My Plan for Dunedin

GOAL: Make Dunedin the best place to live in NZ.

A city that works for everyone.

NB – I know this is a really wordy page. What I want to show you here is that I have a plan. I’be been listening to you, thinking about solutions and putting them in a table for action.

Q. What sort of city do you want?

I’ve thought and observed a lot about Dunedin over my lifetime, and the last few years at Council. The city I want to lead is a city that works for everyone – for all ages and stages, for all generations, that’s a leader in liveability. We’re NZ’s city of firsts and onlys, the heritage and wildlife capital of NZ. We need to promote ourselves as the best place to live, work and visit. To get there we need to invest in the things that matter to us, economic development, jobs and income, our environment, our community partnerships, our transport system, parking, parks, heritage, nature. Lots of work to do, and I want to deliver it! The best place to live in NZ.

These actions will help transform Dunedin into a thriving, prosperous city that works for everyone.

Dunedin has all the ingredients to be the best place to live in NZ. I’m ready to roll up my sleeves and make that happen. I want to lead the charge to power up Dunedin, together.

Here’s my priorities and policies I’ve been building since 2022:

PRIORITIES

1. Create Bold, Unified Dunedin Vision
2. Reclaim Democracy
3. Implement Financial Discipline
4. Action-Oriented Leadership
5. Drive Economic Growth
6. Cut Red Tape, Roll Out Welcome Mat
7. Raise Performance Standards
8. Ensure Value for Money
9. Advocate for Dunedin
10. Support Local Business

1. Create Bold, Unified Dunedin Vision – Ambitions that inspire everyone to action. Work together to make a united vision we can all strive for. Create strategies and action plans to make things happen. Make us the best place to live in NZ.
2. Reclaim Democracy – Build back trust with our community. Mayor and Councillors need to firmly represent communities’ interests, be order makers, not order takers. Positive Council Culture. Better communication and transparent common-sense leadership. Deliver promised strategies. Ensure visible action and accountability.
3. Implement Financial Discipline – We’ve added around $100 million to debt with unbalanced budgets over the last five years. We need financial discipline, accountability and transparency, examining every dollar to make it work hard for us. Re-scope and re-prioritise key projects.
4. Action-Oriented Leadership – Firmly ensure our plans for key changes are carried out. Hold bureaucracy to account.
5. Drive Economic Growth – Positive new plan and partnerships to take Dunedin forward. Focus on sectors such as education, health, tech and tourism to take us forward. Uplift Dunedin’s profile. Spark Economic Development by raising Dunedin’s profile so we are seen as THE place to do business, live, study and invest. Refresh and action our Economic Development Strategy to lead city prosperity, jobs and better lives for our community plus ensure resilience to outside economic shocks.
6. Cut Red Tape, Roll Out Welcome Mat – People want a responsive council that delivers. We need to restore our public service ethos to fling open the welcome gates and serve our community, especially investors.
7. Raise Performance Standards – Start with CEO Performance Review Process. Get the back of house sorted with a fit-for-purpose agile high-performing council team focused on delivering results for our public. Performance measures must be introduced.
8. Ensure Value for Money – Examine everything; rationalise where sensible. Support intergenerational infrastructure investments to grow our livability. Look at all options to keep rates increases low. A fine tooth comb on council books, better budgeting and reporting. Make Council Companies more accountable and profitable.
9. Advocate for Dunedin – Build strong relationships with central Government. Fight for our Hospital. Fight for Dunedin’s local voice. Get the hospital built to the business case. Stand up to Government Reforms. Lead city promotion shouting our messages from the rooftops. Advocate for Dunedin.
10. Support Local Business – Increase quality of Life by supporting our locals. Target focussed actions to create NZ’s most liveable city ie Infrastructure -Housing, accessibility, transport. This will improve lifestyles, attract people to live, visit and invest.

VALUES: Service, Integrity, Respect, Inclusion, Authenticity, Common Sense, Courage, Grace, Humility, Openness

Action Matters

Issue	Action I’ll do
Lack of City Vision for 10 -50 year’s time	Work together to create a Bold, Unified Vision for Dunedin
CEO Recruitment	Commence the process for CEO recruitment
Strategy Refresh stalled	Complete strategy refresh
RATES RISES	Transformation
Rates rises too high	Line by line examination of accounts. Decide where we can save money, especially on operational costs Sell unused/underperforming assets Get more return from our companies
Debt rising	Re-examine capital projects with new project costing and management. Create priority matrix for better decision making. Make a plan to pay back debt.
Lack of transparency in Financial and Project Reporting	Adopt the Christchurch Council financial and project reporting models Change Council agenda order to ensure finance reports move to front instead of buried in the back
$13 million of Grants Funding – expensive to manage and monitor	Stalled Grants Review must advance. Refocus the Grants Pools. Streamline the process & accountability. Council to approve MOUs and SLAs, plus see annual report backs on performance.
Cost of contracting out + service delivery	Look to bring parks and reserves contracts in house so we save money and have better service.
Govt pushing costs on to council	Push back to Govt on unfunded mandates. Get our share of money and funding from central Govt. Go to Wellington to lobby directly. Be ‘shovel’ and investment ready.
Too many committees, cost to run	Cut the number of Council Committees
Council Company Performance	This is actually improving in some areas – thanks DCHL Board! We need to work more closely with the Board to ensure we’re maximizing our returns while protecting long term assets. Finish the investment plan!
Financial literacy	Implement, monitor and manage the “Improvements Report” from Audit and Risk
COUNCIL REPUTATION
Lack of vision. People need to know our ‘why’ so we can focus on results driven actions.	New vision and masterplan. Start with ‘Town Hall Meeting” to imagine our future together. Create outcome focused strategies and action plans. Do them!
Councillor teamwork	Councillor only workshop to work on consensus for agreed priorities and working relationships plus shared values
Councillor skills	Focus on upskilling Councillors with targeted training agreed with each Councillor. Mentoring of new Councillors by current Councillors.
Constantly cancelled Council/ELT meetings = lack information	Ensure fortnightly meetings held with CEO and Executive Leadership Team & Council
Development Project challenges with Council	Bring back Red Carpet not Red Tape, so people investing have a bespoke person to help them
Staff Engagement fall	Ensure staff are engaged by creating a vision for the city they can be inspired by each day. Ensure staff working environment is better so engagement results improve.
Community Boards unhappy with not getting action on priorities	Put Action List back on CB agendas, put into a committee report – need action and feedback mechanism. Budget for getting jobs done (related to population numbers?) Issue is CBs only cover x% of city. Eg South Dunedin doesn’t have one (check out costs of running these and the legislation around them).
Councillors left out	Councillor Portfolios, so everyone has a focus area of specialty and community area liaison.
Council representation on outside organisations	Set parameters for Council reps to attend and reporting back mechanisms.
Resident satisfaction with council services	Focus on Public Service ethos. New internal customer surveys to measure and action issues.
Consultation performance	Re-do consultation model to ensure we hear more voices. Do a targeted survey alongside Annual Plan process
Democracy v Bureaucracy	Council to issue Letter of Expectation to CEO and ELT before Long Term Plan process. Eg like Christchurch
CEO Performance	Ensure CEO Performance Review Process is robust. Key Performance Indicators are solid, measurable and monitored, the Performance Committee actually meets regularly.
Transparency on external remuneration	Ensure visible list on what external appointments get paid. eg for grants, audit, reps Eg Wgtn do well.
Things not getting done	Add an action list (like the ORC) to every meeting including status,  assigned to and due date
CITYWIDE ISSUES	Liveability
Hospital Build	Fight Hard and keep the hospital build top of the Govt list.
Economic Measurements below National Average	Refresh Economic Development Strategy. Focus on which actions move the dial. Target to be above national average
Homelessness Action	Re-do the Housing Action Plan, so it has a goal of zero functional homelessness.
Cost of living	Make sure residents get the best value for money from rates. Line by line examination of accounts to see where DCC can save money. Look at trade-offs between service delivery and cost.
Dunedin’s reputation is falling	Strongly position and market Dunedin to become a magnet for people, business and investments
Negative media stories	Build better relationships with local media to share and encourage positive stories Create City Ambassadors scheme
South Dunedin Floods	Work with Sth D Place Based Group on plans to strengthen community representation, emergency plans and comms Get report on options for Surrey St Decide on option for South Dunedin Future to ensure people can plan. Add solution to budget Carefully manage messages so not scaremongering
Falling Central City Retail/ Vibrancy	Upgrade Octagon. Form a Central City group with DCC / Retailers/ Property Owners to plan revival (Like Auck Heart of the City)
Housing standards. Dunedin’s bad reputation for shabby student housing	Work with OUSA and landlords to ensure Healthy Homes standards meet and Dunedin reputation improves Put pressure on Govt to sort out Tenancy Tribunal and MBIE inspection regime
Coastal Erosion	Get a coastal plan asap and combine with Climate Adaptation Plan for the whole city
Waste Management eg Smooth Hill	Deliver on the Waste Minimisation Plan to lower waste produced. Share with stakeholders information that supported Smooth Hill as the best long-term plan for waste.
Climate Plan	Consolidate all climate work into a Climate Action Plan that addresses both mitigation and adaptation. Good egs incl Tauranga, Auckland, Christchurch
Public Transport	Work with ORC on joint plan to improve public transport Work to get train services back eg Southerner, plus look at Mosgiel commuter train
RELATIONSHIPS	Partnerships
Partnership relationships stalled. Mend the bridges	Re-establish Business South Quarterly MeetingsFocus MP meetings on positive outcomesRe-establish strategy partnership groupsOpen membership to Zero Carbon Alliance to more partnersWork with mana whenua to update Te Pae Terms of Reference and ensure meetings happenStart quarterly meetings with ORCAdd to advisory groups, revive youth action committeeStart a Mayoral Community Award to recognise for purpose sector work
Town and Gown. University/Polytechnic relationships and planning	Instigate 6 monthly meetings with councillors & University council  Re-establish Tertiary Precinct Steering Group Update 2008 Tertiary Precinct Plan Lobby for University and Polytechnic with Govt Work together to market Dunedin as best place to study

Environment

• Deliver the current Environment strategy to focus on strategic outcomes. Restart the partnership group to ensure focus on objectives and people working together.
• Commit to delivering 2025 Waste Minimisation Strategy, work with community and businesses to deliver better outcomes.
• Increase funding for biodiversity and nature projects to create a “Green Eden” and be a world leader in environmental stewardship.
• Protect wildlife, especially at beaches, by protecting vulnerable areas, stronger education, and sharing of Dunedin Wildlife Care Code.

Housing and planning

• Work with community to build city planning goals to enable 50 year vision and long term thinking around land use.
• Implement Housing Action Plan 2022 to ensure everyone has a suitable warm, safe, affordable healthy home and address Homelessness
• Support more housing via Council builds. Work with Kainga Ora to identify suitable areas to invest in.
• Ensure better customer service for consent and building permits by streamlining service eg One Stop Shop.
• Transform Heritage Action Plan with focussed outcomes to protect and enhance heritage assets.
• Add bylaw to address abandoned or vacant buildings to ensure they are maintained to a standard that upholds the amenity values of the city and protects the public from nuisance (CDC)

Rates and revenue

• Keep rates rises to sensible and appropriate amounts that community find acceptable to deliver desired services.
• Manage CCO’s much more closely through better monitoring, accountability and control so they contribute funds to Council to offset rates.
• Rein in Council adding last minute rates rises through Annual Plan process by not supporting ad-hoc, non-researched and analysed projects.
• Dispose of non-performing assets. Stop unnecessary spending.
• Ensure any debt increases are targeted to long-term, carefully analysed, valuable projects for Dunedin.

Community

• Activate the Social Wellbeing Strategy, especially the two key work-streams, to lead positive change addressing community wellbeing.
• Revisit the Council’s Grants programme to ensure its targeted for maximum effective outcomes.
• Ensure the Community Development team is adequately resourced to deliver wellbeing support.

Local democracy

• Work with community to establish better consultation models to ensure all residents’ voices are heard to enhance Council decision making.
• Establish monthly ‘Councillor Clinics’ so Councillors are more actively involved with local communities + available for drop in discussions.
• Rebuild trust with community by open engagement and Council culture change – start measuring direct customer satisfaction of service daily.
• Fight for Dunedin’s voice and independence to be heard in local government reforms to ensure we keep local decision making and not centralisation.

Recreation and culture

• Prioritise action on upgrading Dunedin’s three destination playgrounds so that families have great experiences available.
• Implement the languishing Ara Toi – Arts and Culture Strategy to establish goals and outcomes that are embedded in the document plus report progress accessibly. Re-establish annual hui and relationships with sector.
• Decide how to best support the Performing Arts sector ecosystem, which theatre/ performing arts space would be most suitable.
• Refresh Festival and Events Calendar with better investment and support to create year round entertainment and excitement.
• Make decisions on Sammys and protection around heritage properties.

Transport

• Prioritise transport planning to ensure Dunedin has great flow
• Establish a City-Wide Transport forum quarterly for better communication between stakeholders and residents.
• Investigate alternative parking solutions which enable people and businesses to prosper while keeping the city vibrant.
• Encourage changes to low emission transport by offering multi forms, convenient, safe transport options for the community.
• Join up the cycle lanes in the city before starting other cycle projects to ensure there is a connected safe cycleway for people to use.
• Get the buses back, so DCC can control services. Investigate Bus Loop options.
• Plan to ensure Dunedin gets a fair share of Waka Kotahi funding by updating the 2013 Transport Strategy to target national funding.

Utilities and services/Infrastructure

• Invest in infrastructure to ensure basic services such as water and waste as a priority action for projected city growth.
• Keep investing in central city to ensure a vibrant city experience. Start a plan for Octagon revitalisation.
• Prioritise Reducing and Reusing instead of using recycling as the default option.
• Fight for a local voice in Three Waters governance, especially as it affects city planning.

Treaty of Waitangi

• Actively partner with mana whenua on community decisions.
• Ensure cultural competency training for Councillors and staff.
• Adopt Māori Strategic Framework into strategic suite.

Accessibility

• Create Dunedin as NZ’s most accessible city by working with disabled community to establish an action plan to increase accessibility across the city.
• Ensure Universal Design is factored into every Council build, and encourage everyone building to include positive accessibility.

Got any policy feedback or ideas? Contact me sophie.barker@dcc.govt.nz

What’s my focus as your Dunedin representative?

I grew up in a castle, but unlike Cinderella I’m self-made

I’m practical, analytical, public-spirited, empathetic and hardworking, with real-world professional business successes at Larnach Castle and throughout my career – and a get things done attitude. I’m also a polished ambassador for marketing Dunedin as the heritage and wildlife capital of New Zealand. I have a Degree in Economics and have worked in economic development.

I have an ambitious focus for Dunedin to be a strong and prosperous city. My professional business career means that I can lead a transformation – from a city that’s ‘OK’, to a city that’s a leader – the best place to live in New Zealand. Economic prosperity means money to invest in our environment, heritage and resilience. It means choices.

Here’s a quick outline of my priorities:

My goal is to Make Dunedin New Zealand’s most liveable city. A city that works for everyone

I want to:

• Focus on Economic Development to generate prosperity
• Protect nature -Activate our environmental strategy
• Integrate our transport system – make Dunedin flow well for everyone
• Minimise waste, both our rubbish and unwise spending
• Treasure Heritage – enhance our historic assets to enrich our lives
• Build strong communities to create a great place to live
• Commit to climate change action
• Fight to get the best deal for Three Waters
• Defend our local voice from centralisation

I’ll lead this by:

• Making Common Sense Decisions for workable solutions
• Evidence based decision making combined with thorough community consultation
• Rebuilding Trust by open communication and transparency
• Changing Council Culture with positive inclusive leadership
• Putting people first for a thriving city

We’ve seen the dismal DCC achievement results in 2021. Just 25% satisfaction with Mayor and Councillors and a 45% KPI achievement rate. It’s time to rebuild trust. It’s time to deliver and get the city on track. I’m a goals- focused proven achiever and communicator who can lead that change for you.