Notice of Meeting:
I hereby give notice that an ordinary meeting of the Planning and Environment Committee will be held on:
Date: Monday 4 April 2022
Time: 1.00 pm
Venue: via Audio-Visual link
Sandy Graham
Chief Executive Officer
Planning and Environment Committee
PUBLIC AGENDA
MEMBERSHIP
Chairperson |
Cr David Benson-Pope |
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Deputy Chairperson |
Cr Sophie Barker |
Cr Steve Walker |
Members |
Cr Rachel Elder |
Mr Matapura Ellison |
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Cr Christine Garey |
Cr Doug Hall |
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Mayor Aaron Hawkins |
Cr Carmen Houlahan |
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Cr Marie Laufiso |
Cr Mike Lord |
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Cr Jim O'Malley |
Cr Jules Radich |
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Cr Chris Staynes |
Cr Lee Vandervis |
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Ms Rachel Wesley |
Cr Andrew Whiley |
Senior Officer Robert West, General Manager Corporate and Quality
Governance Support Officer Lauren McDonald
Lauren McDonald
Governance Support Officer
Telephone: 03 477 4000
Lauren.mcdonald@dcc.govt.nz
Note: Reports and recommendations contained in this agenda are not to be considered as Council policy until adopted.
Planning and Environment Committee 4 April 2022 |
ITEM TABLE OF CONTENTS PAGE
1 Public Forum 4
2 Apologies 4
3 Confirmation of Agenda 4
4 Declaration of Interest 5
5 Confirmation of Minutes 17
5.1 Planning and Environment Committee meeting - 14 February 2022 17
Part A Reports (Committee has power to decide these matters)
6 Actions from resolutions of Planning and Environment Committee meetings 22
7 Planning and Environment Committee Forward Work Programme 25
8 South Dunedin Future - Interim Update 33
9 Items for Consideration by the Chair
Any items for consideration by the Chairperson.
Planning and Environment Committee 4 April 2022 |
At the close of the agenda no requests for public forum had been received.
At the close of the agenda no apologies had been received.
Note: Any additions must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting.
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Planning and Environment Committee 4 April 2022 |
EXECUTIVE SUMMARY
1. Members are reminded of the need to stand aside from decision-making when a conflict arises between their role as an elected representative and any private or other external interest they might have.
2. Elected members are reminded to update their register of interests as soon as practicable, including amending the register at this meeting if necessary.
That the Committee: a) Notes/Amends if necessary the Elected Members' Interest Register attached as Attachment A; and b) Confirms/Amends the proposed management plan for Elected Members' Interests. |
Attachments
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Title |
Page |
⇩a |
Register of Interests - March 2022 |
6 |
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Planning and Environment Committee 4 April 2022 |
Planning and Environment Committee meeting - 14 February 2022
That the Committee: a) Confirms the public part of the minutes of the Planning and Environment Committee meeting held on 14 February 2022 as a correct record.
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Attachments
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Title |
Page |
A⇩ |
Minutes of Planning and Environment Committee meeting held on 14 February 2022 |
18 |
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Planning and Environment Committee 4 April 2022 |
Planning and Environment Committee
MINUTES
Minutes of an ordinary meeting of the Planning and Environment Committee held in the via Zoom Audio Visual Link on Monday 14 February 2022, commencing at 1.23 pm
PRESENT
Chairperson |
Cr David Benson-Pope |
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Deputy Chairperson |
Cr Sophie Barker |
Cr Steve Walker
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Members |
Cr Rachel Elder |
Mr Matapura Ellison |
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Cr Christine Garey |
Cr Doug Hall |
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Mayor Aaron Hawkins |
Cr Carmen Houlahan |
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Cr Marie Laufiso |
Cr Mike Lord |
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Cr Jim O'Malley |
Cr Jules Radich |
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Cr Chris Staynes |
Cr Lee Vandervis |
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Ms Rachel Wesley |
Cr Andrew Whiley |
IN ATTENDANCE |
Robert West (General Manager Corporate and Quality); Claire Austin (General Manager Customer and Regulatory), Chris Henderson (Group Manager Waste and Environmental Solutions), Glen Hazelton (Project Director – Major Projects) and Clare Sullivan (Manager Governance) |
Governance Support Officer Lynne Adamson
Moved (Cr David Benson-Pope/Cr Steve Walker):
That the Committee:
Adjourns the meeting.
Motion carried
The meeting adjourned at 1.24 pm and reconvened at 1.40 pm.
The Chair welcomed Ms Rachel Wesley and Mr Matapura Ellison to the meeting.
Mayor Aaron Hawkins then formally welcomed the newly appointed manawhenua representatives, Ms Rachel Wesley and Mr Matapura Ellison to their roles on the Planning and Environment Committee.
Mr Ellison and Ms Wesley each responded to the welcome.
1 Public Forum
There was no Public Forum.
2 Apologies |
There were no apologies. |
3 Confirmation of agenda |
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Moved (Cr David Benson-Pope/Cr Steve Walker): That the Committee:
Confirms the agenda without addition or alteration
Motion carried |
4 Declarations of interest
Members were reminded of the need to stand aside from decision-making when a conflict arose between their role as an elected representative and any private or other external interest they might have.
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Moved (Cr David Benson-Pope/Cr Chris Staynes): That the Committee:
a) Notes the Members’ Interest Register; and b) Confirms the proposed management plan for Members’ Interests. Motion carried |
5 Confirmation of Minutes
5.1 Planning and Environment Committee meeting - 2 November 2021 |
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Moved (Cr David Benson-Pope/Cr Sophie Barker): That the Committee:
Confirms the public part of the minutes of the Planning and Environment Committee meeting held on 02 November 2021 as a correct record. Motion carried (PLA/2022/001) |
Part A Reports
6 Actions from resolutions of Planning and Environment Committee meetings |
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A report from Corporate Policy provided an update on the public open and completed actions from resolutions of Planning and Environment Committee meetings. |
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The General Manager Corporate and Quality (Robert West) provided an update to the report and responded to questions.
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Moved (Cr David Benson-Pope/Cr Sophie Barker): That the Committee:
Notes the public open and completed actions from resolutions of Planning and Environment Committee meetings. Motion carried |
7 Planning and Environment Committee Forward Work Programme |
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A report from Corporate Policy provided an update of the Planning and Environment Committee forward work programme. |
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The General Manager Corporate and Quality (Robert West) spoke to the report and responded to questions.
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Moved (Cr David Benson-Pope/Cr Chris Staynes): That the Committee:
Notes the Planning and Environment Committee forward work programme. Motion carried |
8 Planning and Environment Activity Report for the period to 31 December 2021 |
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A report from Customer and Regulatory and City Development provided an update on progress towards achieving levels of service for the City Development, Resource Consents, and Regulatory Services activities for the period 1 July 2021 to 31 December 2021. |
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The General Manager Corporate and Quality (Robert West); General Manager Customer and Regulatory (Claire Austin) and Group Manager Waste and Environmental Solutions (Chris Henderson) spoke to the report and responded to questions.
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Moved (Chairperson David Benson-Pope/Deputy Chairperson Steve Walker): That the Committee:
Notes the update reports on the City Development, Resource Consents, and Regulatory Services activities. Motion carried (PLA/2022/002) |
9 George Street Retail Quarter project update |
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A report from the Project Management Office provided an update on the progress on the George Street Retail Quarter upgrade project. |
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The General Manager Corporate and Quality (Robert West) and Project Director – Major Projects (Glen Hazelton) spoke to the report and responded to questions.
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Crs Carmen Houlahan and Lee Vandervis left the meeting at 2.55 pm.
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Moved (Cr David Benson-Pope/Cr Steve Walker): That the Committee:
Notes the George Street Retail Quarter Project Update report. Motion carried with Cr Jules Radich recording his vote against |
10 Items for Consideration by the Chair |
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The Mayor requested consideration be given to pathways for hospitality businesses to make greater use of seating provision for outdoor environment |
The meeting concluded at 2.58 pm.
..............................................
CHAIRPERSON
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Planning and Environment Committee 4 April 2022 |
Actions from resolutions of Planning and Environment Committee meetings
Department: Civic
EXECUTIVE SUMMARY
1 The purpose of this report is to detail the public open and completed actions from resolutions of Planning and Environment Committee meetings from the start of the triennium in October 2019 (Attachment A).
2 As this report is an administrative report only, there are no options or Summary of Considerations.
That the Committee: a) Notes the public open and completed actions from resolutions of Planning and Environment Committee meetings shown in Attachment A. |
discussion
3 This report provides an update on resolutions that have been actions since the last Planning and Environment Committee meeting.
NEXT STEPS
4 An updated actions report will be provided at all Planning and Environment Committee meetings.
Signatories
Author: |
Lauren McDonald - Governance Support Officer |
Authoriser: |
Clare Sullivan - Manager Governance |
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Title |
Page |
⇩a |
Public Open and Closed actons - March 2022 |
23 |
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Planning and Environment Committee 4 April 2022 |
Planning and Environment Committee Forward Work Programme
Department: Corporate Policy
EXECUTIVE SUMMARY
1 The purpose of this report is to provide a regular update of the Planning and Environment Committee forward work programme to show areas of activity, progress and expected timeframes for decision making across a range of areas of work. (Attachment A).
2 As this is an administrative report only, there are no options or Summary of Considerations.
That the Committee: a) Notes the Planning and Environment Committee forward work programme as shown in Attachment A. |
Discussion
3 The forward work programme is a regular agenda item which shows areas of activity, progress and expected timeframes for decision making across a range of areas of work.
4 As an update report, purple highlights show changes to timeframes. New items added to the schedule are highlighted in yellow. Items that have been completed or updated are shown as bold. Months where no Committee meetings are scheduled are highlighted as grey.
NEXT STEPS
5 An updated report will be provided to future meetings of the Planning and Environment Committee.
Signatories
Author: |
Sharon Bodeker - Corporate Planner |
Authoriser: |
Robert West - General Manager Corporate and Quality |
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Title |
Page |
⇩a |
Forward Work Programme - April 2022 |
27 |
Planning and Environment Committee 4 April 2022 |
South Dunedin Future - Interim Update
Department: Maori, Partnerships & Policy
EXECUTIVE SUMMARY
1 This report provides an interim update on the South Dunedin Future (SDF) programme. It outlines activities planned or underway, and describes the steps involved in developing the SDF programme plan by June 2022. The programme is progressing through a definition phase. A range of activities are progressing to provide additional information on the strategic intent of the programme, the scope and range of projects it is comprised of, and the partners and stakeholders that will be involved in design and delivery.
2 The SDF programme will provide a framework for developing climate change adaptation options for South Dunedin (and Harbourside). This will require coordinating detailed technical work and extensive engagement with mana whenua, affected communities, and other stakeholders, over a number of years. The aim is to co-develop and deliver an adaptation strategy for South Dunedin (and Harbourside) that is viable, affordable, and endorsed by partners and stakeholders.
3 Since the report to Councils in November 2021, efforts have been made to better define the programme, outline its purpose and key processes, and collate information in resources to support engagement with a range of internal and external stakeholders.
4 This work has identified close linkages with, and dependencies on, a number of elements within the Government’s extensive legislative change agenda. This includes the Urban Growth Agenda, and reform to the Resource Management Act, Local Government Act, and Three Waters area, all of which could have a material impact on the SDF programme.
5 Two specific areas of these reforms that will influence the SDF programme in the current long term plan cycle (2021-24) include creation of a Future Development Strategy (FDS) for Dunedin and passage of the Climate Change Adaptation Act. These are discussed in more detail below. Others are being assessed and will be explored more fully in the programme plan in June 2022.
That the Committee: a) Notes the South Dunedin Future – Interim Update report. b) Notes that Councillors will have an opportunity to discuss development of the South Dunedin Future programme plan during a workshop in May 2022. c) Notes that a further update report, and draft South Dunedin Future programme plan, will be submitted to Councils for consideration and approval in June 2022. |
BACKGROUND
6 In November 2021, Councillors considered a report titled South Dunedin Future – Programme Update, which briefed Councils on the status of the South Dunedin Future (SDF) programme, following the appointment of a dedicated Programme Manager in August 2021.
7 The report also presented the findings of an initial assessment of climate change-related challenges facing South Dunedin and outlined the proposed programme, structure, logic, activities, and next steps. Councillors noted the findings of the report, including that a detailed programme plan would be provided for approval in mid-2022.
8 This report provides an interim update on progress and signals upcoming SDF programme activities between now and June 2022, which will inform development of the programme plan. This core programme work is occurring against a wider backdrop of ongoing work by both councils in many areas of relevance to the SDF programme. For example, work continues on hazards monitoring and assessment, 3 Waters modelling and planning for flood alleviation, as well as projects related to the SDF programme such as the St Clair / St Kilda Coastal Plan and South Dunedin Library and Community Complex. As the programme progresses, various related strands of work will be woven together, forming an increasingly complex but coherent collection of work. As this process is undertaken by the programme, work continues in parallel.
DISCUSSION
9 The SDF programme is currently in a definition phase. This definition work seeks to provide the basis for moving forward with the programme and outline the way in which that would occur. It involves a range of related activities to do the following:
(i) establish governance and management arrangements;
(ii) identify, analyse and engage key partners and stakeholders;
(iii) refine the strategic intent (including objectives, outcomes, outputs, etc);
(iv) confirm and validate the benefits of the programme;
(v) determine the scope, interdependencies, and exclusions;
(vi) identify risks and issues to be managed;
(vii) design the projects and activities that will comprise the programme; and
(viii) develop a programme plan.
10 The sections below provide a summary update on the work that has been undertaken, is underway, or is planned in relation to the eight points above.
Governance and Management Arrangements
11 The SDF programme operates under established governance and management arrangements, with close collaboration at staff levels, and parallel reporting to Council Committees and Dunedin City and Otago Regional Councils respectively. This includes a Programme Management Team, comprising the Programme Manager and staff from DCC and ORC, working with Business Change Managers to integrate the programme work with business-as-usual functions of each Council, and reporting to a Steering Group made up of General Managers from both Councils. All standard budget and decision-making responsibilities are retained within respective groups and departments in each Council.
12 The programme governance and management arrangements are illustrated in Figure 1 below:
Figure 1: South Dunedin Future programme governance and management structure
Engagement with Partners and Stakeholders
13 The central component of the SDF programme is engagement with partners and stakeholders. Critical to this will be ensuring that the Treaty of Waitangi, and Crown’s partnership with Māori, is accurately represented and integrated into the programme. This is currently envisaged to include agreeing appropriate governance arrangements, seeking to align strategic objectives with Te Ao Māori and mana whenua aspirations; providing meaningful opportunities for all Māori to input their views and values; and identifying and agreeing Māori-specific programme outputs (e.g. cultural impact assessment, values assessment, or narrative). Initial conversations have been had with mana whenua and Aukaha with further work planned.
14 Engagement, including with mana whenua, affected communities, and other stakeholders, will traverse a wide range of issues and areas. This will include identifying partners and stakeholders, working with them to determine their views, values and objectives, and then supporting them through a process of considering a range of risks, issues, and options for adaptation.
15 Building on the last two years of community engagement activities, which were primarily focussed on relationship management, current engagement efforts aim to calibrate what we have heard to date, get an initial sense of partner and stakeholder values and objectives, and co-design the more substantive engagement processes to come in subsequent phases.
16 This work has included an initial engagement meeting with mana whenua representatives, as well as a series of approximately 12 workshops with umbrella groups representing a range of stakeholders (e.g. South Dunedin Community Network, Business South, South Dunedin Church Ministers Group). Initial findings from this work will be presented to Councillors in the strategy workshop in May 2022. The information will also inform a range of other programme activities and feed directly into development of the programme plan.
Strategic Intent of the Programme
17 The previous SDF programme report to Councils in November 2021 noted work was needed to further identify and refine the operational and strategic objectives of the programme.
18 The current working assumption is that the primary operational objective of the SDF programme is to lead and coordinate development of a climate change adaptation strategy (“adaptation strategy”) for South Dunedin and Harbourside. It is envisaged that this adaptation strategy would then guide DCC and ORC corporate processes to ensure (to the greatest extent possible) council policy, planning, budgeting, and operations are aligned to the direction set in the strategy.
19 In short, the SDF programme will be the vehicle through which an adaptation strategy is co-developed, then councils (and other stakeholders) will implement the strategy they have co-developed by integrating it into their business-as-usual functions.
20 Secondary operational objectives include:
(i) ensuring widespread engagement, including with mana whenua, communities, and other stakeholders, in development of the adaptation strategy and high levels of community buy-in to the end product;
(ii) ensuring alignment between the adaptation strategy, the organisational strategies of each council, the projects and activities that constitute the programme; and
(iii) integration of programme activities and outputs into the business-as-usual operations of councils throughout the life of the programme.
21 The current state assessment process in late 2021 identified an indicative strategic objective of the SDF programme, to be delivered via the adaptation strategy, is to “enhance community resilience and wellbeing through sustainable urban regeneration of South Dunedin”. Achieving this objective would likely require extensive social, economic, and environmental change over an extended period (e.g., decades).
22 The paper further noted that indicative outcomes include: (i) reduced risk from natural hazards; (ii) reduced frequency and impact of flooding; (iii) reshaping urban form of South Dunedin; (iv) climate change adaptation impacts are equitable; and (v) increased community resilience.
23 Further work is required to refine the strategic objectives and outcomes, which will take some time and several iterations, given the complexity and uncertainties associated with the programme. During the definition phase, several activities are planned that will contribute to firming up the strategic intent, including summarising natural hazards information, initial engagements with stakeholders, engagements with mana whenua, and a strategy workshop with Councillors. These activities are described further in Figure 3, below.
Benefits of the Programme
24 Delivering the objectives and outcomes of the programme should provide a range of benefits for Councils, partners and stakeholders. A benefit is a measured improvement that results from the programme. It should be perceived as an advantage by one or more stakeholders and contribute towards organisational objectives.
25 For example, a SDF programme output may be improved knowledge of natural hazards affecting South Dunedin, which may lead to increased capability of councils to plan for and adapt to these hazards, thereby leading to an outcome of reduced exposure to and risk from natural hazards. This outcome could have many benefits, such as, enabling the design of targeted infrastructure to better avoid/mitigate known hazards (value), cost savings from adjusting expenditure decisions to account for natural hazard risk (financial), or reduced impact on residents from flood hazards (stakeholder).
26 Conversely, a disbenefit is a measured decline resulting from the programme. It is normally perceived as negative by one or more stakeholders, which detracts from an organisational objective(s). A disbenefit could also be a side effect or unintended consequence of programme outputs or outcomes.
27 Understanding the relationship between programme outputs, outcomes and benefits is critical to programme success – specifically, in maximising benefits and minimising disbenefits over different timeframes. This is a key focus of the programme in the current definition phase, and the strategy workshop with Councillors in May will explore programme benefits.
28 At this early stage, the indicative benefits the programme is expected to deliver include:
· Confidence – The primary output of the programme is an adaptation strategy for South Dunedin. Production of this strategy should have the broader benefits of reducing uncertainty and enhancing quality in decision-making. This should increase confidence across all stakeholders that decisions made are the best or right ones in the circumstances.
· Stakeholder – Engagement, with mana whenua, affected communities, and other stakeholders will be central to the programme. This engagement should ensure that, on balance, programme outputs and outcomes reflect what partners and stakeholders actually want and value. This should help ensure buy-in to final decisions.
· Reduced risk – Identifying natural hazard risks, acting to both mitigate current risk and manage or avoid future risk, should have the benefit of significantly reducing the overall risk profile for South Dunedin (including against the backdrop of increasing natural hazard risk due to climate change).
· Effectiveness – Improved knowledge of natural hazards, coupled with development of a collective vision for the future of South Dunedin, will enable more informed planning and more targeted investment. This new knowledge and capability should enable Councils, partners, and stakeholders to make better quality investment decisions.
· Efficiency – A primary focus of the programme is coordination across a range of functions within DCC and ORC councils. This enhanced coordination, across strategy, planning and operational functions should reduce duplication of effort, help resolve previously intractable issues, and enable a range of efficiencies in terms of staff time, operating and capital expenditure.
Programme Scope, Dependencies, and Exclusions
29 Developing an adaptation strategy that will “enhance community resilience and wellbeing through sustainable urban regeneration of South Dunedin”, is a significant undertaking. Achieving this would likely require extensive social, economic, and environmental change over an extended period (e.g., decades). The focus of the programme therefore needs to be strategic, societal, and long term. The programme will also need to adopt a systems focus, to account for this complexity.
30 The impact of these many complex, interrelated, and long-term processes are not necessarily controllable or predictable. As such, the programme will likely be characterised by a high level of complexity, uncertainty, and risk (to property, people, and relationships). To account for this, a flexible and nuanced scope will need to be adopted for the programme.
31 It may not be possible (nor necessarily advisable) to delineate a clear scope for the programme based on factors such as absolute geographic boundaries, specific teams, functions, or projects. For example, natural hazards, land use planning, and three waters infrastructure in South Dunedin are interdependent parts of a complex system, are influenced by multiple internal and external factors, independently and collectively influence risk and vulnerability, and are managed by different parts of different organisations.
32 Nonetheless, there is value in seeking to define a scope for the programme. This scope will need to be monitored regularly, and adjusted as ambiguities are clarified, or as the results of various programme activities (and external factors) become known over time. The scope will therefore need to be flexible to remain fit for purpose.
33 At this stage of the work, where much of the programme is still being defined, the proposed approach is to adopt a graduated scope, where relevant programme components are assigned to one of four layers:
· core programme
· inside the programme
· outside but programme-related or
· outside the programme
and grouped in the following three segments:
· sector/team
· organisation/partner/stakeholder or
· geography
34 This graduated scope can also be used as a framework for grouping, organising, and coordinating activities that have (or are perceived to have) some form of association with the programme, whether direct or indirect. The proposed graduated scope of the programme, using this framework, is outlined in the Figure 2 below.
Figure 2: South Dunedin Future programme scope
Programme Dependencies
35 The complex scope of the SDF programme generates a wide range of dependencies, meaning many programme activities, outputs or decisions will be pre- or co-requisites for delivering other aspects of the programme. Dependencies can be internal (within the programme), intra (between two programmes), or external (outside the programme or organisation).
36 Further work will be undertaken on SDF programme dependencies as part of the programme definition phase. As noted above, the Government’s Urban Growth Agenda and extensive legislative reform work across the Resource Management Act (RMA), Local Government Act (LGA), and 3 Waters area, could have a material impact on the SDF programme.
37 There remains a large degree of uncertainty about the passage of these reforms, the resulting legislation, and therefore the eventual impact on the SDF programme. This is expected. The long-term nature of the SDF programme means it will traverse the many policy, legislative and regulatory changes that typically accompany political cycles in New Zealand. These processes are outside the control of the SDF programme but will need to be monitored in order to manage the associated risks and opportunities. The intent will be to ensure the SDF programme is, to the greatest extent possible, responsive and resilient to these changes.
38 Initial work developing the SDF programme matrix (see Figure 3) has identified two particular dependencies within this wider change agenda that are worth noting at this stage as they are likely to have shorter term influence on the programme. These include:
a) Future Development Strategy (FDS) - The National Policy Statement for Urban Development (NPS-UD) requires DCC and ORC to jointly prepare an FDS for Dunedin by mid-2024. The purpose of the FDS to ensuring there is enough housing and business land capacity available, that the necessary infrastructure to support growth is planned, funded, and integrated with growth; and that growth delivers a ‘well-functioning urban environment’, and that any constraints on development are spatially identified.
b) Climate Change Adaptation Act (CAA) - This proposed Act will be one of three new pieces of legislation to replace the current Resource Management Act 1991 (RMA) and will support New Zealand’s response to the effects of climate change. It is intended to address the complex legal and technical issues associated with managed retreat and funding and financing adaptation.
39 The FDS will develop a high-level, 30-year strategic spatial plan for the whole of Dunedin intended to inform land use, infrastructure, and transport planning. The FDS process will include work that is either complementary, or very similar to, much of what is planned under the SDF programme. For example, assessing the development capacity of South Dunedin, development constraints and natural hazard risk, land availability for housing and business, infrastructure requirements, and strategic development objectives over multiple time horizons (3-30 years). Coordinating work across the FDS and SDF programmes should provide several benefits, including terms of strategic coherence, operating efficiencies like staff time and resources, and community engagement. It may also be appropriate for the SDF programme to initially focus on the same time horizon as the FDS (i.e., developing adaptation options up to 30 years).
40 The latest information indicates the Climate Change Adaption Bill could be passed into law in late 2023 or early 2024, either shortly before or after the next general election. This legislation is expected to provide a national policy framework and associated guidance for managing climate adaption issues, including managed retreat (though it remains to be seen how detailed this guidance will be). A precursor to the legislation is development of a National Adaptation Plan (NAP), which is expected to go to public consultation later in 2022 and should provide a steer on the Government’s intentions. It is anticipated that a national framework and associated guidance on managed retreat will be a critical element to discussions with partners and stakeholders about a range of adaptation options, particularly in consideration of very long-term adaptation options (>30 years).
41 The Programme Team is currently assessing these dependencies, including the potential impact on key elements of the SDF programme. For example, how the coordination with the FDS process could provide a number of efficiencies; whether a collaboration would influence the initial focus of the SDF programme (>30 years versus <30 years); what would be the impact of a the creation of a Water Services Entity; and to what extent would legislative clarity on climate change adaptation be required in order to develop or refine long term adaption options (i.e. how far can this progress without knowing who might pay for what under various scenarios?).
Risks and issues
42 The SDF programme is characterised by a large degree of uncertainty, including in terms of the natural hazards and their impacts, how these will be affected by climate change, the options available for adapting, how partners and stakeholders will respond to these options, and the capability and capacity of councils (and others) to deliver equitable outcomes. These factors rest against the backdrop of extensive Government reform, including RMA, 3 Waters, and Local Government reform, the impacts of which remain uncertain at this stage.
43 All of this, in various ways, presents risk for the programme. A risk being an uncertain event(s) which, should it occur, will have an impact on achievement of programme objectives. A risk, when it occurs, becomes an issue to be managed. It will not be possible to control all risks and issues– indeed many, such as global emissions and sea level rise, are outside of our control.
44 During the current definition phase, a process will be developed to identify and manage programme risks and issues, which will be incorporated into the programme plan. The intention is to support better decision making, by improving collective understanding of risks, issues and their potential impact on the programme and its objectives.
Programme Approach
45 The programme will be implemented using a Dynamic Adaptive Pathways Planning (DAPP) approach, a best practice methodology for making decisions to respond to the deep uncertainty of climate change impacts and responding to the challenges and opportunities in South Dunedin.
46 It is anticipated that this process will involve five interdependent phases, which will seek to:
i. identify the context and hazards facing South Dunedin;
ii. determine community values and objectives (and risks posed by climate change);
iii. develop options for adaptation and potential pathways to get there;
iv. formulate an implementation plan for the preferred option(s) and pathway(s); and
v. monitor, review and adjust the plan to account for new information.
47 These phases align to the key questions and steps of the DAPP process (see Attachment A).
48 A one-page overview of the SDF programme has been developed using this DAPP process and framework. This overview provides a summary of the five phases of the programme, the key questions that will be asked and answered, the activities and actions that are planned, the type of community engagement involved, and an indicative high-level timeline. The overview will be used primarily for stakeholder engagement with both internal and external audiences (see Attachment B).
Projects and Activities that will comprise the Programme
49 The table in Figure 3 shows the planned high-level work breakdown for the programme, including the activities and projects to be undertaken. The table structures the work against the five phases and 10 steps of the DAPP approach, includes a summary explanation of what needs to be done in each work package, and notes what known activities this will involve (others will be added as the programme progresses). The table also includes key decision points, at which point Council endorsement would be sought for the work undertaken to date, and approval sought to move to the next phase of work. Indicative timeframes are included.
50 This high-level breakdown will be refined and further developed to include additional projects and activities as required as the programme progresses. More detail is provided for the initial stages, reflecting the greater certainty. Additional detail will be added in subsequent phases, as objectives, parameters and approaches are developed or better understood (i.e. we do not have all of the answers now, but will need to work through a process to get them).
Phase (DAPP Steps) |
What are we trying to do? |
What will this involve? (Activities) |
What is happening? 1. Preparation and context 2. Hazard and Sea-level Rise Assessments (Jan 2021 – Mar 2023) |
Understand programme context / outline approach |
Current State Assessment and Council Paper [Completed November 2021] |
Identify / understand stakeholders |
Stakeholder analysis and profiles |
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Identify / collate existing information (reports, research, decisions) |
Report repository |
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Identify existing programme-related Council activity and dependencies |
Programme matrix/map |
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Understand and quantify natural hazard scape |
Summary natural hazard product |
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Establish baselines so we can monitor progress |
Develop programme monitoring and evaluation framework |
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Integrate climate adaptation research and best practice into the programme |
Climate change adaptation research partnership and mainstreaming |
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What matters most? 3. Objectives & Values 4. Vulnerability & Risk (Apr 2022 – Dec 2023) |
Understand stakeholder engagement expectations |
Community Pre-Engagement Plan |
Integrate the Treaty of Waitangi into programme design and delivery |
Mana whenua and maatawaka engagement / Māori specific outputs |
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Explore and capture community values and vision |
Community Engagement Plan |
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Better define programme vision, objectives, outcomes and benefits |
Strategy workshops with agencies, partners and stakeholders. |
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Better understand vulnerability and risk |
Dunedin climate change risk assessment (first pass) |
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- Decision Gate - Seek approval for proposed programme plan / approach |
Programme Plan and Council Paper(s) |
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What can we do about it? 5. Identify Options & Pathways 6. Options Evaluation (Jan 2023 – Dec 2024) |
Identify and agree strategic objectives of partners and stakeholders |
Stakeholder engagement meetings and workshops |
Develop more detailed understanding of vulnerability and risk (including hot spots) |
Dunedin climate change risk assessment (detailed) |
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Understand what adaptation options are possible |
Develop long-list of adaptation options; Future Development Strategy (FDS) workshops; stakeholder engagements |
|
Understand what adaptation pathways are possible |
Develop long-list of adaptation pathways and triggers |
|
- Decision Gate - Seek approval for long-list adaptation option(s)/pathway(s) |
Updated Programme Plan and Council paper(s) |
|
Investigate and narrow down list of adaptation option(s) |
Short-listing of preferred adaptation option(s) |
|
Investigate and narrow down list of adaptation pathway(s) |
Short-listing of preferred adaptation pathway(s) and triggers |
|
- Decision Gate - Seek approval for short-list adaptation option(s)/pathway(s) |
Updated Programme Plan and Council paper(s) |
|
Identify preferred adaptation option(s) / pathway(s) |
Final selection from short-listed option(s), pathway(s) and triggers |
|
- Decision Gate - Seek approval for preferred adaptation option / pathway |
Updated Programme Plan and Council paper(s) |
|
How can we implement the strategy? 7. Adaptive Planning Strategy (with triggers) 8. Implementation Plan (Jul 2024 – Jun 2025) |
Develop signals and triggers for changing option(s) / pathway(s) |
Multi-disciplinary design and planning process to confirm signals/triggers |
Develop overall adaptive planning approach |
South Dunedin Climate Change Adaptation Strategy |
|
- Decision Gate - Seek approval of adaptive planning strategy |
Updated Programme Plan and Council paper(s) |
|
Determine how adaptive planning strategy will be delivered |
South Dunedin Climate Change Adaptation Strategy – Implementation Plan |
|
- Decision Gate - Seek approval of strategy implementation plan |
Updated Programme Plan and Council paper(s) |
|
How is it working? 9. Monitor 10. Review & Adjust (Apr 2025 – Ongoing) |
Monitor changing hazards, risks, and programme impact |
Monitoring plan |
Review overall performance of programme |
Programme review and evaluation |
|
Closing programme |
Programme transition plan (shifting programme functions to BAU) |
|
- Decision Gate – Seek approval to transition the programme to BAU work |
Programme Report and Council paper(s) |
Figure 3: High level work break down
OPTIONS
51 Not applicable.
NEXT STEPS
52 The next steps for the programme include the following planned activities:
Month |
Programme Activity |
April |
· Interim Update Report to Council Committees · Produce natural hazards summary product(s) · Further engagement with mana whenua · Pre-engagement workshops with partners and stakeholders · Establish climate change adaptation research partnership |
May |
· Strategy workshop with Councillors · Develop monitoring and evaluation framework · Develop community engagement plan |
June |
· Commence Dunedin climate change risk assessment · Update Report to Councils · Produce programme plan |
Signatories
Author: |
Jonathan Rowe - Programme Manager, South Dunedin Future |
Authoriser: |
Jeanette Wikaira - Manahautū (General Manager Māori Partnerships and Policy) |
|
Title |
Page |
⇩a |
Dynamic Adaptive Planning Pathways (DAPP) Cycle |
47 |
⇩b |
South Dunedin Future Programme - Overview (One-pager) |
48 |
SUMMARY OF CONSIDERATIONS
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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. |
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Fit with strategic framework
The SDF programme is a horizontal initiative, working across a range of vertical strategies, groups, and budgets in both DCC and ORC. This horizontal focus is intended to drive greater strategic coherence across Councils’ strategies and operations regarding South Dunedin, particularly those with a direct climate change dimension. As such, the programme has links to a wide range of strategic objectives. |
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Māori Impact Statement Accurately reflecting and integrating the principles of the Treaty of Waitangi, and Crown’s partnership with Māori, is a central element of the SDF programme. This is currently envisaged to include governance arrangements, aligning strategic objectives with Te Ao Māori and mana whenua aspirations; providing meaningful opportunities for all Māori to input their views and values; and identifying and agreeing Māori-specific programme outputs. |
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Sustainability Sustainability will be a central component of the SDF Programme as it seeks to develop climate change adaptation options for South Dunedin. This work will be integrated with the wider climate change work programme. |
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LTP/Annual Plan / Financial Strategy /Infrastructure Strategy The SDF Programme has been resourced in the 2021-2031 10 Year Plan; projects within the programme are aligned with the infrastructure strategy; programme planning will be aligned with the development of the 2024-2034 10 year plan, including the infrastructure strategy. |
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Financial considerations Programme resourcing is not covered in this report. Any update that impacts on financial considerations will be brought to Council in June 2022. |
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Significance As this is an update report for Councillors, it is assessed as being low in terms of DCC’s significance and engagement policy. The programme itself is of high significance, and principles and values described in the significance and engagement policy are being integrated into the design of the engagement planning. |
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Engagement – external Targeted partner and stakeholder discussions have informed the development of this report, including with a range of partner and stakeholder groups. |
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Engagement - internal The development of this report has been informed by extensive discussion and meetings with a wide range of staff across both DCC and ORC. |
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Risks: Legal / Health and Safety etc. There are no anticipated legal/health and safety risks associated with this update report. |
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Conflict of Interest There are no conflicts of interest to declare with this update report. |
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Community Boards Community boards have not been involved with the development of this update report. |