Our Vision

Conduct an exhaustive line-by-line review of all council budgets and expenditure, council controlled organisations and council contracts. This is to be led by the Mayor, a team of councillors and external experts

Focus only on what is essential for the delivery of essential community services such as roads, three waters infrastructure, libraries, and playgrounds until Dunedin can return to a surplus.

Transparently review the decision to build a landfill at Smooth Hill, potentially saving $92.4M in capital cost and municipal debt which is already in the budget for FY 2027-29

Sell off unused or underused council owned properties raising $50M to reduce debt, create opportunities for growth, increase rates generated by the productive usage of these assets. Strategic assets to be retained but leased or utilised to derive value, not be left fallow.

Utilise Council Controlled Organisations to deliver better results for ratepayers from increased productivity, improved growth and efficiency. Maximise the tax effectiveness of these entities for the benefit of ratepayers.

Council must foster an environment to encourage the business, tourism and education sectors to thrive and grow. This requires greater and more productive communication along with much greater involvement from leaders in these sectors ahead of council decison making. Council to make much greater use of industry experts, education leaders, prominent community members at workshops and committees to introduce knowledge and expertise that the council may lack.

There is an immediate need for Dunedin City to have greater advocacy to Central Government in Wellington.

Council should consider public – private partnerships when appropriate. A good example would be the remediation of South Dunedin which might involve the council and private developers to achieve a better outcome which is more affordable for ratepayers.

Industrial land already owned by the DCC must be strategically released to encourage new enterprise, further flat industrial land should be created at North Taieri in conjunction with the inland freight hub. Council should strategically rezone land to then be in a position to offer incentives for small to medium business to set up in Dunedin. This could be at zero cost to ratepayers.

Much greater effort must be given to bringing visitors from Central Otago through to Dunedin, and to marketing Dunedin confidently as part of the Otago offering. Promoting heritage, wildlife, the castle and everything we have that Central Otago doesnt have.

Complete the tourist shared path through to Dunedin. Soon visitors will be able to ride or walk from Queenstown to Waihola without going on the road, but the trail stops at Waihola on the Dunedin City boundary. Bring these visitors through to Dunedin.

Enact the key recommendations from the Opus Report 2017, accepted by prominent engineers and which form part of the South Dunedin Futures Programme – Option 2, primarily:

• A West–East interceptor to split the catchment in two and divert upper catchment flow to a new pumping station north of Forbury Park, discharging directly into the sea.
• Upgrades to existing stormwater pipes to handle increased volumes.
• Consideration of surface water detention areas created by lowering green spaces such as Bathgate Park, Tonga Park, and Forbury Park to hold overflow during once in ten year event.

South Dunedin is home for 15 000 people, 7 schools, numerous retail and industrial businesses and is an essential part of Dunedin. Put people and community at the head of all decisions regarding South Dunedin. This area, its people and its businesses are a vital part of the fabric of Dunedin and must be preserved.

Consider stepping in to facilitate a private insurance portfolio scheme if necessary to protect the most vulnerable.

Rezoning land and changing density and height rules can create value for existing landowners.

Work with developers and business to create outcomes for the community, but always consider the impact on vulnerable residents and preserve their whakapapa throughout. Recognise though that these people are severely at risk and use this as an opportunity to improve their lives and community.

Communicate with the ratepayers and community throughout this process, and be honest.

Ensure council operates in alignment with Te Tiriti for the mutual benefit and development of Dunedin City.

Actively ensure decision making in accordance with tikanga (experience), whakapapa (purpose), manaakitanga (cultural and social responsibility) and mana (justice and equity).

Build strong relationships with Mana Whenua through trust and mutual understanding.

Demonstrate commitment to learn in order to establish a successful partnership for the benefit of the whole Dunedin community.

Dunedin has a wonderful covered stadium. We have got it, it is a sunk cost, we may as well use it and derive value from it.

Conduct an open and honest review of our current position with the stadium. Stop shuffling costs around to alter the appearance to ratepayers. Be upfront about the ongoing costs and prospects. Disclose plans for the future improvement of this area.

Continue the efforts to attract large sporting events and concerts, but be realistic about our position. Give more focus to festivals, celebrations, conferences and trade events.

Increase community use to at least derive social amenity from the stadium. Utilise the facility to promote sport and recreation with indoor competitions and open days.

Dunedin Railways and the Taieri Gorge Railway have been a part of Dunedin’s tourism offering for over 30 years.

Previous management decisions have meant that the track through Taieri Gorge and the rolling stock owned by DRL now require significant investment.

Covid severely affected the operation of DRL and recovery is uncertain for many reasons, but prinicipally beacuse of the cost that now needs to be faced for deferred maintenance.

DRL is a small, seasonal business with a massive commitment to infrastucture for which it has the sole use of.

DRL has been lifted out of hibernation. The management of DRL have asked for three years grace to rebuild the operation, and a cash injection of $2M per year from ratepayers to continue operating the railway during this phase.

Given the passion for the railway, the heritage, and having confidence in the new management of DRL, this is supported by Future Dunedin.

At then end of three years a full review will be conducted, options will be considered and the future of the Taieri Gorge Railway will be put before the community for a decision.

Future Dunedin will investigate options for the return of inter-city passenger rail and urban commuter rail between Port Chalmers – Dunedin – Mosgiel.

Dunedin has everything it needs to be one of the most successful small cities in the world, but it needs co-ordination and ambition.

Leadership is required to bring the council and all sectors of the Dunedin community together to work on the future prosperity of the city for the good of everyone.

The time has never been more opportune to attract new families and new enterprise to Dunedin.

New enterprise needs genuine incentives to set up in Dunedin and this need not be an expense to the ratepayers.

Flat industrial land must be released to the market, and land strategically rezoned to support business growth in Dunedin City.

The council needs to take a greater role in attracting and retaining students for Dunedin by working much more closely with education providers.