Committee Agenda

COMMITTEE AGENDA

12 June 2015, 9am Wynn Williams House, Level 5, 47 Hereford Street

GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015

Committee Members

UDS Independent Chair Bill Wasley

Christchurch City Council Mayor Lianne Dalziel, Councillors Paul Lonsdale and Phil Clearwater

Environment Canterbury Commissioners Dame Margaret Bazley, Peter Skelton and Rex Williams

Selwyn District Council Mayor Kelvin Coe, Councillors Malcolm Lyall and Mark Alexander

Waimakariri District Council Mayor David Ayers, Councillors Jim Gerard and Neville Atkinson

Te Rūnanga o Ngāi Tahu Sir Mark Solomon and Elizabeth Cunningham

New Zealand Transport Agency (observer) Jim Harland

Canterbury Earthquake Recovery Authority (observer) John Ombler

Canterbury District Health Board (observer) David Meates

UDS Implementation Manager Keith Tallentire ph 9418590

Committee Adviser Barbara Strang ph 9415216

GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 1

Agenda Items

Page no 1. Apologies 5

2. Declaration of Interest 5

3. Deputations by Appointment 5

4. Confirmation of Minutes 5

5. Greater Christchurch Freight Study: Management Directions Chapter and Action Plan 23

6. Rebuild and Recovery Issues and the Migrant Workforce 63

7. Arts and Culture Recovery Programme Update 91

8. Lincoln University Recovery Update 93

9. Lincoln Hub Update 111

10. Land Use Recovery Plan Review Update 129

11. Update from Committee Secretariat 131 2 3 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 Standing Items Standing

4 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 5

1. APOLOGIES

2. DECLARATION OF INTEREST

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

3. DEPUTATIONS BY APPOINTMENT

4. CONFIRMATION OF MINUTES It is recommended that the Committee confirm the minutes of its meeting on 17 April 2015. 6 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 4 7

MINUTES OF A MEETING OF THE GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE (UDSIC)

Held in Committee Room 1, 53 Hereford Street, Christchurch on Friday 17 April 2015 commencing at 10.39am

PRESENT: Urban Development Strategy (UDS) Bill Wasley (Independent Chair)

Christchurch City Council Councillors Phil Clearwater and Paul Lonsdale

Environment Canterbury Commissioners Peter Skelton and Rex Williams

Selwyn District Council Mayor Kelvin Coe, Councillors Malcolm Lyall and Mark Alexander

Waimakariri District Council Mayor David Ayers, Councillors Jim Gerard and Neville Atkinson

Te Rūnanga o Ngāi Tahu Elizabeth Cunningham and Sir Mark Solomon

New Zealand Transport Agency (observer) Jim Harland

Canterbury Earthquake Recovery Authority (observer) John Ombler

APOLOGIES: Apologies for absence were received and accepted from Mayor Lianne Dalziel and Dame Margaret Bazley (Environment Canterbury).

The meeting was opened at 10.39am and immediately adjourned until 11.15am.

1. DECLARATION OF INTEREST

Elizabeth Cunningham (Te Rūnanga o Ngāi Tahu) declared an interest in the Transition Advisory Board which was included in the discussion of item 4.

2. DEPUTATIONS BY APPOINTMENT

Nil.

3. CONFIRMATION OF PREVIOUS MINUTES

The Committee agreed to receive the minutes of the previous meeting of 13 February 2015.

Moved: Elizabeth Cunningham Seconded: Malcolm Lyall

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4. PROPOSED REVISED TERMS OF REFERENCE FOR UDSIC TO ACCOMMODATE THE TRANSFER OF FUNCTIONS FROM THE RECOVERY STRATEGY ADVISORY COMMITTEE

The Committee considered a report proposing amendments to the current UDSIC Terms of Reference to accommodate the transfer of functions from the Recovery Strategy Advisory Committee (RSAC) as proposed at the RSAC meeting on 13 February 2015. Ratification will be sought at the respective meetings of strategic partners during April and May, with the intention that the new arrangements are in place for the June UDSIC meeting. Once all partners have ratified the new Terms of Reference, the RSAC would go out of existence. This would mean that the final meeting of RSAC would be held in May.

STAFF RECOMMENDATION

That the Committee: 4.1 Endorse the Recovery Strategy Advisory Committee (RSAC) resolution to transfer the functions of the RSAC to the Urban Development Strategy Implementation Committee (UDSIC).

4.2 Endorse the proposed revised Terms of Reference for the Urban Development Strategy Implementation Committee (UDSIC), as outlined in attachments 2 and 3 in order to accommodate this transfer of functions, and

4.3 Recommend that the strategic partners ratify these revised Terms of Reference at their respective meetings during April and May 2015.

4.4 Note that further changes to the UDSIC Terms of Reference are likely to be proposed over the short to medium term as transition discussions culminate in relation to future delivery arrangements and associated governance and stakeholder forums.

COMMITTEE RECOMMENDATION

The Committee agreed to adopt the staff recommendation with the amendments listed under 4.2 and addition of 4.5.

4.1 Endorses the Recovery Strategy Advisory Committee (RSAC) resolution to transfer the functions of the RSAC to the Urban Development Strategy Implementation Committee (UDSIC).

4.2 Endorses the proposed revised Terms of Reference for the Urban Development Strategy Implementation Committee (UDSIC), as outlined in attachments 2 and 3 in order to accommodate this transfer of functions, subject to the following further amendments:

 Meeting frequency be amended to monthly not bi-monthly

 Second bullet point of the purpose to read: promoting integration with the recovery strategy for Greater Christchurch, associated recovery plans and programmes, including the implementation of the land use recovery plan and natural environment recovery programme.

4.3 Recommends that the strategic partners ratify these revised Terms of Reference at their respective meetings during April and May 2015.

4.4 Notes that further changes to the UDSIC Terms of Reference are likely to be proposed over the short to medium term as transition discussions culminate in relation to future delivery arrangements and associated governance and stakeholder forums.

4.5 Expand the number of observers to three; with the third observer being the Chief Executive of the CDHB.

Moved: Rex Williams Seconded: Phil Clearwater

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5. REPORT CARD: IMPLEMENTATION OF ACTIONS WITHIN THE UDS ACTION PLAN (2010)

The Committee considered the draft implementation summary or 'report card' in relation to the actions contained within the UDS Action Plan (2010) adopted in August 2010.

STAFF AND COMMITTEE RECOMMENDATION

The Committee agreed to:

5.1 Provide feedback on the UDS Action Plan draft Report Card ahead of its finalisation and public release.

5.2 Note that a UDS refresher workshop will be held in lieu of a formal meeting of the Committee in May.

5.3 Note that a greater Christchurch bus tour is being arranged for members of the Committee for a date to be advised.

Moved: Malcolm Lyall Seconded: Kelvin Coe

The meeting concluded at 11.55am.

Colour Key Attachment 2, proposed amendments Yellow : Changes made to improve clarity of document Green : Changes made to adequately transfer the functions of RSAC to the UDSIC Blue : Changes made to address LGAA2014

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Attachment 1 Existing UDSIC Terms of Reference

Urban Development Strategy Implementation Committee (UDSIC) (as agreed by UDSIC in September 2013)

1. Purpose

A joint committee of the Christchurch City Council, Waimakariri District Council, Selwyn District Council and Canterbury Regional Council, with representation from tangata whenua and other agencies, established to oversee implementation of the Greater Christchurch Urban Development Strategy (UDS) and ensure integration within earthquake recovery activity and related strategies and plans, including:

 Providing clear and united leadership in delivering the UDS vision and principles  Promoting integration with earthquake recovery plans and programmes and ensuring the implementation of the Land Use Recovery Plan (LURP) and Natural Environment Recovery Programme (NERP)  Supporting the delivery of aligned tangata whenua objectives as outlined in Ngāi Tahu 2025 and the Mahaanui Iwi Management Plan 2013

A formal joint committee pursuant to the Local Government Act 2002, (Section 30 Schedule 7). This Committee is not discharged at the point of the next election period (in line with clause 30 (7) of schedule 7).

2. Membership

Three representatives each as appointed by the partner territorial and regional authorities and Te Rūnanga o Ngāi Tahu, including their respective Mayors, Regional Council Chair and Kaiwhakahaere.

The Chief Executive of the Canterbury Earthquake Recovery Authority (CERA) and the Regional Director of the New Zealand Transport Agency (NZTA) as observers with speaking rights but in a non-voting capacity.

An Independent Chair (non-elected member), appointed by the Committee.

The standing voting membership be limited to 16 members (including Independent Chair), but with the power to co-opt up to a maximum of two additional non-voting members where required to ensure effective implementation.

3. Meeting Frequency

Bi-monthly, or as necessary and determined by the Independent Chair. GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 4 11

4. Delegations

The UDS Implementation Committee is delegated authority in accordance with the following functions in support of its overall purpose:

General  Overseeing implementation of the UDS, LURP and NERP and associated documents, such as the Greater Christchurch Transport Statement  Ensuring organisational systems and resources support implementation  Monitoring and reporting progress against actions and milestones  Managing any risks identified in implementation  Identifying and resolving any implementation inconsistencies arising from partner consultation processes  Facilitating consultation and establishing forums as necessary to support implementation and review  Periodically reviewing and recommending any adjustments to the UDS, LURP and NERP

Specific  Selecting and appointing an Independent Chair and Deputy Chair  Taking responsibility for implementing any actions specifically allocated to the Committee  Implementing a Memorandum of Understanding, as adopted by the Committee for each triennial period, to provide maintain partnership relationships and provide for the resolution of any conflict  Advocate for statements of intent of council owned companies to be aligned to implementation of the UDS, LURP and NERP where appropriate.  Champion integration and implementation through partner strategies, programmes, plans and policy instruments (including the Regional Policy Statement, Regional and District Plans, Long Term Plans (LTPs), Annual Plans, transport programmes and triennial agreements) and through partnerships with other sectors such as health, education and business.  Establish protocols to ensure that implementation, where necessary, is consistent, collaborative and/or coordinated to achieve optimal outcomes.  Making submissions, as appropriate, on Government proposals and other initiatives relevant to the implementation of the UDS, LURP and NERP GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 4 12

Attachment 2 Proposed amendments to UDSIC Terms of Reference

Urban Development Strategy Implementation Committee (UDSIC) Terms of Reference (2015)

Colour Key:

Yellow: Changes made to improve clarity of document Green: Changes made to adequately transfer the functions of RSAC to the UDSIC Blue: Changes made to address LGAA2014

1. Purpose

The UDSIC is a joint committee within the meaning of the Local Government Act 2002. In 2015 it absorbed additional functions from the former Recovery Strategy Advisory Committee established by the Canterbury Earthquake Recovery Authority in 2012.

Local authority members are Christchurch City Council, Waimakariri District Council, Selwyn District Council and Canterbury Regional Council. The joint committee has additional public body representation from tangata whenua and other agencies. It has been established to oversee implementation of the Greater Christchurch Urban Development Strategy (UDS), provide advice to the Minister for Canterbury Earthquake Recovery and ensure integration between earthquake recovery activity and longer term urban development activity, including:

 Providing clear and united leadership in delivering the UDS vision and principles;  Promoting integration with the Recovery Strategy for Greater Christchurch, associated recovery plans and programmes and ensuring the implementation of the Land Use Recovery Plan (LURP) and Natural Environment Recovery Programme (NERP); and,  Supporting the delivery of aligned tangata whenua objectives as outlined in Ngāi Tahu 2025 and the Mahaanui Iwi Management Plan 2013.

The Committee is a formal joint committee pursuant to the Local Government Act 2002, (Schedule 7, Section 30). The Local Authorities have resolved that the Committee is not discharged at the point of the next election period (in line with clause 30 (7) of schedule 7).

2. Membership

The local authorities and Te Rūnanga o Ngāi Tahu shall each appoint up to three representatives, including their respective Mayors, Chair and Kaiwhakahaere.

The Chief Executive of the Canterbury Earthquake Recovery Authority (CERA) and the Regional Director of the New Zealand Transport Agency (NZTA) attend as observers and have speaking rights but in a non-voting capacity. GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 4 13

There shall be an Independent Chair (non-elected member), appointed by the Committee, who has speaking rights and voting capacity.

The standing voting membership is limited to 16 members (including the Independent Chair), but with the power to co-opt up to a maximum of two additional non-voting members where required to ensure effective implementation.

The Committee shall also appoint a Deputy Chair, who shall be elected at the commencement of each triennium, and who shall be a member of the Committee.

In accordance with Section 30A of Schedule 7 to the Local Government Act 2002, the quorum at a meeting of the Committee shall be eight voting members.

Other representatives of voting and non-voting organisations are permitted to attend meetings of the Committee; however attendance at any public excluded session shall only be permitted with the prior approval of the Chair. Likewise, speaking rights of other representatives at Committee meetings (whether in public session or not) shall only be granted with the prior approval of the Chair.

3. Meeting Frequency

Bi-monthly, or as necessary and determined by the Independent Chair.

Notification of meetings and the publication of agendas and reports shall be conducted in accordance with the requirements of Part 7 of the Local Government Official Information and Meetings Act 1987.

4. Committee Delegations

The UDS Implementation Committee is delegated the following functions in support of its overall purpose:

General  Overseeing implementation of the UDS and recovery documents, including the LURP, NERP and associated documents, such as the Greater Christchurch Transport Statement  Advising the Minister for Canterbury Earthquake Recovery and the Canterbury Earthquake Recovery Authority on the development and implementation of the Recovery Strategy and any associated matters, including programmes, plans, projects, systems, processes and resources led by CERA or any other central government agency for the purposes of the recovery of greater Christchurch (as defined in the Canterbury Earthquake Recovery Act 2011)  Ensuring the integration between the UDS and any of the foregoing matters  Ensuring organisational systems and resources support implementation  Monitoring and reporting progress against actions and milestones  Managing any risks identified in implementation  Identifying and resolving any implementation inconsistencies arising from partner consultation processes  Facilitating consultation and establishing forums as necessary to support implementation and review  Periodically reviewing and recommending any adjustments to the UDS and recovery documents, including the LURP and NERP

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Specific  Selecting and appointing an Independent Chair and Deputy Chair  Taking responsibility for implementing any actions specifically allocated to the Committee  Implementing a Memorandum of Understanding, as adopted by the Committee for each triennial period, to provide and maintain partnership relationships and provide for the resolution of any conflict  Advocate for statements of intent of council owned companies to be aligned to implementation of the UDS and recovery documents, including the LURP and NERP where appropriate.  Champion integration and implementation through partner strategies, programmes, plans and policy instruments (including the Regional Policy Statement, Regional and District Plans, Long Term Plans (LTPs), Annual Plans, transport programmes and triennial agreements) and through partnerships with other sectors such as health, education and business.  Establish protocols to ensure that implementation, where necessary, is consistent, collaborative and/or coordinated to achieve optimal outcomes.  Making submissions, as appropriate, on Government proposals and other initiatives relevant to the implementation of the UDS and recovery documents, including the LURP and NERP

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Attachment 3

Proposed UDSIC Terms of Reference (clean version)

Urban Development Strategy Implementation Committee (UDSIC) Terms of Reference (2015)

1. Purpose

2. Membership

The local authorities and Te Rūnanga o Ngāi Tahu shall each appoint up to three representatives, including their respective Mayors, Chair and Kaiwhakahaere.

There shall be an Independent Chair (non-elected member), appointed by the Committee, who has speaking rights and voting capacity.

The Committee shall also appoint a Deputy Chair, who shall be elected at the commencement of each triennium, and who shall be a member of the Committee.

In accordance with Section 30A of Schedule 7 to the Local Government Act 2002, the quorum at a meeting of the Committee shall be eight voting members.

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3. Meeting Frequency

Bi-monthly, or as necessary and determined by the Independent Chair.

4. Committee Delegations

The UDS Implementation Committee is delegated the following functions in support of its overall purpose:

Specific  Selecting and appointing an Independent Chair and Deputy Chair  Taking responsibility for implementing any actions specifically allocated to the Committee  Implementing a Memorandum of Understanding, as adopted by the Committee for each triennial period, to provide and maintain partnership relationships and provide for the resolution of any conflict  Advocate for statements of intent of council owned companies to be aligned to implementation of the UDS and recovery documents, including the LURP and NERP where appropriate.  Champion integration and implementation through partner strategies, programmes, plans and policy instruments (including the Regional Policy Statement, Regional and District Plans, Long Term Plans (LTPs), Annual Plans, transport programmes and triennial agreements) and through partnerships with other sectors such as health, education and business.  Establish protocols to ensure that implementation, where necessary, is consistent, collaborative and/or coordinated to achieve optimal outcomes.  Making submissions, as appropriate, on Government proposals and other initiatives relevant to the implementation of the UDS and recovery documents, including the LURP and NERP. GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 4 17

Attachment 4

UDS Memorandum of Agreement (reproduced from Appendix (iv) of the UDS)

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GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 4 19 20 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 21 Reports for Decision for Reports

22 23 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015

5. GREATER CHRISTCHURCH FREIGHT STUDY: MANAGEMENT DIRECTIONS STATEMENT AND FREIGHT ACTION PLAN

Author: Michael Blyleven, Transport Planning Manager (NZTA), on behalf of the UDS Transport Group Contact: 03 941 8590

1. Purpose

1.1. To update the Committee on completion of the Greater Christchurch Freight Study, and seek endorsement of the Freight Management Directions Statement and the Greater Christchurch Freight Action Plan. This report is a follow-up to the report to this Committee on 10th October 2014.

2. Background

2.1. The Greater Christchurch Freight Study commenced in August 2013 in response to a number of the Greater Christchurch Transport Statement (GCTS) actions and to advance LURP Action 40. The study was led by the NZTA and supported by Christchurch City Council, Selwyn District Council, Waimakariri District Council, Environment Canterbury, Lyttelton Port of Christchurch, KiwiRail and Christchurch International Airport Ltd. The study has been undertaken in three steps with sub-reports as follows:

. Freight Demand Statement – which assessed origins and destinations of demand; assessment of freight by commodities, freight hubs and generation points. This provided validation of the GCTS growth forecasts with the addition of a range of forecasts. This report has been completed and published on the UDS website.

. Freight Infrastructure Statement – assessed current infrastructure capacity, supply chain capability and identified constraints and opportunities for the future. This report has been completed and published on the UDS website.

. Freight Management Directions Statement – provides the consultants overview on optimisation opportunities, land use response and capacity improvements (both through infrastructure improvements and operational procedures).

3. Freight Management Directions Statement

3.1. The Freight Management Directions Statement (Attachment 1) builds upon the information in the Demand and Infrastructure reports and discusses what currently works well, what doesn’t work well and possible future constraints as summarised below.

What works well What doesn’t work well Future constraints

Key commodity growth

Regional distribution centre Port switching costs (due to alternative Port utilisation) 24 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015

5 Cont'd Lyttelton tunnel lack of Lyttelton tunnel, long term alternative route (resilience) growth

Brougham Street congestion Brougham Street increased demands

Hornby to Middleton Performance of rural road corridor network – to the farm gate.

LPC turnaround times Port storage and berth utilisation

High use of rail – 20% cf 7% nationally

Capacity of rail network Rail siding capacity

Air freight capacity Air freight at Christchurch international airport

3.2. In response to the above, the Freight Management Directions Statement suggests a number of interventions and measures (Table 5 of Attachment 1) to resolve existing issues, meet demands, improve efficiency or provide further opportunities.

4. Greater Christchurch Freight Action Plan

4.1. The UDS transport officer group have acknowledged the consultants suggested interventions and have developed a separate partner owned Freight Action Plan (Attachment 2) for inclusion in the UDS work programme. Each of the interventions has been aligned with the GCTS Outcomes to show the level of contribution along with the high level risks, agencies involved, suggested priority, anticipated timing and indicative costs. The suggested timing of interventions highlights the intention of optimising the existing networks first and foremost, and that future infrastructure improvements require significant work to develop the business case to confirm the possible solutions and timing.

4.2. The Freight Action Plan can be summarised into the following general areas: • improving capacity and efficiencies at the Lyttelton Port of Christchurch • improving road corridor capacity between Rolleston and Lyttelton Port (including Brougham Street and Lyttelton Tunnel) • protecting freight corridors and land areas adjacent to freight activities • developing an inland port and adjacent freight precinct at Rolleston • rail improvements through Christchurch and at LPC • improved rail-yards and capacity • grade separating rail and road at key locations (such as around Middleton) • optimising use of the existing networks by time of day and logistics management • improving the High Productivity Motor Vehicle network • improvement of north and west corridors • One Network Road Classification implementation • increasing air-freight opportunities • resilience across the network, including re-opening of Sumner Road 25 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015

5 Cont'd 4.3. One area that has rapidly developed since the beginning of the study is the development of two inland ports at Rolleston. The study identified that Izone at Rolleston was an appropriate location for an inland port and freight precinct, but since then the Port of Tauranga and the Port of Lyttelton have developed two separate inland port facilities. This is posing some network infrastructure challenges that that SDC, NZTA, Kiwirail and others have a working group to resolve.

4.4. The Greater Christchurch Freight Action Plan will be included as part of the overall UDS Transport Group work programme.

5. Recommendation

That the Committee:

5.1. Notes finalisation of the Greater Christchurch Freight Study and the Greater Christchurch Freight Management Directions Statement;

5.2. Endorses the use of the Greater Christchurch Freight Management Direction Statement as an informing document for the development of the Canterbury Regional Land Transport Plan and other Recovery Plans;

5.3. Endorses the Greater Christchurch Freight Action Plan;

5.4. Supports the Greater Christchurch Freight Action Plan for inclusion in the UDS Transport Group work programme for the ongoing collaborative work of the GCTS partners who will apply their best endeavours to give effect to the Greater Christchurch Freight Action Plan;

5.5. Agrees to the public release of the Greater Christchurch Freight Management Direction Statement and the Greater Christchurch Freight Action Plan and to send a copy to the Canterbury and West Coast Regional Transport Committee’s for their information.

Attachments

There are two attachments to this report: 1. Greater Christchurch Freight Management Directions Statement 2. Greater Christchurch Freight Action Plan (May 2015) 26 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 5 27

Greater Christchurch Freight Study Reference: 238113 Prepared for: GCTS Freight Management Directions Statement Revision: 3

22 December 2014 Produced for: GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 5 28 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 5 29

Contents 1. Introduction 4 1.1 Purpose of the study 4 1.2 Aims of the Freight Management Directions Statement 5 1.3 Report structure 5

2. Summary of Freight Forecasts and Capacity 7 2.1 Freight Demand Statement Summary 7 2.2 Freight Infrastructure Statement Summary 9

3. State of the freight network 11 3.1 What currently works well - strengths in the freight network 11 3.2 What currently doesn’t work well - areas of weakness 12 3.3 Possible future capacity constraints and threats 13

4. Strategies and Actions 15

5. Recommendations 26

6. Glossary 29

Figures Figure 1 - Greater Christchurch Freight Study components 4 Figure 2 - Investment benefits 11 Figure 3 - HPMV Routes 25

Tables Table 1 - Summary of projected growth by commodity (2010 to 2041) 8 Table 2 - Updated commodity trade through LPC 8 Table 3 - Estimated volume and value of freight moved through Greater Christchurch (2014) 9 Table 4 - Possible interventions and measures to implement 16 Table 5 - Summary of suggested interventions and measures 27

Project 238113 |22 December 2014 Revision 3 Page 3

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1. Introduction

1.1 Purpose of the study The Greater Christchurch Transport Statement (GCTS) partnership was formed in 2012 and consists of members from the New Zealand Transport Agency (NZTA), KiwiRail, Lyttelton Port Company Limited, Christchurch International Airport Limited (CIAL), Christchurch City Council (CCC), Selwyn and Waimakariri District Councils, Environment Canterbury and the Canterbury Earthquake Recovery Authority (CERA).

This partnership has collectively estimated freight growth forecasts for the Greater Christchurch region. It has commissioned Aurecon to validate these forecasts and explore options to improve and increase the resilience of freight logistics across Greater Christchurch, to respond to this growth.

The growth forecasts, together with an assessment of freight origins and destinations, are included in the first of three reports, the Freight Demand Statement.

As part of the wider package of works commissioned, a Freight Infrastructure Statement has been developed (considering the forecasts for commodity demands) assessing the capacity of the freight movement infrastructure and its interaction with the current or future supply chains. The Freight Infrastructure Statement leads on to the development of a Freight Management Directions Statement. This document will identify interventions and improvements needed to optimise the capability and resilience of the existing freight infrastructure and suggest future improvements.

Figure 1 - Greater Christchurch Freight Study components

Freight Demand Statement

Origins and Freight hubs and Validation of forecast Commodities destinations generation points growth

Freight Infrastructure Statement

Assessment of infrastructure Key constraints and Current capacity assessment and supply chain capability improvement opportunities

Freight Management Directions Statement

Options for land-use Soft and hard improvement Measures to optimise capacity responses measures

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1.2 Aims of the Freight Management Directions Statement This document is known as the Freight Management Directions Statement. It identifies possible improvements, to optimise the current capacity of the freight network, and further measures and opportunities to meet future demands for the CGTS timeline up to 2041.

The overall Greater Christchurch Freight Study will seek to develop options to improve infrastructure and capacity, remove bottlenecks in supply chain efficiency and propose measures to focus actions aimed at maximising the economic development of the region. The Freight Management Directions Statement seeks to identify improvement opportunities, which can be taken forward to help inform the Christchurch Network Management Plan and implement the GCTS.

A critical point highlighted in the Freight Demand Statement is that the growth rates in freight demand for different commodities and freight types are interdependent. Positive growth in one commodity may impose constraints on the broader supply chain; just as negative growth will provide added capacity. For example, growth in container freight and the related train and truck movements to and from Lyttelton Port of Christchurch (LPC), is likely to constrain access for other trains and heavy vehicles moving coal and bulk goods.

The Freight Management Directions Statement considers how to address growth in freight demand and its impact on the overall system of freight movement in Greater Christchurch. Proposed solutions and recommendations are specifically designed to meet the following objectives:

 Ensure that sufficient capacity is available for freight growth (ports, inland ports, road and rail networks).

 Improve or maintain supply chain efficiency, by lowering supply chain costs and improving transit times.

 Allow efficient and rational capital investment to optimise future investment, minimise duplication and obtain efficiency gains through the achievement of greater scale.

 Minimise the impact on the environment, and carbon emissions in particular, by optimising freight movements and increasing the use of rail and coastal shipping, where appropriate.

 Ensure that Greater Christchurch remains competitive on a national and international scale.

1.3 Report structure The Freight Management Directions Statement has the structure shown below. It is designed to describe and document recommendations for each element of the freight system in Greater Christchurch, together with an assessment of overall network resilience and supply chain management:

Section 2 Summary of freight forecasts and capacity. This section contains an overview of the strengths and weakness identified in the Freight Demand and Freight Infrastructure Statements.

Section 3 State of the freight network. This section evaluates what currently works well in the context of freight movement and identifies areas that do not work well. It assesses the areas under threat and considers the likely impact of projected growth in freight demand.

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Section 4 Strategies and actions. This section presents a series of freight management actions, based on outcomes designed to address current and future movements of freight and the resulting impact on the network.

Section 5 Recommendations. This section summarises the information presented in Section 4. It provides a recommended set of actions (focusing on the short- to medium-term) to both address current impediments to efficiency and cater for future growth.

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2. Summary of Freight Forecasts and Capacity

2.1 Freight Demand Statement Summary The Freight Demand Statement concluded that the region plays a critical role in the production of goods for both domestic and international markets. This is due to the large population and extensive employment opportunities in the production of export commodities, throughout Canterbury.

As described in this statement, production of a number of major commodities is increasing, particularly dairy products and other agriculture. Producers are heavily reliant on the efficient movement of their freight from the point of production, through the manufacturing process, to the port for export. Inefficiencies in these logistics chains, in particular congestion issues relating to road, rail and port access, adds to the costs for individual businesses and negatively impacts on overall productivity and the economy of the region.

Current freight demand in the Greater Christchurch region is concentrated primarily on the export of a number of key commodities, including: dairy products, meat products, coal, logs and other timber products. Increasingly, these products are transported to LPC by rail, particularly dairy products (transported by rail from Clandeboye, Darfield and Rolleston) and coal (transported by rail from the West Coast region).

This is putting increasing pressure on existing rail infrastructure and adding to congestion in the Woolston area, around LPC’s City Depot site. Currently, however, the majority of containers transported between the City Depot and LPC still use road transport.

Bulk import commodities through LPC to the Greater Christchurch region, include dry-bulk and petroleum. General container freight for domestic consumption is also imported in significant quantities through LPC. The majority of this freight is transported through Greater Christchurch and the wider Canterbury region and South Island by road.

The primary aim of the Freight Demand Statement is to analyse and validate the growth forecasts, as outlined in the GCTS. Publicly available data has been used to compare trends in historical information to the growth forecasts. Where significant differences were encountered for particular commodities, alternate data sources were interrogated and considered, to determine likely reasons for the discrepancies and, if required, to formulate alternate forecasts.

A comparison of the forecasts outlined in the GCTS and the alternate forecasts provided in this report is shown in Table 1.

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Table 1 - Summary of projected growth by commodity (2010 to 2041) GCTS 2041 Aurecon 2041 Measure or commodity GCTS 2010 (growth) (growth) Population 435,000 550,000 (0.9%) Employment 200,000 244,000 (0.7%) Containers (TEU) 290,000 1,500,000 (5.3%*) Lower 782,000 (5.5%) Upper 1.5m (5.3%*) Air freight (tonnes) 120,000^ 400,000 (7.5%) 107,000 (10.6%) Dry bulk (tonnes) 660,000 1,200,000 (2.6%) Petroleum (tonnes) 1,000,000 1,800,000 (2.6%) 1,371,000 (1.2%) Logs (tonnes) 250,000 260,000 (0.1%) 739,000 (6.3%) Coal (tonnes) 2,300,000 5,000,000 (3.8%) 3,000,000 (1.0%) * Compound Annual Growth Rate (all other growth rates are based on annual linear growth) ^ Original figure was all tonnage coming into the airport, with some then road freighted to Auckland for export, Aurecon revised air freight in 2010 down to 25,000t, based on PwC and FIGS data

The Freight Demand Statement concluded that the GCTS growth forecasts appear significantly higher than historical projections in container trade, dry bulk, petroleum and coal.

For example, container volumes are driven primarily by dairy and meat exports and imports of consumer goods. Analysis of dairy and meat production does show that increases in exports of these products is likely, but it is unlikely to be high enough to drive an overall compound growth rate of 5.3% per annum in container movements.

However, the GCTS forecast considers an increase in the LPC market share of shipping, due to its capacity to allow the use of larger ships. This could help increase the overall total, but other South Island ports are also vying for greater market share through accepting larger ships. In this case, however, Aurecon provided a range of forecasts, a lower bound based on continued strong (linear) growth and an upper bound based on compounding growth, which considers these other factors. It is worth noting that 2013 and 2014 volumes are now available from LPC and are summarised in Table 2.

Table 2 - Updated commodity trade through LPC Year to 30 June Commodity 2010 2013 Year to 30 June 2014 Containers (TEU) 290,000 351,217 376,567 Dry Bulk (tonnes) 660,000 649,365 769,019 Petroleum (tonnes) 1,000,000 1,111,189 1,044,189 Logs (tonnes) 250,000 369,657 601,485 Coal (tonnes) 2,300,000 2,049,949 2,069,432

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2.2 Freight Infrastructure Statement Summary The Freight Infrastructure Statement considered the infrastructure associated with four modes: sea, rail, road and air, and the impact of freight growth on this network and the supply chain capability.

The approximate volume and value of freight moved through Greater Christchurch by each mode is shown in Table 3. Commentary on each of the modes is described below.

Table 3 - Estimated volume and value of freight moved through Greater Christchurch (2014) Mode Volume (tonnes) % of total Volume Value % of total Value 25,000 0.1% $2.39bn 4.0%

5,297,579 31.0% $18.9bn 31.6%

3,251,447 19.0% $8.2bn 13.7%

8,524,026 49.9% $30.4bn 50.7%

Air freight In peak summer months, all air freight capacity is filled by stone fruits. At other times of the year, there is typically an excess of capacity. Dakota Park is located in an ideal position for freight consolidation, close to the airport and to the strategic road network. The airport is currently well positioned to accommodate increased freight volumes but this requires greater airline capacity such as wide bodied planes. The the majority of the constraints to growth result from efficiency gains in the airline industry and the move towards single isle aircraft on trans-Tasman routes (a key export destination for freight moving through the airport).

Road freight Completion of the Christchurch Southern Motorway Stage 1 has put additional pressure on a number of strategic intersections and routes during peak periods. Brougham Street is used extensively for local freight movements to and from distribution centres and customers; and it is also the main corridor for freight movements to and from LPC.

Optimisation of the freight network may relieve pressures on strategic roads during peak hours. Moving greater quantities of goods in off-peak hours would also help to achieve this.

At the present time, capacity issues are not a problem with the Lyttelton Tunnel over the planning horizon, although resilience and risk is a particular concern. In the event of an incident occurring during the transport of hazardous goods through Lyttelton Tunnel, the likely result would be closure of the tunnel for an extended period of time; this would have significant issues for the movement of freight to and from LPC.

Sumner Road may have ongoing resilience issues when it reopens (due to the unstable nature of the cliff face) but it is a vital alternative route for freight if the Lyttelton Tunnel were ever closed. The

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limited number of bridges across the main rivers in the Greater Christchurch region also poses resilience concerns.

Rail freight There is limited siding capacity at the City Depot inland port in Woolston that restricts capacity for increased IMEX rail freight movements through this site. Some products for export are therefore freighted by rail to the City Depot and transferred to LPC by road. This increases the number of trucks using the Lyttelton Tunnel; but does result in convenient positioning of empty containers and reduces export dwell time on the port which provides additional capacity.

Middleton Yard plays an important role in local and regional distribution, freight staging and consolidation. This process involves shunting, which negatively impacts road traffic at the level crossings on either side of the yard.

Middleton Yard will reach capacity in five to ten years under current growth trends. Service consolidation and expansion are necessary to improve its efficiency to meet this projected growth. The introduction of an inland port may alter trends and minimise capacity constraints on Middleton.

Sea freight Additional container storage is required at LPC to increase the overall capacity of the port. Reclamation of 10 ha is currently underway to address this issue; however, if the higher (compound) annual growth rate of 5.3% predicted by LPC is achieved, the terminal may reach capacity at LPC and City Depot before 2022. In this case, additional remedial action will be required (including a combination of more storage space, an inland facility or different operational practices and equipment).

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3. State of the freight network

There are a number of areas where the supply chain and supporting infrastructure facilitate the efficient movement of freight through Greater Christchurch to export destinations. The benefits of continued efficient investment are clear and is summarised in Figure 2. Effective planning to deliver adequate capacity to support the growth in exports is vital.

Figure 2 - Investment benefits

3.1 What currently works well - strengths in the freight network The Freight Infrastructure Statement highlighted the current state of the infrastructure associated with the transport network in Greater Christchurch. It identified constraints in the network and supply chain, looking specifically at mode of travel by commodity, the role of the supply chain and associated land- use. This resulted in the identification of a number of areas that were considered to work well in the context of freight movement through and within the study area. These areas are described in more detail below.

1. Key commodities. Canterbury has established freight networks supporting key commodities, such as the export of coal, dairy products and logs. Recent growth in the dairy sector, based partly on conversion of land to support dairy production, has seen efficient movement of export freight, from farm to processing plant to port.

The production certainty and large volumes of these commodities, combined with strict quality control measures at packing and processing plants, result in dairy products being particularly suited for transport by rail.

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2. High use of rail. The mode split of rail as a proportion of the total freight volumes carried through Greater Christchurch, is significantly higher than the national average. Indeed, Aurecon estimates that approximately 20% of freight (tonnes) is moved by rail, compared to a national average of approximately 7%. Whilst recognising the large volumes of coal and dairy product moved by rail through Greater Christchurch, maintaining and supporting this trend should be a priority, given the expected increases production of dairy related products.

The dairy industry in Canterbury has established freight networks linking production to processing plant to port for export. We previously concluded that over the past 5-10 years, higher yields of milk solids per cow and increased areas of irrigated land (for dairy farming have produced a steady increase in overall milk solid production. This equates to 3.8 times the milk solid production (with a doubling of the available irrigable land) between 2011 and 2041, if this growth continues.

3. Capacity of rail network. Despite large volumes of export related freight being moved by rail, there is still some spare capacity on the rail network.

It is worth noting that the proportion of tonne-km moved by rail at a national level is higher, given the tendency for longer distance freight to be moved by rail. Importantly, the main South Line connecting Lyttelton with the southern regions of the South Island, has additional capacity to accommodate extra trains servicing the port. Based on maintaining existing mode splits, we expect the rail network to continue to be capable of carrying the forecast volumes of freight.

4. Regional distribution. Christchurch is well placed as a regional distribution centre, covering deliveries locally and to the rest of the South Island. This has allowed the emergence of Christchurch as the main population centre in the South Island, with sea and air ports of national importance. This, in turn, attracts people, skills and opportunities to the region, supported by good transport links.

The Greater Christchurch area has good road and rail links to the remainder of the South Island. Many organisations use either Auckland or Christchurch as import distribution centres, in some cases resulting in the movement of freight between the two cities.

3.2 What currently doesn’t work well - areas of weakness The Freight Infrastructure Statement summarised how well the infrastructure network operates in Greater Christchurch, when considering the movement of freight associated with the four main modes: rail, air, sea and road. It also considered the operation of the supply chain for imports and exports moving through Christchurch and the associated distribution network in the region. Based on our analysis, there are a number of areas in both the network and the supply chain that do not operate as efficiently as they could. These are summarised below:

1. Lyttelton Tunnel. The importance of the LPC in importing and exporting goods, combined with role of Greater Christchurch in the collection and distribution of goods, places significant emphasis on Lyttelton Tunnel. The current lack of alternative routes for trucks, presents an undesirable position. The reliance on the tunnel for the movement of hazardous goods, represents a risk to the region if the tunnel becomes inoperable for any reason.

2. Brougham Street (SH76). Brougham Street is a national, high volume state highway in the new national One Network Road Classification. It is an important link connecting SH1 (and the new Christchurch Southern Motorway Stages 1 and 2) to Lyttelton, towards the southern edge of the CBD. It is a route that is used for imports, exports and the distribution of goods to

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Greater Christchurch and throughout the South Island. It is also used by commuter traffic between the southern suburbs and the CBD, and is a key link in the Christchurch public transport network.

According to NZTA, the introduction of Christchurch Southern Motorway Stage 1 has resulted in a 15% increase in traffic volumes and an additional 3 minutes travel time along Brougham Street. The significant positive that should be emphasised is that the Christchurch Southern Motorway Stage 1 has resulted in an overall saving of between four and nine minutes in travel time between Hornby and Lyttelton.

3. LPC turnaround times. Seasonal peak volumes and variable vessel arrivals can place the container yard over capacity and severely impact truck turnaround times. The reliability of LPC turnaround time for the delivery and collection of containers needs to be ensured. The use of booking systems to smooth out demand, using both short- and long-haul rail, and strategically located inland ports, are all recommendations to help improve this reliability. These measures will also improve traffic congestion in and around Lyttelton, boosting the amenity of the area.

4. Air freight capacity. Constrained air freight capacity, particularly at certain times of the year, limits growth in high value exports from Canterbury due to lack of wide bodied aircraft. This results in the adoption of alternative road options (including transport to Auckland Airport for export) by suppliers and freight forwarders.

5. Hornby to Middleton corridor. Including elements of Yaldhurst Road (SH73) and Main South Road (SH73A) and connecting to SH1 south, the corridor carries a large and diverse range of truck movements on the network, from port-related container traffic to local distribution of retail (e.g. Kathmandu at the eastern end, to Progressive Enterprises at Hornby towards the west). A number of freight forwarders are also located between these locations along the corridor, including Mainfreight and Toll, located at Middleton and Hornby respectively.

3.3 Possible future capacity constraints and threats Based on forecast growth and considering the areas of weakness in the freight network, a list of possible future capacity constraints and threats to the efficiency of the freight network, is shown below.

1. Brougham Street (SH76) capacity and corresponding delays to freight. NZTA estimates that the Christchurch Southern Motorway Stage 1 has resulted in journey time improvements from Hornby to Lyttelton of 4-9 minutes, with a corresponding increase in traffic on Brougham Street of 15%.

The opening of Christchurch Southern Motorway Stage 2, connecting Brougham Street (SH76) to SH1 south of Templeton, will put additional pressure on Brougham Street.

Brougham Street also serves as a local commuter route, connecting communities to the south of Christchurch with the CBD.

As more traffic uses this corridor, the travel time reliability of the route between Christchurch and Lyttelton may be further compromised. This problem must be considered in the context of the increased freight task on the route and the potential impacts on import and export efficiency. Brougham Street will be an important link in the movement of freight associated with the ongoing Christchurch rebuild.

2. Port storage and berth utilisation constraints. Based on both Aurecon’s analysis and industry standard utilisation rates, and using the assumption that 30,000 TEU/ha per year is an acceptable upper limit for the technology currently in use by LPC, container storage at the

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port will become a critical issue by around 2022. This recognises the ‘Port Lyttelton Plan: Our Future’ and the current 10 ha of reclamation taking place. On the assumption that an acceptable berth utilisation is around 1,500 TEU/m of quay, berth utilisation will be a constraint by around 2030 in the upper bound growth scenario. It may be possible that improved terminal technologies could extend these timeframes.

3. Rail siding capacity on the Main South Line. This constraint is important for freight distribution, as sidings on the Main South Line handle primarily domestic freight, as evidenced by the large number of locally sited distribution centres. Trains moving domestic freight are typically broken up to allow local distribution and consolidation of freight. This means that trains will be shunting in the vicinity of Middleton Yard, reducing the capacity of the yard and with a probable impact on local level crossings (particularly Whiteleigh Avenue and Annex Road).

KiwiRail has forecast that Middleton Yard will reach capacity in the next 5-10 years under current freight growth trends and with the current configuration of sidings. We understand that additional land is available in close proximity to the site, should there be a desire to develop Middleton Yard container transfer facility to meet the growth in rail freight volumes. At present, the impact of an inland port on the container transfer site at Middleton is unknown, but it would allow KiwiRail to operate more efficiently.

4. Lyttelton Tunnel. As the freight task grows, increasing pressure will be placed on Lyttelton Tunnel to transport goods between LPC and Greater Christchurch and beyond. Due to the closure of Sumner Road, following the 2011 earthquakes, it provides the most viable road connection between Christchurch and LPC for the movement of freight. As a result, all hazardous goods must use the tunnel; consequently, special restrictions are in place to minimise the risk of damage and collision.

5. Air Freight at Christchurch International Airport. As we have shown in the Freight Demand Statement and Freight Infrastructure Statement, the value of freight moved through the airport is significant. Typically, high value and time-sensitive exports are transported to the airport exclusively by road (compared to a combination of road and rail). This maintains additional control, while helping with the time-sensitivity of the freight. Ensuring good linkages to the transport network serving Christchurch International Airport is vital to securing future high value freight. Maintaining good levels of service through ongoing western corridor improvements will be important in the long-term.

6. Port switching costs. Given the relatively close proximity of other South Island ports (particularly PrimePort Timaru, located only 170km south of LPC), the costs to a major exporter or importer of switching between one port and another is relatively low. Failure to maintain an efficient means of transporting export freight through Christchurch (if it becomes increasingly expensive or difficult) may result in a transfer of volumes to alternative transport networks. 7. Performance of the Rural Network. With the projected growth in dairy production in Canterbury, dairy tanker numbers will continue to rise. Production in the Greater Canterbury region is expected to double by the year 2025 and will be almost 3.5 times its current production by the year 2041. Consideration should be given to accommodating the ‘farm gate’ to processing plant movement as part of an important link in the supply chain.

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4. Strategies and Actions

As described in the previous sections, a number of issues already exist that are impacting efficient movement of freight within and through the Greater Christchurch region. In the future, with projected growth in many export commodities, infrastructure capacity and other impediments will restrict the region’s ability to fully realise those growth opportunities.

We propose, in Table 4, a series of interventions and measures that could be undertaken. This list contains a combination of measures at either resolving existing issues, meeting future growth, providing resilience in freight transport, improving efficiency or developing opportunities to promote Greater Christchurch as a preferred place to do business.

Some of the interventions and measures are complementary (e.g. undertake grade separations on either side of Middleton Yard, expand Middleton Yard to increase capacity and encourage higher rail mode-share), while others are competing or achieve similar outcomes (e.g. increase LPC’s capacity by reclamation of land for container storage, and develop an inland port to improve LPC’s overall capacity).

The opportunity interventions provided in Table 4 are by-and-large aspirational, but are included to highlight some of the benefits in thinking more broadly than simply addressing existing and future growth needs.

The order of the interventions and measures is not important; however, we have put those measures that address existing issues earlier in the table and aspirational opportunities later. Aurecon recommendations are summarised in the last section of this report, but should only be read once the details of the proposed interventions are understood.

For each intervention or measure, the most appropriate timing, indicative cost and priority are proposed, but should be read with the knowledge that some outcomes could be realised using different measures.

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Table 4 - Possible interventions and measures to implement Measure Reason(s) Other Implement vehicle Resolve existing issue Timing booking system at The LPC currently does not have a vehicle booking system and, Short (0-3 LPC as a result, trucks arrive at the time of day most suited to either years) the transport operator or the customer. This results in certain Cost times slots being busier than others, which causes congestion both inside and outside LPC. It can lead to longer turnaround $ times, and reduces reliability in both turnaround time and in Priority travel time to and from LPC. High The implementation of a vehicle booking system would enable a smoothing of the existing demand peaks within LPC, which, in turn, would reduce the number of vehicles in the terminal and on the surrounding road network. It will also improve the reliability of turnaround times at LPC, providing additional certainty to transport operators. Opportunity A vehicle booking system could provide priority to operators with containers being loaded in both directions (backloaded), to reduce the number of overall gate movements and free up capacity on the road network near LPC.

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Measure Reason(s) Other Brougham Street Resolve existing issue Timing optimisation and Brougham Street is already heavy congested at certain times of Short (0-3 capacity the day, because it is the national, high volume state highway years) to Long improvements connecting western and eastern suburbs of Christchurch, is near term (4-10+ a major freight and industrial precincts to the south of years) Christchurch, links freight between LPC and its customers (both Cost those located within Christchurch and elsewhere on the South Island) and has a high volumes of local traffic (vehicle, bus and $-$$$$ cycle) crossing it to access the Central City business district. . Priority Right turning traffic onto and from Brougham Street has a High significant impact on the network efficiency of the corridor. Meet forecast growth / Resilience This situation is likely to get worse, as port import and export container volumes increase. This is likely to occur even if rail captures a higher market-share at the port, due to increased industrial activity and employment in the Woolston to Sydenham corridor. To tackle both ‘existing issues’ and to ‘meet forecast growth’, a minimum would be to identify the choke points and undertake remedial work to alleviate or reduce the issues and undertake travel demand management initiatives to encourage better utilisation of the existing network. In the short term a network operating plan can be implemented to optimise network performance such as by altering signal timing/coordination and improving lane utilisation. In the longer term further improvements may be required such as widening to 2 lanes for the entire length, localised clearways or intersection improvements with turning restrictions where appropriate. Opportunity Brougham Street will always attract a high proportion of freight vehicles, due to its location relative to the industrial precincts between Woolston and Sydenham, towards Middleton and the connection to the port. The port connection aside, widening the road to three lanes or grade separating key intersections to improve connectivity to other corridors would ensure the efficient distribution of freight and improve local access crossing of the corridor.

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Measure Reason(s) Other Rail improvements Resolve existing issue Timing along rail corridor Improvements to the rail network in Christchurch and LPC would Medium (4-10 through provide efficiencies in transport and could facilitate improved rail years) Christchurch and at mode-share. LPC Cost This will result in a reduced number of truck trips on the road $$$ network, which will help reduce congestion. Priority Meet forecast growth Med To be able to meet projected freight and container growth and reduce the reliance on the already congested road network, rail movements in and out of Christchurch and LPC need to at least keep pace with projected growth. Opportunity Ideally, the use of rail for import containers (in conjunction with an inland port, or demand elsewhere on the South Island) will allow trains to be better utilised in both directions. This, in turn, will improve efficiency and provide ongoing cost benefits. Improvements to the signalling system and duplication of the main trunk line from Islington to Rolleston, would increase capacity and allow Rolleston to capture higher rail mode-share around its growing freight precinct. Increase Resolve existing issue Timing backloading at LPC Backloading increases efficiency in the movement of freight, as Short (0-3 fewer empty vehicles are on the road network. This reduces the years) overall number of vehicles (in turn reducing congestion) and also Cost reduces the overall distance travelled by transport operators to move freight (which increases efficiency). $ While these benefits are not restricted to road movements to and Priority from LPC, the port is probably the ideal location to realise many Med of them: 1. Fewer vehicles in the terminal. 2. Fewer vehicles on the surrounding road network. 3. Lower kilometres travelled (given the distance between Lyttelton and Christchurch). Empty container Resolve existing issue Timing storage Storage of containers further away from LPC and closer to Short (0-3 arrangements customers, would reduce overall transport costs and free up years) capacity on the road network near LPC. This will involve working Cost with shipping lines to arrange container de-hire away from LPC, which will be a significant impediment to overcome. $ The use of rail to move empty containers in and out of LPC Priority would be an ideal outcome. They have lower time sensitivity Med than full containers and movements can be planned in advance to make best use of spare rail capacity.

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Measure Reason(s) Other Increase capacity Meet forecast growth Timing of LPC, particularly The capacity of a maritime container terminal is generally Medium (4-10 to cope with determined by: the amount of land available for storing years) projected container containers, the services provided within the terminal (e.g. Cost growth Customs and Quarantine) and the length of time containers stay at the terminal. In LPC’s case, the impact of transhipments also $$$ needs to be considered. Priority Lyttelton Port Company (Limited) is currently undertaking High reclamation works, to ensure that enough capacity is available to meet the forecast short- to medium-term growth. Ongoing expansion of capacity will need to consider constraints outside the terminal, such as the ability of the road network in Lyttelton and Christchurch to cope with the increased number of freight vehicles. Alternative solutions (e.g. inland ports), could be a method of increasing the effective capacity of LPC without increasing terminal storage space. This solution would be dependent on other factors, such as the cost of the (rail) operation and the time-sensitivity of the freight. Opportunity An efficient, higher capacity LPC may facilitate protection and expansion of the South Island’s overall market share of imports and exports, so long as the freight transport can be undertaken efficiently. Another benefit would be the ability to capture an increased number of transhipments and attract coastal shipping, providing economic benefits and efficiencies in end-to-end transport in the region. Protection of freight Meet forecast growth Timing corridors and land The ability to meet the challenge of increasing numbers of freight Short (0-3 areas adjacent to movements (both import/export-related and general freight years) freight activities produced and consumed in New Zealand), hinges on the ability Cost to efficiently move freight between its origins and destinations. $-$$$ As freight volumes increase, the use of off-peak times (e.g. night) becomes more economically viable (customers able to Priority receive freight later and better travel times). High It is therefore extremely important to make provision for this future growth. In particular, the planning for the region should incorporate mechanisms to ensure: 1. No encroachment of residential dwellings into freight intensive areas. This will ensure that these areas are able to continue to work 24 hours per day. 2. Where possible, land provisions for future infrastructure upgrades along key freight corridors, in particular, Brougham Street industrial corridor. It is important to protect 24 hour operation in the region around the LPC, as it will be difficult to move to off-peak times if containers and other dry and liquid bulk freight cannot be transported to and from the terminal at night. Opportunity

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Measure Reason(s) Other Protection must be retained to avoid operating curfews at the port, the airport and other industrial precincts, which will place Greater Christchurch in a very good position economically, compared to other regions where there are restrictions on either locations or on time. Development of an Efficiency improvement Timing inland port and an While short-haul rail is not as economical as long-haul rail, the Short (0-3 associated freight benefits of an inland port for the region include: freed up years) precinct to facilitate capacity in and around LPC; short road trips leading to better To Medium (4- the consolidation, fleet utilisation; and, co-location of complementary businesses. deconsolidation 10 years) and distribution of The development of an inland port would realise these benefits, Cost freight while also making better use of existing rail assets. The ideal location for an inland port is either a long way from Christchurch, $$$ to service the remainder of the South Island, or to the immediate Priority southwest of Christchurch, to service both Christchurch and the Med remainder of the South Island. Given the population of the South Island and existing distribution centres located in the Hornby area and the growing freight precinct near Rolleston, a location between Islington and Rolleston1 would probably be the most viable. A location near the Christchurch International Airport would be less suitable, because the airport is off the main rail trunk line, and the airport itself would not attract high volumes of rail freight. Meet forecast growth To meet forecast import and export container growth, supply chain improvements like inland ports would help get the containers out of the port as quickly and efficiently as possible, minimising storage requirements at LPC itself. Being able to undertake this line-haul leg (between LPC and the inland port) at quiet times on the road and rail network, would add to the efficiency gains to be realised. Opportunity The development of a master-plan for an integrated inland port would significantly reduce the freight-related traffic entering Christchurch (especially traffic between LPC and other parts of the South Island). This would free up existing road capacity and improve the amenity of Christchurch itself.

1 Currently, the section between Islington and Rolleston contains single track only, which could restrict the number of port shuttles able to operate between LPC and Rolleston.

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Measure Reason(s) Other Increase Middleton Meet forecast growth Timing Yard capacity, or As Middleton Yard will reach capacity in the next 5 to 10 years, it Medium (4-10 provide alternative is important to put in place expansion plans or provisions, years) rail facilities in alternative locations or remedial actions to meet the forecast Cost Greater growth. Christchurch $$-$$$ Failure to take action will result in less overall freight on rail and an increased number of freight vehicles on the road network. Priority This will compound existing congestion issues on the existing High road network and place higher reliance on trucks to move freight within the South Island. The increased use of trucks on regional roads will cause increased wear and tear and higher maintenance costs. Grade separations Meet forecast growth Timing at Annex Road, The locations of these crossings relative to Middleton Yard, Long (10+ Matipo Street and mean that they are already affected by (in particular) trains either years) Whiteleigh Avenue travelling through Middleton Yard to Woolston or LPC. More Cost significant, is the effect from domestic trains arriving at Middleton Yard to be broken up for local distribution and consolidation of $$$ goods and freight. Priority Annex Road, in particular, is a significant connector between the High Christchurch South Motorway (from Brougham Road) to the western region of Christchurch, and will be detrimental to movements of freight and other vehicles if remedial action is not undertaken. Re-opening of Resilience Timing Sumner Road to As discussed previously, the closure of Sumner Road, following Short (0-3 freight traffic (in the 2011 earthquakes, has meant that hazardous goods (under years) particular) certain conditions) and other road-based freight uses Lyttelton Cost Tunnel. This current arrangement poses two significant risks: $$-$$$ 1. Trucks carrying hazardous goods through the Lyttelton Tunnel may be involved in an incident/crash; and Priority 2. Another earthquake could cause damage the Lyttelton High Tunnel. In either case, any type of Lyttelton Tunnel damage that closed the tunnel for any length of time (anything longer than a few days), with no viable surface alternative, would mean that LPC (in particular) would cease to function as a viable port. Any prolonged closure of the Lyttelton Tunnel is likely to cause a significant shift of freight to other ports (e.g. PrimePort Timaru), which might not be recoverable when the Lyttelton Tunnel reopened. This scenario could have economic consequences for the Greater Christchurch region.

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Measure Reason(s) Other Lyttelton Tunnel Resilience / Opportunity Timing duplication Lyttelton Tunnel is the main (and really the only freight-viable) Long (10+ road connecting Lyttelton and LPC to the remainder of years) Christchurch. As discussed previously, an incident/crash or Cost earthquake damage would severely impact LPC imports and exports and the ongoing economic conditions of the region. $$$$ A duplication of the tunnel (to form two tunnels, each with two Priority lanes) would mitigate some of the risks from either of these two Med events. In addition, additional capacity may stimulate growth in the region. Common user Efficiency improvement Timing unpack and pack Existing logistics chains tend to make use of efficient container Medium (4-10 facilities, adjacent handling and transport systems. However, one of the perverse years) to the port or inland outcomes of this system is often a long trip back with an empty Cost port container. $$ Efficiencies can be realised, for example, if the import containers are unpacked close to the port (or inland port) and the freight Priority transported to the customer using a general purpose vehicle Low (curtainsider or tautliner). Another benefit is the ability to load freight to the volume and load capacity of the vehicle, which is often more than standard maritime containers. Development of a common-user facility would remove the need for transport operators to invest in individual facilities that require substantial economies of scale to be commercially viable. Encourage off- Efficiency improvement Timing peak movements This change is easy to recommend but known to be difficult to Medium (4-10 of freight implement due to requiring changes in behaviour of both years) customers and freight operators, however, transporting freight in Cost off-peak (night) times has significant efficiency benefits. $ It frees up road capacity during the peak times for other road users, it makes travel faster (as it is less congested) and Priority therefore deliveries are faster. It also makes better use of the Med transport fleet, e.g. deliveries can occur during both the day and night. The biggest impediment to wide-spread use is that the customer must be able to receive the freight (or have the freight collected) at night, when they would not normally have staff working. The ‘low hanging fruit’ for off-peak freight movements are between transport depots, ports (and inland ports) and large 24/7 distribution centres. These centres are more likely to either already work at night, or be more easily able to change or expand shift times. Encouragement of off-peak port collection times could be applied through pricing policies (more expensive to collect during peak times and less expensive during off-peak times). Transport operators are less able to apply the same method to their customers, as with the competitive nature of transport, the customer would just go to one of their competitors.

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Measure Reason(s) Other Increasing Air Opportunity Timing freight capacity Air transport is best suited to high value, time-sensitive freight. Short (0-3 At certain times of the year, however, there is insufficient years) capacity to handle the demand. Road transport from the South Cost Island to Auckland Airport then becomes a stop gap measure to ensure the freight can be exported to its final destination. $ While this solution is scalable to meet future growth in high Priority value, time-sensitive freight, it is hardly ideal, as it adds Med considerably to the transport costs of exporters, erodes profit and may reduce the overall amount that can be exported. Aurecon understands that the re-introduction of wide-body aircraft to Christchurch International Airport will greatly increase the freight capacity. This will help the cost efficiency of exports and therefore the region. High Productivity Opportunity Timing Motor Vehicle High Productivity Motor Vehicles, or large trucks, have the ability Medium (4-10 improvements to to reduce the number of trips required to transport a particular years) the network amount of freight from its origin to destination. Cost The state highway through Christchurch is currently fully HPMV $$ capable through to LPC. Freight operators are encouraged to Priority make use of this capability. Low An expanded HPMV local road network for connection to any inland port would allow efficient linehaul movements, as well as supplementing and complementing rail freight movements to and from LPC. Improvement of Opportunity Timing north and west SH1 between Belfast in the north and Hornby in the south, Ongoing highway corridors provides two important functions: Cost 1. For the movement of people and freight to and from $$$$ Christchurch International Airport and Hornby area, Priority particularly from areas to the north and south of Low Christchurch; and 2. As the main freight corridor for road freight between the northern regions of the South Island (including freight from the North Island) to the southern regions of the South Island. Currently, this corridor is being upgraded to be two lanes in each direction (as part of the Roads of National Importance programme). Once this is complete there do not seem to be any serious issues in the immediate area, but further bypass improvements would future-proof the area. It would also facilitate ongoing efficient access for high value, time-sensitive freight to the airport.

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Measure Reason(s) Other One Network Road Network connectivity Timing Classification Freight journeys start and end at specific locations that are Short (0-3 implementation usually accessed via the local authority road network. The first years) and last kilometre of such journeys needs to be enabled to ensure freight connectivity is delivered effectively. The provision, Cost maintenance and operational requirements for these networks $ will be considered through the implementation of the new One Priority Network Road Classification system. Medium

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A map of the current ‘50Max’ HPMV SH network and local bridge restrictions is shown in Figure 3, relating to the opportunity to build a more robust, connected network to allow the use of high productivity vehicles and realise the associated efficiency benefits.

Figure 3 - HPMV Routes

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5. Recommendations

While it would be desirable to undertake all possible interventions and measures (shown in Table 4), with limited resources it is necessary to determine the combination of measures that provide the most benefit to the region. Table 5 summarises the interventions and measures described in Section 4, giving their category or the reason for their inclusion in this master list.

Aurecon has shaded those rows which it believes provide the most benefit to Greater Christchurch. This is a subjective assessment and likely to be different from individual stakeholders that have their own areas of influence and interest. The selection of the recommended measures necessarily has first focussed on the high priority items; those items aimed to reducing congestion at certain times, increasing capacity to meet current or short-term expected growth and those that add needed resilience to the transport network. Not surprisingly, these items are mostly short-term actions, clearly identified, and, in some cases, already being worked on or investigated. Of the medium-priority measures recommended by Aurecon in the above list, those selected are the measures that provide for the efficiency and capacity to cater for expected growth in domestic and import and export freight traffic. These measures make greater use of rail (where sensible to do so) and therefore have lower reliance on road transport for freight movements. This will help the road network cope with the ever increasing movement of other freight vehicles, public transport and private vehicles. In each case, the timing for these medium-priority recommendations has been identified as 5+ years; however, we should note that planning, financing and construction will take a considerable amount of time. Consequently, the reality of their realisation is likely to be considerable longer than 5 years, even if concepts and high level planning have already begun. Two other measures require individual discussion, one for its inclusion and one for its exclusion. The first of these is the inclusion of increasing air freight capacity, where identified as an opportunity (because in reality, the current stop-gap method for dealing with capacity by using Auckland Airport, is working and likely to be scalable). We have included this one to reflect the high value export product and the economic benefit to the region. Inefficiencies influencing transport costs and competitiveness with global markets should not be underestimated. While it is worthwhile, changing the current situation to attract wide-body aircraft is not as simple as financing and building infrastructure, as it is more closely aligned with market forces beyond the influence of individual stakeholders. In addition to this inclusion, we have decided to exclude encouraging off-peak freight movements. While no doubt a very worthwhile improvement, the size of the Greater Christchurch market is currently too small for this to become a viable solution. That said, encouraging freight activities at night (e.g. container hubbing at transport operators’ depots) is still a worthwhile endeavour. And finally, the list of interventions and measures for improvement, efficiency, resilience and opportunity is constantly changing, based on emerging trends, changing commercial relationships, increases and decreases in the prices of individual commodities, market circumstances and changing priorities. What is low or no priority today, may become high-priority should circumstances change.

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Table 5 - Summary of suggested interventions and measures Contribution to GCTS OUTCOMES GCFMDS Table 5 (Page 1 of 2) HighMediumLow Journey Indicative Timeframes Travel √ early planning work Choice √ main implementation Indicative (road Connect- Safety Environment Potential Funding Partners Reliability Efficiency Resilience (*) large infrastructure require Cost freight edness business case confirmation $0- mode $5 million = $ shift)

$5-

Suggested Measure Implementation Risk $50 million = $$

$50- Resilience

Long- - Short Medium $100million = Lead Supportin Priorit term (0 - 3 (4 - 10 $$$

Aligning Land Use Agency g Agency y (10+

- years) years)

investment years) $100+ million = Safe JourneysSafe Infrastructure

Optimising existing $$$$ Liveable CommunitiesLiveable Connectedness Land Use Optimising across modes Future Proofing Low Environmental Impacts Infrastructure improvement Integration 1. Implement vehicle booking Low LPC High $ system at LPC        √ CCC, 2. Brougham Street optimisation      Low CTOC NZTA, High √ $$  ECan 3. Brougham Street capacity Community consultation and CCC, ECan, NZTA High √ $$$ improvements       competing objectives. CTOC √ (*) 4. Rail improvements along the rail corridor through Greater       KiwiRail LPC Med √ √ $$$ Christchurch and at LPC  Freight logistics and customer 5. Increase backloading at LPC LPC Med √ $       engagement 6. Empty container storage Requires the buy-in of shipping LPC Med √ $ arrangements       lines and transport operators. 7. Increase capacity of LPC, particularly to cope with       LPC CCC, SDC High √ √ $$$ projected container growth  8. Protection of freight corridors Community consultation and and land areas adjacent to ALL High $-$$$       competing objectives. √ freight activities 9. Development of an inland LPC, SDC, Multi-party buy-in and port and associated freight Kiwirail, Med √ $$$       collaboration √ precinct at Rolleston NZTA 10. Increase Middleton Yard or KiwiRail High √ √ $$-$$$ rail capacity        11. Grade separations of rail and Community consultation and NZTA, CCC High $$$$ road at key locations       competing objectives. KiwiRail √ (*)

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Contribution to GCTS OUTCOMES GCFMDS Table 5 (Page 2 of 2) HighMediumLow Journey Indicative Timeframes Travel √ early planning work Choice √ main implementation Indicative (road Connect- Safety Environment Potential Funding Partners Reliability Efficiency Resilience (*) large infrastructure require Cost freight edness business case confirmation $0- mode $5 million = $ shift)

$5-

Suggested Measure Implementation Risk $50 million = $$

$50- Resilience

Long- - Short Medium $100million = Lead Supportin term Priority (0 - 3 (4 - 10 $$$

Aligning Land Use Agency g Agency (10+

- years) years)

investment years) $100+ million = Safe JourneysSafe Infrastructure

Optimising existing $$$$ Liveable CommunitiesLiveable Connectedness Land Use Optimising across modes Future Proofing Low Environmental Impacts Infrastructure improvement Integration Requires agreement between 12. Re-opening of Sumner Road to stakeholders on the level of CCC NZTA, LPC High $$-$$$ freight traffic       resilience to be provided along the √ route. Major consultation and 13. Lyttelton Tunnel duplication NZTA Med $$$$       environmental impacts √ (*) 14. Common user unpack and Requires buy-in of developers, ALL as pack facilities adjacent to the freight forwarding companies, LPC Low √ $$        required √ port or inland port suppliers and receivers. 15. Encourage off-peak freight Requires buy-in of transport ALL Med √ $ movements       operators, suppliers and receivers √ Requires buy-in of freight 16. Increasing Air freight capacity       forwarding companies, airlines, CIAL Med √ $ receivers and suppliers. 17. HPMV improvements to the CCC,SDC, NZTA Low √ $$ network         WDC √ √ 18. Improvement of north and NZTA CCC Low $$$$ west corridors        (RoNS √ (*) ) 19. One Network Road NZTA, CCC, High $ Classification Implementation         SDC, WDC √

Key Contribution to outcome Symbol Indicative Cost Range Symbol High   $0-5million $ Medium   $5-50million $$ Low   $50-100million $$$  $100million + $$$$ 

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6. Glossary

Term Definition 3PL Third party logistics providers - provide transport services for customers, including storage of freight.

Backloading The practice where a container or non-container truck makes a delivery and a collection during the same trip, i.e. truck is laden in both directions.

CIAL Christchurch International Airport Limited. Operators of Christchurch International Airport.

CHE Container Handling Equipment. This may include gantry cranes, full and empty container handling forklifts, reach stackers and straddle carriers.

Consignee A business receiving and unpacking a container for domestic rail movements (for the purposes of this study), equivalent to an importer for international shipping movements.

Consignor A business packing and dispatching a container for domestic rail movements (for the purpose of this study), equivalent to an exporter for international shipping movements.

Container or shipping Steel boxes designed to carry freight. Maritime containers are often container standardised: 20 feet or 40 feet long and 8 feet wide and high. Domestic containers are much more varied, with lengths including 30, 45, 48 and 53 feet.

Container movement A container movement is the collection of a container from one location (e.g. an intermodal terminal) and transporting it to another location (e.g. an importer).

De-hire The process of returning an empty container to an empty container park.

Empty container park A handling, repair and storage facility for empty containers, usually located close to the port to minimise repositioning costs for shipping lines.

Export For the purposes of this study, export refers to the dispatch of containers from a gateway port (e.g. Auckland or Tauranga) by a vessel to an international or mainland coastal destination.

Exporter A business operated primarily for the purpose of exporting freight, or providing export-related services to other businesses.

Gantry crane A large crane mounted on a platform that usually runs back and forth on parallel tracks (can be rubber tyred or rail-mounted) astride the container stacks. These cranes are generally used at a marine or intermodal terminal to load/unload containers from trains or trucks.

Hardstand An open ground area with a prepared, hard wearing surface. For the purposes of this report, this includes all surfaced intermodal terminal land, including the container stacking area. Hardstand is normally built and rated to take a certain weight, which can dictate stack height.

Full container handling Forklift capable of carrying a fully loaded 20 foot or 40 foot container.

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Term Definition forklift These forklifts are generally used to transfer fully loaded containers between the hardstand area and trucks or rail wagons.

Import For the purposes of this study, import refers to the discharge of containers into a gateway port (e.g. Auckland or Tauranga) from an international, or mainland coastal vessel.

Importer A business operated primarily for the purpose of importing freight, or providing import-related services to other companies.

Intermodal Movement of containers interchangeably between transport modes (e.g. road and rail), where the equipment is compatible within the multiple systems.

Empty container Forklift capable of carrying an empty 20 foot or 40 foot container. These handling forklift forklifts are generally used to transfer empty containers between trucks and empty container storage facilities. Some empty container handling forklifts are able to carry two 20 or 40 foot containers at the same time.

Logistics chain A logistics management system that integrates the sequence of activities from delivery of raw materials to the manufacturer, through to the delivery of the finished product to the customer.

LPC Port of Christchurch. Located in Lyttelton, this is the major gateway port in the Canterbury region and acts as a major trade gateway to the South Island of New Zealand.

Rail terminal operators A business that engages in the loading and unloading of freight and containers on and off trains.

Reach Stacker Reach stackers are able to transport containers (both 20 foot and 40 foot, full or empty) short distances very quickly and to stack them in various rows and heights, depending on its access and the weight of the container. Reach stackers usually have a higher stacking capacity than forklifts. Using reach stackers, container blocks can be kept 2–deep, due to the second row access. Reach stackers are generally used to transfer containers between the hardstand area and trucks or rail wagons.

Reefer Refrigerated container designed to transport refrigerated or frozen freight. They have their own refrigeration equipment incorporated into the container design.

Repositioning Movement of a normally empty container from one location where it is not needed, to another where it is. The export of an empty container is often referred to as repositioning.

Stevedore A business that engages in the loading and unloading of cargo vessels at a port. For the purpose of this study, this relates to containerised freight.

Straddle carrier A straddle carrier is a non-road going vehicle for use in gateway ports, intermodal terminals and transport yards. It is used for stacking and moving standard containers (both full and empty). Straddle carriers pick and carry containers while straddling their load and connect to the top lifting points of the container. Straddle carriers have the ability to stack containers up to 4-high; however, container stacks can only be one container wide with small gaps in between the rows.

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Term Definition TEU Twenty Foot Equivalent Unit: a container counting unit based on the International Standards Organisation, 20-foot by 8-foot container.

Transhipments To transfer freight or a container from one ship, truck or freight vehicle to another. For the purposes of this study, a transhipment refers to the transfer of containerised freight from one train to another, e.g. maritime import container to a domestic train for delivery intrastate or interstate.

Transport operator A business that transports containerised or non-containerised freight between two locations, e.g. port and import customer.

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Aurecon New Zealand Limited Unit 1, 150 Cavendish Road Casebrook Christchurch 8051 PO Box 1061 Christchurch 8140 New Zealand

T +64 3 366 0821 F +64 3 379 6955 E [email protected] W aurecongroup.com

Aurecon offices are located in: Angola, Australia, Botswana, China, Ethiopia, Ghana, Hong Kong, Indonesia, Lesotho, Libya, Malawi, Mozambique, Namibia, New Zealand, Nigeria, Philippines, Qatar, Singapore, South Africa, Swaziland, Tanzania, Thailand, Uganda, United Arab Emirates, Vietnam. GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 2 TO CLAUSE 5 59

Greater Christchurch Transport Statement - Freight Action Plan (May 2015) Based on GCFMDS Table 5

Actions for Indicative Timeframes Potential Funding Partners

Suggested Intervention Comments Lead Supporting Short Medium Long-term Priority Agency Agency (0 - 3 years) (4 - 10 years) (10+ years)

1. Implement vehicle booking LPC High LPC to develop proposal, timing will likely be related to Rolleston Inland Port system at LPC 2. Brougham Street CCC, NZTA, Work underway with CTOC. Need to provide visibility of the “Optimisation Plan” and confirm CTOC High optimisation ECan implementation mechanism. NZTA to undertake strategic and programme business case, with partners. Must consider One 3. Brougham Street corridor NZTA CCC, ECan High Network operating plans, adjacent communities and objectives. Consider combining with other improvements √ (*) projects, or ensure consistency to deliver GCTS outcomes. (Possible linkages with 2 and 4) 4. Rail improvements along the rail corridor through Kiwirail to confirm requirements. LPC to ensure rail siding capacity future proof is part of the KiwiRail LPC Med √ Greater Christchurch and Lyttelton Recovery Plan. at LPC 5. Increase backloading at LPC Med LPC to investigate opportunities (Linkage with 1) LPC 6. Empty container storage LPC Med Work is underway already as part of the Inland Port development. arrangements 7. Increase capacity of LPC, particularly to cope with LPC CCC, SDC High LPC to develop through Lyttelton Recovery Plan. (Linkage with 4) projected container √ growth 8. Protection of freight corridors and land areas ALL High Ongoing delivery through District Plan reviews and recovery plans (Land-use and Lyttelton) adjacent to freight activities 9. Development of an inland port(s) and associated Kiwirail, Planning and consenting underway for two inland Ports (Tauranga and Lyttelton). SDC, NZTA, Kiwirail SDC Med √ freight precinct at NZTA, LPC and developers to identify optimisation and improvement requirements (One network) Rolleston 10. Increase Middleton Yard or KiwiRail High Kiwirail to confirm rail capacity √ 11. Investigate grade NZTA, Whiteleigh Ave was identified in the SW Needs Study, but is to be progressed separately. CCC to separations of rail and CCC High KiwiRail √ (*) road at key locations undertake a Corridor Study looking at key crossings and networks operations for all modes.

Greater Christchurch Transport Statement - Freight Action Plan Greater Christchurch Freight Action Plan – May 2015 Page 1

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GCFMDS Table 5 (page 2 of2) Indicative Timeframes √ early planning work Potential Funding Partners √ main implementation (*) large infrastructure require business case confirmation

Suggested Measure

Medium Long-term Lead Supporting Short Priority (4 - 10 (10+ years) Agency Agency (0 - 3 years) years)

12. Re-opening of Sumner CCC NZTA, LPC High Funding for the reopening of Sumner Road has been confirmed by the HIGG & NZTA. Road to freight traffic Resource consents have been lodged and are currently being processed by CCC & ECan. CCC will continue to work with DoC & LPC on implementation plans for the works.

13. Lyttelton long term access GCTS, LPC, To be considered in longer term following ongoing monitoring and assessment of the NZTA Med √ (*) investigations Kiwirail road rail and Port operational performance. 14. Common user unpack and ALL as LPC to initiate discussions with stakeholders as part of Inland Port work (Linkage with 9). pack facilities adjacent to LPC Low required √ the port or inland port Other agencies to consider what actions they will progress. CCC are proposing to start dialogue with operators, distribution centres and other 15. Encourage off-peak freight customers to enhance local freight movement and distribution. ECAN and NZTA to work ALL Med √ movements through the SI Freight Governance Group to explore opportunities to encourage off peak movements with the strategic industry players. CIAL will continue to actively promote South Island tourism and freight with the 16. Increasing Air freight CIAL Med objective of increasing the frequency of wide bodied passenger services and dedicated capacity freight services calling at Christchurch International Airport. 17. HPMV improvements to CCC,SDC, The state highway network is fully HPMV capable. NZTA propose some improvements in NZTA Low √ the network WDC south Canterbury in the next land transport programme. Roads of National Significance are underway with major improvements to Western 18. Improvement of north and NZTA CCC Low Corridor and Northern Arterial. Further Western Corridor needs study is underway with west corridors √ (*) NZTA, CCC and CIAL. 19. One Network Road NZTA, Partners to agree ONRC and consider requirements for implementation to meet freight Classification CCC, SDC, High demands. The CCC Network Management Plan which identifies freight routes and gaps Implementation WDC will be combined with the ONRC to identify potential freight movement improvements.

Greater Christchurch Transport Statement - Freight Action Plan Greater Christchurch Freight Action Plan – May 2015 Page 2

GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 61 Reports for InformationReports for

62 63

GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015

6. REBUILD AND RECOVERY ISSUES AND THE MIGRANT WORKFORCE

Author: Keith Tallentire, UDS Implementation Manager Contact: 03 941 8590

Purpose

To receive a presentation from Rex Gibson and Henry Jaiswal of the Christchurch Migrant Centre, entitled "Re-build issues and the changing Christchurch multi-cultural landscape", included as Attachment 1.

Recommendation

That the Committee receive the presentation. 64 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 65 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 66

Re-build issues & the changing Christchurch Multi-cultural Landscape

Rex Gibson QSM M.Sc. (Distinction), Dip. Ed. Man., Dip. Tch

Henry Jaiswal B.Sc., L.A.M.E., CQP Christchurch Migrants Centre GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 67

Social Dislocation

• Physical (geographic) relocation • Community (social) isolation • Disconnection from social services • Barriers to social and economic participation GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 68

Barriers

• Access to NZ bureaucratic systems

• Understanding these systems

• Agencies communication systems

• Geographic scattering of services

• The new vulnerable

• Public Service culture GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 69 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 70

Government Agencies

• Desk culture

• Phone systems

• Websites

• Interpreters GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 71

Total residents - ethnicities

• Christchurch City - 2013 • All migrant ethnicities 86,600 • All Asian 30,717* • Maori 27,765 • All Pasifika 10,104* • Other 6,276* • Total ethnicities in Chch 180 * 2014 Pegasus Health total for these groups is 55,000 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 72 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 73

Challenges for all Migrants

1. Faster resettlement = coordination 2. Effective resettlement support processes • Education • Employment • Social acceptance • Managing relations with the resident population in the integration process GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 74 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 75

· Christchurch’s rebuild needs 15-30,000 Trades people (at least half will be migrant workers - CERA)

· Already we have over 5,000 non-English speaking background (NESB) age-care workers and 1,003 qualified nurses

· About 8% of dairy workers (nationally) are from non-English speaking backgrounds. Much higher % in Canterbury (mainly Filipino, Argentinean and Romanian) GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 76 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 77

Settlement issues - migrant workers

1. Accommodation 2. A life outside of work 3. Unscrupulous recruitment agents 4. Misunderstandings with employers 5. Feudalism and indentured labour 6. Maintaining family links 7. Personal safety GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 78

Filipino almost all here on work Irish permits English Hungarian Romanian NO agency was Indonesian funded to provide Chinese support with settlement South African issues before now Pasifika and more GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 79 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 80 2050

• Why is this date significant? • Most of us will not be here • Most of our children will have reached 65 • They will require over 50% of the Health Budget • New Zealand will have experienced 35 more years of immigration GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 81

European - 49% Maori - 21% Pasifika - 13% Other ethnicities – 17%

And ….. half of the Pakeha/European population will be over 65!! GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 82 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 83 Challenges 1 • The prevailing premise (of H.R. people) that the “best person for the job” is the person who will “fit in”, with the existing staff, most easily. • Colonialist attitudes: - seeing migrants as “children” - “our way”, of doing things, is superior - journalists who highlight ethnicity only in a negative way • Combating social isolation GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 84 Challenges 2 • Specifically targeting settlement issues for migrant workers • Speed of Government responses • Cross cultural management skills • Accountability for worker welfare • Strengthening migrant (ethnic) associations as “Community conduits” for settlement support GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 85 Challenges 3 • Effective Communications - literacy levels - “a picture speaks a thousand words” - The English language news media - First language news media • Migrant youth support • Personal safety education GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 86 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 87

- Accelerates settlement process by “facilitating”

- Engages in capacity building with migrant leaders and associations

- Facilitates celebrations of cultural diversity

- Co-ordinated migrant earthquake recovered support

GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 88 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 89

- 6,750 face-to-face contacts/year

- 200-1,000 Facebook contacts/week

- 20,000 email and/ or phone contacts in the last year

- 48 ethnicities assisted (2014/15) GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 90 91 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015

7. ARTS AND CULTURE RECOVERY PROGRAMME UPDATE

Author: Keith Tallentire, UDS Implementation Manager Contact: 03 941 8590

Purpose

To receive an update presentation from Maree Brown (Manager, Arts Policy) from Manatū Taonga - Ministry for Culture and Heritage, and colleagues from the Joint Agency Group responsible for coordinating and implementing the Arts and Culture Recovery Programme.

The presentation (to be separately circulated) will: . discuss the importance of arts and culture to the social and economic recovery and revitalisation of greater Christchurch . outline the main elements of the Arts and Cultural Recovery Programme . give examples of progress to date . discuss future plans and opportunities to ensure arts and culture is embedded into the rebuild and recovery efforts.

Recommendation

That the Committee receive the presentation. 92 93 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015

8. LINCOLN UNIVERSITY RECOVERY UPDATE

Author: Keith Tallentire, UDS Implementation Manager Contact: 03 941 8590

Purpose

To receive a presentation from Jeremy Baker, Deputy Vice Chancellor of Lincoln University outlining issues and challenges faced by the University and the initiatives and programmes being implemented to respond to these as per Attachment 1.

Recommendation

That the Committee receive the presentation. 94 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 95

Lincoln University Briefing Feed the World | Protect the Future | Live Well

Lincoln GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 96 The Challenge

• NZ and the world’s land-based sectors face major economic, environmental, and social challenges • Science is key to responding to those challenges • Lincoln has a strong base to build upon to support NZ and others internationally respond to those challenges GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 97 NZ Context and Opportunity

We are the only developed nation whose economy is ‘land-based’, and NZ will be central to responding to that crisis… • 70% of NZ’s merchandise export revenue is from the primary sector, and growing • Tourism contributes 15% of NZ’s total export earnings; sport and recreation is also now a major industry • Our leading ‘high-tech’ industries are agritech and biotech; building off our land-based sectors • Land-based sectors employ around 20% of the New Zealand workforce • The worlds fastest growing populations, with the greatest wealth increases – in China, India, Indonesia, Brazil – are just at our doorstep > This century will be the ‘NZ Century’ GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 98 Government Objectives

• Business Growth Agenda: Double exports by 2025 – Continuing to lift primary sector exports – Increasing value from tourism – Growing international education • National Water Policy – Regional Water Management Strategies – Nutrient Limits • National Science Challenges – Our Land and Water – New Zealand’s Biological Heritage – High Value Nutrition GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 99 NZ’s land-based sectors

496,000 people > 20% of workforce Support & Technical 41,300

Tourism, On the Land Hospitality, 121,000 Processing & Sport & Distribution Recreation 114,000 116,000 Property, Finance, Environment, & Planning 104,000 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 100 MPI Future Capability Report

• Supports Lincoln’s ‘whole of value-chain’ view • Confirms that primary & land-based sectors are the engine of the NZ economy • 403,000 people employed in primary sector by 2025 – 50,000 more employees required overall – 93,000 more people with a qualification, including: – 16,000 more people with a degree – 19,000 more people with a diploma GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 101 Lincoln University: our focus

We are a specialist land-based university. All our programmes and research focus on:

> Feed the World supporting food and fibre production, marketing and global supply chains > Protect the Future maintaining and enhancing our biological, land and water environment > Live Well enhancing our quality of life - balancing our economy, society, culture and environment GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 102 Lincoln University: our strategy

We aim to be one of the best specialist universities in the world. > Restore institutional viability > Grow the performance of NZ’s land-based industries > Enhance the global influence of NZ land-based expertise

5,000 EFTS | 60% domestic | 25% postgraduate GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 103 Lincoln University: our unique approach

• Industry relevant • Set fees for both qualifications domestic and • Practical components international students and integrate theory • Scholarship & support and practice programmes • Intimate learning • A great student lifestyle experience • Strong international • Making a real difference connections GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 104 Lincoln university: vertically integrated solutions

LincolnDegree University Studies • 13 focused, land-based • Diploma of University degrees Studies: provides a • build strong core skills, but supported pathway to a provide depth in university degree specialisations LincolnFirst • have strong industry links • Practical, vocationally- • prepare for a wide range of oriented certificate and NZ and global careers diploma programmes • Can lead on to further study GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 105 Lincoln University: our programmes

Feed the World Protect the Future Live Well

Ecology & Conservation Environmental Policy & Planning Biosecurity & Bioprotection Water Management Land, Water, Environment Science Maori Environmental Management GIS & Environmental Informatics Agritechnology Agriculture & Environment, Land & Society Agricultural Science Life Science Society & Design Sport & Recreation Management Food Science Lincoln Tourism Management Viticulture & Oenology Agribusiness & Landscape Architecture Commerce Agribusiness & Food Marketing Valuation & Property Management Supply Chain Management & Global Business Marketing Agricultural Business & Management Information Technology Food and Resource Economics Accounting & Finance GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 106 EuroLeague for Life Sciences (ELLS)

• Leading European ‘life- • International Exchange sciences’ universities • Joint programmes • Four non-European • Shared research projects partners: – Cornell University (USA) • Summer Schools – China Agricultural University – 9 available in 2015 – Hebrew University of Jerusalem – Lincoln hosting “Ecological Restoration: – Lincoln University Remediation of Degraded and Contaminated Land” http://www.euroleague-study.org/ GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 107 Global Challenges Programme

• Linking Lincoln and international research to the NZ curriculum • Global Challenge Scholarships • Global Challenges Universities Alliance GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 108 Lincoln Hub: even greater opportunity GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 109 Lincoln university: our results

• Jumped in rankings from • 20% new students numbers 482 to 411 in 2014 in BAgSci and BSc • Membership of ELLS & • Doubled the number of new GCUA enrolments in Bachelor of • 9% growth in new domestic Agribusiness & Food students in 2015 Marketing and Bachelor of • 46% growth in new Environment and Society international students in • Ongoing funding for the 2015 BioProtection Research Centre GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY ADVISORY COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 8 110 Thank you for your time 111 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015

9. LINCOLN HUB UPDATE

Author: Keith Tallentire, UDS Implementation Manager Contact: 03 941 8590

Purpose

To receive a presentation on the Lincoln Hub initiative from Tom Lambie (Vice Chancellor of Lincoln University), Bella Sutherland (Establishment Director, Lincoln Hub) and John Penno (tbc) (Managing Director and Chief Executive, Synlait), as per Attachment 1.

Recommendation

That the Committee receive the update. 112 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 113

The LincolnJune 2015 Hub Growing wealth through land-based excellence GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 114

THE LINCOLN HUB VISION

An integrated model of collaboration between industry, research and education that will transform the productivity and performance of New Zealand’s primary sector and enhance sustainability outcomes. GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 115 THE LINCOLN HUB FOUNDING PARTNERS

The Lincoln Hub is only successful if the number of companies and research organisations grow over time. GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 116 WEALTH CREATION IS THE GOAL

Innovation shouldn’t be confused with entrepreneurship.

Innovation is the tangible manifestation of novel ideas Entrepreneurship is the creation of tangible wealth. Daniel Isenberg author of “Worthless Impossible and Stupid”

Business engagement is the paramount priority of the Lincoln Hub. GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 117 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 118 WHY DO INNOVATION CLUSTERS WORK?

• Development economies of scale

• Deepening of labour markets and possibly capital markets

• An increase in knowledge transfer, especially between publically funded research and firms

• Increased levels of competition and collaboration between firms

• A lowering of the transaction costs for innovation and collaboration

• Attraction of foreign direct investment

• Introduction of new practises, processes and overseas markets GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 119 WHY LINCOLN?

• Heritage

• Natural Cluster

• Businesses in the Timaru, Lincoln, Christchurch area GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 120 WHAT DOES SUCCESS LOOK LIKE?

• 900 Crown Scientists, 300 - 500 post-graduate students • 30 - 40 companies including: − MNC − Large NZ land-based companies − SMEs − Start-ups − Accelerator – fostering entrepreneurship − Industry good organisations

• Networked internationally to enable growth for NZ GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 121

NZ biological Land, water and Sustainable heritage atmosphere production GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 122 GLOBALLY SIGNIFICANT

• Concentration of environmental & land-based researchers

• Located with a research intensive University to generate skilled graduates

• Extensive industry engagement

• Enabler to growing wealth for NZ through networks across the world GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 123 INDUSTRY AT HEART

Access to world class research and development capability.

Hub outputs:

1. Industry-led research widely adopted within the NZ primary sector

2. A mechanism to turn research outcomes into products & services to export

3. Generation of new capability that is supported by cross- organisational teaching GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 124 INDUSTRY AT HEART

We need industry involvement to be successful.

How can industry get involved?

• Co-locate in the Agritech Park – state of the art facilities

• Integrated research opportunities

• Purchase the skills of the best cross functional researchers

• Access to venture capital and industry incubator GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 125 ENHANCE STUDENT EXPERIENCE

Lincoln University development is a key contribution to the Lincoln Hub’s environment.

• Student Union building

• Increased student accommodation

• Repair historic buildings

• Post-graduate school GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 126 CONTRIBUTING TO THE COMMUNITY

The Lincoln Hub development will contribute to the community.

• New job opportunities

• Increasing people and their families in the community

• New companies with a base in the community

• Increase the number of post-graduates

• Grow the community through an integrated corridor – learning, commerce and community GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 127 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 ATTACHMENT 1 TO CLAUSE 9 128

A VIEW TO THE FUTURE 129 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY MPLEMENTATION COMMITTEE 12 JUNE 2015

10. LAND USE RECOVERY PLAN REVIEW UPDATE

Author: Keith Tallentire, UDS Implementation Manager Contact: 03 941 8590

Purpose

To receive a verbal update on the Review of the Land Use Recovery Plan (LURP), in particular a brief summary of the initial consultation process and the feedback received.

Recommendation

That the Committee receive the presentation. 130 131 GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015

11. UPDATE FROM COMMITTEE SECRETARIAT

Author: Keith Tallentire, Urban Development Strategy Implementation Manager Contact: 03 941 8590

Purpose

To update the Committee on the new arrangements for future Committee meetings of the UDSIC and seek feedback on the operational efficiency and effectiveness of such arrangements.

Background

At the meeting of this Committee on April 2015 it was agreed that the functions of the Recovery Strategy Advisory Committee (RSAC) be transferred to the UDSIC.

Following partner council meetings in May to ratify new UDSIC Terms of Reference this arrangement is now in place. The scheduled 2015 meeting dates for UDSIC remain but now with a new start time to accommodate both urban development and recovery matters. These dates are as follows: . Friday 10th July . Friday 14th August . Friday 11th September . Friday 09th October . Friday 06th November . Friday 11th December

Prior to the formal 9.00am commencement of each UDSIC meeting, at 8.30am there will be a staff briefing for UDSIC committee representatives. Where necessary additional workshops or briefings may also be arranged.

To accommodate the eighteen representatives of the revised UDSIC and enable a collegial meeting environment the Wynn Williams Boardroom is being trialled as a meeting venue. Democracy staff from Christchurch City Council will continue to facilitate the meeting, with coordination and support from the UDS Secretariat in liaison with CERA officials.

As far as possible, agendas will be structured to first address matters requiring a committee decision, followed by matters for information. Agendas will be circulated electronically unless otherwise requested by committee representatives.

It is likely ongoing review and refinement will be necessary as the new arrangements are operationalised.

Greater Christchurch Bus Tour

A date for the requested bus tour has now been confirmed, being Tuesday 28th July 2015. This appears to be the date that most UDSIC representatives are available (in full or in part - it may be possible to arrange convenient drop off and pick up times/points for those with prior commitments). 132

GREATER CHRISTCHURCH URBAN DEVELOPMENT STRATEGY IMPLEMENTATION COMMITTEE 12 JUNE 2015 11 Cont'd

A scope and route for the day is being worked up in liaison with partner staff and will attempt to cover areas and issues that have advanced since the last such tour in June 2012 and not already factored into other site visits arranged by individual partners.

Provisional agenda for next UDSIC meeting

Provisional items for the next meeting of this Committee on Friday 10th July 2015 include: . Lyttelton Port Recovery Plan - draft Hearing Report and revisions to draft Recovery Plan . LURP Review draft recommendations for further public comment . Draft UDS submission to Productivity Commission 'Using land for housing' draft report . Natural Environment Recovery Programme (NERP) quarterly update . Future use of the residential red zones (CERA/WDC) . Update on CERA/DPMC transition process (CERA) . Recovery Programmes Update

Recommendation

That the Committee receive the report and provide any feedback on the operational arrangements for future UDSIC meetings.