wastewater treatment plants by tanker and contaminated stormwater created on a trade waste premises or by industrial or trade activity.

8 Domestic wastewater is the wastewater produced from residential premises, self-contained vehicles, septic tanks, portable toilets or other premises, provided it does not contain any other contaminant generated from an industrial or trade activity. It is wastewater generated from fixtures or appliances generally intended for hygiene purpose (eg. toilets, bathrooms and kitchens).

9 The quality and quantity of domestic wastewater discharged into the wastewater network is generally known and / or is considered as posing a low-risk to the wastewater network and treatment plant. As a result, discharges of domestic wastewater to the wastewater network required different management responses to trade waste and are more appropriately addressed through other methods.

10 The DCC’s activities as a water services provider managing the wastewater network are directed by and regulated under national-level legislation including the LGWSA and the Resource Management Act 1991.

11 The DCC and other councils across New Zealand use bylaws to set local rules and requirements to regulate the discharge of trade waste to their wastewater networks. This is to protect the networks themselves, to protect the health and safety of those who use these networks, and to support councils to take the necessary actions to fulfil their duties and obligations under national-level legislation.

12 At present, the DCC Trade Waste Bylaw 2020 (2020 Bylaw) is in force. The 2020 Bylaw was last reviewed and updated in 2020.

Trade waste discharge plan and bylaw-making requirements, powers and procedure

13 The review of the 2020 Bylaw has been undertaken earlier than the previously anticipated 2030/31 bylaw review timeframe as a direct response to changes introduced through the LGWSA.

14 Section 185 of the LGWSA requires a territorial authority to prepare and issue a trade waste discharge plan no later than 26 August 2027. The trade waste discharge plan must set out the territorial authority’s approach to regulating trade waste in its district and discharges of trade waste into the wastewater network. The plan may include proposals for the territorial authority to make a trade waste bylaw.

15 Section 187 of the LGWSA requires the territorial authority to consider a proposal for a bylaw made in a trade waste discharge plan and make the trade waste bylaw if satisfied that the bylaw would be consistent with the LGWSA.

16 Sections 185 and 187 of the LGWSA also outline what matters must, or may, be included in a trade waste discharge plan and a trade waste bylaw, respectively.

17 Section 258 of the LGWSA specifically provides that a territorial authority may make a bylaw for the purposes of managing aspects of water services provision, including regulation of discharges of trade waste to the wastewater network. When the LGWSA was enacted, the equivalent provisions providing for such bylaws to be made under the LGA were repealed.

18 Section 258 of the LGWSA also provides that a bylaw may authorise a water service provider to grant and administer permits (including charging fees for permits) for trade waste discharges.

19 The DCC and other territorial authorities in New Zealand use bylaws to manage discharges of trade waste to the wastewater networks. Under the present law, a bylaw, in conjunction with a trade waste discharge plan, is the most feasible way to manage discharges of trade waste to the wastewater network efficiently and effectively.

20 The LGA sets out the nature and procedure for the making and review of bylaws. Section 155 of the LGA requires the local authority to determine that a bylaw is the most appropriate way of addressing the perceived problem (which in this case is the management of trade waste discharges to the wastewater network), a proposed bylaw is the most appropriate form of bylaw, and that a proposed bylaw is not inconsistent with the New Zealand Bill of Rights Act 1990 (NZBORA).

21 In addition, the LGA and the LGWSA require local authorities to consult the public prior to making a bylaw. The LGWSA also requires consultation on a trade waste discharge plan to be undertaken in accordance with the requirements for consultation on making a bylaw.

22 In accordance with the requirements of the LGWSA, if a new bylaw and the trade waste discharge plan are made, the territorial authority is required to review these documents no later than 10 years after the date on which they are made.

DISCUSSION

23 A trade waste bylaw has been used to manage the discharge of trade waste to the wastewater network in Dunedin since 1987. The draft proposed Bylaw would be the fourth iteration of Dunedin’s trade waste bylaw.

Overview of the draft proposed Trade Waste Discharge Plan and draft proposed Trade Waste Bylaw

24 The draft proposed Plan sets out the approach that the Council will take to regulate trade waste in Dunedin and the discharge of trade waste into the wastewater network.

25 Staff review of the 2020 Bylaw found the provisions of the 2020 Bylaw remain relevant for the regulation of trade waste discharges to the wastewater network in Dunedin. As a result, the provisions of the 2020 Bylaw have not been substantially modified during the preparation of the proposed Plan and proposed Bylaw. As the 2020 Bylaw provided for comprehensive regulation of trade waste, the rules and appendices from the 2020 Bylaw have been reallocated between the proposed Plan and proposed Bylaw in accordance with the requirements of the LGWSA.

26 The purpose of the draft proposed Bylaw is to control and monitor the discharge of trade waste into the wastewater network to:

(a) Protect the health, safety and wellbeing of the public and people working in the wastewater network, from potential adverse effects of contaminants discharged to the wastewater network;

(b) Manage, regulate and protect the wastewater network from misuse or damage and provide for efficient and effective management and operation of the wastewater network;

(d) Assist the Council to comply with Resource Management Act 1991 requirements for discharge of contaminants to the environment; and

(e) Provide a framework for trade waste permits that will provide a basis for monitoring trade waste discharges and for charging trade waste dischargers costs to cover conveying, treating, and disposing of, or reusing, their wastes.

27 To do this, the proposed Plan and proposed Bylaw:

(a) Establish clear requirements for the classification and discharge of trade waste to the wastewater network.

(b) Create a framework and processes for obtaining trade waste permits and the conditions that may be included in permits.

(c) Set enforceable obligations for customers relating to discharge of trade waste to the wastewater network and transporting of trade waste.

Summary of changes

28 Generally, the provisions of the 2020 Bylaw are working well and continue to be relevant for the regulation of trade waste discharges to the wastewater network. The existing provisions have not been substantially modified during the preparation of the proposed Plan and proposed Bylaw. The review of the 2020 Bylaw and the subsequent reorganisation of the provisions between the proposed Plan and proposed Bylaw is directly in response to the requirements of the LGWSA, primarily being the requirement for the preparation of the proposed Plan. Minor deletions or amendments have been made as appropriate throughout the documents to align with the LGWSA, other councils’ trade waste bylaws, and current practices.

29 The 2020 Bylaw requires discharges of trade waste that meet specified limits to be registered with DCC (classified as permitted trade waste), while discharges that exceed those limits require a consent/permit (classified as conditional trade waste). The approach in the proposed Bylaw has been amended to require all trade waste discharges to have a permit. This key change is to align the proposed Bylaw with the approach in the LGWSA. DCC is already implementing this requirement of the LGWSA and is issuing permits to customers with permitted trade waste discharges who are registered with DCC.

30 In the proposed Bylaw, the category name of ‘permitted trade waste’ has been changed to ‘controlled trade waste’ to reflect the approach of all trade waste discharges being managed under the permit system. There will be little difference in the actual process customers are required to undertake to gain approval from DCC for a controlled trade waste discharge than from the existing process under the 2020 Bylaw.

31 The other key change to the proposed Bylaw is the introduction of infringement offences and associated fines. The LGWSA specifies infringement offences and fines related to discharges of trade waste and provides the ability for these to be included in the proposed Bylaw. The offences that are punishable as infringement offences are set out in the LGWSA and have been reflected in the proposed Bylaw for clarity. With the inclusion of these provisions, the DCC will be able to use infringement offences as a tool to enforce compliance with trade waste discharge requirements.

Analysis: determinations under section 155 of the LGA

32 The following paragraphs provide analysis to support the Council to consider the recommended determinations, which section 155 of the LGA requires the council to make before making a new bylaw.

Section 155(1): Is a bylaw the most appropriate way to address the perceived problem?

33 The LGWSA requires the development of a trade waste discharge plan, and allows, but does not require, the development of a bylaw.

34 The DCC has used a bylaw to manage discharges of trade waste to the wastewater network since 1987. Under the present legislation, a bylaw, in combination with the Plan, is the most feasible and appropriate way to achieve efficient management of trade waste in Dunedin and discharges of trade waste to the wastewater network, and to comply with the requirements of the LGWSA.

35 The LGWSA specifies that a bylaw, if developed, should set the framework for issuing trade waste permits and can include infringement offences and fines. The LGWSA does not provide for the inclusion of these matters in the trade waste discharge plan, even though a plan implements the permit system outlined in a bylaw. Reliance on a plan by itself, without the support of these administrative powers provided by a bylaw, could impact on the DCC’s ability to fulfil its duties and obligations under national-level legislation and to enforce compliance with trade waste discharge requirements. It is necessary for the DCC to have the ability, provided by a bylaw, to set rules and legally enforce compliance.

36 A bylaw is the most appropriate way to manage aspects of the discharge of trade waste to the wastewater network because it enables the Council to:

(a) Establish rules and requirements related to the discharge of trade waste to the wastewater network, including to protect the network against damage, misuse, interference, or contamination;

(b) Establish the framework to approve permits for discharges of trade waste to the wastewater network; and

Section 155(2)(a): Is the proposed bylaw the most appropriate form of bylaw?

37 The proposed Bylaw is one that is:

(a) Up-to-date and fit-for-purpose

(b) Aligned with all relevant legislative and regulatory requirements

(d) Provides a clear, logical structure covering:

(i) Restrictions on discharges of trade waste to the wastewater network

(ii) Storage, transport, handling and use of hazardous materials

(iii) Trade waste classification

(iv) Trade waste permit processes and requirements

(v) Trade waste monitoring

(vi) Enforcement, breaches and infringement offences

(vii) Administrative matters

(e) Includes explanatory notes to assist with the interpretation and application of the bylaw by its users.

38 The proposed Bylaw would replace the 2020 Bylaw. Much of the substance of the 2020 Bylaw would be retained in the proposed Plan and proposed Bylaw with some modification, but new requirements would also be introduced to reflect current legislation and current operating conditions.

39 The proposed Bylaw’s form is consistent with nationwide best practice for bylaws relating to water services infrastructure and services.

Section 155 (2)(b): Is the proposed Bylaw consistent with the NZBORA?

40 Under section 155(3) of the LGA a bylaw must not be inconsistent with the New Zealand Bill of Rights Act 1990 (NZBORA). The Council must consider whether the proposed Bylaw gives rise to any implications under the NZBORA.

41 Subject to section 4 of the NZBORA, the rights and freedoms contained in the NZBORA may be subject only to such reasonable limits prescribed by law as can be demonstrably justified in a free and democratic society.

42 The NZBORA specifically identifies four types of civil and political rights, these are:

(a) life and security of the person

(b) democratic and civil rights (which includes freedom of expression and freedom of movement)

(d) search, arrest and detention.

43 There are no rights or freedoms under the NZBORA that could be affected by the proposed Bylaw.

44 Even if there were any relevant rights, the controls in the proposed Bylaw are considered reasonable limits as allowed for in section 5 of the NZBORA.

45 The proposed Bylaw is not inconsistent with NZBORA and does not give rise to any implications under the NZBORA.

Special Consultative Procedure

46 In accordance with section 188 of the LGWSA, consultation on a trade waste bylaw that is proposed in a trade waste discharge plan must occur in conjunction with the consultation on the trade waste discharge plan. This means that the consultation on the proposed Plan and proposed Bylaw is to be undertaken together.

47 Sections 186 and 258 of the LGWSA require consultation on a trade waste discharge plan to be the same as required for a bylaw under section 156 of the LGA.

48 Section 156 of the LGA requires local authorities to use the special consultative procedure when making a bylaw (and, in this case, a trade waste discharge plan) if:

(a) the proposed bylaw (and proposed plan) concerns a matter identified in the local authority’s significance and engagement policy; or

(b) the local authority considers the proposed bylaw (and proposed plan) is likely to have a significant impact on the public.

49 The rules in the proposed Bylaw and proposed Plan will directly impact current and future trade waste customers. For this reason, use of the special consultative procedure as part of the process to make the proposed Plan and proposed Bylaw is appropriate and recommended.

50 As part of the special consultative procedure, the Council must adopt a draft of the proposed Plan, proposed Bylaw and the Statement of Proposal. The Council must make these available for public feedback for a period of not less than one month.

51 This report recommends the Council adopts the draft proposed Plan attached to this report as Attachment A, draft proposed Bylaw attached to this report as Attachment B and the draft Statement of Proposal attached to this report as Attachment C for public consultation.

52 If approved, public consultation on the proposed Plan, proposed Bylaw and the Statement of Proposal, will be open from Monday 17 August 2026 to Friday 18 September 2026. Provision will be made for members of the public to view the consultation material both online (via the DCC website) and at DCC libraries and service centres. Provision will be made for written submissions to be provided online and via other channels (e.g. by post).

53 Arrangements will be made for hearings if requested by submitters. A Hearings Panel will be convened for the purpose of considering submissions, and for the purpose of hearings if required. Hearings would likely take place in late October or November 2026.

OPTIONS

Option One – Make the recommended determinations and adopt the attached draft proposed Plan, draft proposed Bylaw and draft Statement of Proposal for consultation (Recommended Option)

54 This option involves making the recommended LGA determinations and proceeding with public consultation on the attached draft proposed Bylaw, draft proposed Plan and draft Statement of Proposal, as part of the process towards making a trade waste discharge plan and new trade waste bylaw for Dunedin.

Advantages

· Complies with the statutory requirements for bylaw (and trade waste discharge plan) making and associated public consultation

· Enables the DCC to progress towards making a new bylaw and trade waste discharge plan to manage the discharge of trade waste to the wastewater network that reflects current legislative and regulatory provisions

Disadvantages

· None identified.

Option Two – Do not make the recommended determinations and/or do not adopt the attached draft proposed Plan, draft proposed Bylaw, and draft Statement of Proposal for consultation

55 This option could involve either:

a) not progressing towards making a trade waste discharge plan and new bylaw to manage the discharge of trade waste to the DCC wastewater network; or

b) asking staff to make changes to the draft proposed Plan, draft proposed Bylaw and draft Statement of Proposal before returning to Council for LGA determinations and approvals at a later date.

Advantages

· Enables the Council to request further analysis prior to making decisions

Disadvantages

· Delays progress towards DCC putting in place a trade waste discharge plan and new trade waste bylaw that reflects current legislative and regulatory provisions

· May have implications for DCC in meeting the LGWSA deadline (August 2027) for preparation of a trade waste discharge plan if delayed for a significant period of time.

NEXT STEPS

56 If the Council approves the recommended option, the proposed Plan, proposed Bylaw and Statement of Proposal will be notified for public consultation in accordance with the requirements of the LGA. The consultation will be open from Monday 17 August 2026 to 18 September 2026.

57 Staff will summarise feedback received and prepare a report for consideration by the Hearings Committee. Staff will arrange hearings if requested by submitters.

58 After any hearings, the Hearings Committee will report to the Council with their recommendations and a final proposed Plan and proposed Bylaw (incorporating any recommended amendments) for the Council’s confirmation of the recommendations and approval to make the Bylaw and Plan operative.

Signatories

Author:

Jacinda Baker - Policy Analyst

Authoriser:

Scott Campbell - Regulation and Policy Team Leader

John McAndrew - Head of 3 Waters

Attachments

	Title	Page
⇩a	Draft Proposed Trade Waste Discharge Plan 2026	56
⇩b	Draft Proposed Trade Waste Bylaw 2026	76
⇩c	Draft Statement of Proposal	98

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 environmental 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	✔	☐	☐

This report has been prepared with reference to Dunedin’s strategic framework.

Māori Impact Statement

There are no known specific impacts for Māori related to this report and the decisions sought. Māori individuals and organisations will have the opportunity to provide feedback on the proposed Plan and proposed Bylaw via the public consultation process. DCC staff have provided information about the development of the draft proposed Plan and draft proposed Bylaw to staff at Aukaha.

Sustainability

The proposed Plan and proposed Bylaw are intended to enable the DCC to manage discharge of trade waste to the wastewater network in a manner that supports the long-term sustainability of the wastewater network and the environment.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This report and the recommended decisions have no immediate direct implications for these plans and strategies. However, the proposed Plan and proposed Bylaw are intended to enable the DCC to manage discharge of trade waste to the wastewater network in a manner that supports the DCC to achieve the objectives set out in these plans and strategies.

Financial considerations

There are no known specific financial implications related to this report and the recommended decisions. The costs of public consultation and immediate implementation of the proposed Plan and proposed Bylaw (if subsequently adopted) can be met from existing budgets. Additional funding (if required) for longer-term implementation activities would be sought through budgets included in a future Water Services Strategy.

Significance

This report and the recommended decisions have been assessed as medium significance in terms of the Council’s Significance and Engagement Policy.

Engagement – external

The draft proposed Plan, draft proposed Bylaw and draft Statement of Proposal have been reviewed by an external legal reviewer.

Engagement - internal

Staff from the following departments have contributed to the development of this report and/or the attached draft proposed Plan, draft proposed Bylaw and draft Statement of Proposal: 3 Waters, Governance and Council Communications and Marketing.

Risks: Legal / Health and Safety etc.

None identified.

Conflict of Interest

None identified

Community Boards

There are no known specific impacts for Community Boards related to this report and the decisions sought. Community Boards and their constituents will have the ability to provide feedback on the proposed Plan and proposed Bylaw via the public consultation process.

Council

13 August 2026

Draft Local Alcohol Policy

Department: Corporate Policy

EXECUTIVE SUMMARY

1 The purpose of this report is to update Council on the Stage Two engagement of the review of the DCC’s Local Alcohol Policy (LAP), and to seek Council approval for formal consultation on a Draft LAP.

2 Council resolved in April 2026 further stakeholder and public engagement on a range of possible LAP content options as part of a three-stage engagement process for its LAP review.

3 This engagement has been carried out and analysed, along with earlier engagement and research to form a Draft LAP.

4 The Draft LAP contains several changes and amendments to the current LAP including:

· Location limitations for new licences with regard to sensitive facilities.

· A freeze on the issue of new off-licences in certain areas of Dunedin.

· On-licence discretionary conditions to improve safety and assist licencing inspections.

· No issuing of special licences for events focused on children and young people.

RECOMMENDATIONS

That the Council:

a) Notes the results of the Stage Two engagement for the Local Alcohol Policy Review

b) Approves the Draft Local Alcohol Policy for public consultation using the Special Consultative Procedure subject to any amendment

c) Adopts the attached Statement of Proposal for consultation subject to any amendment

d) Appoints members for a Hearings Committee to hear consultation submissions

BACKGROUND

5 Council recommenced the review of its current LAP in 2025, approving a three-stage engagement and consultation process. Stage One – reviewing evidence, engaging with key stakeholders and identifying possible LAP content options – was completed in April this year, with Council approving on 23 April 2026 wider Stage Two engagement to further develop a draft LAP:

Moved (Cr Doug Hall/Cr Christine Garey):

That the Council:

a) Approves further stakeholder and public engagement on a range pf possible Local Alcohol Policy content options noted in this report.

b) Notes that the engagement would inform the draft Local Alcohol Policy to formally consult on later this year.

Motion carried (CNL/2026/097) with Crs Brent Weatherall and Benedict Ong recording their votes against.

6 This report outlines the feedback and analysis from Stage Two and seeks Council approval for Stage Three, i.e. consultation on the draft LAP using the Special Consultative Process including receiving submissions and holding hearings, for Council to then adopt the reviewed LAP.

Developing a LAP

7 The Sale and Supply of Alcohol Act 2012 (the Act) allows territorial authorities to develop local alcohol policies, following the object of the Act:

a) the sale, supply, and consumption of alcohol should be undertaken safely and responsibly; and

b) the harm caused by the excessive or inappropriate consumption of alcohol should be minimised.

8 The LAP must only include matters relating to licencing under section 77(1) of the Act. When a LAP is developed, the Act requires Council to have regard to certain matters under section 78(2) of the Act. These matters are noted in Attachment A.

9 A supporting research report in respect of section 78(2) is contained in Attachment B. The report emphasises matters of the overall health indicators of the district’s residents and the nature and severity of the alcohol-related problems arising in the district. Some key points are:

a) The NZ Quality of Life Survey in 2024 found that 70% of respondents perceive alcohol and drug problems, or antisocial behaviours caused by alcohol or drugs, to have been an issue in Dunedin in the last 12 months, up from 66% in 2020.

b) North Dunedin comprises 7-8% of the total Dunedin population yet has contributed between 23% and 27% of all alcohol-related ED visits during the 2018-2024 period.

c) For the 2022-2025 period in Dunedin, Police reported 2,002 drink-drive offences and 3,255 incidents of alcohol-related family harm.

10 It is a statutory requirement under the Act that Council must consult with the Police, Medical Officer of Health, and Alcohol Licensing Inspectors (the ‘tri-agencies’) before the draft LAP is released for public consultation. Council has previously advised that the tri-agencies (and other affected parties) are actively engaged throughout the review process, with the research report drawing on their input.

11 From a recent Supreme Court decision (Woolworths NZ Ltd v Auckland Council, Supreme Court, [2023] 1NZLR 113) the following observations regarding LAPs have been drawn:

a) LAPs can legitimately be policy decisions based on community preferences, and so do not need to be strictly ‘evidence based’ in every facet.

b) Councils can take a precautionary approach to a LAP, meaning there is no requirement to be sure that conditions will minimise alcohol-related harm; it is sufficient that there is a reasonable likelihood that they will do so.

c) Any appeals or judicial reviews of LAPs become largely focused on soundness of review process, and if any contested conditions are reasonable in light of the Act, such as whether a condition is a proportionate limit on the sale and supply of alcohol.

DISCUSSION

Stage Two engagement on possible LAP options

12 Thirty-eight organisations across a range of sectors were contacted and invited to respond via email or an online survey on the Council’s website on twenty-one possible new LAP content options which are noted in Table One. The public were also made aware of the online survey via media releases, posts on the Council’s website, Facebook and Instagram pages, newspaper advertising (print and online), and posters in the libraries and the civic building.

OFF-LICENCES
Option	Current LAP condition	Possible option for Draft LAP
OFF-1	No distance restrictions for new licences in relation to existing licences.	200m distance for new licence to an existing one.
OFF-2	No location restrictions or limits for new off-licences outside Second Generation Plan limitations.	a) No new off-licences in North Dunedin area from Moray Place to Botanic Gardens to University Oval.
OFF-2		b) No new off-licences in NZ Deprivation Areas 7-10.
OFF-3	Trading hours 7am-10pm.	Trading hours 9am-9pm (9am same as on-licences option).
OFF-4	Sensitive area location restrictions – 100m from educational or recreational facilities for new licences.	200m distance for new licences: to also apply to marae, places of worship, addiction services.
Discretionary conditions – should include in an Off-licence
OFF-5	No restrictions on off-licence single sales.	No single sales of beer 5% or greater strength (excluding craft beer) and RTDs, in 500ml container or less.
OFF-6	No restriction on ‘Buy now, pay later’.	Ban ‘Buy now, pay later’ schemes.
OFF-7	No restrictions on external advertising.	No external advertising/ promotion of alcohol visible from the exterior of the premises.
Discretionary conditions – may include in an Off-licence
OFF-8	No restriction on alcohol delivery.	No delivery of alcohol-only outside licencing hours.
ON-LICENCES
Option	Current LAP condition	Possible option for Draft LAP
ON-1	Opening time from 8am.	Opening time 9am (same as off-licence option).
ON-2	CBD entertainment venues close by 4am.	CBD entertainment venues close by 3am (same as other CBD on-licences).
ON-3	CBD One Way Door applies 2.30am.	CBD One Way Door applies 2am.
Discretionary conditions – should include in an On-licence
ON-4	Security requirements (CCTV, lighting, outside areas).	Include broader Crime Prevention Through Environmental Design principles.
ON-5	Preventing intoxication.	Maintain an incident register.
ON-6	Staffing requirements.	Maintain staff training records.
Discretionary conditions – may include in an On-licence
ON-7	No time limit on serving rapid intoxication drinks.	No sales of rapid intoxication drinks after 12am.
CLUB LICENCES
Option	Current LAP condition	Possible option for Draft LAP
CLUB-1	No duty manager requirement.	Duty manager must be present where higher numbers of people are expected when hosting tournaments or holding club functions.
SPECIAL LICENCES
Option	Current LAP condition	Possible option for Draft LAP
SPECIAL-1	Special licence requirements (several elements noted in current LAP).	a) Include midnight cut-off time.
		b) Include limit of two drinks per serve for events over 1000 people.
		c) Include alcohol and event management plan for large events, i.e. over 400 people.
		d) Include no sale of alcohol if high number of under 18 year olds.

Table One: Possible Local Alcohol Policy Options.

Stage Two engagement feedback

13 Forty-eight responses were received, with twenty-seven from organisations and twenty-one from individuals or as anonymously. A breakdown is shown in Table Two. Some key organisations that responded were the National Public Health Service (Te Whatu Ora), Safe and Well Ōtepoti, Āraiteuru Marae, Foodstuffs South Island, and Hospitality New Zealand Otago. For a representation of the feedback received, these are included as Attachments C, D, E, F and G.

Feedback Type	Responses
Off-licence	2
On-licence	12
Club	7
Public Sector	2
NGO	4
Individual	16
Anonymous	5
Total	48

Table Two: Breakdown of type of Options feedback.

14 A count summary for responses to overall questions on the licence type options is shown in Table Three. This shows that there were mixed responses on the options, which were often along sector lines within organisations and businesses. Partially agreeing with the overall type of options was common, e.g. 21 in total for off-licences.

Feedback	Response	Off-licence Options Overall	On-licence Options Overall	Club-licence Options Overall	Special licence Options Overall
Organisations/ Businesses	Yes	5	7	6	4
	No	7	12	9	9
	Partially Agree	12	5	10	10
Individual/ Anonymous	Yes	3	3	9	3
	No	8	9	9	10
	Partially Agree	9	8	3	4
Total	Yes	8	10	15	7
	No	15	21	18	19
	Partially Agree	21	13	13	14

Table Three: Overall Options responses by type of feedback.

15 Public sector organisations favoured most if not all options. They wanted some options to go further, e.g. Off-2 and Off-7 in Table One (extending the sensitive site and advertising restrictions to on-licences) and seeking earlier closing or operating times for On-2 and On-3. This was also the case for non-governmental organisations who showed near universal support for the options, with some exception to On-2 and On-3 which some thought should have earlier closing or operating hours.

16 Private sector organisations were more resistant to the options presented, with some not in favour of any of them. Opposition was strongest for Off-5 (‘impacts moderate drinkers’), Off-7 (‘blanket restrictions’), On-3 (‘a safety risk’) and On-7 (‘a staff responsibility’). Some of the private sector organisations accepted that several options were worth progressing, e.g. those with on-licences showed some support for options Off-1, Off-2 and Off-6.

17 Some of the feedback concerned clarifying or defining some of the options better (e.g. Off-1, Off-2 and Off-7), and a perception that licence renewals would not be exempt from location restrictions (they would be). On-licences were concerned that some off-licence options would be extended to them, e.g. Off-7.

18 Clubs tended to be more in favour of most options apart from mixed support for single sales restrictions (Off-5). Their main concern was that whilst they tended to support the intent of the duty manager requirement (Club-1) they felt that it could be too onerous as worded and sought a more flexible application.

19 Several responses opposed some discretionary condition options as their responses indicated that they may have thought that these were fixed conditions like those for location and trading hours. This may have been due to some discretionary condition options being placed in the off- and on-licence categories during engagement for ease of survey completion.

20 The special licence option contained four matters with mixed feedback. Midnight cut-off times and two drinks per serve at larger events were considered by some to be too restrictive. There was more overall support for alcohol and event management plans for large events and for no alcohol sales for events with high numbers of minors, although it was suggested that better clarification would assist the latter matter.

Proposed Draft LAP

21 A Draft LAP has been developed taking into account the Stage One and Two research and engagement, relevant case law noted above, and established principles to minimising alcohol harm as supported by the evidence cited in the research report (i.e. the availability, accessibility and marketing of alcohol).

22 Table Four provides a summary of the changes and amendments to the twenty-one LAP options engaged upon for the Draft LAP. Seven options have been retained as they were, four have been better defined (e.g. external advertising, club manager requirement), seven have had amendments (e.g. sensitive site distances and exemptions) and three have been deleted (e.g. changing the CBD One Way Door times).

23 For the two location area restriction options, the North Dunedin area is a subset of the high deprivation area option. Given reasonable support for both options that are underpinned by an evidential foundation, it is proposed to just retain the high deprivation option.

OFF-LICENCES
Option	Post-Engagement Remark	Proposed for Draft LAP
OFF-1	Emphasise in consultation that renewals are exempt.	Retain option.
OFF-2	The North Dunedin area is a subset of the wider defined deprivation area. Emphasise in consultation that renewals are exempt.	Retain there being no new off-licences in the cited deprivation area option and delete the North Dunedin restriction area option. Amend to allow an exemption if primary purpose of business is not the sale and supply of alcohol.
OFF-3	Possible inconvenience for morning purchases.	Retain option.
OFF-4	Issue of bus interchange and impacts on new on-licences in the City.	Retain and amend to: · Include Dunedin Central City Bus Hub. · 100m distance for on-licences in CBD and Centre Zones. · Exempt if primary purpose of business is not the sale and supply of alcohol.

Discretionary conditions – should include in an Off-licence
OFF-5	Mixed feedback and possible impacts.	Retain option.
OFF-6	Reasonable support.	Retain option.
OFF-7	Clarity on whether store name and logo and if interior displays are excluded.	Retain and re-define: ‘No external-facing display of alcohol-related advertising or promotion including any mobile or temporary signage affixed to or adjacent to the premises. Signage will be limited to displaying the store name and logo only’.
Discretionary conditions – may include in an Off-licence
OFF-8	Note that remote sellers are included.	Retain and amend: ‘No alcohol deliveries outside licencing hours, including remote sellers’.
ON-LICENCES
Option	Post-Engagement Remark	Proposed for Draft LAP
ON-1	Possible impact on breakfast bookings.	Retain option.
ON-2	Currently only one venue.	Delete option.
ON-3	Safety issues raised.	Delete option.
Discretionary conditions – should include in an On-licence
ON-4	A well-established safety measure.	Retain and amend: ‘Include broader Crime Prevention Through Environmental Design principles for security and the management of outside areas and queues’.
ON-5	Tri-agency request for licencing inspections.	Retain and amend: ‘Maintain an incident register available for inspection’.
ON-6	Tri-agency request for licencing inspections.	Retain and amend: ‘Maintain staff training records available for inspection’.
Discretionary conditions – may include in an On-licence
ON-7	Mixed support, need to define clearly.	Retain option – use accepted research definition.
CLUB LICENCES
Option	Post-Engagement Remark	Proposed for Draft LAP
CLUB-1	Better support if more pragmatically defined.	Retain and re-define: ‘Require the holder of a manager’s certificate to be present when alcohol is available for sale during busy periods e.g. more than X people are on the Club premises, noting that ‘X people’ will be determined by the District Licencing Committee’.
SPECIAL LICENCES
Option	Post-Engagement Remark	Proposed for Draft LAP
SPECIAL-1	Midnight cut-off time.	Retain option – DLC to decide on a case by case basis.
	Limit of two drinks per serve for events over 1000 people.	Delete option – often happens as events progress.
	Include alcohol and event management plan for large events, i.e. over 400 people.	Retain option – an appropriate safety measure.
	Include no sale of alcohol if high number of under 18 year olds.	Retain and better define: ‘Special licences will not be granted for events focused on children and young people, i.e. events centred around under 18 year-olds including but not limited to children’s sports games, school galas, school kapa haka events, etc’.

Table Four: Changes and amendments to the Stage Two engagement options for the Draft LAP.

24 A discretionary condition on restricting off-licence alcohol sales in glass containers was not included in Stage Two engagement as staff were still working through legal advice on the matter. The tri-agencies and the Sophia Charter support such a restriction. The proposed off-licence discretionary condition on glass container sales for the Draft LAP is:

· Restricting the sale of alcohol in specified glass containers where there is evidence of alcohol-related harm involving broken glass in the locality, a sufficient evidential link between the licensed premises and that harm, is likely to reduce the harm, is proportionate, and that the benefits outweigh the impacts on consumers and licensees.

25 Other general changes and amendments include:

· Aligning on-licence locations with the Second Generation Plan for consistency.

· Removing repetition and content from the LAP that is part of the Act.

· Including a section on a discretionary condition applying to all licences on plans to prevent intoxication, violent behaviour and the sale of alcohol to prohibited people.

· Updating definitions.

26 Retained content from the current LAP includes:

· On-licence hours in residential zones.

· Off-licence security conditions.

· Club licence trading hours.

· Some special licence application criteria.

27 The proposed Draft LAP is contained in the Special Consultative Procedure’s Statement of Proposal in Attachment H. The current LAP is contained in Attachment I.

Legislative Considerations

28 The Sale and Supply of Alcohol (Improving Alcohol Regulation) Amendment Bill 2026 (the Bill) proposes to amend parts of the licensing framework, although it does not repeal, replace, or suspend a LAP made under the Act.

29 Were there to be any inconsistency between an adopted LAP and the Act (as ultimately amended by the Bill), the provisions of the Act will apply, and the LAP inconsistency becomes void by operation of law, and the LAP will not need to be formally amended.

OPTIONS

Option One – Carry out public consultation on the Draft Local Alcohol Policy using the Special Consultative Procedure

30 The Council consults on the Draft LAP using the Special Consultative Procedure.

Advantages

· Continues the review of the LAP that builds on previous engagement.

· Carries out a formal requirement to review a LAP.

Disadvantages

· There are no disadvantages with this option to progress the LAP review.

Option Two – Do not carry out public consultation on the Draft Local Alcohol Policy using the Special Consultative Procedure

31 The Council does not consult on the Draft LAP using the Special Consultative Procedure.

Advantages

· There are no advantages with this option if Council wishes to retain a LAP.

Disadvantages

· Delays the review of the LAP given a SCP is a legislative requirement.

· Risks disappointment and disinterest from those engaged with to date during the review.

· Delays may mean some parts of the current LAP become outdated.

NEXT STEPS

32 If Council adopts Option One, staff will implement the following steps and approximate timeframes during 2026:

· Draft LAP consultation using the Special Consultative Process – late August to late September.

· Hearings and deliberations – October.

· Report to Council to approve new LAP – November.

33 If Council adopts Option Two, staff will seek direction from Council to determine the next steps.

Signatories

Author:

Paul Cottam - Senior Policy Analyst

Authoriser:

Bonnie Wright - Manager Compliance Solutions

Paul Henderson - General Manager Corporate and Regulatory Services

Attachments

	Title	Page
⇩a	Local Alcohol Policy Legislative Matters	127
⇩b	DCC LAP Review Research Report July 2026	174
⇩c	Stage Two Engagement Feedback – National Public Health Service	221
⇩d	Stage Two Engagement Feedback – Safe and Well Ōtepoti	225
⇩e	Stage Two Engagement Feedback – Āraiteuru Marae Incorporated	228
⇩f	Stage Two Engagement Feedback - Foodstuffs South Island	232
⇩g	Stage Two Engagement Feedback - Hospitality NZ Otago	236
⇩h	Local Alcohol Policy Statement of Proposal	240
⇩i	Dunedin Local Alcohol Policy 2018	258

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision enables democratic local decision making and action by, and on behalf of communities.

This decision promotes the social 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 proposal to undertake consultation on the LAP aligns with the Social Wellbeing strategic priorities of vibrant and cohesive communities, and safe and healthy people.

Māori Impact Statement

Local rūnaka will continue to have the opportunity to contribute to the LAP review via consultation and have been engaged with during Stage One and Two. The research report notes alcohol’s uneven impact on Māori and the Draft LAP contains measures to offset harm, in so doing helping to meet the social equity aspect of Te Taki Haruru.

Sustainability

There are no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no identified implications for the LTP/Annual Plan, Financial or Infrastructure Strategies.

Financial considerations

There are no financial considerations identified.

Significance

Although the LAP is an important document that has a statutory basis, this decision to approve consultation is considered to be low significance in terms of the Council’s Significance and Engagement Policy.

Engagement – external

Twenty-seven organisations and twenty-one individuals replied during Stage Two engagement, building on the thirteen organisations engaged with during Stage One engagement.

Engagement - internal

DCC’s regulatory and legal teams have been engaged with.

Risks: Legal / Health and Safety etc.

DCC’s Legal Team and external lawyers are providing legal advice as the review progresses.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no implications for Community Boards.

Council

13 August 2026

Botanic Garden Plan

Department: Parks and Recreation

EXECUTIVE SUMMARY

1 To adopt the Draft Dunedin Botanic Garden Plan 2026, which establishes a 20-year vision, mission and goals for the Dunedin Botanic Garden.To note the Draft Botanic Garden Action Plan 2026-2030, which identifies a programme of priority actions to inform future operational planning, annual plan processes and 10-Year Plan considerations.The purpose of the Botanic Garden Plan is to provide a clear direction for the future development and management of the Garden. It outlines the goals and initiatives to guide the Garden's activities over the next twenty years, and reflects the feedback and input received from partners and stakeholders.

2 The Plan has six goals which will give direction for preserving and enhancing the garden's unique collections, promoting conservation and sustainability, fostering community engagement and education, supporting scientific research, and ensuring the Garden's long-term success and sustainability while maintaining its high standard of horticulture and amenity values.

3 The Plan can be viewed in Appendix A.

4 To support delivery of the Plan, staff have developed a three-year Action Plan that identifies priority actions and sequencing. The Action Plan will inform future operational planning and budget considerations; however, implementation of actions requiring additional funding will remain subject to Council approval through Annual Plan and 10-Year Plan processes.

5 The Draft Dunedin Botanic Garden Action Plan can be viewed in Appendix B.

RECOMMENDATIONS

That the Council:

a) Adopts the Dunedin Botanic Garden Plan 2026

b) Notes that the Dunedin Botanic Garden Plan 2026 replaces the Dunedin Botanic Garden Development Plan 2007, as the non-statutory planning document for the Garden.

c) Notes the Dunedin Botanic Garden Action Plan 2026-2030 as a prioritised programme of actions to inform future planning and budgeting processes.

BACKGROUND

6 The Garden is part of the Dunedin Town Belt and is gazetted as a recreation reserve under the Reserves Act 1977.

7 In recognition of the Garden’s unique values, it is managed under a site-specific management plan, the Dunedin Botanic Garden Reserve Management Plan 2000. This is a statutory document prepared under the Reserves Act 1977 and outlines the policies that the Garden will be managed under.

8 The physical development of the Garden over the last 20 years has been influenced by the non-statutory Dunedin Botanic Garden Development Plan 2007.

9 The Dunedin Botanic Garden Plan 2026 (the Plan) is intended to replace the Dunedin Botanic Garden Development Plan 2007 as the non-statutory planning document for the Garden.

10 The Botanic Garden Development Plan 2007 (the Development Plan) proposed several projects, including the creation of a new road through the Garden with a new main entranceway to the upper garden. It proposed a new information centre, education and training lecture theatre and restaurant). Additionally, the Development Plan proposed the construction of new propagation and nursery facility and administration buildings on the perimeter of the garden.

11 Three projects proposed in the Development Plan were funded and implemented in subsequent years. The first was the creation of the Mediterranean Garden in 2010, the second was the construction of a specialised propagation and nursery facility in 2015 and the third was the Children’s Playground redevelopment constructed in 2024.

12 The Mediterranean Garden and Children’s Playground were co-funded by the Friends of the Dunedin Botanic Garden.

DISCUSSION

13 The Dunedin Botanic Garden Development Plan 2007 no longer provides an adequate framework for guiding the Garden's future development.

14 Since its adoption, some key projects have been completed, Council's strategic framework has changed, and expectations relating to mana whenua partnerships, accessibility, sustainability and visitor experience have evolved.

15 While the Garden continues to operate successfully, development priorities have increasingly been considered through individual projects rather than within an updated strategic framework.

16 The Plan provides long-term direction and establishes priorities to guide future planning and investment decisions.

17 The Plan has been developed within the context of Te Taki Haruru.

18 Staff reviewed key policy documents, Council's strategic framework and the statutory context to inform development of the Plan.

19 Engagement with partners and stakeholders together with the feedback from the Garden staff has been essential to guide the development of the Plan. Partners and stakeholders were invited to themed workshops based on their interest areas.

20 Development of the Plan commenced in late 2020. The process spanned several years due to the impacts of COVID-19, changes in Botanic Garden management, and the opportunity to align the document with Council's evolving strategic framework, including Te Taki Haruru.

21 To ensure the Plan continued to reflect current views, staff undertook a further phase of stakeholder engagement in 2023. Feedback from this engagement informed and validated the current version of the Plan.

22 The process of engagement started in December 2020 with a series of workshops at the Garden.

23 Workshop themes were Social Wellbeing, Growing Our Economy, Stewardship / Kaitiakitanga, Curation, Education and Research. An example of the workshop engagement material can be viewed in Appendix C.

24 In January 2021 there was a second series of meetings where several other stakeholder groups were invited to individual workshops, for example Otago University, Otago Polytechnic and DCC staff.

25 Staff engaged with a broad range of stakeholders representing mana whenua, conservation, education, accessibility, community wellbeing, environmental, tourism, research and local government interests.

26 Participants included local Rūnaka, government agencies, tertiary institutions, community organisations, environmental groups, partner agencies and relevant Council departments. Feedback from these groups informed the development of the Plan.

27 Feedback from stakeholders has been reviewed alongside analysis from Dunedin’s Resident Opinion Surveys, census statistics and research into other Botanic Gardens in New Zealand and overseas to understand how they have planned their strategic direction.

28 As each draft was produced it was taken back to the Garden staff for review and comments incorporated accordingly.

29 A second round of stakeholder engagement was held in 2023 with as many of the original stakeholders being contacted as possible. The Plan was sent to by email to stakeholders and feedback was received in face to face meetings, Teams meetings and by email response.

30 The current Plan aims to align with the principles, values, key intents and key directions of Te Taki Haruru. The plan’s alignment to Te Taki Haruru is demonstrated in the tables included in Appendix D. A mana whenua statement including cultural narrative and mana whenua interests has also been included in the current version of the Plan.

31 The main themes that emerged from the engagement process were:

Collections: Preserve the Garden's unique plant and bird collections and maintain horticultural and botanical integrity, promote conservation, and support scientific research. The feedback emphasised the importance of the management and preservation of the collections.

Sustainability: Prioritise sustainability and create strategies for reducing carbon emissions, promote environmental stewardship and contribute to the global effort to protect and preserve our natural heritage.

Partnerships: Collaborate with other organisations and institutions to promote conservation and sustainability.

Education: Integrate education into all aspects of the garden's work. Improve educational programs and resources.

Interpretation: Connect people and plants and promote environmental resilience. Improve interpretation and messaging at the garden.

Accessibility: Improve physical accessibility within the garden and provide more information on how to access and enjoy the garden.

Visitor engagement: Engage visitors through storytelling, educational programs and recreational activities.

Inclusion: Investigate ways to improve inclusivity and diversity at the garden.

32 Based on the themes that emerged from the engagement process 6 goals were created.

Goal	Purpose
Goal 1	Our collections have integrity
Goal 2	The Garden is a hub of learning
Goal 3	We embrace environmental Stewardship
Goal 4	An inviting and accessible place
Goal 5	Inspire people to get involved
Goal 6	Sponsorship and fundraising

33 The goals were developed from the themes identified through stakeholder engagement and provide the strategic framework for the Plan. A detailed description of each goal is provided in Appendix A.

34 The Action Plan takes the goals from the Plan and prioritises the initial actions needed to be taken.

35 Most Year One actions focus on planning, policy review and investigation work and can be delivered within existing operational budgets.

36 Actions that require additional operational or capital funding will be considered through future Annual Plan and 10-Year Plan processes.

37 Adoption of the Plan does not commit Council to funding future projects identified through implementation.

38 The proposed first year projects will be:

· Undertake a strategic review of the Aviary to assess its ongoing role, relevance and alignment with the purpose of the Dunedin Botanic Garden and Council's strategic priorities. The review will consider community views, operational requirements, costs, opportunities and risks, and evaluate whether the continued provision of an aviary remains an appropriate Council activity. Any future investment or service changes arising from the review would be subject to separate Council consideration and approval.

· Review the Collections Policy which governs the acquisition, documentation, care, and removal of plant species, aligning them with the institution’s mission for conservation, education, and scientific research. It ensures the authenticity and value of living collections (often focusing on wild-provenance plants) while providing strategic guidance on climate resilience, sustainability, and public display. This work will be carried out by existing staff within current budgets.

· Review and evaluate aviary and plant collections management practices and develop living collections plan to investigate how modern sustainability and environmental stewardship principles could be incorporated into collection management and maintenance whilst upholding our high standards of aviculture, amenity and horticultural values. The development of a Living Collections Plan will be the operational arm to the Botanic Garden’s Collection Policy and will also include an outline of the narrative we want our collections to tell the public. This work will be carried out by existing staff within current budgets.

OPTIONS

Option One – Recommended Option

39 Approve the Draft Dunedin Botanic Garden Plan 2026 and the Draft Dunedin Botanic Garden Action Plan 2026-2030.

Advantages

· Responds to stakeholder, community and mana whenua feedback received during plan development.

· Provides an updated strategic framework to guide future planning, development and management of the Garden.

· Informs future operational planning, Annual Plan processes and Long Term Plan considerations.

· Provides clear delivery objectives that align with Council’s statutory and strategic obligations.

· Identifies opportunities to pursue external funding, sponsorship and partnerships.

· Ensures that the Botanic Garden continues to be a valuable asset for the local and visiting population.

Disadvantages

· Dependence on collaborative partnerships and additional funding to deliver the goals and objectives identified in the plan.

Option Two – Status Quo

40 The Draft Dunedin Botanic Garden Plan 2026 and the Draft Dunedin Botanic Garden Action Plan 2026-2030 are not approved.

Advantages

· No additional planning or implementation activity would be required at this time.

Disadvantages

· Future planning and development decisions would continue to rely on the 2007 Development Plan and individual project assessments.

· Future development priorities would continue to be considered on a project-by-project basis rather than through an updated strategic framework.

NEXT STEPS

41 Commence Year One actions that can be delivered within existing operational budgets.

42 Consider any additional operational or capital funding requirements identified through implementation as part of future Annual Plan and Long Term Plan processes.

Signatories

Author:

Catherine Bradley - Botanic Gardens Manager

Authoriser:

Heath Ellis - Group Manager Parks and Recreation

Scott MacLean - General Manager, City Services

Attachments

	Title	Page
⇩a	Botanic Garden Plan	278
⇩b	Botanic Garden Action Plan	304
⇩c	Engagement Content	311
⇩d	Te Taki Haruru Strategic Alignment	321

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision promotes the social well-being of communities in the present and for the future.

This decision promotes the economic well-being of communities in the present and for the future.

This decision promotes the environmental well-being of communities in the present and for the future.

This decision promotes the cultural well-being of communities in the present and for the future.

Māori Impact Statement

There have been a number of meetings with a representative from Ōtakou throughout the process of writing the plan and these meetings will continue into the future. Through the engagement process there were a number of discussions about incorporating mana whenua history into the Garden through interpretive information signage, adopting bilingual signage and having gardens showcasing Māori cultural practices such as preparation and use of medicinal plants.

Sustainability

The Dunedin Botanic Garden Plan has existing values as a destination for local people and visitors, the intention is to increase visitor numbers and make the Garden priority for people to visit. Many submitters indicated that the Dunedin Botanic Garden is a strong social aspect to its appeal and the Plan has a goal to be a welcoming, accessible and engaging place to visit. Environmental stewardship was a theme that came through very strongly in the engagement feedback. The intention is to use the Garden as a place where visitors can see best practice examples of sustainability and use them in their own situations.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There is currently no new capital funding for the implementation of the Dunedin Botanic Garden Plan in the Annual Plan.

Financial considerations

Indicative costs have been identified for several future actions within the Action Plan; however, detailed business cases and final cost estimates have not yet been developed. Any future funding requirements will be considered through Annual Plan and Long Term Plan processes. Initial actions are planning focused and will be covered using existing opex budget. Masterplan development and Visitor and engagement plans will require capex budget. These costings will be identified for the next LTP. These two planning documents will identify future development and associated investment requirements. A complementary sponsorship and fundraising strategy will be created to identify potential external funding sources to reduce Council investment requirements.

Significance

Engagement – external

There has been significant external engagement in the writing of the Dunedin Botanic Garden Plan. The 6 goals in the Plan have been derived from stakeholder feedback

Engagement - internal

There has been internal engagement in the writing of the Dunedin Botanic Garden Plan. The Dunedin Botanic Garden staff have provided feedback on 3 draft versions of the Plan. There has been feedback from Mana Ruruku, Parks and Recreation staff, Enterprise Dunedin, Transport, 3 Waters, Events, City Sanctuary and Corporate Policy.

Risks: Legal / Health and Safety etc.

There are no identified risks. Implementation of capital projects identified in the Plan will require Council approval through LTP and Annual Plan processes.

Conflict of Interest

There are no conflicts of interest

Community Boards

The Dunedin Botanic Garden is a destination for people living in all Community Board areas in Dunedin and while the Garden is not located in any one Community Board area there will be Community Board interest in the Dunedin Botanic Garden Plan.

Council

13 August 2026

Future Development Strategy Implementation Plan update 2026

Department: City Development

EXECUTIVE SUMMARY

1 The purpose of this report is present the Future Development Strategy (FDS) Implementation Plan 2026 (Attachment 1).

2 The Future Development Strategy Implementation Plan describes how the Dunedin Future Development Strategy (FDS) will be implemented over the short (1-3 years), medium (4-10 years) and the long (11-30 years) term, based on funding included in DCC’s 2025-2034 9 Year Plan and ORC’s 2024-34 Long Term Plan and related infrastructure strategies. The Implementation Plan supports delivery of the FDS and fulfils the requirements of the National Policy Statement on Urban Development 2020 (NPS-UD).

3 The FDS Implementation Plan 2026 updates the FDS Implementation Plan published in 2025, and has been prepared to capture any changes that have occurred since that time.

RECOMMENDATIONS

That the Council:

a) Notes the Future Development Strategy Implementation Plan 2026.

BACKGROUND

4 The Dunedin City Council (DCC) and Otago Regional Council (ORC) jointly prepared the Dunedin Future Development Strategy 2024 – 2054 in April 2024, as required under the National Policy Statement for Urban Development 2020 (NPS-UD).

5 The Future Development Strategy (FDS) describes how Dunedin will deliver a well-functioning urban environment and provide enough development capacity to meet the long-term housing and business land needs, based on the business land capacity assessment for Dunedin undertaken in 2022, and the housing capacity assessment for Dunedin undertaken in 2023.

6 The FDS assists the integration of land use planning decisions with infrastructure planning and funding decisions. It identifies the infrastructure needed to support projected growth over the short, medium and long-term.

7 The NPS-UD requires DCC and ORC to jointly prepare an Implementation Plan for the FDS, which must be updated annually. The first FDS Implementation Plan was noted by Council at its meeting on 26 August 2025, and by the ORC’s Environmental Strategy and Planning Committee on 27 August 2025. It was based on the funding included in DCC’s 2025-2034 9 Year Plan and ORC’s 2024-34 Long Term Plan and related infrastructure strategies.

DISCUSSION

8 The Future Development Strategy Implementation Plan 2026 is an update of the 2025 implementation plan, and captures changes made in delivery programmes since that time. This includes changes to project timing, sequencing, scope and funding. This maintains an up-to-date and coordinated view of the infrastructure and development projects required to support the growth outcomes identified in the FDS.

9 Delivery of actions identified in the FDS continues to progress, with delivery of infrastructure projects, including transport, 3 waters, flood protection and recreation improvements, continuing broadly in line with planned programmes. Several projects have been completed since the 2025 implementation plan was published, including playground upgrades, 3 waters servicing assessments, the South Dunedin Library and Community Complex, and Stage 1 of the Tunnels Trail. A small number of new actions have been added to respond to emerging priorities.

10 The 2026 update identifies several projects where delivery timeframes have been revised, including as a result of dependencies on other strategic programmes. For example, several 3 waters projects are on hold pending the outcome of the South Dunedin Future programme and wastewater optimisation studies. Strategic planning initiatives, including future reviews of the FDS and some planning projects, are affected by resource management reform.

11 Overall, implementation of the FDS remains broadly on track and continues to align with the priorities identified in the FDS.

Resource Management Reform and future FDS implementation

12 The Government is currently reforming the resource management legislation and will enact a new Planning Bill within the next few months. On 20 July, the Environment Committee released its select committee report on the Planning Bill. The amendments made by the Environment Committee include an exemption for local authorities from compliance with ongoing requirements for Future Development Strategy implementation plans. This exemption takes effect one month following enactment (i.e. approximately October 2026). There will therefore no longer be a requirement to produce implementation plans in future years.

13 Under the proposed new resource management system, the FDS will be replaced by a Regional Spatial Plan (RSP), which must be notified within 21 months of enactment of the Planning Bill (i.e. by mid-2028). The bill outlines that RSPs will set the strategic direction for growth and change in a region for at least 30 years. They will identify priority locations for growth and change, and existing and future infrastructure that is significant for the region. An RSP implementation plan will be required once the RSP is finalised.

14 Until the RSP is prepared, monitoring of FDS capital projects will take place through DCC Annual Reports.

OPTIONS

15 No options.

NEXT STEPS

16 The FDS Implementation Plan 2026 will be presented to the ORC Environmental Strategy and Planning Committee for noting on 26 August 2026.

17 Initial work is commencing on the Regional Spatial Plan.

Signatories

Author:

Emma Christmas - Team Leader Planning

Authoriser:

Glen Hazelton - Project Director

Scott MacLean - General Manager, City Services

Attachments

	Title	Page
⇩a	Future Development Strategy Implementation Plan 2026	329

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

The FDS Implementation Plan reports on progress delivering actions in the FDS that are intended to support community well-being and future growth. It provides information that will be useful for local decision making and action.

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 FDS Implementation Plan is required under the National Policy Statement for Urban Development (NPS-UD 2020). The Implementation Plan reports on the status of FDS actions, most of which are also related to other strategies within the framework.

Māori Impact Statement

The FDS Implementation Plan is a reporting document with no known impacts for Māori.

Sustainability

The FDS Implementation Plan is a reporting document with no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The FDS Implementation Plan 2026 update is a reporting document with no implications for current levels of service. It is a requirement of the NPS-UD (2020).

Financial considerations

The FDS Implementation Plan 2026 update is a reporting document and does not create any additional financial implications. It reflects funding decisions made through DCC’s 2025–34 9-Year Plan, ORC’s Long-Term Plan, and any changes as a result of the recent annual plans.

Significance

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

Engagement – external

The FDS Implementation Plan 2026 update was prepared jointly with ORC. Other external infrastructure providers and organisations responsible for implementation of FDS actions were contacted for a progress update.

Engagement - internal

DCC 3 Waters, Transport, Waste, Property, City Development and Parks and Recreation departments were engaged and provided input to the FDS Implementation Plan 2026 update.

Risks: Legal / Health and Safety etc.

The FDS Implementation Plan 2026 update is a reporting document with no identified risks.

Conflict of Interest

There are no conflicts of interest.

Community Boards

The FDS Implementation Plan 2026 update is a reporting document with no implications for Community Boards.

Council

13 August 2026

Proposed Event Road Closures

Department: Transport

EXECUTIVE SUMMARY

1 The DCC has received temporary road closure applications relating to the following events:

i) George Street Mile

2 This report recommends that Council approves the temporary closure of the affected roads.

RECOMMENDATIONS

That the Council:

a) Resolves to close the roads detailed below (pursuant to Section 319, Section 342, and Schedule 10 clause 11(e) of the Local Government Act 1974 (LGA 1974)):

i) George Street Mile

Saturday, 12 September 2026

2.00pm to 7.00pm

· The Octagon, entire area within Moray Place

3.00pm to 6.00pm

· George Street, between Frederick Street and The Octagon

3.30pm to 6.00pm

· Every side street along George Street, between The Octagon and Frederick Street

· Bath Street will be exit only

BACKGROUND

3 Council’s Dunedin Festival and Events Plan supports the goal of a successful city with a diverse, innovative, and productive economy and a hub for skill and talent.

4 The areas proposed to be used for these events are legal roads and can therefore be temporarily closed to normal traffic if statutory temporary road closure procedures are followed. The procedures are set out in Section 319 of the LGA 1974 and give Council the power to stop or close any road (or part of a road) within the parameters of Section 342 and Schedule 10 of the LGA 1974 (Schedule 10 is included as Attachment A).

5 These procedures include:

· Consultation with the New Zealand Transport Authority Waka Kotahi and the Police.

· Public notice being given of the proposal to close any road (or part of a road), and public notice of a decision to close the road.

· Council being satisfied that traffic is not likely to be unreasonably impeded.

6 A resolution of Council is required where a proposal to temporarily close a road relates to public functions.

7 Council is required to give public notice of its decision. This notice will be published after this meeting and prior to the event, if approved.

DISCUSSION

Consultation and Notification

8 The Police and the New Zealand Transport Authority Waka Kotahi have no objections to the proposed road closures.

9 On Saturday, 4 July 2026 the proposed temporary road closures were advertised in the Otago Daily Times (Attachments B) with a deadline for feedback.

10 Schedule 10 clause 11(e) states a road cannot be closed more than 31 days in the aggregate in any one year. This limit will not be exceeded by the approval of the proposed temporary road closures.

Traffic Impacts

11 The event locations of these events have had identical road closures for the same, or similar event(s) in prior years without causing unreasonable delays to the travelling public.

12 Emergency services and public transport services will be managed through the temporary traffic management process.

13 The Temporary Traffic Management Plan process ensures that other issues such as temporary relocation of certain parking (e.g. taxi, mobility and Authorised Vehicles Only) are managed.

OPTIONS

14 Note any amendment to this report’s recommendations cannot be implemented without further consultation with the affected parties, New Zealand Transport Agency Waka Kotahi, the Police, and verifying that traffic impacts are acceptable.

Option One – Recommended Option

15 That the Council closes the sections of road as recommended in this report.

Advantages

· Roads can be closed, and the event will be able to proceed.

· The closures will assist in realising the economic, social, and cultural benefits associated with the events.

Disadvantages

· There will be temporary loss of vehicular access through the closed areas. However, there are detours available, and safety can be assured using temporary traffic management.

Option Two – Status Quo

16 That the Council decides not to close the roads in question.

Advantages

· There would be no detour required for the travelling public, and the roads would be able to be used as normal.

Disadvantages

· The events would not be able to go ahead, and the benefits of the events would be lost.

NEXT STEPS

17 Should the resolution be made to temporarily close the roads, Council staff will accept the temporary traffic management plans that have been received for the events and notify the public of the closures.

Signatories

Authoriser:

Jeanine Benson - Group Manager Transport

Scott MacLean - General Manager, City Services

Attachments

	Title	Page
⇩a	Local Government Act 1974, Schedule 10	354
⇩b	ODT Advert - 4 July 2026	359

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision promotes the social 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	✔	☐	☐

Events contribute to the Strategic Framework. Events contribute to the Economic Development Strategy, the Social Wellbeing Strategy. There is a Festival and Events Plan 2018-2023.

Māori Impact Statement

Mana whenua have not been directly engaged with in relation to these road closures.

Sustainability

There are no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications, as the decision is a regulatory one and there are no direct costs to Council.

Financial considerations

There are no financial implications. The cost of the proposed road closure is not a cost to Council.

Significance

This decision is considered low in terms of the Council’s Significance and Engagement Policy.

Engagement – external

There has been external engagement (as required by the LGA 1974), with the Police and New Zealand Transport Agency Waka Kotahi. Affected parties were notified and provided a time period for feedback.

Engagement - internal

There has been engagement with DCC Events and Transport. There is support for the events to proceed.

Risks: Legal / Health and Safety etc.

There are no identified risks should the recommended resolution be made.

Conflict of Interest

There are no known conflicts of interest.

Community Boards

There are no implications for Community Boards.

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

Author:	Lynne Adamson - Governance Support Officer
Authoriser:	Robyn Dillon - Manager Governance