Separately Circulated Attachments
10 June 2016 9am Environment Canterbury, 200 Tuam Street Agenda Items
Page no Attachment A to item 5 – Draft Urban Development Strategy Update 1
Attachment A to item 6 – Draft Resilient Greater Christchurch Plan 57 Greater Christchurch Urban Development Strategy Update Te Rautaki whakawhanakeDRAFT ā-tāone mō Waitaha
DRAFT - 2 JUNE 2016
Attachment Volume Page 1 Purpose of this document Te Reo to come This document provides an update to the 2007 Greater Christchurch Urban Development Strategy to respond to the significant events and changes that have occurred since its release. It does not replace the 2007 Strategy, but rather complements it. The 2007 Strategy was developed to ensure coordinated planning across Greater Christchurch. This Update builds on the work and the consultation undertaken for the 2007 Strategy. It brings the Strategy up-to-date, incorporating relevant material from the many consultation and planning processes of the last five years. The 2007 vision is retained, and the principles and strategic goals have been revised. The Update identifies priority actions for partnership collaboration which address the major challenges and opportunities now, as well as providing an agreed process for a community engagement leading to a full strategic review from 2018. Resilience has been one of the guiding principles of the Strategy since its development. The Resilient Greater Christchurch Plan and this Strategy Update were developed concurrently, and their integration has been considered throughout the process. They support and reinforce each other. This Strategy Update was adopted by the strategy partners in July 2016.
Attachment Volume Page 2 i Greater Christchurch Urban Development Strategy Contents He rārangi upoko Purpose of this document...... i Contents...... ii Why this Strategy is important...... iii 1. What we want to achieve...... 1 2. How we got here...... 5 2.1 The Strategy Partners...... 5 2.2 Greater Christchurch Urban Development Strategy 2007...... 6 2.3 Implementing the Strategy...... 7 2.4 Canterbury Earthquake Sequence...... 7 2.5 Updating the Urban Development Strategy...... 8 2.6 Values and expectations of the community...... 8 2.7 What happens now...... 10 2.8 Future Community Engagement...... 10 3. What we did to respond to the earthquakes...... 11 4. Our changing opportunities and challenges...... 15 5. What we are going to do...... 16 5.1 How we work – visible and collaborative leadership...... 16 5.2 Supporting the Resilient Greater Christchurch Plan...... 16 5.3 Priority Actions...... 16 5.4 Monitoring and Review...... 19 6. Recovery Plans and Programmes...... 20 7. What informed the update...... 26 7.1 A changing population...... 26 7.2 Housing...... 30 7.3 Healthy communities...... 35 7.4 Enhanced Natural Environments...... 38 7.5 Natural hazards...... 41 7.6 Sustaining the economy...... 43 7.7 Integrated and managed urban development...... 44 Glossary...... 48 Abbreviations...... 49 Lists of Figures and Tables...... 50
Attachment Volume Page 3 Greater Christchurch Urban Development Strategy ii Why this Strategy is important Te hiringa o te rautaki
Message from the Strategy Partners The Greater Christchurch Urban Development This Strategy Update allows the significant and Strategy is a forward-looking document preparing extensive earthquake recovery work over the last our region for the future. The 2007 Strategy put in five years to be integrated into the Strategy so that place a vision and guiding principles. It cemented it continues to guide and strengthen us. It provides the partnership and collaborative approach for a basis for our ongoing collaboration and leadership, addressing issues that spanned council and political and a platform for further conversations. This allows boundaries. A strength of the Strategy is the the activities and services of our organisations to be voluntary commitment it represents. aligned to provide increased benefits to communities. Due to the foresight of visionary local government These benefits have been realised before, with leaders, the Greater Christchurch area was better significant investments in Greater Christchurch prepared for the earthquakes than we would made with confidence, because of the direction otherwise have been. The 2007 Strategy provided provided by the Strategy. a sound basis for recovery planning following the Eight years on from the Strategy’s release, and earthquake events, including for land use planning. five years after the major earthquakes, Greater Having an agreed plan for the future meant we could Christchurch remains in a period of uncertainty move quickly and with confidence to respond to and change. We have taken stock of the current many of the challenges posed by the earthquakes. situation, readjusted priorities, and set a programme The Strategy has been a key tool for increasing of work to ensure the Strategy stays current and is resilience in Greater Christchurch, and this will implemented when and where it is needed most. continue and be strengthened through the Resilient Greater Christchurch Plan. The Update is not a full review of the Strategy - it is not the right time for that yet, but we have The Strategy Update now provides a roadmap for reflected on what the community has said in the the future as we move from recovery to regeneration, many consultation processes over the past few recognising that we have many environmental, years, and have incorporated this in the Update. social, cultural and economic challenges, and The Update signals plans to engage the community opportunities that reflect the events of the past on a new vision for Greater Christchurch and sets five years. It recognises the leadership role and out a programme for a future review of the Strategy. strengthening partnerships among local government, Te Rūnanga o Ngāi Tahu, New Zealand Transport The strategy partners are committed to the Greater Agency, Canterbury District Health Board and Christchurch Urban Development Strategy vision and central government agencies, and now also with the priority actions of this Update, and encourage Regenerate Christchurch. you all to contribute to its implementation.
Dame Margaret Bazley Lianne Dalziel David Ayers Kelvin Coe Chair of Commissioners, Mayor, Christchurch Mayor, Waimakariri Mayor, Selwyn Environment Canterbury City Council District Council District Council
Tā Mark Solomon Murray Cleverley Jim Harland Kelvan Smith Kaiwhakahaere, Chair, Canterbury Regional Director Southern, Director, Greater Te Rūnanga o Ngai Tahu District Health Bard New Zealand Transport Agency Christchurch Group of DPMC
Attachment Volume Page 4 iii Greater Christchurch Urban Development Strategy He mihi from Tā Mark Solomon Content to come.
Attachment Volume Page 5 Greater Christchurch Urban Development Strategy iv Ashley River
Rangiora Pegasus
Woodend 1. What we want to achieve Ngā whāinga roa
Vision By the year 2041, Greater Christchurch has a vibrant inner city and suburban Kaiapoi
What we want to achieve to want we What centres surrounded by thriving rural communities and towns, connected by efficient and sustainable infrastructure. There are a wealth of public spaces ranging from bustling inner city streets to expansive open spaces and parks, which embrace natural systems, landscapes and heritage. Waimakariri River Innovative businesses are welcome and can thrive supported by a wide range of attractive facilities and opportunities. Prosperous communities can enjoy a variety of lifestyles in good health and safety, enriched by the diversity of cultures and the beautiful environment Belfast of Greater Christchurch.
Bishopdale New Papanui Shirley 1 Principles Brighton
Ensuring Greater Christchurch is a liveable, safe, sustainable St Albans and healthy place through: Church Leadership - Hautūtanga Integration - Kōtuitanga Corner Christchurch City Linwood Providing visible leadership, being Integrating environmental, land- Riccarton ambitious in our aspirations, making Sydenham use, infrastructure, social, cultural, Hornby decisions, taking action, inspiring economic and governance goals, and Templeton people to participate, accepting working with the environment, using responsibility, and ensuring the the best available information and Barrington impacts and outcomes are monitored, evidence in decision-making, policies, Prebbleton Sumner reviewed, communicated and plans and activities. managed effectively. Regeneration - Haumanutanga Halswell Lyttelton Partnership - Kotahitanga Recognising the effects of the Rolleston Working in collaborative relationships Canterbury earthquakes across Burnham to achieve mutually agreed goals with Greater Christchurch and supporting continued commitment to clear and rebuilding, urban renewal, and the effective communication, engagement, restoration and enhancement of the information sharing and equal environmental, economic, social, Lincoln participation in decision making. sport, recreational, health and cultural well-being of people and communities. Resilience - Māiatanga Tai Tapu Increasing the capacity of individuals, Equity - Tōkeketanga whānau, communities, institutions, Treating people fairly and with respect, businesses and systems to survive, and recognising the different needs adapt, and thrive no matter what and aspirations of people, groups, kinds of chronic stresses and acute and communities, mō tātou, ā, mō Selwyn River shocks they experience. kā uri ā muri ake nei – for us and our children after us. Innovation - Auahatanga Using creative, adaptable, culturally appropriate and resourceful approaches and solutions to address issues.
Attachment Volume Page 6 1 Greater Christchurch Urban Development Strategy Ashley River
Rangiora Pegasus
Woodend What we want to achieve
Kaiapoi
Waimakariri River
Belfast
Bishopdale New Papanui Shirley Brighton 1
St Albans Church Corner Christchurch City Linwood Riccarton Sydenham Hornby Templeton Barrington
Prebbleton Sumner
ChangesHalswell to come Lyttelton Rolleston Burnham
Lincoln
Tai Tapu
Selwyn River Figure 1: The Greater Christchurch area includes the eastern parts of Waimakariri and Selwyn Districts and the urban and some rural areas of Christchurch City including Lyttelton Harbour/Whakaraupō
Attachment Volume Page 7 Greater Christchurch Urban Development Strategy 2 Strategic Goals Healthy communities ▪▪ Air quality is improved and maintained. ▪▪ The distinct identities and sense of place of the Prosperous economies towns, suburbs and city areas are recognised and enhanced. ▪▪ Land, water and other valued resources are able to be used sustainably and within agreed limits. ▪▪ Ngai Tahu is able to reinforce and re-establish connections with ancestral land, waterways, and ▪▪ Adequate and appropriately located land for What we want to achieve to want we What other taonga, and enhance the Ngāi Tahu sense commercial and industrial uses is available, of identity and belonging in the region. and the rebuilding and regeneration needs of businesses are well addressed. ▪▪ People and communities have equitable access to a range of integrated community ▪▪ Economic development embraces innovation infrastructure, facilities and services, including and technology, and is supported by effective education, health, sport, recreation and core and efficient transport and infrastructure. council services. ▪▪ A collaborative and connected business ▪▪ Individuals, whānau and communities are environment supports workforce education empowered to participate and engage with and retention. strategy partners. Integrated and managed urban development ▪▪ The increasing diversity of the population and communities is recognised, and reflected in ▪▪ Clear boundaries for urban development are strategies, plans, programmes and projects. defined and maintained, and consolidation 1 is achieved through redevelopment and ▪▪ The cultural and heritage values and amenity of intensification of existing urban areas. landscapes, places and buildings are maintained and protected. ▪▪ New urban development is well integrated with existing urban areas, and there is sufficient land ▪▪ Good urban design ensures neighbourhoods for regeneration and future land use needs. and their centres are liveable, walkable, safe and attractive with good connectivity and ▪▪ We understand and plan for risk from multiple accessibility. hazards including flooding, seismic activity, ▪▪ Buildings and homes incorporate sustainable other natural hazards, sea level rise and building principles and innovative design so that climate change. they are warm, safe, affordable, and accessible. ▪▪ A network of vibrant and diverse key activity and ▪▪ There is greater housing diversity, with a range neighbourhood centres support the role of the of types and sizes, and affordable housing that Christchurch central city, incorporate mixed-use provides for the needs of different people and transport orientated development, higher and groups. density and diversity of housing, and provide access to community facilities. ▪▪ Ngāi Tahu whānau are able to develop papakāinga and kāinga nohoanga, and use Māori Reserve ▪▪ There is an efficient, reliable, safe and resilient land to provide for their economic, social and transport system for people and businesses, cultural well-being. which reduces dependency on private motor vehicles, promotes active and public transport, Enhanced natural environments and improves accessibility for all people. ▪▪ Groundwater quality and quantity is maintained ▪▪ Key public transport corridors and routes are or improved. identified and protected, and the transport ▪▪ Multiple values are considered that recognise network can readily adapt to new technology ecosystem services. and modes. ▪▪ Indigenous biodiversity, ecosystems and mahinga ▪▪ Infrastructure, including transport, is resilient, kai values are protected and enhanced. provided in a timely and affordable manner, and ▪▪ The environmental, cultural, heritage, and Ngāi comprehensively integrated with land Tahu values of the coastline, estuaries, wetlands use planning. and waterways are recognised and restored. ▪▪ Strategic regional and sub-regional infrastructure, ▪▪ Resource efficiency is supported by energy including Lyttelton Port and the Christchurch and water conservation, waste minimisation, International Airport, service and utility hubs, and local food production. and existing and future corridors, are protected. Attachment Volume Page 8 3 Greater Christchurch Urban Development Strategy What we want to achieve
1
The determinants of health and well-being have influenced the strategic goals of the Strategy Determinants of health are factors that contribute to the state of health of people and communities. These factors may be biological, socioeconomic, psychosocial, behavioural, environmental or social in nature. How we plan and develop our neighbourhoods, towns and cities impacts on these determinants of health, and contributes to the conditions in which people live and work, their access to facilities and services, their lifestyles and their ability to develop strong social networks.
Figure 2: The determinants of health and well-being have influenced the strategic goals of the Strategy
Attachment Volume Page 9 Greater Christchurch Urban Development Strategy 4 2. How we got here He kupu whakataki The planning, design, and management of our urban areas have long-term impacts on the people and the How we got here How we communities who live there. Our quality of life, social amenity, health and wellbeing are strongly influenced by the quality of the environments where we live, work, learn and play. The Greater Christchurch Urban Development Strategy (the Strategy) was developed to ensure that Greater Christchurch remains a great place to live now and in the future. This document provides an update to the 2007 Strategy to respond to the significant events and changes that have occurred since its release. It does not replace the 2007 Strategy, but rather complements it. This Strategy Update was adopted by the strategy partners in July 2016.
2.1 The Strategy Partners The strategy partners have agreed to work Governance and leadership of the partnership collaboratively to achieve the Strategy vision is provided by the Urban Development Strategy and shared goals with and on behalf of the wider Implementation Committee (UDSIC), a joint community. They have a statutory responsibility committee established under the Local Government for, or significant interest in, the future development Act 2002, supported by regular meetings at chief 2 of Greater Christchurch. The partners are: executive and senior management level. ▪▪ Christchurch City Council (CCC), ▪▪ Waimakariri District Council (WDC), ▪▪ Selwyn District Council (SDC), Canterbury District Health Board ▪▪ Environment Canterbury, The Canterbury District Health Board (CDHB) is also a partner, acknowledging the legislative ▪▪ Te Rūnanga o Ngāi Tahu, requirements of district health boards to ▪▪ New Zealand Transport Agency (NZTA), promote, and protect the health of people ▪▪ Canterbury District Health Board (CDHB), and communities, promote the inclusion and participation in society and independence ▪▪ Regenerate Christchurch; and of people with disabilities, and reduce ▪▪ Greater Christchurch Group within health outcome disparities between various the Department of Prime Minister and population groups. Cabinet (DPMC).
Partnership with Te Rūnanga o Ngāi Tahu The Treaty of Waitangi is the foundation of an intergenerational relationship between Ngāi Tahu and the Crown, and the Ngāi Tahu Settlement was an important transition point to a new era of co-operation. Te Rūnanga o Ngāi Tahu represents Ngāi Tahu Whānui in the Treaty relationship with the Crown. The Canterbury Earthquake Recovery Act 2011 (CER Act) recognised the Ngāi Tahu Claims Settlement Act 1998 and hence the Crown/Ngāi Tahu relationship. The Recovery Strategy for Greater Christchurch Mahere Haumanutanga o Waitaha, developed under the CER Act, gave effect to this relationship through reference to Te Rūnanga o Ngāi Tahu as a strategic partner, and since 2011 representatives have sat at the UDSIC table alongside local government. The Greater Christchurch Regeneration Act 2016 also includes Te Rūnanga o Ngāi Tahu as a strategic partner. Ngāi Tahu whānui interests in Greater Christchurch are represented by Te Rūnanga o Ngāi Tahu, who have responsibility for protecting and advancing tribal interests, and by Ngā Papatipu Rūnanga who represent mana whenua interests. Reference to Ngāi Tahu should be interpreted as including the six Papatipu Rūnanga and associated whānau and rōpū of greater Christchurch. Each will have specific interests in particular areas. The six Papatipu Rūnanga are Te Ngāi Tūāhuriri Rūnanga, Te Hapū o Ngāti Wheke (Rāpaki), Te Rūnanga o Koukourārata, Te Taumutu Rūnanga, Wairewa Rūnanga and Ōnuku Rūnanga.
Attachment Volume Page 10 5 Greater Christchurch Urban Development Strategy How we got here
Canterbury Earthquake Recovery Authority New Zealand Transport Agency The Canterbury Earthquake Recovery Authority The New Zealand Transport Agency (NZTA) (CERA) was a partner from 2011 to 2016. was involved in the development and adoption Following the disestablishment of CERA, its of the 2007 Strategy and has remained an 2 partnership role with the UDSIC has been filled important part of the partnership. by the Greater Christchurch Group within the NZTA’s purpose is to deliver a transport system Department of Prime Minister and Cabinet and sector which is effective, efficient, safe and (DPMC) and Regenerate Christchurch. responsible and resilient.
2.2 Greater Christchurch Urban Development Strategy 2007 Greater Christchurch has few physical barriers to urban growth, particularly to the north, west and southwest. The communities, economies and environments of Selwyn and Waimakariri districts and Christchurch City are strongly linked, with large numbers of people commuting to work in Christchurch; reliance on services and infrastructure provided in the one district but servicing the wider area; and rivers, groundwater, the coast and other natural features crossing political boundaries. In the 1990s the populations of Selwyn and Waimakariri Districts were growing fast, and the three districts were seeing significant suburban greenfield growth. This development was not coordinated at the sub-regional level, raising concerns about its effects on the transport system and other infrastructure, and on the natural environment, and, economic, social and cultural outcomes. In 2003, a voluntary agreement was initiated between CCC, WDC, SDC, Banks Peninsula District Council, Environment Canterbury and Transit New Zealand (now NZTA) to work collaboratively on a long-term growth strategy for a defined sub-regional area called Greater Christchurch.[1] The development of the 2007 Strategy included significant community consultation on options for where and how urban development in Greater Christchurch should occur. The community’s preference was for the consolidation of development around well-defined urban and rural town centres rather than unconstrained greenfield development. This preference was reflected in the Greater Christchurch Urban Development Strategy adopted by the partner councils as policy in 2007 under the Local Government Act 2002 (LGA).
1. Banks Peninsula District Council amalgamated with Christchurch City Council in 2006.
Attachment Volume Page 11 Greater Christchurch Urban Development Strategy 6 The 2007 Strategy set out an approach to managing 2.3 Implementing the Strategy growth and providing for community wellbeing in Greater Christchurch to 2041 that includes: After its release in 2007, the strategy partners set out to implement the Strategy, including the ▪▪ providing for 70 percent of the anticipated growth establishment of the Urban Development Strategy in the number of households in Christchurch Implementation Committee (UDSIC) and supporting How we got here How we City, and the remaining 30 percent in Selwyn governance groups. and Waimakariri Districts; Significant work went into anchoring the growth ▪▪ identifying where a variety of future homes, such management objectives of the Strategy into Resource as apartments, town houses and family-sized Management Act 1991 (RMA) documents including houses, were best located; a proposed new chapter within the Canterbury ▪▪ a gradual increase in the proportion of Regional Policy Statement (CRPS). This was housing growth provided through good quality progressed under Proposed Change 1 (PC1) which urban intensification, rather than greenfield was publicly notified in July 2007. The intention development, from 23% in 2006 to 60% by 2041; of PC1 was to establish the land use distribution, housing densities and new growth areas across ▪▪ signalling the phasing of development to enable Greater Christchurch. In 2010, at the time of the the timely and efficient provision of infrastructure; first Canterbury earthquake, appeals against the ▪▪ providing a living environment that supports proposed change were being progressed in the healthy communities; Environment Court. ▪▪ ensuring residents have easy access to Work to implement the actions in the Action Plan 2 employment, education and leisure, health and relating to wider environmental, social, cultural and community facilities and services; economic wellbeing was ongoing. ▪▪ developing new business centres and employment in new growth areas; 2.4 Canterbury Earthquake Sequence ▪▪ revitalisation of Christchurch’s central city area; Three years after the release of the 2007 Strategy, and very shortly after the update of the Action Plan, ▪▪ ensuring these areas are well connected to a series of earthquakes struck Greater Christchurch, wider road and rail networks; and the most significant on 4 September 2010 and 22 ▪▪ providing a range of transport choices, including February 2011. These resulted in death and injury, public transport, cycling and walking. and substantial damage to land, buildings, and infrastructure. Flow-on effects were felt in transport, The 2007 document included an Action Plan, housing availability and community amenities, and which was updated in August 2010. have had enduring effects on people’s lives. The value of the Strategy partnership was demonstrated through the recovery period. Structures established to drive implementation of the Strategy were expanded to inform decision making and monitoring of recovery work. The Strategy itself informed many of the recovery plans and programmes, especially the Land Use Recovery Plan (LURP). A Recovery Strategy Advisory Committee was established that had parallel membership to the UDSIC. The effects of the earthquakes have led to many changes within Greater Christchurch. The sub-region is in a period of some uncertainty, with trends and issues still emerging, important decisions yet to be made such as on the future of the residential red zones, and many people dealing with ongoing difficulties.
Attachment Volume Page 12 7 Greater Christchurch Urban Development Strategy How we got here 2.5 Updating the Urban 2.6 Values and expectations Development Strategy of the community The 2007 Strategy recognised that many growth The Strategy aims to address the community values, issues cross council and political boundaries – aspirations and expectations expressed during the a primary reason for working closely together to consultation on the 2007 Strategy, and through achieve the Strategy. Maintaining and strengthening consultation processes since. the partnership, and providing visible and collaborative leadership, is critical for ensuring In consultation on the 2007 Strategy the regeneration over the next few years, and into community asked for a focus on: the future. ▪▪ more concentrated urban development with a defined boundary, focussing on well-defined The Recovery Strategy for Greater Christchurch existing urban centres; Mahere Haumanutanga o Waitaha (Recovery Strategy) provided guidance for the recovery from ▪▪ protecting aquifer water quality, ecosystems, 2012 to April 2016. landscape and productive land; In 2015 the strategy partners agreed to update ▪▪ affordable travel choices; the 2007 Strategy to reflect the changes in Greater ▪▪ public passenger transport integrated with Christchurch and the range of planning activity and commercial and residential development; community consultation undertaken by the partners since 2007. They also wanted to ensure the goals ▪▪ integrated transport, infrastructure and and integrated responses to the earthquakes of community facilities with land use; the Recovery Strategy were carried forward. ▪▪ enhanced community character, sense of place, 2 The partners remain committed to the vision of the cultural identity, heritage and diversity; and 2007 Strategy. The principles and goals have been ▪▪ quality urban design. updated to reflect the significant changes in Greater Christchurch since 2007. Since 2007, the partners have consulted the This document brings the Strategy up to date, community as part of many planning processes, incorporating relevant material from recent including: consultation and planning processes. It also identifies ▪▪ The Christchurch City Health and priorities for partnership collaboration in the short- Wellbeing Profile to-medium term (see Section 4). ▪▪ Share-an-Idea consultation in 2011 in preparation for the CCC’s development of the draft Central City Plan; ▪▪ development of other Recovery Plans and Programmes;[2] ▪▪ 100 Resilient Cities project and its Greater Christchurch Preliminary Resilience Assessment (2015) and Resilient Greater Christchurch Plan (2016); and ▪▪ Councils’ 2015-2025 Long Term Plans and 30-year infrastructure strategies.
2. Land Use Recovery Plan and its review, Christchurch Central Recovery Plan Te Mahere ‘Maraka Ōtautahi’ (2012), An Accessible City and A Liveable City chapters, and the Natural Environment Recovery Programme Whakaara Taiao (2013).
Attachment Volume Page 13 Greater Christchurch Urban Development Strategy 8 What people have asked for in consultation Te Rūnanga o Ngāi Tahu and Papatipu Rūnanga processes since 2007: have produced a number of plans and ▪▪ stronger leadership; strategies that provide guidance on the management of natural, physical, cultural ▪▪ better communication and collaboration and historic resources within the region, and within and between local government and How we got here How we articulate Ngāi Tahu aspirations for earthquake with communities in decision making and recovery and rebuild. participatory processes; This includes: ▪▪ to take a long-term perspective to achieve sustainability and resilience; ▪▪ Ngāi Tahu 2025 – the tribal vision for the future and prime strategic document of ▪▪ more engaged and empowered individuals Te Rūnanga o Ngāi Tahu; and communities; ▪▪ Whakaoratia Ōtautahi: Ngāi Tahu ▪▪ more equitable outcomes in council decisions; aspirations for Christchurch Recovery ▪▪ to actively celebrate, protect and enhance and Rebuild (2011). values significant to Ngāi Tahu, both historic ▪▪ The Mahaanui and contemporary; Iwi Management ▪▪ to realise opportunities to reflect a more Plan 2013, an iwi representative, shared history in the urban planning document environment; identifying Ngāi 2 Tahu issues ▪▪ a network of resilient and high quality urban and objectives centres, linked by rapid transit; on key matters ▪▪ strong neighbourhood centres and hubs that in the region, provide facilities and services at a local level; including urban development, ▪▪ a people friendly city; which must be ▪▪ greater safety and accessibility in transport taken into account under the RMA. and in urban environments; ▪▪ Te Kōwatawata - The dawn of a new city ▪▪ designing with nature, not against it; (2015) - a summary of Ngāi Tahu and Ngā Mātā Waka earthquake recovery efforts, ▪▪ a green city, respecting environmental limits and the collective visions, aspirations and and protecting ecosystems and their services; goals that these efforts were based on. ▪▪ local food production and food security; ▪▪ reduced risk from natural hazards, and the impacts of climate change with sea level rise The feedback from a number of consultation and more intense storms; processes, and the objectives and desired outcomes of relevant documents were analysed as part of the ▪▪ affordable and diverse housing; Strategy update process. The results were used to ▪▪ recognition of the needs of the non-profit affirm the content of the 2007 Strategy, and identify sector; and gaps, or new issues, that have been integrated into this Strategy update. ▪▪ consideration of the needs of businesses and the economy.
Attachment Volume Page 14 9 Greater Christchurch Urban Development Strategy How we got here 2.7 What happens now As required by the LGA, the councils developed their 30-year Infrastructure Strategies for 2015-2045. This updated Strategy is a basis for the partners These took account of the LURP and wider recovery to continue to collaborate across Greater land use processes and decisions. The first priority Christchurch and continue to advance recovery action in this Strategy Update to ‘identify, research and regeneration initiatives. and collate information on housing and business The Strategy will continue to be implemented provision and development capacity’ will inform the through other programmes and documents such as Councils when they develop infrastructure strategies the Canterbury Regional Policy Statement (CRPS) in 2018 for the next 30 years. and district plans, the Regional Land Transport Plan, the Greater Christchurch Transport Statement, and 2.8 Future Community Engagement Councils’ Long Term Plans. The relationship of the Strategy with relevant legislation and other plans From 2017 it is intended that there will be wider and strategies is shown in Figure 3. Implementation engagement with stakeholders and residents of will also involve agreements between the strategy Greater Christchurch to renew the vision for the partners, central government, other agencies, Strategy, and identify what is important for Greater communities and community organisations. Christchurch over the next 30-40 years. This document identifies updated priority actions The outcomes of this engagement will initiate the that will be the focus for the partnership over the development of a comprehensive replacement next two to three years (Section 4). The 2010 Action Strategy, including a review of the settlement Plan has not yet been updated. It is intended that pattern in 2018. The future full review will provide in 2016-17 the actions that are still relevant and an opportunity to develop a strategy to plan for are a priority for implementing the Strategy beyond 2041. This will allow the land use and urban 2 will be advanced. development considerations to be set by the strategy, and implementation mechanisms made operative, prior to the next review of the relevant district plans.
Urban Development Strategy Implementation Committee, UDSIC
Long Term Plans Urban Development Strategy Priority Actions under the Local Government Act 2002 Actions in Resilience Plan for Greater Christchurch Resilience Plan for Greater Christchurch Transport Governs and provides leadership Greater Christchurch Statement Regional Land Transport Plan The strategic direction set in the Implemented under the Land Transport Management Act 2003 Informs Community Engagement by Greater Christchurch Urban Regeneration Plans Development Strategy Recovery Plans Monitoring, Reporting and Vision under the Greater Christchurch Regeneration Act Research Principles 2016 Strategic Goals Priority Actions Community Outcomes Action Plan Partnership Groups in Councils’ Long Term Plans • Chief Executive Advisory Group, CEAG Land use and growth • Urban Development Recovery Management management regulated through Group, UDRMG • Healthy Christchurch • UDS Transport Group Canterbury Regional Policy Statement • UDS Planning Managers Regional Plans • UDS Natural Environment Group Mahaanui Iwi Management Plan District Plans under the Resource Management Act 1991
Figure 3: Relationship of the UDS to the strategies, policies and plans of the strategy partners
Attachment Volume Page 15 Greater Christchurch Urban Development Strategy 10 What we did to respond to the earthquakes to respond did to we What
3. What we did to respond to the earthquakes 3 Te Reo to come The Canterbury earthquake sequence impacted The response by central and local government severely on Greater Christchurch. Most homes included new legislation, a recovery strategy, experienced some form of damage, with the short- and recovery plans and programmes. To have term loss of up to 20,000 dwellings.[3] Between a government presence in Christchurch the 10,000 and 15,000 homes became uninhabitable Canterbury Earthquake Recovery Authority (CERA) in Christchurch alone.[4] Over 4,500 businesses was established and the Minister for Canterbury ceased trading and a range of commercial centres Earthquake Recovery appointed. The Canterbury and community facilities were closed pending repair Earthquake Recovery Act 2011 (CER Act) provided or redevelopment. The transport network was also CERA and the Minister with special powers to extensively affected, both by immediate damage expedite the recovery of Greater Christchurch and by changes to land use patterns. There was from the effects of the earthquakes. also a consequential focus on land use decisions The Greater Christchurch Regeneration Act 2016 for natural hazard management. (Regeneration Act) replaced the CER Act in April Greater Christchurch communities responded to 2016. The Regeneration Act recognises the shift in the earthquakes in a number of ways, including emphasis from recovery to regeneration, including by quickly forming groups to help those in need. the establishment of Regenerate Christchurch and The wider New Zealand public donated generously Ōtākaro Limited. It provides for Regeneration Plans to earthquake response efforts. The general which are similar to Recovery Plans but have more theme was a significant upsurge in people helping specified development processes which include each other to deal with the difficult situations the stronger involvement of local organisations. earthquakes created. UDSIC is building relationships with the new entities The Māori Recovery Network was set up as an to ensure their work programme is aligned with those emergency response to provide support and access of these organisations, and to take into account to services for those whānau most in need. The one another’s objectives. The relationship with the network was a Ngai Tahu led collaboration between government and government departments is through Ngai Tahu and Nga Māta Waka organisations from the Greater Christchurch Group of the Department across the country. of Prime Minister and Cabinet (DPMC).
3. Land Use Recovery Plan. 4. Independent Hearings Panel, 2015, Decision 1 Strategic Directions and Strategic Outcomes.
Attachment Volume Page 16 11 Greater Christchurch Urban Development Strategy What we did to respond to the earthquakes 3 12 Attachment Volume Page 17 Greater Christchurch Urban Development Strategy Urban Development Christchurch Greater Greater Christchurch Urban Development Strategy after over three Canterbury Water Metro Strategy years of development Management Strategy What we did to respond to the earthquakes to respond did to we What
Health Impact Travel Demand Update of the UDS Christchurch City 3 Assessment of the Strategy Action Plan Health and Wellbeing 2007 Strategy Profile
2007 2008 2009 2010 2011
Major earthquake - Major earthquake - September 2010 February 2011 Establishment of the Canterbury Earthquake Recovery Authority (CERA)
Figure 4: Timeline of key documents for Greater Christchurch since 2007
Attachment Volume Page 18 13 Greater Christchurch Urban Development Strategy What we did to respond to the earthquakes
Canterbury Regional Regional Land Policy Statement Transport Plan
Endorsement of the Greater Christchurch Urban Development Strategy Update Greater Christchurch Mahaanui Iwi Release of the Greater Christchurch Endorsement of the Transport Statement Management Plan Regional Public preliminary Resilience Resilient Greater 3 Transport Plan Assessment Christchurch Plan
2012 2013 2014 2015 2016
Recovery Strategy for Greater Te Kōwatawata – the Christchurch - Mahere dawn of a new city Haumanutanga o Waitaha Land Use Recovery Community in Mind Plan - Te Mahere – He Puāwai Waitaha – Whakahaumanu Psychosocial Strategy
Christchurch Central Recovery Plan Lyttelton Port Recovery Plan - Te Mahere Whakarauora I Te Natural Environment Pūaha O Ōhinehou Recovery Programme for Greater Christchurch Whahaara Taiao
Economic Recovery Programme Attachment Volume Page 19 Greater Christchurch Urban Development Strategy 14 4. Our changing opportunities and challenges Te Reo to come To achieve the Strategy vision we need to understand the challenges and opportunities in Greater Christchurch. The key issues from 2007 of population, household and labour force growth are still relevant. The earthquakes have added additional challenges.
The key opportunities and challenges faced now by Greater Christchurch are: Planning for regeneration in a period Ensuring urban consolidation and intensification of uncertainty Existing and future urban land needs to be used more As it moves into regeneration, Greater Christchurch efficiently to realise a range of social, economic and is still in a period of some uncertainty with trends environmental benefits.
Our changing opportunities and challenges and issues still emerging, important decisions yet to be made such as on the future of the residential Protecting, enhancing and working with our red zones, and many people dealing with ongoing natural environment difficulties. This emphasises the need to incorporate We need to protect water supplies, improve the resilience as a part of everything we do. quality of urban waterways, protect and expand areas of indigenous biodiversity, and promote Responding to the needs of a changing mahinga kai values. 4 population Housing, health, transport and other services will Adapting to the impacts of climate change need to adapt to meet the needs of a population that We need to work with nature to adapt to the changing is aging and becoming more culturally diverse. climate, sea level rise and more extreme weather events, and mitigate the extent of future change by Ongoing health and wellbeing challenges reducing our greenhouse gas emissions. The earthquakes exacerbated some existing issues for people’s health and wellbeing, and Adjusting to a changing economy created new issues, particularly in relation to Greater Christchurch has a strong economic base psychosocial recovery. and the earthquake rebuild provided jobs and increased economic activity, but we need to adapt Improving the quality, choice, and affordability to a declining influence of the rebuild and future of housing opportunities in tourism and technology. We will need higher residential densities, and more diversity and choice in housing with access to existing Integrating infrastructure, transport and infrastructure, community facilities, public transport land use and jobs. Changes in land use and new development, particularly since the earthquakes, require Supporting key activity centres and integrated planning and investment in infrastructure neighbourhood centres as focal points and in the transport system to move people and for local communities freight efficiently. We need to recognise the importance of having neighbourhood meeting places, and community Providing transport choice facilities and services that keep up with growth We need well designed neighbourhoods to encourage and are adapted for the particular needs of and enable more people to use active and public each community. transport more often.
Attachment Volume Page 20 15 Greater Christchurch Urban Development Strategy What we are going to do 5. What we are going to do Ngā mahi matua
5.1 How we work – visible and The capacity of individuals, communities, businesses and systems to survive, adapt and grow, no matter collaborative leadership what chronic stresses and acute shocks they The strategy partners are committed to showing experience. visible leadership and using a collaborative approach Resilience thinking accepts that chronic stresses, to address issues faced in Greater Christchurch. The such as poverty and homelessness, and acute governance and implementation of the Strategy is shocks, like earthquakes and flooding, rarely happen coordinated through groups established at various in isolation. By considering shocks and stresses at levels of the strategy partners, with the Urban the same time, communities are able to be more Development Strategy Implementation Committee responsive to adverse events and be more effective (UDSIC) having overall responsibility. in delivering core functions and services in both good A Stakeholder Forum will be established in 2017 to times and bad. provide broader views to the UDSIC, and advise the Committee on how best to liaise and engage with the The September 2015 Preliminary Resilience wider communities of greater Christchurch. Assessment identified four critical issues: participative leadership and governance; securing a Uncertainty is part of life. There are a number prosperous future; understanding and responding to of factors that increase uncertainties in Greater future challenges; and connected neighbourhoods 5 Christchurch. These are factors such as altered and communities. Further investigation of these growth patterns, demographic changes, new issues and the identification of projects and policies regeneration legislation and organisations, decisions to address them led to the Resilient Greater on residential red zones, the continuing rebuild Christchurch Plan, finalised and adopted by activity, and completion of central city anchor Councils in July 2016. projects, through to wider issues such as planning for multiple hazards, and changes to national planning legislation and direction, which all add 5.3 Priority Actions complexity now, and for the future. To progress the vision and strategic goals of the Strategy, a number of actions need to be taken 5.2 Supporting the Resilient Greater within the next few years. The Strategy must also be Christchurch Plan monitored, reported on and reviewed. Resilience is critical to recovering from disasters and The priority actions in Table 1 are intended to provide other stressors across all economic, social, cultural a pragmatic action programme prior to a full review and environmental aspects. It has become a critical of the Strategy from 2018. They have been developed consideration for all partners and communities during to address the Greater Christchurch issues requiring the recovery from the earthquakes, and it is important the collaboration and coordinated effort of strategy to carry this forward into the regeneration period. partners and other supporting organisations. They represent the areas where the partners can make The Resilient Greater Christchurch Plan is real gains in the short term. While they are intended complementary and helps inform this Strategy. to progress the strategic goals of the Strategy, not all Integrating the intentions of the Resilient Greater Christchurch Plan into the Strategy is an important goals are explicitly addressed. part of this Strategy Update and future strategy The priority actions acknowledge and build on the review. priority actions from the 2007 Strategy and 2010 Action Plan which remain in place as a supporting Resilient Greater Christchurch Plan document to this updated Strategy. In December 2013, Christchurch was selected by the Rockefeller Foundation to take part in the global During 2016 the UDSIC have been considering 100 Resilient Cities Network (100RC). 100RC is the strategic issues that are critical for Greater dedicated to helping cities around the world become Christchurch in the current context which would more resilient to the physical, social and economic benefit from collaborative partnership until the challenges that are a growing part of the 21st century. Strategy is fully reviewed. These are included in 100RC defines urban resilience as: this Update.
Attachment Volume Page 21 Greater Christchurch Urban Development Strategy 16 Table 1: Priority Actions
Action Led by staff Agencies When a. Understanding current and future land use and housing needs UDRMG ECan, CCC, 2016-17 Identify, research and collate information on housing and WDC, SDC, business provision and development capacity CDHB, Te Ensure ongoing monitoring of the appropriateness of the Rūnanga o
What we are going to do going to are we What objectives, policies and settlement pattern as set out in Ngāi Tahu , Chapter 6 of the Canterbury Regional Policy Statement. NZTA b. Monitoring and Reporting Develop a robust Urban Development Strategy Monitoring UDRMG All partners, Development and Reporting Framework that: DPMC 2016-17 ▪▪ Monitors progress of the Strategic Goals, Priority Actions, and demographic, social, health, economic and environmental changes in Greater Christchurch; ▪▪ Builds on and integrates with other monitoring processes at local, regional and national levels, including the central government whole-of-recovery monitoring and the Canterbury Wellbeing Index and Survey; 5 ▪▪ Gives effect to the Canterbury Regional Policy Statement Chapter 6 Policy 6.3.11 Monitoring and Review. c. Reviewing the strategy Identify actions in the 2010 Action Plan that are UDRMG All partners 2016-17 still relevant. through a collective and Undertake community engagement aligned with a 2017-18 communications strategy to refine the vision for collaborative Greater Christchurch. process 2018-19 Develop and implement a new strategy to address urban development and regeneration and long term well-being. d. Implementing the Resilient Greater Christchurch Plan Increase resilience of Greater Christchurch by providing UDSIC All partners Ongoing governance oversight and ensuring the implementation and integration of the Resilient Greater Christchurch Plan. e. Ngāi Tahu values Ensuring Ngāi Tahu cultural and heritage values are Te Rūnanga All partners Ongoing recognised and incorporated in all plans and strategies o Ngāi Tahu that apply in Greater Christchurch.
Attachment Volume Page 22 17 Greater Christchurch Urban Development Strategy What we are going to do Action Led by staff Agencies When f. Healthy Communities Increase the health of communities through supporting the CDHB All partners, Ongoing continuation and enhancement of the Healthy Christchurch Regenerate partnership, by promoting: Christchurch ▪▪ a Health in all Policies (HIAP) approach and Integrated Assessments for significant strategies and plans, including consideration of Regeneration Plans; ▪▪ psychosocial wellbeing in Greater Christchurch; ▪▪ housing quality improvement options so that all people have warm and dry homes; and ▪▪ the benefits of housing built using a universal design approach to increase the accessible housing stock in Greater Canterbury. g. Housing provision Increase the development of affordable and diverse housing UDRMG ECan, CCC, 2016-18 and appropriate residential intensification by: SDC, WDC, ▪▪ investigating and reporting on the uptake of CDHB, GCG, mechanisms and processes which provide for MBIE, Te intensification and affordable housing options. Provide Rūnanga o 5 recommendations on how these could be refined and Ngāi Tahu, improved in the future; Regenerate Christchurch ▪▪ promoting residential intensification opportunities available through land use planning documents; and ▪▪ develop a Greater Christchurch housing policy. h. Enhanced Natural Environment Enhance the natural environment in Greater Christchurch UDRMG Zone Ongoing by: Committees, ▪▪ recognising the ecosystem services the environment CCC, SDC, provides; WDC, Te Rūnanga o ▪▪ improving the health and values of urban waterways; Ngāi Tahu, ▪▪ ensuring the continued supply of clean and healthy CDHB, untreated drinking water; and Regenerate ▪▪ taking a coordinated approach for identifying and Christchurch, improving biodiversity. UDS Natural Support the implementation of the Canterbury Water Environment Management Strategy Zone Implementation Programmes in Group the Selwyn - Te Waihora, Waimakariri, Banks Peninsula and Christchurch West Melton zones, and facilitate resolution of any identified cross-boundary concerns.
Attachment Volume Page 23 Greater Christchurch Urban Development Strategy 18 Action Led by staff Agencies When i. Risk from Natural Hazards Increase the understanding of and planning for natural ECan CCC, SDC, 2016-17 hazard risk by: WDC, NZTA, ▪▪ supporting the development of a regional approach to Te Rūnanga managing natural hazard risk; o Ngāi Tahu, CDHB, ▪▪ developing a shared statement of Greater Christchurch
What we are going to do going to are we What Regenerate responses to natural hazard risks; Christchurch, ▪▪ implementing a consistent regulatory approach to Canterbury address the major hazard risks in relevant planning Natural Hazard documents; and Risk Reduction ▪▪ understanding the variation in vulnerability of different Group communities across Greater Christchurch. j. Prosperous Economies Support the implementation of the Canterbury Regional UDSIC All partners Ongoing Economic Development Strategy (CREDS) and the Christchurch Economic Development Strategy (CEDS) where they have particular relevance to Greater Christchurch. 5 k. Transport Improve transport system performance and travel choices UDRMG ECan, CCC, 2016-18 in Greater Christchurch through: NZTA, SDC, ▪▪ collaboration through the Greater Christchurch Public WDC, CDHB, Transport Joint Committee; UDS Transport Group ▪▪ implement the Greater Christchurch Transport Statement; ▪▪ implementation of the Greater Christchurch Freight Action Plan; ▪▪ funding and coordination for implementation of the updated Greater Christchurch Transport Demand Management Strategy; ▪▪ supporting and promoting improvements to the Greater Christchurch public transport system and investigate future rapid public transport; and ▪▪ supporting and promoting the development of the Christchurch Major Cycle Routes network and investigate the integration, improvement and increased use of the cycling and walking networks within neighbourhoods and across Greater Christchurch, and with other transport modes.
5.4 Monitoring and Review Half-yearly reports are to be prepared and provided to the UDSIC. These reports will provide information The Strategy requires ongoing monitoring and on the progress made on the Priority Actions, periodic review to remain relevant and appropriate indicator tracking, and the progress on achieving to the needs of a changing environment in the Strategic Goals of the Strategy. Greater Christchurch. A monitoring and reporting A review of the Strategy, and the development of framework will establish the indicators and data a new strategy to address urban development and sources the partners will use to track the progress regeneration and long term well-being is proposed of the implementation of the Strategy, and provide in 2018. The review will also take into account the information on where changes may be required in information gathered through the monitoring and the future. reporting framework.
Attachment Volume Page 24 19 Greater Christchurch Urban Development Strategy Recovery Plans and Programmes 6. Recovery Plans and Programmes Te Reo to come
Recovery Strategy for Greater Christchurch Guiding the recovery was the Recovery Strategy for Greater Christchurch - Mahere Haumanutanga o Waitaha (Recovery Strategy), approved in May 2012. It was developed to guide and coordinate the recovery, particularly the recovery programmes and plans delivered by a range of agencies. The goals in the Recovery Strategy provide desired outcomes under the six components of recovery: leadership and integration, economic, built environment, natural environment, cultural and social. Recovery Plans developed under the CER Act enabled focused and expedited recovery planning for a range of issues, and allowed changes to be made to statutory documents to facilitate recovery. The most relevant to the Strategy are the Christchurch Central Recovery Plan (CCRP), Land Use Recovery Plan (LURP), Lyttelton Port Recovery Plan (LPRP), and the Waimakariri Residential Red Zone Recovery Plan. 6 Recovery programmes were a non-statutory way of coordinating and facilitating recovery, particularly where stakeholders crossed over multiple agencies, groups, and communities, and changes to statutory documents were unlikely to be effective. These included the Natural Environment Recovery Programme Whakaara Taiao; the Economic Recovery Programme; the Education Renewal Recovery Programme - Shaping Education - Te Tāreinga Mātauranga; Community in Mind Hei Puāwai Waitaha; the Arts and Culture Recovery Programme for Greater Christchurch; Heritage Recovery Figure 5: Components of recovery in the Recovery Programme; and a web-based Sport and Recreation Strategy for Greater Christchurch Recovery Programme – People, Places and Spaces.
Attachment Volume Page 25 Greater Christchurch Urban Development Strategy 20 The Land Use Recovery Plan The Land Use Recovery Plan - Te Mahere insertion of Chapter 6 – Whakahaumanu Tāone (LURP) was approved Recovery and Rebuilding in December 2013. It provides direction for of Greater Christchurch residential and business land use to support into the CRPS. Actions in recovery and rebuilding across Greater the LURP aim to increase Christchurch through to 2028, including residential housing intensification and business greenfield growth in specific while maintaining amenity areas. Some residential areas (e.g. Prestons and values; improve the Highfield) included in the LURP had not been range, quality and choice
Recovery Plans and Programmes Recovery contemplated in PC1, but had been subject to of housing options; extensive consideration through resource consent rebuild social housing; processes, while PC1 was being debated. provide community facilities; support rebuilding of commercial businesses within key activity and A critical component of the LURP is the statutory neighbourhood centres; and provide for land use, direction for changes to RMA documents, infrastructure and transport network integration. including amendments to district plans and the
6 Land Use Planning - Chapter 6 of the Canterbury Regional Policy Statement Chapter 6 of the Canterbury Regional Policy land for housing Statement (CRPS), inserted by the LURP in and business December 2013, sets out objectives and policies is mainly in specific to Greater Christchurch relating to land the northern use and development. Changes through the and south Christchurch Replacement District Plan and the west areas. planned reviews of the Selwyn and Waimakariri Residential District Plans, will ensure the CPRS is given greenfield land effect to. There is also a requirement to have is to be developed at identified minimum regard to the CRPS in the consideration of densities, incorporate good urban design resource consents. principles, and be in accordance with an outline development plan. Another key The chapter includes Map A (reproduced at feature of the 2007 Strategy advanced by Figure 6 below), which shows the settlement the CRPS is the integration of land use and pattern for Greater Christchurch to 2028, infrastructure, particularly an effective and including the identification of greenfield priority efficient transport network. areas for business and residential development. A projected infrastructure boundary shows the The chapter identifies a network of activity planned extent of future urban development in centres, including 14 Key Activity Centres, Greater Christchurch post-2028. which are to be focal points for commercial, community and service activities. They support The settlement pattern emphasises the diverse business activity, mixed use development consolidation and intensification of urban areas, and distinctive, high quality public environments. a key feature of the 2007 Strategy. Greenfield Chapter 6 integrates with the Christchurch Central growth in Waimakariri and Selwyn districts Recovery Plan by identifying the central city in the is focused primarily around the townships of hierarchy of activity centres as the city’s primary Kaiapoi, Lincoln, Rangiora, Rolleston, Woodend commercial area. and Pegasus. Within Christchurch City, greenfield
Attachment Volume Page 26 21 Greater Christchurch Urban Development Strategy Recovery Plans and Programmes
Christchurch Central Recovery Plan The Christchurch Central Recovery Plan Te Mahere ‘Maraka Ōtautahi’ (CCRP), published in July 2012, defines the form of the central city and sets out the locations of key anchor projects. It was developed by CERA’s Christchurch Central Development Unit (CCDU), following a draft Central City Plan produced by CCC in December 2011. The Recovery Plan envisions a greener, more accessible city with a compact core and a stronger built identity, and a city for all peoples and cultures, recognising, in particular, Ngāi Tahu heritage and places of significance. The Plan locates precincts for health, arts and entertainment, retail, innovation and the justice and emergency sectors. The anchor projects are intended to catalyse investment, growth and social energy, and bring people back into the central city. Anchor projects in the CCRP that have been completed or are making good progress are the Earthquake Memorial, Te Papa Ōtākaro/Avon River Precinct including the Margaret Mahy playground, the Cricket Oval and the Bus Interchange. Other proposed anchor projects are the East Frame, Central Library, The Square, Convention Centre Precinct, a Residential Demonstration Project, the Metro Sports Facility, and a Stadium. Appendix 1 to the Christchurch Central Recovery Plan directs amendments to the CCC District Plan. Two additional chapters were developed after the Recovery Plan was published – An Accessible City and A Liveable City. 6
Attachment Volume Page 27 Greater Christchurch Urban Development Strategy 22 Recovery Plans and Programmes Recovery
Lyttelton Port Recovery Plan Lyttelton Port was significantly damaged in the rebuild and repair the Canterbury earthquakes. While the port was of port infrastructure, able to continue operating with minor disruption, as well as a large 6 much of the infrastructure on which the port relies reclamation for future needs repair or replacement to ensure it will be development which will able to provide vital services in the future. also allow a shift of some port activities from the The Minister for Canterbury Earthquake Recovery inner harbour, and allow directed the preparation of the Lyttelton Port for redevelopment of that Recovery Plan (LPRP) in response to the recovery space for commercial and issues faced by the port, and in recognition of the community purposes. significant contribution of the port to the economy and wider wellbeing of Greater Christchurch and The organisations involved in the plan have beyond. Environment Canterbury developed committed to the development of a catchment the draft LPRP in consultation with the strategic management plan for Whakaraupō/Lyttelton partners. This included significant consultation Harbour, a Memorandum of Understanding to with the community. address transport matters, address pedestrian access across Norwich Quay and to Dampier Bay, The final LPRP, gazetted in November 2015, and future cruise ship berth solutions. provides a streamlined regulatory framework for
Natural Environment Recovery Programme The Recovery Strategy for Greater Christchurch required Environment Canterbury to develop a Natural Environment Recovery Programme Whakaara Taiao (NERP). The strategy partners and the Department of Conservation worked together to develop the programme, which was approved in October 2013. Effort has gone into implementing and reporting on progress since then. The purpose of the recovery programme was to ensure the natural environment is repaired, restored, and protected from further damage during the rebuild, and the resilience of the natural environment to future events and processes is increased. It considers the effects of natural hazards and other environmental factors, including the effects of climate change and sea level rise. The NERP recognises the change and impacts to the natural environment because of the earthquakes, and identifies the projects and programmes that respond to these changes.
Attachment Volume Page 28 23 Greater Christchurch Urban Development Strategy Recovery Plans and Programmes
Psychosocial Education Renewal Wellbeing Recovery Programme Community in Mind Given the scale Hei Puāwai Waitaha – of change and a flourishing Waitaha, investment needed a strategy published in the education by CERA in 2014, system in Greater addresses health Christchurch after and wellbeing in the earthquakes, the Greater Christchurch Ministry of Education from a psychosocial decided it was not perspective. The strategy sets out a number feasible to simply repair existing buildings. of objectives under the six components of Instead they developed a plan for new and recovery with a goal to ensure that people improved facilities with the intention to belong to positive and inclusive communities reshape education, improve the options and and actively lead the lives they want. Priority outcomes for learners, and support greater Actions are set out under three focus diversity and choice. This was set out in the areas; community-led, communication and Education Renewal Recovery Programme, engagement, and innovative services. Shaping Education - Te Tāreinga Mātauranga. This programme embraced the opportunities CDHB and MSD are overseeing psychosocial to enhance the education network in Greater services with the main goal to respond to the Christchurch and achieve better outcomes for needs of the most vulnerable, and benefit the 6 young people, families, whānau, communities, wellbeing of people and communities most and New Zealand. affected by the earthquakes.
Sport and Recreation Recovery Programme A Sport and Recreation Recovery Programme was developed through collaboration between territorial authorities, Sport Canterbury and Sport New Zealand as an online, living document which will be developed further and shaped by community input, to address the recovery of sport and recreation across Greater Christchurch.
Attachment Volume Page 29 Greater Christchurch Urban Development Strategy 24 Residential Red Zone land In the Port Hills properties at risk from cliff collapse Beginning in 2011 CERA identified land in Christchurch were red zoned based on unacceptable risk to life. City and Waimakariri District that had been so badly The Council and CERA also made voluntary purchase damaged by the earthquakes that engineering offers to owners of residential properties at risk from solutions to allow rebuilding were uncertain, rockfall and mass movement. These properties are disruptive, costly and unlikely to be timely. These scattered throughout the Port Hills. The demolition properties are located in the east of Christchurch of these properties will be completed by 2018. along the Avon River/Ōtākaro, Southshore, WDC is developing a recovery plan for the 89ha of Brooklands, Kaiapoi, Kairaki and The Pines. The residential red zone land in the Waimakariri district. owners of property in these residential red zones Regenerate Christchurch intends to propose received a voluntary purchase offer from the Crown. Regeneration Plans for the residential red zones
Recovery Plans and Programmes Recovery By May 2015, 92 percent of owners had settled with in Christchurch City, the first priority being the the Crown for the purchase of their properties. 350ha along the Avon River/Ōtākaro corridor.
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Figure 6: The current Greater Christchurch Settlement Pattern
Attachment Volume Page 30 25 Greater Christchurch Urban Development Strategy What informed the update 7. What informed the update Te Reo to come The information in this section is linked to other sections in this Update, particularly the strategic goals in section 1, the opportunities and challenges in section 4, and the priority actions in section 5.
7.1 A changing population Greater Christchurch is experiencing population and household growth, population aging, and immigration resulting in a greater degree of cultural diversity. There is also a changing population distribution within Greater Christchurch.
7.1.1 Population growth Table 2: Greater Christchurch Population Projections[9] The Greater Christchurch population was 414,000 in 2006, and was expected to continue to grow to just 2028 2043 [5] over 500,000 in 2026 and 548,520 in 2041. These Low Growth 459,600 457,000 expectations were based on medium to high growth Medium Growth 512,300 566,900 projections. High Growth 564,800 679,300 The earthquakes caused an initial outflow of people with about 15 percent of the Christchurch population estimated to have left in the week after the February 7.1.2 Household growth 7 [6] 2011 earthquake. While many came back, some Ensuring a range of affordable, high-quality housing stayed away permanently. Since then many people is one of the most important aspects of the Strategy. have come to Greater Christchurch for rebuild work The availability of housing is affected by a range of opportunities. demand and supply factors. The demand factors The population in Greater Christchurch grew to a include population growth, workforce migration, total of about 428,000 in 2013.[7] The projections for and changes to the composition of households. The the population, are shown in Table 2. The medium quality and affordability of housing is in turn affected growth projections are above those projected in 2006 by housing supply. while the high growth projection is significantly higher The 2007 Strategy planned for an increase of 75,000 [8] than those earlier projections. The census in 2018 households between 2006 and 2041, to a total will provide information to confirm existing trends or of 238,910 to accommodate the expected 2041 show new ones. population.[10] This variation in projections emphasises the need From a 2013 level of 163,500 households, the to plan well now, but also ensure an adaptable and medium projections show the number of households flexible growth management strategy for the future. in Greater Christchurch in 2043 as 228,800, an There is a need for coordinated information gathering increase of 65,300 households, with slower growth in and analysis to inform a future review of the Strategy. households continuing after that.[11] See figure 7.
5. Greater Christchurch UDS 2007 6. Canterbury Earthquake Recovery Authority (2014). Canterbury Wellbeing Index June 2015. Christchurch: 9. Customised household projections for UDS and Non UDS Canterbury Earthquake Recovery Authority Areas of Christchurch, Selwyn and Waimakariri, 2013(base) 7. Customised household projections for UDS and Non UDS - 2068 Areas of Christchurch, Selwyn and Waimakariri, 2013(base) 10. GCUDS 2007 - 2068 11. Customised household projections for UDS and Non UDS 8. The planned 2011 New Zealand Census was delayed until Areas of Christchurch, Selwyn and Waimakariri, 2013(base) 2013 due to the Canterbury earthquakes - 2068
Attachment Volume Page 31 Greater Christchurch Urban Development Strategy 26 What informed the update informed What
Figure 7: Projected Greater Christchurch area household growth 7 7.1.3 Changing distribution of population There are significant variations in population growth in different areas within Greater Christchurch. An estimated 167,500 properties received earthquake damage, 24,200 of which were seriously damaged.[12] Over 8,000 properties were identified within the residential red zone. These effects, and subsequent recovery efforts, have changed the household distribution in Greater Christchurch, with more growth in Selwyn and Waimakariri districts. Figure 8 shows that between 2006 and 2013 the populations of Selwyn and Waimakariri grew significantly, and Christchurch’s shrank slightly.
Figure 8: Population growth in Greater Christchurch, based on Census data
12. Canterbury Earthquake Recovery Authority (2014). Canterbury Wellbeing Index June 2015. Christchurch: Canterbury Earthquake Recovery Authority
Attachment Volume Page 32 27 Greater Christchurch Urban Development Strategy What informed the update
The growth that has occurred in Selwyn and Waimakariri has been accommodated within the planned greenfield areas. This was necessary to meet the increased demand for both temporary and long-term housing because of the earthquake damage to, and loss of, homes. Should this growth in Selwyn and Waimakariri districts continue the desired population growth distribution in the 2007 Strategy may not be achieved. The challenge is therefore to ensure that more household growth occurs in Christchurch, particularly through urban intensification. 7 7.1.4 Aging population Across New Zealand and in Greater Christchurch the population is aging with increasing proportions of those over 65. The earthquakes have also affected the age structure in Greater Christchurch. The initial outflow included many families with children, and students not returning to study in Christchurch. The inflow of rebuild workers also increased the proportion of young males.[13] The changing structure is expected to continue. From 2013 to 2041 across the three districts (including the areas outside Greater Christchurch), the percentage of people aged 65 and over is projected to increase from 14 percent of the population to 25 percent. The number of those over 80 years is projected to increase even more significantly, from 4 percent of the population to 11 percent. This has significant implications for many aspects of the urban environment, including housing (see Housing section below), social infrastructure, and service provision, as well as issues for funding council services.
Figure 9: Estimated resident population by age group for the three districts combined, 2013 and 2043
13. Canterbury Earthquake Recovery Authority (2014). Canterbury Wellbeing Index June 2015. Christchurch: Canterbury Earthquake Recovery Authority
Attachment Volume Page 33 Greater Christchurch Urban Development Strategy 28 7.1.5 Cultural diversity The earthquakes affected the cultural diversity of Greater Christchurch with immigration providing workers for the rebuild. Figure 10 shows recent net migration for Christchurch City which indicates some of the change which is contributing to increasing cultural diversity.[14] What informed the update informed What
Figure 10: Recent migration for Christchurch City 7 The population of Ngāi Tahu and Ngā Māta Waka across the three districts grew by 12 percent between 2006 and 2013. The majority live in Christchurch City and have diverse iwi affiliations. The Ngāi Tahu population is also relatively young, with 42 percent under the age of 20.[15] Figure 11 shows that, across the three districts, Māori, Pacific and Asian populations are projected to increase significantly, with their proportional increase (the number of additional people compared with the existing number) being greater than that of the Greater Christchurch population as a whole. This means that in the future, people form these groups will make up a greater proportion of the Greater Christchurch population than now. It is not just migration that is driving this increase, as large proportions of the growth in the Pacific and Asian populations are expected to come from natural increase.
Figure 11: Population growth of selected ethnicities for the three districts
14. Based on data provided by CCC 15. Te Kōwatawata
Attachment Volume Page 34 29 Greater Christchurch Urban Development Strategy What informed the update
7.2 Housing An adequate supply of appropriate housing in Greater Christchurch has been an important part of the Strategy, and further emphasised since the earthquakes.
7.2.1 Urban consolidation and intensification The 2007 Strategy assumed that the intensification of existing areas to meet the household growth distribution targets would occur in Christchurch City. Historically, about half of all additional housing in Christchurch City has been in the existing part of the City, with the rate ranging from about 40 to 60 percent between 2001 and 2010 (see Figure 12). After the earthquake, there was a decline of intensification rates, continuing the trend of the previous few years, to around 30 percent of all net new development in the City. However this started to increase again after 2013. 7 The rate of intensification across Greater Christchurch is much lower, due to the large amount of greenfield housing development, particularly in Waimakariri and Selwyn. After the earthquakes intensification declined to a low of about 10% of all net new housing, compared with being above 30% before the quakes.[16] Although the rate of intensification has increased since this low point it is still below the aspirational target rate expressed in the LURP (see Figure 13).
Figure 12: Rate of intensification development in Christchurch City[17]
16. CERA, 2015, LURP Monitoring Report 17. Data provided by CCC. Intensification rates include all additional dwellings provided within the existing urban area as at the year 2000
Attachment Volume Page 35 Greater Christchurch Urban Development Strategy 30 Housing Intensification The Canterbury Regional Policy Statement defines intensification as an increase in the residential household yield within existing urban areas. This means that there are more places for people to live on the same area of land. Intensification, and the resulting increases What informed the update informed What in urban density, has a range of economic, environmental and social benefits, including more efficient use of urban infrastructure, more effective public transport, and greater social interaction. Greater household yields from land can also help to reduce housing development cost. To achieve these benefits, Figure 13: LURP (and CRPS) intensification target as a intensification needs to be well designed proportion of overall growth and occur in appropriate areas supported by infrastructure, services and community facilities. Intensification can be achieved a number of ways. These include infill, where the existing buildings usually remain but additional buildings provide more housing, or redevelopment where new buildings with a greater 7 number of dwellings replace the existing dwellings, through to more comprehensive developments which may combine multiple land parcels with buildings designed to fit well with the surrounding neighbourhood from development inception. The CRPS sets intensification targets in Greater Christchurch. Achieving these targets will be challenging for Greater Christchurch with the current high rates of greenfield development.
7.2.2 Affordability and choice Housing affordability and choice are important ongoing issues for Greater Christchurch. Earthquake damage has affected much of the available social and community housing, and there has been high demand for temporary accommodation, an inflow of the rebuild workforce, and evidence of lower supply of low-cost private rental stock.[18] The increased demand and housing shortage have reduced as a result of repair and rebuild completions and reduced demand for alternative accommodation. Housing supply is expected to meet demand by mid-2017.[19] While the supply of land has largely been addressed to 2028 through the LURP changes to the CRPS, and by other mechanisms such as housing accords and changes to district plans, the affordability and range of available housing remains an issue. Between 2001 and 2013 the greatest increases in housing have been in four bedroom homes.[20] In contrast, the number of one and two bedroom units has remained relatively stable, or declined. This has been affected by the loss in housing stock through earthquake damage, in particular from residential red zone areas. This is a significant issue as the makeup and size of households are changing, driving higher growth rates in households compared with the population growth rate. Figure 15 shows that there is a large projected increase in one and two person households compared with households made up of three or more people, and a subsequent deficit in the supply of one or two bedroom houses. Source: Statistics New Zealand, 2013 Census data
18. Canterbury Earthquake Recovery Authority (2014). Canterbury Wellbeing Index June 2015. Christchurch: Canterbury Earthquake Recovery Authority 19. Ministry of Business, Innovation and Employment (MBIE), 2016, Quarterly Canterbury Job-matching Report – December 2015 20. Source: Statistics New Zealand, 2013 Census data
Attachment Volume Page 36 31 Greater Christchurch Urban Development Strategy What informed the update
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Figure 14: Number of private occupied dwellings in Greater Christchurch by number of bedrooms
Attachment Volume Page 37 Greater Christchurch Urban Development Strategy 32 What informed the update informed What
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Figure 15: Housing stock and household size for three districts An increase of smaller and more affordable housing located close to facilities and infrastructure is needed. The rebuild of the Christchurch central city in line with the aspirations of the Christchurch Central Recovery Plan will meet some of this demand, as will intensification in other areas of Greater Christchurch. The challenge for the strategy partners is to ensure that the opportunities for providing smaller and more affordable housing are appropriately taken up, including through intensification. This will help to address both the aspirational targets for household growth distribution through intensification, as well as housing affordability and choice issues. This will require a greater understanding of the existing mechanisms, such as those provided by the LURP, how these have worked in practice, and what further actions should be taken to promote and encourage the development of smaller and more affordable dwellings.
Papakāinga – Housing Papakāinga and Kāinga Nohoanga are traditional forms of Māori communal living on ancestral or tribal lands. The LURP enabled land use planning changes to better provide for papakāinga/kāinga nohoanga and the development of Māori reserves in Greater Christchurch. This recognised the need for Ngai Tahu whānau impacted by the earthquakes to build new homes on Māori reserves, and the original intent of the reserves under Kemp’s Deed as enabling Ngai Tahu whānau to develop and use land to provide for their economic, social and cultural well-being.
Attachment Volume Page 38 33 Greater Christchurch Urban Development Strategy What informed the update 7.2.3 Housing quality Build Back Smarter Housing quality is also an important issue, especially The Build Back Smarter campaign is a for rental housing.[21] Cold and damp homes have collaboration between the Energy Efficiency been shown to significantly increase days off school and Conservation Authority (EECA), Ministry and work and to increase hospital admissions for of Business, Innovations and Employment respiratory and cardiovascular conditions. (MBIE) and the CCC to provide free advice to Trends in the tenure of households in Greater homeowners on making their homes warmer, Christchurch show a decrease in household drier, healthier and cheaper to run. The service ownership, and hence an increase in rental is available across Greater Christchurch. accommodation.[22] This was identified as an issue Homeowners speak with Build Back Smarter prior to the 2007 Strategy, and is consistent with advisors who visit homes and provide specific wider New Zealand trends. and practical advice, and help prepare a The strategic partners can make a difference to Healthy Home Improvement Plan. The advice the health and wellbeing of our communities by is available for both home renovation and new promoting existing opportunities to increase the buildings, and is particularly relevant during quality of housing including features such as double earthquake repairs. glazing, and better heating, insulation and ventilation housing quality, for both existing housing stock and new stock being developed, with a focus on ensuring people have warm and dry homes. This would be assisted by knowing which localities have a predominance of poor quality housing. 7 There is also the opportunity to increase the stock of more accessible homes, incorporating universal design principles to support people to age in place and encourage community participation for people with disabilities.
21. http://www.beaconpathway.co.nz/images/uploads/ Performance_of_Rental_Housing_v3.pdf 22. From Census data
Attachment Volume Page 39 Greater Christchurch Urban Development Strategy 34 Canterbury Wellbeing Index The Canterbury Wellbeing Index was established by CERA to track the wellbeing of the communities through the recovery process. In 2015, while there was much progress being made in recovery such as economic opportunities and progress in physical repairs and rebuilds, issues remained, such as: ▪▪ additional and compounding stressors, such as insurance issues, living in more damaged areas, and pre-existing vulnerabilities;
What informed the update informed What ▪▪ housing pressures; ▪▪ family wellbeing; and ▪▪ strained relationships. Since the transition of CERA, the CDHB and MOH are leading the work on social monitoring and psychosocial wellbeing with partners. The Greater Christchurch Psychosocial Committee, co-chaired by CDHB and MSD, oversees the shared programme of action designed to support the population’s psychosocial recovery and provide support to individuals and communities most affected by the earthquakes.
7.3 Healthy communities Healthy Christchurch The 2007 Strategy responded to concerns about 7 Healthy Christchurch is a collaborative community health, identity and wellbeing. The partnership based on the WHO Healthy Cities earthquakes had major impacts on the health model led by the CDHB. The partnership and wellbeing of people in Greater Christchurch. recognises the role of all sectors and groups People’s homes, workplaces, recreational facilities to contribute to creating a healthy city. and supporting infrastructure were damaged or The Healthy Christchurch Charter has over destroyed. This exacerbated some existing issues, 200 signatories. and created new ones. These included accommodation challenges, the dislocation of Healthy Christchurch implemented the people from their existing communities, and All Right? campaign which aimed to support secondary stressors like insurance problems. Cantabrians’ mental health and wellbeing. This has since evolved into Live Brighter which A significant new issue has been the ongoing is about “taking stock of where we’re at, playing psychosocial effects the earthquakes. Psychosocial to our strengths and taking small steps towards recovery after a disaster can take many years. a happier, healthier life”. This has been particularly significant during the recovery of Greater Christchurch due to the number of aftershocks and widespread impacts that have experienced. For some people these factors have hindered their personal recovery process. CDHB and the Ministry of Social development are overseeing psychosocial services with the main goal to respond to the needs of the most vulnerable, and benefit the wellbeing of people and communities most affected by the earthquakes The health and wellbeing of Greater Christchurch have been tracked since the earthquakes by the Canterbury Wellbeing Index. The Community in Mind strategy was released in 2014 to guide actions to address psychosocial wellbeing.
Attachment Volume Page 40 35 Greater Christchurch Urban Development Strategy What informed the update 7.3.1 Healthy people A large proportion of people in Greater Christchurch lost access to the natural environment, and sports Life expectancy continues to rise across New and active recreation facilities.[26] Community Zealand. Canterbury has a higher proportion of cohesion based around local sports events was elderly people, especially those over 85 years, than fragmented and there were negative effects on most of New Zealand. Within Greater Christchurch, wellbeing because the loss of facilities. Families Waimakariri, in particular, has a high proportion of incurred additional costs for increased travel to older people. new venues or for accessing alternative form Increasing age is one of the risk factors for chronic of recreation. diseases such as Type Two diabetes, cancer, Councils are rebuilding community facilities, and cardiovascular disease and dementia. The other with other organisations have facilitated initiatives significant risk factors are obesity, being overweight, to encourage community connections.[27] A Sport and inactivity. These risk factors are strongly and Recreation Recovery Programme was developed influenced by the environments in which we live, to address the recovery of sport and recreation. learn, work and play and can be modified. The Minister for Education and the Tertiary The most recent figures for the CDHB area tell us Education Commission produced the Education that about one in four adults are obese and one in Renewal Recovery Programme for the renewal of twenty children are obese. The figures for diabetes[23] the education network in Greater Christchurch. are rising annually – currently we estimate about 4 The Canterbury District Health Board is undertaking percent of adults are diagnosed with diabetes and a rebuild and recovery programme for the just under 6 percent are diagnosed with heart disease health system. which is a consequence of obesity, inactivity and Appropriate community and recreation facilities need increasing age. Other risk factors for chronic non- to be reestablished in existing neighbourhoods, and communicable include smoking and hazardous levels established in urban renewal and greenfield growth 7 of alcohol consumption. areas as early as possible. Where neighbourhoods Initiatives that impact on health and wellbeing need are growing, community facilities and services need to be integrated across all other policy and planning to keep up with this growth. They also need to reflect decisions. Integrated Assessments are a good way to the changing population to appropriately provide for ensure that the health of people and communities are older and more culturally diverse residents and for considered during these processes. changing lifestyles. The challenge for Greater Christchurch now is the 7.3.2 Community facilities successful ongoing implementation of rebuild and repair programmes and CRPS policies. There is It is important for all Greater Christchurch residents also the opportunity to ensure that the changing to have access to appropriate community facilities population is taken into account in providing sports and services, including health, education, and fields, parks and open spaces, and in council facility recreation. These serve as focal points for creating rebuild programmes, to make them fit-for-purpose connections between people and developing a sense for the future. of place. The earthquakes caused significant damage to community facilities in Greater Christchurch. In Christchurch City most of the 1000 community facilities, including community centres, libraries and pools, were damaged to some degree. All schools experienced some damage, with repairs estimated to cost somewhere between $500-750 million.[24] Health infrastructure was also severely damaged, with a cost of $518 million.[25]
23. Currently we have no way of differentiating Type One diabetes which is largely a genetic disease from Type Two diabetes which is largely, but not solely, caused by obesity and underactivity, Approximately 90% of ‘diabetes’ diagnoses will be Type Two 24. Ministry of Education and Tertiary Education Commission, 26. Canterbury Earthquake Recovery Authority (2014). 2012, Shaping Education Te Tāreinga Mātauranga Canterbury Wellbeing Index June 2015. Christchurch: Directions For Education Renewal In Greater Christchurch Canterbury Earthquake Recovery Authority 25. CDHB, 2016, Canterbury DHB Annual Plan 2015/16 27. Ibid
Attachment Volume Page 41 Greater Christchurch Urban Development Strategy 36 What informed the update informed What
7
7.3.3 Community identity Where we live influences not only our health, but also our identity as communities. The development of the 2007 Strategy responded to identified issues including: ▪▪ urban expansion changing the use and look of rural areas; ▪▪ conflicts between rural and lifestyle expectations in rural environments; ▪▪ small towns getting bigger; and ▪▪ poor developments eroding a sense of place. The earthquakes intensified concern for some of these issues through increased growth and development in the areas around Christchurch, particularly in Selwyn District. New issues also emerged through dislocation of people from existing communities by temporary or permanent relocation, and disruption of social networks through changes to the school network. The eastern areas were particularly affected. However, initially social connectedness was also positively influenced by people assisting each other in a time of great difficulty, and community responses such as spontaneous volunteering. Responses to issues of rural residential development and urban expansion were considered through the LURP, which included actions, and policies in the CRPS, to address rural residential development, good urban design, and integration with the surrounding urban environment for new developments. There have also been more local responses for existing urban areas, such as CCC’s Suburban Masterplan Programme. The challenge and opportunity for the Strategy over the next few years is to work with Regenerate Christchurch on programmes to support the regeneration of the eastern suburbs, and to recognise the importance of providing facilities and services close to where people live
Attachment Volume Page 42 37 Greater Christchurch Urban Development Strategy What informed the update Freshwater Management The Canterbury Water Management Strategy (CWMS) was released in 2009. The Christchurch - West Melton, Selwyn - Te Waihora, Waimakariri and Banks Peninsula zone committees have been established since that time. The Zone Implementation Programmes (ZIPs) provide recommendations for water, biodiversity and recreation. These recommendations help inform the development of the regulatory framework for integrated water management through chapters in the Canterbury Land and Water Regional Plan.
7.4 Enhanced Natural Environments The challenges to improving water quality and reducing flood risk in the urban rivers is to: Prior to the earthquakes the natural environment was already negatively affected by urbanisation ▪▪ reduce volume and improve quality of runoff; with contamination of waterways from stormwater ▪▪ restrict the use of building and vehicle materials and wastewater; loss of habitat and biodiversity; known to generate contaminants; poor air quality; and impacts of waste disposal. The earthquakes caused changes to this ▪▪ encourage individual responsibility for environment, some of them immediate and short stormwater generation; term, some taking much longer to have an impact. ▪▪ reduce the amount of sediment entering waterways. When sediment retention ponds are 7.4.1 Water used the cost of ongoing maintenance needs to be considered; and Before the earthquakes the lowland rivers in Greater Christchurch had poor to very poor recreational ▪▪ facilitate effective stream recovery in developed 7 water quality ratings, with coastal sites rated mostly urban areas. good to very good.[28] The diversity of benthic Groundwater quantities and quality were largely invertebrates, a common indicator of waterway unaffected by the earthquakes, but face other health, was low and pollution and sediment tolerant challenges from land use changes, increasing species were prevalent. Despite this, there was demand and climate change. For groundwater a significant īnanga fishery on these rivers . The to continue to be a sustainable source of drinking ecological health of the Avon Heathcote Estuary/ water for Greater Christchurch we need to: Ihutai was improving following the diversion of the city’s wastewater discharge from the estuary direct ▪▪ reduce our reliance on groundwater for uses to the ocean through a 3km pipeline. Greenfield other than drinking water; residential developments included stormwater ▪▪ reliably determine the recharge rates to better treatment systems, and riparian management assess abstraction limits and vulnerability to practices were increasingly considering stream land use change to the west; health, in both rural and urban areas. ▪▪ continue to protect the unconfined aquifer Earthquake damage to infrastructure meant sewage west of Christchurch; and trade waste discharges into the coastal waters, estuaries and rivers for many months reduced the ▪▪ develop strategies to reduce nitrate entering coastal and estuarine water quality with impacts on our drinking water supply; and public health, recreation and the īnanga fishery. ▪▪ recognise that land where there has been land subsidence the water table is higher than before the earthquakes.
28. http://maps.ecan.govt.nz/WaterQuality/
Attachment Volume Page 43 Greater Christchurch Urban Development Strategy 38 7.4.2 Biodiversity Because of the earthquakes wetlands have been disturbed, trees have died, and pests have spread. Indigenous biodiversity and habitats, outstanding landscapes, wetlands, waterways, and places of historical or traditional importance to Ngāi Tahu continue to need careful management to ensure their wider cultural and ecosystem values are recognised and protected.
Mahinga kai
What informed the update informed What Mahinga kai is the concept that shows the complex, interconnected cultural beliefs and practices of Ngāi Tahu in relation to the environment. It describes not only the species gathered but also the places and practices involved in doing so. Mahinga kai, meaning to mahi ngā kai (work the food), is a management concept, a way of thinking that involves and understands the simultaneous protection and use of resources. Ngāi Tahu put this idea into practice using an integrated management model known as Ki Uta Ki Tai (from the mountains to the sea). Mahinga kai is the cornerstone of the spiritual, historical, cultural, social and economic well-being of Ngāi Tahu. Protecting, enhancing, using and maintaining such sites and resource, and the rights of Ngāi Tahu to access these, is the basis of natural resource management by Ngāi Tahu. The Waitangi Tribunal stated that the issues involving mahinga kai were the most emotionally charged elements of Ngāi Tahu’s claim. In the new millennium mahinga kai continues to be a vital ingredient of the wellbeing and livelihoods of Ngāi Tahu. 7 7.4.3 Mahinga Kai Before the earthquakes urbanisation negatively affected the relationship of Ngāi Tahu to ancestral waters and land, because of degradation and modification of the natural environment, and the cultural resources, sites and practices associated with this environment. There are opportunities and challenges to: ▪▪ incorporate mahinga kai outcomes into the urban built environment; ▪▪ recognise the relationship between mahinga kai and Ngāi Tahu cultural identity and wellbeing; ▪▪ restore, protect and enhance indigenous flora, fauna, habitats, ecosystems and biodiversity, particularly those associated with waterways, the coast, wetlands, grasslands and lowland podocarp forests, and in and around traditional mahinga kai sites; ▪▪ involve hapū and rūnanga in the increased recognition, protection, restoration and management of wāhi tapu, wāhi taonga and cultural values, including surveying of significant sites, cultural interpretation and monitoring, and protection and restoration of mahinga kai; and ▪▪ express and include Ngāi Tahu reo, kawa, tikanga, whakapapa, mātauranga, narrative, and historic and contemporary culture in public spaces, structures and interpretation materials, through the incorporation of suitable designs, motifs, pou whenua, whakairo, art, sculpture, interpretation, Te Reo Māori names and signage.
The area known as Ōtautahi/Christchurch was of special cultural and historical significance to Ngāi Tahu. Prior to European settlement, Ngāi Tahu, and before them Ngāti Māmoe and Waitaha, maintained numerous permanent and temporary kāinga and pā within the greater Christchurch area. From these settlements, Ngāi Tahu gathered and used natural resources from the network of springs, waterways, wetlands, grasslands and lowland podocarp forests. These resources were vital to the Ngāi Tahu settlements. Historic associations remain important to local hapū and rūnanga, especially those who continue to live in and use the areas.
Attachment Volume Page 44 39 Greater Christchurch Urban Development Strategy What informed the update
7.4.4 Land Knowing the location of contaminated sites has become more important following the earthquakes because of the extent of construction requiring soil disturbance. Following the earthquakes collation of information on Hazardous Activities and Industries List (HAIL) sites was expedited. Sites that have been investigated and shown to be contaminated are being managed and/or remediated. Before the earthquakes the total measured solid waste per person, per year had been decreasing in Waimakariri District and Christchurch City; domestic waste management in Christchurch had improved with the introduction of three-bin system in 2009, helping to increase waste diversion from landfill; in Waimakariri, waste sent to landfill was decreasing from 2008 levels and diversion increasing; and there was an established construction and demolition waste management industry in Christchurch. Managing tonnes of demolition waste from the earthquake has been a challenge. Some of the waste has been sorted and disposed of at the Burwood Resource Recovery area; some has been used for a 10 hectare reclamation at Lyttelton Port; some has been handled through private facilities; and hazardous waste, including asbestos, has been transported to the Kate Valley Landfill. Household hazardous waste during demolitions on residential red zone land has been managed through a partnership team, and detecting and managing asbestos has been 7 a priority. While Burwood Resource Recovery area and Kate Valley landfill provide waste disposal for Greater Christchurch communities, monitoring private sites used for waste and demolition will continue to be a challenge. The preparation for plans for waste management for future events needs to be a priority.
7.4.5 Air Although air quality has shown a significant improvement since 2006, driven mainly by the shift to cleaner home heating, air quality in some urban centres falls below guideline levels in winter. There have been localised earthquake effects on air quality from dust sources such as liquefaction silt, demolition and construction. The Canterbury Air Regional Plan has been developed to continue the improvement of air quality in Christchurch, Rangiora and Kaiapoi, with the aim to achieve nationally set targets.
Figure 16: Number of measured high pollution nights in Greater Christchurch airsheds per year[29]
29. High pollution nights are when the 24-hour average PM10 concentration exceeds 50µg/m3
Attachment Volume Page 45 Greater Christchurch Urban Development Strategy 40 7.5 Natural hazards 7.5.1 Flooding Before the earthquakes Greater Christchurch was Flooding is a major hazard for Greater Christchurch. vulnerable to, and had previously experienced, a Before the earthquakes Greater Christchurch was wide range of natural hazards. Environment already at risk of flooding. The earthquakes caused Canterbury is the lead agency for gathering and floodplain subsidence of up to a metre along the providing information on natural hazards. This tidal stretches of the lowland rivers – the Avon River/ informs planning and works under the Civil Defence Ōtākaro, Heathcote River/Ōpāwaho, Styx River/ and Emergency Management Act 2002. The Pūrākaunui, and the Kaiapoi River. This increased What informed the update informed What Canterbury Regional Policy Statement includes a the extent and severity of inundation posed by chapter on natural hazards which sets out a hierarchy heavy rainfall, storm surges, and sea-level rise. for managing natural hazards; avoidance, mitigation, River channels became narrower and shallower due and response and recovery. For the territorial to liquefaction, lateral spreading and sedimentation, authorities hazard management generally occurred which further increased flood hazard. at subdivision and through the Building Act. Floods in the Waimakariri River are generated by The earthquakes caused damage to land by heavy rainfall in the upper catchment near the main liquefaction and lateral spread; rockfall, cliff divide. The Waimakariri Flood Protection Project collapse and landslides in the Port Hills; reduction includes construction of a secondary stopbank to in waterway flood flow capacities by siltation and the south of the river. The project has the purpose lateral spread; damage to stopbanks with temporary of containing flood waters within the flood plain, banks constructed; and land tilting around the and improving flood prevention measures for Avon Heathcote Estuary/Ihutai. Christchurch City and Kaiapoi from breakouts 7 There were: of the Waimakariri River. ▪▪ changed risk profiles due to changes in likelihoods of future hazard events, changed 7.5.2 Earthquakes and land instability consequences and a new awareness of Following the 2010 and 2011 Canterbury earthquakes potential consequences; the area remains at increased risk from seismic activity. Changes to the Christchurch District Plan ▪▪ raised awareness that we need to understand, have introduced provisions to restrict and manage plan for and respond to natural hazards and the use of affected land. The provisions reduce the their consequences; risk to people and property from liquefaction and ▪▪ changed flood risks to low-lying land arising land instability (including cliff collapse, rock fall and from the effects of tidal flooding, altered mass movement). Selwyn and Waimakariri District land and riverbed levels, and smaller river Councils will make similar provisions during the channel capacity. Some of these effects will be review of their District Plans. exacerbated by climate change and sea level rise; ▪▪ changes to areas potentially affected by storm 7.5.3 Coastal hazards surge or tsunami inundation; Cities and towns constructed on low-lying coastal ▪▪ ongoing elevated seismicity and aftershocks and river plains are highly vulnerable to ocean- continuing for years; and sourced hazards (e.g. sea-level rise, storm surges, tsunamis) and terrestrial hazards (e.g. surface ▪▪ increase in susceptibility to rockfall, cliff collapse subsidence and compaction, flooding, erosion, and landslide hazard in parts of the Port Hills sediment supply changes, groundwater table with reduction of access to Port Hills walking changes) induced by natural and/or anthropogenic tracks and land areas. processes. Many of these were exacerbated by Environment Canterbury is leading a regional the earthquakes in Greater Christchurch. Coastal approach to the management of natural hazard risk. population growth and concentration, economic The purpose of this approach is to share resources, to development and urbanisation are expected to achieve a number of “quick wins” such as improving greatly increase exposure and loss to the impacts accessibility of hazard information, building a of relative sea-level rise and coastal flooding through toolbox of existing hazard risk consultation methods, the next century.[30] and providing a structure for new research and investigative projects. Ways of working will be agreed 30. Hughes et al. The sinking city: Earthquakes increase by the local authorities so industry, developers and flood hazard in Christchurch, New Zealand http://www. the public experience consistency across the region. geosociety.org/gsatoday/archive/25/3/pdf/i1052-5173-25- 3-4.pdf Attachment Volume Page 46 41 Greater Christchurch Urban Development Strategy What informed the update 7.5.4 Climate change may exacerbate 7.5.5 Acceptable levels of risk a range of natural hazards Some longer-term effects of the earthquakes will take The planet is warming, the world's weather is many years to become apparent and be understood, becoming more variable, and sea levels are rising so ongoing reassessment of risk profiles will need to in ways which will affect where we live and how be undertaken. we make use of land and natural resources. The levels of risk that will be acceptable to Climate change means Greater Christchurch needs communities in relation to natural hazards is an to adapt and fund responses to:[31] important community discussion to have. Talking about retreat is difficult, especially given the recent ▪▪ Sea level rise: As the climate changes and the sea experience of whole communities being affected by level rises, it is likely that we will face increased the immediate impacts of the earthquakes, and the water levels, storm surges, flooding and coastal subsequent residential red zone process. However erosion across Greater Christchurch, particularly ‘managed retreat’ can be an evolving and adaptive around the coast and the Avon River/Ōtākaro, process over several decades. Heathcote River/Ōpāwaho, Styx River/Pūrākaunui, and the Kaiapoi River; and increased liquefaction Communities need to be involved in creating possible risks from raised water table levels. solutions for their neighbourhoods. These may need to consider adaptation responses such as: ▪▪ Sediment budget: With changes to rainfall the sediment delivered to the coast by the ▪▪ assessment and allowance for natural hazards, Waimakariri River will change. climate change and sea level rise in planning documents, including the risks from multiple ▪▪ Water shortages: Higher temperatures, less natural hazards; rainfall and greater evapotranspiration are likely 7 to cause increasing pressure for water. By 2090, ▪▪ preparation of a long-term flood management the time spent in drought is likely to more than plan for Greater Christchurch; double, compared with 1990. ▪▪ ensuring provision of sufficient land and of ▪▪ Increased fire risk: Strong winds, combined with appropriate land uses to allow for natural high temperatures, low humidity and seasonal variations and future human-induced and drought may result in an increased fire risk in natural changes; some areas. ▪▪ plan for and provide additional buffer space to ▪▪ Changed biosecurity risk: Climate change could allow for effects of coastal processes, and plan increase the spread of pests and weeds. For for and change land uses in areas at risk from example banana passionfruit, a frost-tender plant coastal processes; appears to be spreading, and Argentine ants have ▪▪ retreat from threatened areas, particularly in managed to survive through two winters, which response to coastal inundation and coastal was previously not thought possible. erosion driven by climate change (sea level rise ▪▪ Changes to agriculture: Warmer temperatures, and more frequent storms); and a longer growing season and fewer frosts could ▪▪ water storage to improve the resilience of primary provide opportunities to grow new crops and industries to longer, drier summer weather. farmers might benefit from faster growth of pasture. These benefits may be limited by negative effects of climate change such as prolonged drought, increased flood risk, or greater frequency and intensity of storms. ▪▪ Changed risks to human health: Increasing temperatures mean that mosquitoes that carry diseases such as Dengue fever and Ross River virus are now viable in New Zealand.
31. http://www.mfe.govt.nz/climate-change/how-climate- change-affects-nz/how-might-climate-change-affect- my-region/canterbury
Attachment Volume Page 47 Greater Christchurch Urban Development Strategy 42 7.6 Sustaining the economy Greater Christchurch is at the heart of the regional The key challenges and opportunities for and South Island economy with Christchurch as Greater Christchurch that need to be addressed the commercial centre, and is a significant now, and for the next few years, are encouraging contributor to the wider New Zealand economy. the ongoing recovery of the tourism sector, fostering Agriculture, tourism and manufacturing are the the innovation and knowledge economy, and primary export earners.[32] ensuring rebuild workers, including skilled migrants, are able to effectively transition into other sectors Agricultural productivity in wider Canterbury has
What informed the update informed What of the economy. flow on effects in Greater Christchurch through the transport, service, and value-added food manufacturing sectors, as well as increasing demand Rebuild Progress and Forecasts for efficient export infrastructure. Lyttelton Port, tertiary education providers, Crown Research 2015 data from MBIE for employment across Institutes, and health services are also important the wider region provides some insight into the parts of the Greater Christchurch economy. economic situation in Greater Christchurch: The recovery from the earthquakes has provided ▪▪ rebuild activity has levelled out and an economic opportunity, with rebuild activity economic growth is expected to slow; offering substantial employment opportunities ▪▪ retail activity has been increased by and contributing significantly to GDP output. rebuild expenditure; From 2011 to 2015 construction sector jobs in the ▪▪ tourism activity is showing signs of Canterbury region grew by 90%.[33] Immigration increase; 7 has been an important factor in meeting the demand for rebuild workers. ▪▪ unemployment is still low, but increasing; Responses to the economic environment in Greater Christchurch following the earthquakes ▪▪ construction industry job vacancies have included: are declining; ▪▪ Economic Recovery Programme for Greater ▪▪ migrants are the main source of Christchurch aimed for the revitalisation of increased labour supply, but rebuild Greater Christchurch through two broad areas related work visa arrivals are of focus, ‘Fixing what’s broken’ and ‘Accelerating decreasing; and the development of high-growth and high- ▪▪ residential construction work is productivity industries’. decreasing, however more complex ▪▪ Canterbury Regional Economic Development residential repair and rebuild work is Strategy (CREDS) identifies seven priority areas expected continue to contribute to that range from investment in civic, digital, spending for the next three years. transport and irrigation infrastructure, through MBIE modelling predicts that the rebuild to improved skills, value added production, and reached its peak output in 2016, and will activities to encourage visitors and migrants to continue until mid-2017, with business-as- the region. usual levels expected by 2021. About 31,000 ▪▪ Christchurch Economic Development construction workers were employed in Greater Strategy (CEDS) aims for Christchurch to Christchurch at the end of 2015, compared with rank well in terms of economic and quality of 15,000 before the earthquakes. The need for life performance, grow total GDP, increases in workers and the mix required will change as the exports to China, increases in the proportion of rebuild refocuses on the commercial rebuild, employment in high-value sectors, and increases and starts to decline from peak activity. in the attainment of tertiary qualifications.
32. CERA, 2012, Economic Recovery Programme for Greater Christchurch 33. Ministry of Business, Innovation and Employment (MBIE), 2016, Quarterly Canterbury Job-matching Report – December 2015
Attachment Volume Page 48 43 Greater Christchurch Urban Development Strategy What informed the update
7.7 Integrated and managed urban development Chapter 6 of the Canterbury Regional Policy Statement sets out the objectives and policies for the recovery and rebuilding of Greater Christchurch. It also sets out the settlement pattern for the period until 2028 (shown in Figure 6). This allows councils to efficiently plan for and provide infrastructure within Greater Christchurch. The future challenge will be ensuring the CRPS is able to appropriately provide for growth beyond 2028, and to respond to the changes in population in Greater Christchurch, and the balance between demand and supply of housing.
7.7.1 Transport The 2007 Strategy recognised transport as one of the major issues to be addressed. The issues identified included increasing congestion, freight links, limited alternatives to private vehicles, greater integration of land use and transport planning, effects on the environment, and increasing costs and energy consumption. After the Strategy was agreed a commitment was made by central government to substantial transport funding 7 for Greater Christchurch, now being delivered in part through the Roads of National Significance programme. Government is investing over $1 billion in the Greater Christchurch transport network, and delivering the Christchurch Northern Arterial, and Western and Southern Corridors.
Figure 17: Roads of National Significance - Christchurch Motorways[34]
34. http://www.nzta.govt.nz/projects/christchurch-motorways/
Attachment Volume Page 49 Greater Christchurch Urban Development Strategy 44 What informed the update informed What
The earthquakes caused major effects on transport in Greater Christchurch. This included direct damage, with 45 percent of roads in Christchurch being damaged.[35] Other effects have come from business and household relocations, the development of new business activity areas, and increased road works from rebuilding activity. This has led to changed travel patterns, including increased commuting from surrounding districts to and from Christchurch City, and increased traffic congestion, especially in Christchurch’s north-west. Because of continual growth in traffic from the north peak-hour congestion on the Northern Motorway will never be totally eliminated, even when the new Western Corridor and Northern Arterial are completed. Public and active transport modes have environmental and health benefits, and are a more efficient use of transport infrastructure than private vehicles. Creating walkable environments is one of the most cost effective intervention ways currently known to us for improving community health and wellbeing. For public transport, 7 there was a 40% reduction in use after the earthquakes.[36] While the public transport system was showing strong signs of returning to higher levels of use from 2012, this has levelled off and is again showing signs of a decrease in annual trips. The Greater Christchurch Transport Statement was adopted by UDSIC in December 2012. It provides for a consistent, integrated approach to planning, implementing and managing the transport network and services across Greater Christchurch. As well as the strategy partners, signatories include the Ministry of Transport, KiwiRail, Christchurch International Airport Ltd (CIAL) and Lyttelton Port of Christchurch Ltd (LPC).
Figure 18: Greater Christchurch Annual Public Transport Trips[37]
35. Greater Christchurch Transport Statement 36. Environment Canterbury, 2014, Canterbury Regional Public Transport Plan 2014 37. Includes Christchurch urban and school services, plus Ferry, Burnham, Rangiora, and Airport services
Attachment Volume Page 50 45 Greater Christchurch Urban Development Strategy What informed the update To address the transport issues exacerbated by The challenge is to ensure that the actions developed the earthquakes a number of plans and strategies through the many transport planning documents have been developed or updated, including: are effectively implemented. Existing and planned transport infrastructure needs to be used more ▪▪ Greater Christchurch Travel Demand Strategy effectively and efficiently to mitigate the effects of 2009; home and workplace dispersal that occurred as a ▪▪ Christchurch Transport Strategic Plan 2012; result of the earthquakes, and which will continue to change. This can be achieved through the continued ▪▪ Regional Land Transport Plan 2015-25; focus on travel demand management and increasing ▪▪ Lyttelton Port Recovery Plan; the use of active and public transport modes. The ▪▪ An Accessible City chapter of the efficiency of the freight network also needs to be Christchurch Central Recovery Plan; a priority through the Freight Action Plan to ensure economic recovery and growth continues in the ▪▪ The Land Use Recovery Plan; and future. ▪▪ Greater Christchurch Freight Study Action Plan. The establishment of a Greater Christchurch Public Transport Joint Committee will help to facilitate coordination and strategic planning necessary in the sub-region.
Table 3: Greater Christchurch Transport Statement Outcomes and Objectives 7 Transport Outcomes Objectives Integrate land-use activities with transport solutions, enabling ease Connectedness of movement between places Optimise the use of existing transport assets through managing Journey travel demand and networks Resilience, reliability Provide safe, efficient and resilient links to connect people and Links between and efficiency people & places places Ensure efficient and predictable travel time between key places Provide more options for people to walk, cycle and use public Travel choice transport Minimise the severity and social cost of crashes Safety Safe journeys Improve personal security Liveable communities Support place-making, and ‘active travel’ and public transport, Environment Low environmental reducing emissions and improving public and environmental health impacts
Attachment Volume Page 51 Greater Christchurch Urban Development Strategy 46 7.7.2 Infrastructure Key challenges and opportunities for Greater Christchurch relate to reducing costs associated Infrastructure is a key component of urban with infrastructure provision, use, upgrades and development. Urban land use activities rely on the maintenance. Certainty for future land use decisions provision of necessary infrastructure to connect and a common understanding and plan for urban dwellings and businesses, provide electricity, growth so that infrastructure can be aligned, and telecommunications and water, and remove waste. funding planned with confidence, is imperative. Social infrastructure is an important aspect, and The Strategy aims to provide that certainty for the is discussed under Community Facilities (Section future through actions to investigate and plan for
What informed the update informed What 7.3.2). Transport is discussed separately above as future growth post-2028. it is a particularly significant challenge for Greater Christchurch (Section 7.7.1). There are also opportunities to reduce expenditure on infrastructure through greater collaboration The earthquakes damaged or destroyed a significant between infrastructure providers within Greater proportion of horizontal infrastructure, roads and Christchurch. Benefits could also be gained through pipes, in Greater Christchurch. This had wide ranging investigating, implementing and sharing experiences effects, including a lack of basic services for many with new technologies, and aligning responses to people and businesses directly after the earthquakes, changing legislation and regulation. These can be as well as effects on the natural environment, such as achieved through the closer ongoing ties between wastewater being discharged directly into rivers. the strategy partners. Responses to the earthquakes focussed initially on reconnecting critical infrastructure services. Orion worked to quickly reconnect the electricity network. 7 The Stronger Christchurch Infrastructure Rebuild Team (SCIRT) was established as a partnership between local and central government to address the earthquake infrastructure rebuild in Christchurch. Earthquake Damage to Infrastructure in Longer term responses focused on the need to Christchurch - by the numbers: consider infrastructure development along with land use decisions for earthquake recovery. ▪▪ 300 km of sewer pipes damaged; The LURP sought servicing of land for housing and ▪▪ 895 km of roads damaged; business to keep pace with anticipated demand. A key aspect of the policies of the CRPS in relation ▪▪ 124 km of water mains damaged; and to infrastructure is through the integration of land ▪▪ 50,000-plus individual road faults. use and infrastructure.
Attachment Volume Page 52 47 Greater Christchurch Urban Development Strategy Glossary Affordable Housing Key activity centres (KACs) There is currently no nationally agreed definition Key existing and proposed commercial centres of affordable housing. A common definition is that identified as focal points for employment, community housing is affordable when a household spends activities, and the transport network; and which are no more than 30% of its gross income on housing suitable for more intensive mixed-use development. costs, whether for rent or mortgage. The centres shown on Map A (Figure 6) are the ‘Affordable housing’ is sometimes used to mean existing KACs within Greater Christchurch: Papanui, lower-priced market housing or subsidised housing. Shirley, Linwood, New Brighton, Belfast, Riccarton, Halswell, Spreydon, Hornby, Kaiapoi, Rangiora, Christchurch central city Woodend / Pegasus, Lincoln and Rolleston Area within the five avenues – Bealey, Fitzgerald, Moorhouse, Deans and Harper Avenues (including Mahinga kai Hagley Park). The customary gathering of food and other natural materials, and the places where those resources Community are gathered (NTCSA 1998, s. 167). People living in a particular area or who are Mana whenua considered as a group because of their common interests, social group, or identity. Customary authority exercised by an iwi or hapū over land and other taonga within the tribal rohe. District or City Plan (Parliamentary Commissioner for the Environment, A plan developed to assist territorial authorities 1992). to carry out their functions in order to achieve Mixed Use Development the purpose of the RMA. Development that includes a range of activities, Residential density including retail, commercial and residential, and A measure based on the number of dwelling that fosters a more integrated community. units per hectare. Nga Māta Waka Greenfield Land To come. Land at the urban edge, currently used for rural activities, that has been identified for future urban residential or business development. Ngāi Tahu Whānui The iwi of Ngai Tahu consisting of the collective of Infrastructure the individuals who descend from the primary hapū The facilities, services, and installations needed for Ngai Tahu of Waitaha, Ngāti Māmoe and Ngai Tahu, the functioning of a community or society, such as Kāti Kurī, Kāti Irakehu, Kāti Huirapa, Ngai Tūāhuriri transport and communications systems, water and and Kai Te Ruahikihiki (NTCSA 1998). power reticulation, community facilities such as halls, swimming pools and libraries, and public institutions Proposed Change 1 (PC1) including schools, post offices, and fire stations. Proposed Change 1 to the Canterbury Regional Policy Statement was a framework proposed Intensification pre-earthquakes for managing future urban Means an increase in the residential household yield growth in Greater Christchurch. within existing urban areas. Recovery Strategy Kaitiakitanga Recovery Strategy for Greater Christchurch: Means the exercise of guardianship by mana whenua Mahere Haumanutanga O Waitaha; prepared under in accordance with tikanga Māori in relation to the CER Act by CERA, a statutory document which natural and physical resources, and includes the sets out the principles, priorities, vision and goals ethic of stewardship. for the recovery.
Attachment Volume Page 53 Greater Christchurch Urban Development Strategy 48 Residential red zone or ‘red zone’ Strategic infrastructure An area of residential land which suffered severe Facilities, services and installations that are of land damage due to the Canterbury earthquake importance beyond a local area and that sustain sequence, and where the Crown offer was made to the community; includes horizontal infrastructure, owners of insured properties. The residential red transport networks, seaport, airport, railway, defence zone was the term used to distinguish between facilities, telecommunication facilities and electricity the suburbs and the Christchurch central business transmission network. district red zone cordon. Territorial authority Stronger Christchurch Infrastructure In greater Christchurch, the territorial authorities are Rebuild Team (SCIRT) Christchurch City, Selwyn District and Waimakariri District Councils. This comprises owner participant partners CERA, NZ Transport Agency and Christchurch City Council, Te Rūnanga o Ngāi Tahu and non-owner participant partners Fulton Hogan, The body corporate known as Te Rūnanga o Ngāi Downer Construction, Fletcher Construction, Tahu established by section 6 of Te Rūnanga o Ngāi MacDow New Zealand and City Care. Tahu Act 1996.
Abbreviations 100RC CER Act PC1 100 Resilient Cities Network Canterbury Earthquake Proposed Change 1 Recovery Act (2011) CBD RMA Central Business District CERA Resource Management Canterbury Earthquake Act 1991 CCC Recovery Authority Christchurch City Council SDC ECan Selwyn District Council CCRP Environment Canterbury Christchurch Central UDSIC Recovery Plan LGA Urban Development Strategy Local Government Act 2002 Implementation Committee CREDS LURP Canterbury Regional Economic UDRMG Development Strategy Land Use Recovery Plan Urban Development Strategy and Recovery CRPS NERP Management Group Canterbury Regional Natural Environment Policy Statement Recovery Programme WDC Waimakariri CDHB NZTA District Council Canterbury District New Zealand Health Board Transport Agency
Attachment Volume Page 54 49 Greater Christchurch Urban Development Strategy Lists of Figures and Tables Figures Figure 1: The Greater Christchurch area includes the eastern parts of Waimakariri and Selwyn Districts and the urban and some rural areas of Christchurch City including Lyttelton Harbour/Whakaraupō...... 2 Figure 2: The determinants of health and well-being have influenced the strategic goals of the Strategy...... 4 Figure 3: Relationship of the UDS to the strategies, policies and plans of the strategy partners...... 10 Figure 4: Timeline of key documents for Greater Christchurch since 2007...... 13 Figure 5: Components of recovery in the Recovery Strategy for Greater Christchurch...... 20 Figure 6: The current Greater Christchurch Settlement Pattern...... 25 Figure 7: Projected Greater Christchurch area household growth...... 27 Figure 8: Population growth in Greater Christchurch, based on Census data...... 27 Figure 9: Estimated resident population by age group for the three districts combined, 2013 and 2043...... 28 Figure 10: Recent migration for Christchurch City...... 29 Figure 11: Population growth of selected ethnicities for the three districts...... 29 Figure 12: Rate of intensification development in Christchurch City...... 30 Figure 13: LURP (and CRPS) intensification target as a proportion of overall growth...... 31 Figure 14: Number of private occupied dwellings in Greater Christchurch by number of bedrooms...... 32 Figure 15: Housing stock and household size for three districts...... 33 Figure 16: Number of measured high pollution nights in Greater Christchurch airsheds per year...... 40 Figure 17: Roads of National Significance - Christchurch Motorways...... 44 Figure 18: Greater Christchurch Annual Public Transport Trips...... 45
Tables Table 1: Priority Actions...... 17 Table 2: Greater Christchurch Population Projections...... 26 Table 3: Greater Christchurch Transport Statement Outcomes and Objectives...... 46
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R NUMBER/ISBN HERE
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Resilient Greater Christchurch
Toitū te marae o Tāne Toitū te marae o Tangaroa Toitū te iwi Healthy Land Healthy Water Healthy Communities
3rd June 2016 Draft version 4.1
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Foreword
Joint Mayor's Foreword to be confirmed and endorsed by Lianne Dalziel, Dame Margaret Bazley, Kelvin Coe, David Ayers and Mark Solomon
“There is no ultimate or end state of resilience. But, by working together to build resilience to the greatest degree possible, we can reduce our reliance on crisis as a driver of change and, instead, deliberately take the future into our own hands – for the well-being of our families, our communities, our cities, and indeed, the planet we all share.” Judith Rodin, The Resilience Dividend
Resilience is a word we have heard a lot in Greater Christchurch over the past five years. No matter what extent to which we are familiar with this word in our day to day lives, it is important that we collectively understand the concept of resilience. We know that we will encounter future challenges. This is not simply about preparing our infrastructure or our built environment and it’s not about bouncing back to the way things used to be. For us, resilience will be about understanding the risks and challenges we face and developing ways to adapt and co-create a new normal. The strength of our resilience lies in us, not just as individuals, but as communities and whanau.
This Resilient Greater Christchurch Plan enables us as the city and district leaders to work together to enable and empower our communities to face the future with confidence.
As a group of leaders we were already working together before the earthquakes struck. The Urban Development Strategy (UDS) has as its vision:
By the year 2041, Greater Christchurch has:
a vibrant inner city & suburban centres surrounded by thriving rural communities and towns, connected by efficient and sustainable infrastructure; a wealth of public spaces ranging from bustling inner city streets to expansive open spaces and parks, which embrace natural systems, landscapes and heritage.
We see the Resilience Plan as enabling the review of the UDS to occur with a resilience lens and an ongoing commitment from each of us to visible collaborative leadership. As we shift from recovery to regeneration, we can restate the importance of collaboration; between the city, the districts and the region, central government, the District Health Board and most importantly with the many and varied communities that make up this special part of New Zealand.
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Dr John Vargo, co-leader of the Resilient Organisation Research Programme Chair of the Advisory Group for the Greater Christchurch Resilience Plan It is now nearly six years since the beginning of the Canterbury Earthquake Sequence. A time filled with loss: of life, heritage, communities and many other things. Also a time of strength. Strength found in a neighbour’s helping hand, in emergent community organisations like: the Student Volunteer Army, CANCERN and the Farmy Army; and renewed hope for our communities’ thriving future together. Although some are still battling with the aftermath of our shared trauma, and we must stand with them in compassion and solidarity, it is also an important time for us to continue building our shared future. This Greater Christchurch Resilience Plan is a key part of that future. Earthquakes may have been our disrupted past, but our bright future will still hold surprises for us. Building a truly resilient Greater Christchurch will create a future where we and our children and their children can thrive in spite of multiple hazards and significant uncertainty. Christchurch, before the earthquakes, was one of the world’s truly great small cities and the gateway to the Greater Christchurch and Canterbury region. I believe the Christchurch we are co-creating will be at least twice as good as the old Christchurch! It will be different, as we see the rebuild of our region taking shape, but a ‘different’ that is filled with potential, engagement and shared vibrancy.
This plan is not simply about our built and economic environments, but equally about our human and social environments, about our natural and hazard environments. Many of the themes and concepts incorporated in this Resilience Plan are captured in core Ngai Tahu cultural values, including Whanaungatanga (close community relationships), Kaitiakitanga (stewardship of our natural environment) and Tohungatanga (building a learning culture). It is such holistic thinking that will make the difference in building more resilient people, organisations, ecologies and communities.
This Greater Christchurch Resilience Plan is a product of a two year process that has involved hundreds of community members from diverse backgrounds and cultures. They have been from across our region, including key partners: Waimakariri, Selwyn and Christchurch City Councils, Environment Canterbury, Ngai Tahu, NZ Transport Authority and Canterbury District Health Board, as well as our tertiary institutions and Crown Research Institutes. We will all benefit from a more resilient city and surrounding towns and districts. In light of this shared benefit and shared future, I invite you to join in a shared endeavour to build a more resilient, thriving and equitable place to live, learn, work and play.
As Chair of the Resilience Plan Advisory Group and with the support of that Advisory Group, I endorse this Draft Resilience Plan and look forward to feedback for improvement over the coming weeks. This is not a static document but part of a shared resilience journey. An uncertain future requires an adaptable plan and process and that is what we have in this Resilience Plan.
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Chief Resilience Officer's Foreword
Greater Christchurch is made up of many proud communities working together to recover from one of New Zealand's worst disasters in modern times. Resilience is what enables people to survive, adapt and thrive in the face of acute shocks and chronic stresses and thriving in these conditions is what offers us so much opportunity. We are an amazing region that is globally connected by sea and air, we have modern hospitals, quality academic institutions, a thriving regional economy grounded in agriculture, manufacturing, IT and tourism. We have many reasons to be optimistic about our future.
All participants in the development of this plan have contributed a wealth of expert knowledge and a ready understanding of the drivers and dependencies of factors of resilience. The contribution of the not-for-profit sector to the resilience plan, across all the dimensions of resilience, was recognised at all workshops. Specific issues raised during the development of this plan recognised the need to build a more trusting relationship between communities and decision makers, nurture existing networks and support systems that connect local communities and recognise the impact and opportunity that the migrant rebuild workforce brings to Greater Christchurch now and in the future. Repeatedly, there was overlap of key issues - health, wellbeing, infrastructure, environment, economy and society - as interdependent dimensions of resilience, underpinned by the need for strong and effective leadership. Resilience for Greater Christchurch is a journey and is not an end in itself; this plan provides a road map for us continue on the path to building a more resilient future.
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Table of Contents Introduction ...... 6 Our dynamic environment and our challenges...... 10 How we prepared this plan ...... 11 Key influencers in shaping resilience within Greater Christchurch ...... 13 Developing Greater Christchurch's resilience goals ...... 15 Resilience call to action ...... 18 Vision, goals, and programmes of action for a resilient Greater Christchurch...... 20 GOAL 1 CONNECT...... 22 Programme 1 Connect people ...... 23 Programme 2 Create adaptable places...... 25 Programme 3 Improve the quality, choice and affordability of housing ...... 27 GOAL 2 PARTICIPATE ...... 29 Programme 4 Build participation and trust in decision making ...... 30 Programme 5 Support community organisations and leaders ...... 31 Programme 6 Promote more consistency and collaboration across tiers of government ...... 33 NEW Programme XX Ngai Tahu partnership ...... Error! Bookmark not defined. GOAL 3 PROSPER ...... 35 Programme 7 Connect internationally ...... 37 Programme 8 Foster a culture of innovation ...... 39 Programme 9 Sustain the vitality of our natural environment ...... 41 GOAL 4 UNDERSTAND ...... 44 Programme 10 Improve community understanding and acceptance of risk ...... 45 Programme 11 Manage the risks we face ...... 47 Keystone Project ...... 49 Programme 12 Secure our future in the eastern parts of Christchurch ...... 49 Acknowledgements ...... 51 Glossary ...... 52 Resilience Implementation Plan ...... 53
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Introduction
Christchurch and Greater Christchurch Christchurch is New Zealand’s second largest city and the largest settlement on the country's South island. Reflecting the fact that Needs a global location map resilience challenges are not constrained to municipal boundaries this plan relates to a wider area which we refer to as Greater Christchurch, incorporating three territorial authorities - Christchurch City, Selwyn District and Waimakariri District - which together contain a population approaching half a million residents.
People have lived within the Greater Christchurch area for over 40 generations (c800-1000 years). The first peoples came from the Polynesian archipelagos of the Pacific Ocean. Known today as New Zealand Māori, they were intrepid explorers who were accustomed to embracing the unknown and adapting to new environments. Their resilience was already forged in time and culture, but would again be tested by both the rigours of the colder climate of the South Pacific, and, many centuries later, the arrival of European settlers. Today, Ngāi Tahu (the local Māori tribe) continue to express their resilience through entrepreneurship, a strong focus on whānau (the extended family) and the environment.
The English-styled city of Christchurch was established in the mid-1800s and has grown over the past 150 years primarily on the back of agricultural production which extends across the Canterbury Plains, a large flat expanse of fertile alluvial deposits. Trading its produce overseas contributed to the wealth of the region and nation as a whole. The economy of Greater Christchurch remains rooted in the agricultural industry being a centre for food processing, engineering and research. The arrival of air travel dramatically reduced Christchurch's isolation and has opened up at a tourism destination and gateway to the wild and unspoilt environments of New Zealand's South Island. In recent decades, digital communication has brought Christchurch closer to the rest of the world and the growing affluence of Asian countries is creating new markets and opportunities. The Canterbury Earthquake Sequence
Greater Christchurch sits on the Pacific Ring of Fire, which across New Zealand's South Island is present as the Alpine Fault. The threat of major earthquake is a reality for all New Zealand.
Preparedness, adaptation, resourcefulness and innovation have been a part of the region's history and those qualities have never been more apparent than in the past five years.
In 2010 and 2011, Greater Christchurch faced its greatest modern day challenge – a sequence of severe earthquakes that emerged from a little known and localised series of faults extending along an east-west axis across the South Island. The most damaging, the 6.3 magnitude earthquake of 22 February 2011, cost the lives of 185 people, damaged countless homes, permanently displaced over 8,000 households and led to the demolition of 80% of all the buildings in the commercial heart of Central Christchurch. 6 Draft Version 4.1, 3 June 2016
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As well as the visible physical damage caused to tens of thousands of homes and buildings, the destruction of roads and underground services, the geographical shifting of businesses activity and population as well as the loss of community hubs has imposed enduring stress and pressure on the mental strength of the population.
However, the effect on the psyche of the community cannot be described as negative. A shift started in the immediate days following the earthquakes, when individuals came together to support each other in their neighbourhoods, creating an enhanced sense of community. This desire to help expanded from neighbourhoods to a city and regional level, with the fluid formation of volunteer organisations which mobilised to help neighbourhoods worst affected by damage, liquefaction and loss of services. Response turned into recovery and the focus became more individual as residents grappled with insurance claims, disruptions to transport and travel and the shifting of their places of work, schools and even their homes.
Five years on, as the region as a whole looks toward regeneration and building back stronger, there remains a disparity between residents who have fixed what was broken and are looking to the future, and those still mired in negotiations and uncertainty. From this perspective, it is more important than ever that a resilience plan for Greater Christchurch goes beyond consideration of physical shocks to more fully understand the emerging social issues and dynamics shaping society. In many cases these stresses existed before the earthquakes and were merely accentuated by the disaster, while others have emerged unique to a region in recovery. Growing our resilience learning
The earthquakes of 2010 and 2011 transformed the landscape of Greater Christchurch, both geographically and socially. It was from this position of change that, in 2013, Christchurch was selected as one of the first 33 cities to join the international Resilient Cities Network and the journey to produce this plan was begun.
"I see this as an opportunity for us to think about doing things differently. From recognising the relevance of resilient infrastructure and green networks to participatory democracy, the opportunities are boundless.
The earthquakes have been a catalyst for change in Christchurch. This Resilience Strategy aims to take what we learned about our community and the strength we create in coming together, and kick-start the kinds of projects and activities that will make our cities and towns better places to be."1 - Mayor Lianne Dalziel [Newspaper clipping style]
This plan is not starting from a blank page; nor does it claim to have all the answers. Instead, over the past two years, it has been a process to catalyse an in-depth canvassing of all existing work which addresses the region's resilience. It has also been an opportunity to take stock and learn from our own experiences.
The Plan is a focus point to bring stakeholders and organisations together to understand, discuss and co-create a cohesive way forward. The Resilience Plan for Greater Christchurch identifies some key issues facing the region right now, pulls together all work already underway and suggests some new
1 http://www.rebuildchristchurch.co.nz/blog/2015/9/christchurch-signs-off-first-stage-of-resilience-strategy, accessed 27 January 2016 7 Draft Version 4.1, 3 June 2016
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actions for the future. It is a multi-agency document which spans three councils; it is meant to be a starting point for discussion and action and will be a living document, able to be adapted and expanded as the region itself moves forward.
Hutia te rito o te harakeke, kei hea te kōmko e kō? Whakatairangatia, rere ki uta, rere ki tai. Kī mai ki ahau, he aha te mea nui o te ao, māku e kī atu: He tāngata, he tāngata, ha tāngata.
If we were to pull out the center shoot of the flax plant, where would the bell-bird sing from? It would fly inland and out to sea without success. If you ask me what is the most important thing in the world, my reply would be: It is people, it is people, it is people.2
2 The saying refers to the flax bush (pā harakeke), something that all New Zealanders are familiar with. Each flax bush consists of many sword-like blades growing in fans. New shoots (rito) emerge between the two centre blades within each fan. Flax fans do not grow singly, but together in a clump. Their roots are so intertwined that they stand or fall together. The pā harakeke is a favourite Māori metaphor for the extended family group (whānau): each rito (new shoot) represents the child, the two blades either side of it represent the parents (mātua). If the rito is pulled out, the bush will stop growing and there will then be no nectar to attract the bellbird and give it cause to perch and sing. Likewise, the strength of our communities is ultimately built on the wellbeing of our children and their parents. The saying concludes with the strongest possible affirmation of the value of people (tāngata) and the whānau which produces and nurtures them. (NB: Tāngata is a non-singular term for people that embraces all ages and sexes. It is never about lone individuals). Unfortunately, this proverb is often mis-quoted and only the section relating to people mentioned. Without whanau and the environment, however, the strength and vitality of people will fade.
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Our dynamic environment and our challenges. The beauty and amenity of the natural environment that draws us to a place consequently brings with it increased risk. It was the natural bounty that first brought people south centuries ago and continues to draw people here Ko Aoraki te maunga. today. However we now know that living near coastal Ko Waitaki te awa. margins, rivers, hills and mountains that enrich our lives Ko Ngai Tahu te iwi. also means living with the ever-present risk of natural hazards. Figure 1 Tribal statement of identity
Our natural environment is an important part of our identity, and for Ngāi Tahu, the natural environment, and how they engage with it, is a critical component of iwi identity as a people and in maintaining culture. This is underpinned by a worldview that recognises that all things in life are interconnected. Essentially, this means that resilient communities are built on resilient ecosystems.
Shocks
Rising sea level and Flooding costal erosion
Earthquakes (Building Collapse, Land damage, Rock fall) Economic shifts
Stresses (images to be sourced) - Economic shifts - Housing affordability and quality - Future of eastern Christchurch
The geography and topography of Greater Christchurch as well as the location of settlements and infrastructure within it mean that it is susceptible to a wide range of physical shocks. While earthquakes have been the dominating concern for residents over the past five years, we are now 10
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beginning to look to the future challenges and threats that will likely be faced. A changing climate brings with it an array of shocks and stresses, however the impact of rising sea levels on low lying and coastal areas are of primary concern.
In addition to the physical damage caused by such shocks, we know first-hand how such events can weaken the fabric of our community and exacerbate pre-existing social stresses.
Just as we are susceptible to powerful forces of nature, we are also vulnerable to the forces of the markets, changing demographics and global trends. Currently Greater Christchurch has high levels of economic activity across all sectors that are servicing the rebuild. However there is uncertainty around how the economy will look after the rebuild spend tapers off, large portions of the population enter retirement and disruptive trends change the nature of work in the twenty-first century.
How we prepared this plan In preparing this strategy, a wide range of tools and perspectives were canvassed to help develop and shape a way forward. Building Greater Christchurch's Resilience - The story so far.
In many ways the Greater Christchurch Resilience Plan is not the beginning of our resilience journey. The past ten years have seen a rich foundation of work on which we can build on to comprehensively identify our challenges and articulate a shared vision for resilience.
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The 100 Resilient Cities Network 100 Resilient Cities (100RC), pioneered by the Rockefeller Foundation, is dedicated to helping cities around the world become more resilient to the physical, social and economic challenges that are a growing part of the 21st century. Christchurch was among the first 33 cities selected, from over 400 city applications, to join the 100RC network.
The City Resilience Framework, is a tool that we used to help us understand the many dimensions and drivers that can contribute to building resilience in Greater Christchurch.
100RC defines urban resilience as: "the capacity of individuals, communities, businesses and systems to survive, adapt and grow, no matter what chronic stresses and acute shocks they experience".
Resilience Plan development process December 2013 – Greater Christchurch selected to join the 100 Resilient Cities Network and recruitment started for a Chief Resilience Officer March 2014 – Phase One starts. Workshops, focus groups, face-to-face interviews and research to develop a Preliminary Resilience Assessment. This intensive stakeholder engagement work helped identify the eight underlying "themes" or issues affecting the region and determine the four Focus Areas for additional inquiry. September 2015 – Preliminary Resilience Assessment adopted by Christchurch City Council.
September 2015 – Phase Two starts. Focus Areas are considered in more detail, existing actions explore and new initiatives considered.
May 2016 – Draft Resilience Plan for Greater Christchurch presented to key stakeholders for feedback.
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Key influencers in shaping resilience within Greater Christchurch Ngāi Tahu Ngāi Tahu is the largest Māori tribe (iwi) in the South Island comprised of a number of distinct hapū and whānau – related sub-tribes and families – each of whom occupy and identify with a particular corner of the wider tribal territory.
Following the signing of the Treaty of Waitangi in 1840 and the progressive European settlement and colonisation of New Zealand thereafter, Ngāi Tahu adopted a new system of representation that reflected the Westminster model of government that the English had imported. This approach was a departure from traditional representation and leadership models and was intended to facilitate a more functional relationship between Treaty partners in regards to the management of shared spaces and natural resources.
Today, Ngāi Tahu communities continue to administer themselves and function under a rūnanga (council, assembly) system of representation. There is one mandated tribal authority (Te Rūnanga o Ngāi Tahu) and 18 regional rūnanga representing the principal traditional and contemporary Ngāi Tahu communities throughout their territory.
Te Rūnanga o Ngāi Tahu, has statutory responsibility to manage Mō tātou, ā, mō kā uri ā muri ake nei – collectively held tribal assets and protect tribal interests. Regional rūnanga are responsible for local interests and communities. Collectively, For us and our all 19 rūnanga are charged with the responsibility to honour the deeds children after us and values of Ngāi Tahu’s ancestors and to create an inheritance for (Figure 2 Te Rūnanga o Ngāi future generations. Ngāi Tahu understands that they are stewards of the Tahu maxim) environment, and are driven to grow and use the resources they have fought to reclaim in order to achieve the culturally rich, boundless future dreamed of by previous generations.
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The Greater Christchurch Urban Development Strategy (UDS) The Urban Development Strategy (UDS) was initiated in 2004 as a way to collaboratively manage the growth of Greater Christchurch in a cohesive and sustainable manner. In 2007, the UDS Partnership agreed its Greater Christchurch Urban Development Strategy whose vision for 2041 was to see:
'…a vibrant inner city, and suburban centres The UDS Partnership is made up of the three surrounded by thriving rural communities and towns territorial authorities (Christchurch City, connected by efficient and sustainable Selwyn and Waimakiriri districts), the infrastructure.' Canterbury regional council, and local Maori leadership (Te Rūnanga o Ngāi Tahu). It is The collective strength of the UDS Partners is supported by the New Zealand Transport integral to ensuring Greater Christchurch is a Agency, the Canterbury District Health Board liveable, safe, sustainable and healthy place. The and, from 2016, Regenerate Christchurch (a work undertaken by the partnership before 2010 Government/City Council regeneration put in place a coherent plan for growth which was partnership). The Group also maintains invaluable in helping set direction following the dialogue with Central Government through Canterbury Earthquake Sequence. This type of the Department of the Prime Minister and Cabinet's Greater Christchurch Group. visionary and enduring leadership is essential to building resilience. The relationship between the UDS and this Resilience Plan is strong in that the former already contains resilience as one of its guiding principles. However, the focus of the original UDS was firmly on coordinating development and growth. This Resilience Plan is an important programme of action in its own right, linking to personal and community resilience building, but for the UDS Partners it helps set direction from a powerful perspective which remains fresh in the mind of Greater Christchurch. When the UDS is reviewed in the next few years, resilience thinking will be much more prominent in our plans for the future. This Resilience Plan gives the communities of Greater Christchurch a head-start in understanding the shift that is needed and a range of practical actions that can help demonstrate that change.
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Developing Greater Christchurch's resilience goals This plan is the result of several workshops, focus groups, an online survey and face-to-face interviews over the past 18 months. We learnt that across Greater Christchurch, governments, community groups, businesses and individuals are already undertaking a range of actions that contribute to resilience. Given that we are five years out from the 2010 and 2011 Canterbury Earthquake Sequence, residents are acutely aware of what it means to experience a major shock and the subsequent recovery processes. Key challenges and opportunities identified. From our Preliminary Resilience Assessment, completed in September 2015, eight underlying themes emerged as the primary opportunities and challenges for Greater Christchurch. These were topics that came up repeatedly during consultation and workshops throughout the city.
Housing affordability and accessibility- The Understanding risks, and tools for mitigation absence of quality, affordable housing is an - Residents of Greater Christchurch, more issue of primary concern. Cold and damp homes than many, are well aware that the future is can be found throughout Greater Christchurch uncertain. It is vital that we continue to explore and which can often lead to negative health impacts on understand the realities of risk in the twenty-first the most vulnerable members of the community century and how we can be better prepared for the such as children and the elderly. challenges we will likely face. The role of innovation - Like many other Community leadership - As we move areas of the world, Greater Christchurch is further into recovery, we must ensure that searching to find new and sustainable sources we continue to nurture the enabling of growth to meet the significant economic and social environment that arose following the adversity challenges of the future. Innovation is seen by our created by the earthquake sequence. Therefore it community as a way to interrogate existing problems is important to nurture and support the extensive to unlock new opportunities. networks, community organisations, leaders that foster a culture of possibility. Community and social cohesion - The strong social networks and support systems that Securing our future in the eastern parts connect local communities undoubtedly of the city - The eastern parts of the city, played an invaluable role on response and recovery particularly the low-lying areas close to the lower from the Canterbury earthquakes. With the rebuild reaches of the Avon River, was so badly damaged effort, the composition of our community is changing. by the 2011 earthquake that land on both sides of Net migration into the city is at the highest levels the river was declared a ‘Red Zone.’ The some since at least 1991. While current reports that new 8,000 homes in this ‘Red Zone’ will not be rebuilt migrant’s experiences in the city are largely positive, for some time, if at all. Such a declaration means we must remain vigilant in our efforts to embrace that the future for the eastern Christchurch cultural diversity. community, remains an unknown. Urban Form - Urban development is Building trust between the community considered to be a key driver of change in and decision makers – There is growing Greater Christchurch. Having seen much of frustration with the community about the the city’s Central Business District and a number of uncertainty of governance arrangements for long- suburbs destroyed, the community recognises that, if term recovery and resilience. We must ensure that not well considered or executed, urban planning and we build confidence, discover and articulate a long its results could be a significant source of future term vision, ensure transparency, regeneration and chronic stresses. Conversely, good urban planning will enable community participation. ensure that the city rebuilds better, for everyone.
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Cultural values (kaupapa)
These are the values that shape and drive how Te Rūnanga o Ngāi Tahu life operates and can be summarised as:
Whanaungatanga (family connection) Kaitiakitanga (stewardship) We will respect, foster and maintain We will work actively to protect the people, important relationships within the environment, knowledge, culture, language organisation, within the iwi and within the and resources important to Ngāi Tahu for community. future generations. Manaakitanga (looking after our people) Tikanga (appropriate action) We will pay respect to each other, to iwi We will strive to ensure that the tikanga of members and to all others in accordance with Ngāi Tahu is actioned and acknowledged in all our tikanga (customs). of our outcomes. Tohungatanga (expertise) Rangatiratanga (leadership) We will pursue knowledge and ideas that will We will strive to maintain a high degree of strengthen and grow Ngāi Tahu and our personal integrity and ethical behaviour in all community. actions and decisions we undertake.
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Principles for planning and regeneration The principles which local Ngāi Tahu representatives have identified in respect to planning and regeneration following the earthquakes of recent years are:
Ko te oranga o te whānau I te tuatahi. Ehara taku toa I te toa takitahu, engari he toa Whānau wellbeing comes first. takitini. Our strength and success comes from being Aroha ki te tangata together, not acting alone. Respect for all people. Mā te tuakana te teina e tika ai; mā te teina Whāia te iti kahurangi, ki te tūohu koe, me te tuakana e tika ai. he maunga teitei. Everyone has a job to do. Be ambitious in our aspirations.
Ka pū te rruha, ka hao te rangatahi. Seek innovative, creative and resourceful solutions. Focus areas of inquiry To investigate the eight themes identified in the Preliminary Resilience Assessment, four Focus Area Reports were commissioned and a cultural workshop was held to further our inquiry into the issues and identify responses to our resilience challenges.
The outputs from each of the Focus Areas Reports and the cultural workshop have been further developed into specific programmes of action under our four goals. The resulting actions are intended to articulate a shared vision and acknowledge, grow, and support the collective efforts as well as identify opportunities to embed resilience throughout Greater Christchurch. There is a need to pursue prosperity for our environment and our city region, while ensuring our communities (including new migrants) feel connected and empowered to shape their future by participating in decisions that affect them.
There will always be competing demand for resources to plan for tomorrow's shocks and ongoing stresses. This plan is not intended to focus on one specific threat in particular, but rather take stock of our identified resilience challenges and address them through the vison, goals and programmes of action.
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Resilience call to action Everyone in Greater Christchurch has a role to play in becoming more resilient. This plan contains activities, initiatives and projects that are relevant to each level of resilience building. The table below explores the range of methods that will be employed.
Driving the delivery of action is crucial to the success of this strategy. In the first instance, the plan picks up a range of activities we are already doing and those which are planned which already represent vehicles by which change will be driven. This allows people to see the types of practical change that can be made in their own lives, contributions they can make to their communities, and how businesses and organisations need to respond.
New projects will be driven by the ongoing commitment to having a dedicated Chief Resilience Officer who will advocate for coordination across the UDS partners, broker solutions within technical disciplines, negotiate funding and work directly with community representatives helping to develop and sustain initiatives.
At an institutional level, the members of the UDS Partnership – Councils, local Iwi, health board and government agencies – will leverage and maximise existing sources of funding to achieve resilience benefits. Furthermore, the partners have already put in place a framework that will ensure that over 18
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$40 billion of post-earthquake reinvestment will enshrine resilience in our infrastructure, buildings and our urban environments.
The following section outlines the vision and goals for a Resilient Greater Christchurch. Each goal will be achieved through a number of action programmes. Each action programme contains a series of supporting higher level actions that rely on collaboration, connection and innovation. While actions are assigned to a particular goal, they also achieve other goals illustrating the relationship between goals and actions. The Resilience Implementation Plan provides the detailed actions including specific partners and timeframes.
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Vision, goals, and programmes of action for a resilient Greater Christchurch.
Vision for a Resilient Greater Christchurch
In 2007, the Urban Development Partnership agreed its Greater Christchurch Urban Development Strategy vision for 2041:
‘Greater Christchurch has a vibrant inner city, and suburban centres surrounded by thriving rural communities and towns connected by efficient and sustainable infrastructure. There are a wealth of public spaces ranging from bustling inner city streets to expansive open spaces and parks, which embrace natural systems, landscape and heritage.
Innovative businesses are welcome and can thrive supported by a wide range of attractive facilities and opportunities. Prosperous communities can enjoy a variety of lifestyles in good health and safety, enriched by the diversity of cultures and the beautiful environment of Greater Christchurch.’
We can achieve this by creating connected communities who participate in decisions that affect them, and understand, prepare and respond to future challenges together in a prosperous environment.
Our Goals
•We are •We are a •We are •We connected community prosperous by understand communities that sustaining the and are living in participates in vitality of the prepared for adaptable shaping our environment, future places. future fostering challenges 1. Connected
3. Prosperous innovation
2. Participatory 2. Participatory and attracting
people 4. Understanding
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Our programmes of actions prescribe the way we will achieve our resilience goals. Some programmes align to multiple goals and collectively they strengthen our capacity to adapt and thrive in an uncertain future.
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GOAL 1 CONNECT We are connected communities living in adaptable places
Introduction
Connections between people and the places where people live their lives are important facets of a sense of community. Connections are also critical to the resilience of the community in responding to shocks and stresses whether domestic, local or community-wide. Knowing your neighbours, having recognisable and accessible local leaders and having a place which people relate to, will enable people to come together to share information, plan, organise change and respond to events that take place within their locality.
The ability of a place to serve its community's needs is also critical to the success of the community. Within parts of Greater Christchurch, some communities are poorly served by the availability and/or accessibility of local facilities, safe places, work and even homes. The consequences of this can impinge on the quality of people's health, added living costs and unnecessary dispersion of families. This in turn reduces resilience.
Under this goal, three programmes of action are focused on how we will, connect people create adaptable places improve the quality and choice of housing
Resilience value
Providing ways for people to make connections in their local area are pathways to empower people to help themselves and others in time of need, whether in response to a major event, a local incident or a personal crisis.
Successful and inclusive urban planning can help improve community wellbeing by ensuring good connections between homes, workplaces, facilities and social and cultural activities. Finding ways to engage communities in a more meaningful way in these processes is critical to building ownership and connections to places.
High quality and resilient housing means a safer and healthier community, while also extending the lifecycle of dwellings as residents' needs change. By planning our communities and neighbourhoods to accommodate diversity, we will minimise displacement and social disruption while building social cohesion and tūrangawaewae3.
3 That is, the place where one’s whānau is from and where they continue to keep the ‘home fires burning’ through active participation in community life (especially stewardship of local resources). 22
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Cultural values and principles
Manaakitanga (looking after people) Aroha atu, aroha mai. Respect each other in accordance with our tikanga (customs). Care and respect given away; Kaitiakitanga (stewardship) Care and respect returned. Work actively to protect people, environment, knowledge, culture, language and resources important to Ngāi Tahu for future generations.
Programme 1 Connect people Strong communities are more rapidly able to respond to change and recover from unforeseen events. People who know each other, who in turn know other people able to access support and resources, can operate as loose and informal support networks. Deficiencies in local community networks breed dependency on public services. In turn, where needs cannot be met individuals may endure feelings of helplessness with consequential implications for mental health.
In the aftermath of the Canterbury earthquakes, many observed that community networks and organisations were invaluable in assisting more vulnerable individuals in need and those facing severe hardship at a time when public services could not cope.
The challenge for the future is to learn from the experiences of strong communities and how the connections between people can be fostered, to help at times of crisis whether in response to family events or a major catastrophe. Action 1A Develop events and local information resources to help new residents make connections in their immediate communities
Creating initial and ongoing sources of local information for new residents, including welcome packs and social media resources, are important ways to help people build community connections for new residents, however far they have moved. This type of resource connects people to sources of social support, employment, travel choice options, emergency procedures and local networks. These connections empower new residents to participate in shaping our future. Currently Greater Christchurch does well in providing resources and support through welcome packs and migrant support services such as the Christchurch Migrants Centre, providing free advice to new migrants on services and community groups. Annual events such as Culture Galore, the Lantern Festival and Diwali celebrate and showcase the diverse cultures of Greater Christchurch. Continuation of these services and events is dependent on strengthening funding arrangements and on-going support.
Related Programme: 5 Support Community Organisations and Leaders
Callout box:
Selwyn Newcomers and Migrants Strategy
Selwyn is currently the fastest growing district in New Zealand. The Selwyn Newcomers and Migrants Strategy has been developed by Selwyn District Council in partnership with a range of organisations to provide newcomers and migrants with information and services to enable them
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Meet Your Street and Summer in Selwyn also provide opportunities for people to meet their neighbours over coffee and games in local parks. Meet Your Street launched in 2015 in response to the Selwyn District’s rapid population growth, at 4.5 per cent per year. Meet Your Street visited 40 different Selwyn streets and provided a fun, informal event with free coffee, tea and juice, to encourage residents to get to know their neighbours. Summer in Selwyn offers free community events such as concerts and picnics in reserves across Selwyn.
Action 1B Continue to deliver and develop initiatives that support vulnerable people in our communities
Specific programmes and initiatives that offer to connect and provide support to vulnerable groups, particularly the elderly, young people and those facing health related problems – especially mental illness – build connectedness and community cohesion to allow people to actively lead the life they want. In Greater Christchurch successful initiatives such as the All Right? campaign and the Community in Mind Strategy are supporting Cantabrians to improve their mental health and wellbeing as the region recovers from the earthquakes.
Callout box:
ACTIS
The Aranui Community Trust Incorporated Society (ACTIS) takes a joined-up approach to support community-based recovery plans. ACTIS is locally and community driven and allows the community to assess their own needs, identify solutions to these needs and work towards implementation. ACTIS connects members of the community with social services including Housing New Zealand, community lawyers, New Zealand Police and budgeting and debt advice. ACTIS also run events such as walking groups and sport events and provides a public space in Aranui for drop-in sessions to assist members of the community.
Action 1C Personal Resilience
A resilient community is a product of its parts – its individuals and its environment. The more that individuals are prepared for an unforeseen event, whether by planning or working together with others or by thinking about our own personal situations, the more able they are to cope with events whether sudden or ongoing. Our own personal ability to bounce back from a setback is important in maintaining our own sense wellbeing and warding-off 24
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feelings of helplessness which if unchecked can build dependency and affect mental health. When prepared and adaptable we are more capable of contributing to supporting others.
Actors and networks to build our resilience
Councils, Ngāi Tahu, property industry, community organisations, voluntary sector, CDHB. individuals, media, CDEM
Programme 2 Create adaptable places Outside of the confines of our own homes, the quality of the natural environment, buildings and the network of streets and spaces, define the way in which we go about our daily lives. The convenience and safety of routes and travel modes determine our choice of travel. The ambiance and functionality of a space encourages us to spend time there, as well as access to traditional amenities such as fishing and recreational pursuits. The qualities of places influence our lifestyle choices which in turn impact on our wellbeing.
Successful places are also capable of being different things for different purposes and this adds to the adaptability and resilience of urban systems. Many would just consider streets as transport corridors but they are also infrastructure conduits, secondary floodwater channels, light shafts, habitats, social venues and canvasses to express our cultural connections.
The challenge for the future is to make the most of our places and spaces – including our urban centres, public buildings and reserves –- making them inclusive, robust and safe for people and, within Christchurch, focal points around which more intensive forms of housing can be developed.
Call Out Box -
Christchurch Central Recovery Plan
The earthquake on 22 February 2011 resulted in the loss of 70% of central Christchurch city's buildings, which saw a large scale displacement of the commercial and public sector activity. This widespread destruction offered a unique opportunity to remodel the heart of a city. A draft recovery plan produced by the Christchurch City Council in 2011 was modified and published by the Canterbury Earthquake Recovery Authority (CERA) in 2012. Component parts of the Christchurch Central Recovery Plan are being delivered through a mix of public and private sector investment and insurance settlements. The ongoing delivery of a resilient and regenerated Central City is at the heart of Greater Christchurch's recovery.
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Action 2A Support key activity centres as focal points for local communities
Strategic planning has identified 14 Key Activity Centres across Greater Christchurch which concentrate commercial activity, public and community services as well as recreational and cultural activities. These centres are also hubs around which public transport investment is being focused. Land use planning mechanisms and partnerships with commercial operators are important tools to support their enhancement and enduring viability. Each Key Activity Centre has differing characteristics and issues affecting them ranging from earthquake recovery, revitalisation in response to declining spending and the creation of a new centre to serve rapidly growing areas. Christchurch City Council is supporting the rebuild and recovery of Key Activity Centres and suburban centres through development of Master Plans for those centres with significant damage. Master Plans are developed collaboratively, set out a community’s vision and provide direction to guide recovery so each centre can become more resilient. Similar town centre plans have been prepared for rural centres including Rangiora, Rolleston and Kaiapoi.
Related programmes: 8 Foster a culture of innovation
Action 2B Improve the connectivity and accessibility between residential areas, and employment centres
Greater Christchurch's transport network is in a state of change. Major public investment in a network of motorways is underway to link together strategic locations within Greater Christchurch. Within Christchurch City a network of cycleways will offer safe links between residential areas, centres, employment areas and the Central City. These improvements to the transport network being delivered as part of the Central City rebuild recognise outcomes related to regional freight movement, active transport, public safety, journey times, accessibility and connectedness. As we look to the future, there will be challenges with the impacts of technological change, the travel behaviours and expectations of people and the role of future public transport links with communities across Greater Christchurch. Related programmes: 3 Improve the quality, choice and affordability of housing Action 2C Collaborate with communities to create healthy, safe and welcoming facilities and places
As Greater Christchurch recovers and continues to grow there are opportunities to improve and rethink how our local environment works for us, and, as users, communities need to be empowered to drive that change.
Providing opportunities for people to help reshape their local environment gives people a greater stake in the place. In some cases strategic projects may only allow limited opportunity for influence, whilst community driven or neighbourhood focused projects can be entirely locally driven. Successful community driven initiatives that creatively define space and place include Life in Vacant Spaces, Gap Filler and Greening the Rubble. A natural extension of this is looking at different models of ownership for public facilities and reserves where assets are put into trusts or leased to the community which, through constituted bodies, can make its own decisions about fundraising and spending, and can harness the energy of local volunteers. 26
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Related programmes: 1 Connect people, 12 Secure our future in the east of Christchurch Actors and networks to build our resilience
CCC, WDC, SDC, ECAN, Otakaro Development Ltd, Regenerate Christchurch, private sector, NZTA, Kiwi Rail, communities, customers/users, CDHB, Ngāi Tahu
Programme 3 Improve the quality, choice and affordability of housing Our homes are the most important places in our lives and the lives of our families. The quality of our living environment influences our wellbeing and the costs to maintain our standard of living. The choice of housing available can restrict where we live at different stages of our lives.
As Greater Christchurch continues to grow it is imperative that people have access to a greater diversity of housing types, tenures, and prices and that the quality of the older housing stock, particularly that made available to rent in the private sector, is gradually improved and, over time, replaced. Secure, adequate and affordable quality housing supports strong, healthy and resilient communities. Action 3A Continue to support and develop initiatives to improve the quality of housing
The underlying quality of housing in New Zealand is poor, reflecting the age of the majority of the stock. Limited insulation, lack of efficient heating, ventilation and security combined with poor build quality leave a legacy, particularly in the rental and social sectors, where occupants are paying disproportionate running costs and can suffer effects on their health. Currently there are number of initiatives underway that encourage and assist homeowners and investors to improve the quality of their homes through retrofitting. The Build Back Smarter programme provides an opportunity to improve housing quality through the rebuild. There are other initiatives that can be developed to activate and create better quality rental housing such as a ‘warrant of fitness’ and voluntary targeted rating schemes.
Related Programmes: 1 Connect people Action 3B Understand current and future housing needs across Greater Christchurch
In 2013, Government agencies and Councils (working together under the UDS partnership banner) commissioned a wide ranging Greater Christchurch Housing Market Assessment. It quantified trends and pressures on the housing market at the time, compromised by the loss of homes to the earthquakes and a growing influx of rebuild workers. That assessment drove policy changes and new development initiatives, including the Christchurch Housing Accord that saw local councils and government form a partnership to deliver affordable homes.
A commitment to regular review of that assessment, informed by coordinated data – gathering across the Greater Christchurch area, will benefit Government agencies, councils, housing providers and property industry. Better understanding of influences on future supply and demand will help drive more effective provision of quality housing.
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Following on from this is the potential to develop a consistent housing policy across Greater Christchurch which will need to be a collaboration between the development industry, councils and housing providers including Housing New Zealand and Community Housing Providers. This involves the continuum of social, affordable and market housing and could include the provision of initiatives and incentives to ensure a secure, adequate and affordable housing. This policy framework is to be pursued in the future review of the Greater Christchurch Urban Development Strategy.
Related programmes: 1 Connect people
Actors and networks to build our resilience
CCC, WDC, SDC, Ministry of Social Development, UDS partnership, MBIE, Housing New Zealand, community housing providers, Regenerate Christchurch, Ngai Tahu, EECA, house builders.
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GOAL 2 PARTICIPATE We are a community that participates in shaping our future
Introduction
A community within which people contribute ideas and participate in helping decisions being made is one that cares about its future. The ways in which communities have been engaged before and after the Canterbury Earthquake Sequence has not always been successful in connecting leaders and communities or building community consensus.
The key challenge ahead is to restore lost trust by building up community understanding of issues through a range of communication channels. Alongside this is the need to open-up more relevant pathways for public feedback, comments and ideas that visibly feed into decision making.
Taking a wider perspective, we need to accept that society's complex problems are unlikely to be solved by government alone. Local solutions and movements for change are often more effective, enduring, and empowering.4 In the aftermath of the Canterbury Earthquake Sequence, community networks and organisations were invaluable in assisting more vulnerable individuals in need and those facing severe hardship at a time when public services could not cope. Building and expanding local networks across our changing and growing rural areas, townships, suburbs and streets remains as important as ever for the resilience of our communities.
Under this goal, three programmes of action are focused on how we will, build participation and trust in decision making support the community sector and community leaders promote more consistency and collaboration across tiers of government
Resilience value
Personal involvement, engagement and activism aids the recovery of individuals, especially following a disaster. This involvement can enhance the wellbeing and sense of belonging for those in supporting roles and those being supported. Long term, the collective participation of individuals builds a sense of place amongst a community.
Strong community organisations can maximise the use of public resources, reduce bureaucratic drag and improve the resilience of projects reducing dependency on public institutions who are often subject to financial, political or technical restraint. Supporting these community organisations as partners in maintaining the wellbeing of our communities is an essential investment in resilience.
4 Department of Internal Affairs. 2002. A framework for Developing Sustainable Communities. Discussion Paper. 29
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Cultural values and Principles
Rangatiratanga (Leadership) Ko te kai a te Rangatira, he kōrero. Maintain a high degree of personal integrity Conversation is the food of chiefs. and ethical behaviour in all actions and decisions. Ehara taku toa I te toa takitahu, engari he toa takitini. Our strength and success comes from being together, not acting alone.
Kahore te tōtara e tū noa ki te parae.
The noble tōtara tree does not stand alone on the plains.
Programme 4 Build participation and trust in decision making People derive a lot of satisfaction from taking part in even small activities that give a sense of purpose and achievement. Lack of empowerment opportunities can lead to a sense of powerlessness which compound psychological stress and apathy with governance structures. It is important that the necessary tools and resources are available for citizens to feel empowered and effect change. Action 4A Experiment with alternative forms of public engagement
Many of our governance processes rely on rigid and formal processes which the community find hard to engage with. Not all processes need to be as formal or rigid. Alongside improving the quality of communication with our communities and stakeholders, governance organisations will continue to explore ways to involve people in the earliest stages of service and policy design so that more efficient and effective outcomes can be achieved. Community Boards, advisory groups and working parties involving members of the community are models that are currently in use in Greater Christchurch, while community driven models such as Evo:Space provide experience that can be drawn from and expanded.
Callout box:
Eastern Vision
Eastern Vision is a community driven organisation that has established a website providing a one-stop-shop platform that both engages with users on the topics and issues in their neighbourhood and assists them with understanding and developing an awareness of the rebuild efforts and ongoing recovery environment. The website acts as a forum for community empowerment by providing information 30
Attachment Volume Page 86 Participate which supports a greater understanding of the on-going works in the eastern suburbs of Christchurch city. Eastern Vision aims to help communities create a big-picture plan for the whole of the east that is widely supported and that will still work in 100 years’ time. To support this, the organisation has developed and will continue to develop relationships with government and other agencies to make information readily and reliably available online for members of the community.
Action 4B Enable individuals to be more active participants in the success of Greater Christchurch
Finding ways in which people can change or influence how aspects of our systems and services operate or to challenge decision-making is important to build trust and engage with communities. There are already examples of community facilities and reserves being run by local organisations in ways that free them from limitations that councils often operate within.
A growing source of activity surrounds the use of Open Source Data. The availability of raw or semi-processed information enables people to explore community needs, activity trends or process efficiencies which could feed back into service delivery or trigger a commercial opportunity.
Other opportunities are emerging through mobile technology. Current examples in use enable people to take a picture and report environment or maintenance issues to councils (eg. Snap, Send, Solve), or allow people to make alternative transport choices as part of their journey planning.
Actors and networks to build our resilience
Councils, government agencies, UDS partnership, Ngāi Tahu
Programme 5 Support community organisations and leaders Community organisations and volunteers are important entities that take on responsibilities on behalf of wider communities of interest. With stronger grass roots connections, community organisations can be leaders and natural partners with public agencies in driving social, environmental, cultural and economic wellbeing. Whether as part of everyday support systems or in times of crisis, community and voluntary organisations are a vital source of support, energy and knowledge. Action 5A Expand support services to assist the community sector
To encourage and sustain motivation among community organisations, public agencies and the wider community sector we need to identify ways in which volunteers are supported. Volunteer time is extremely valuable and an important part of making things happen in our communities. By supporting volunteers, community organisations can focus on delivering physical outcomes for their communities rather than being burdened with regulations and processes which too often hinder projects.
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Related Programme: 1 Connect people, 4 Build participation and trust in decision making, 8 Foster a culture of innovation
Action 5B Facilitate networking of community organisations
Keeping an open database of community organisations, encouraging networking and curating of forums around complex or strategic scale issues where cross sector collaboration could be cultivated, will facilitate networking of community organisations. There are also opportunities to expand networks for organisations with parallel interests, encourage collaboration and sharing of resources. CINCH Community Information Christchurch is an online directly of clubs, community organisations and continuing education providers in Greater Christchurch while groups such as the Canterbury Youth Workers Collective successfully connect their members with support and training. Learning from existing community organisations such as the Ministry of Awesome’s approach to their ‘Canterbury Innovation Ecosystem Map’ to map capacity-building support available to community groups and networks could be a valuable resource for organisations and individuals seeking training, upskilling.
Related Programme: 1 Connect people, 8 Foster a culture of innovation
Action 5C Strengthen community sector funding arrangements
Creating a more stable platform of funding and support for our community organisations and voluntary sector means they can continue to deliver existing programmes and progress bigger projects with more confidence. Closer collaboration with the community sector to forge multi-year service level agreements, funding roundtables and alliance models between different sectors all represent opportunities that will improve the confidence of organisations to grow their capacity and be better placed to respond to future challenges.
Related Programme: 1 Connect people, 8 Foster a culture of innovation
Callout box:
LinC Project
The LinC Project (Leadership in Communities) is designed specifically to support and enhance local leadership and recognised change agents drawn from the voluntary, non-governmental organisation (NGO), and also central and local government sectors across Greater Christchurch. Funding and support for the LinC project have been contributed by the Christchurch City Council, Canterbury Community Trust (now Rātā Foundation), Ministry for Social Development, CERA and Community in Mind Strategy, the Selwyn District Council, Gap Filler, CPIT, the Tindall Foundation, the Red Cross, Waimakariri District Council, the University of Canterbury and the Wayne Francis Charitable Trust. This funding and support has secured places for 30 participants in each of the two years that the project has run.
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Callout box:
Student Volunteer Army (SVA)
The Student Volunteer Army was created in 2010 via Facebook providing a platform for those wanting to volunteer in response to the September earthquake. Throughout all the major earthquakes, over 11,000 students were mobilised to clear liquefaction and offer support for other organisations and for residents.
The movement has spread to over 8 counties and is focused on young people using volunteering as a tool to inquire, problem solve and contribute to the community. In 2016, the Student Volunteer Army launched 'Serve For NZ' to mobilise people to volunteer on public holidays, instead of just waiting for a disaster
Keystone Project
Programme 6 Promote more consistency and collaboration across tiers of government Public organisations at the local, regional and national level, and Ngāi Tahu, have a role to play in building a resilient Greater Christchurch. The roles each organisation play are interdependent and it is critical that there is consistency of understanding of the issues involved as well as collaboration in the development of policies.
Consistency and collaboration will include looking for opportunities to manage resources effectively, make use of regulation as lightly, but as robustly as is needed to drive change or compliance, and most of all to further the health and prosperity of Greater Christchurch.
A key pillar of this relates to developing a common base of evidence and understanding. Another is the use of effective and positive relationships between agencies to find solutions that reflect specific local conditions. A solution for Central Christchurch will look very different to one for Eyreton or Tai Tapu or Tuahiwi.
Within the New Zealand context, Greater Christchurch has many lessons to share from its earthquake experiences and a unique perspective on resilience. For this reason it is important that the region plays a strong part in advocating and influencing the development national policy statements, legislative reviews such as the Resource Management Act and Civil Defence Emergency Management Act, and other national initiatives.
Programme 7 Strengthen relationships with Nga Papatipu Rūnanga Building bi-cultural relationships Embedding cultural values
Actors and networks to build our resilience
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Councils, government agencies, community organisations, voluntary sector, private sector (philanthropic), Civil Defence.
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GOAL 3 PROSPER We are prosperous by sustaining the vitality of the natural environment, fostering innovation and attracting people
Introduction Greater Christchurch is a medium-sized Australasian city region with a strong and diverse existing economy from which to secure our future prosperity and wellbeing and the ability to adapt to future challenges. It has good international connections and offers an attractive place to live, work and play. Retaining residents and attracting young skilled migrants is an effective balance for our ageing population. Investing in community, recreational and cultural facilities and services as well as being able to offer good jobs and a safe environment all contribute to retaining existing residents and attracting young skilled migrants.
The world is experiencing, now and into the future, rapid inter-connected technological, societal, environmental and geo-political change which creates both significant opportunities and challenges for individuals, businesses and cities. The New Zealand economy continues to shift towards a knowledge-intense service sector. The way people and businesses work is also changing with technology and different work opportunities.
Greater Christchurch is well positioned to respond to these challenges and opportunities with its diverse economy and strong education and research infrastructure that can support and foster innovation.
Having individuals and businesses than understand and can respond to the changing global environment and investment in an environment that encourages innovation, entrepreneurship and the commercialisation of new ideas will also ensure that Greater Christchurch secures a prosperous future that is resilient and improves productive capability. Many ideas, businesses and social enterprises were borne out of the Canterbury Earthquake Sequence and provide an important foundation for building prosperity.
Under this goal, three programmes of actions are focused on how we will, connect internationally foster a culture of innovation sustain the vitality of our natural environment
Resilience value
With an economy strongly influenced by our ability to export primary sector products and resources, particularly dairy, meat and timber, it is important that we grow the flow of people, ideas, and resources to realise new opportunities which can soften the impact from global economic shocks and maintain Greater Christchurch’s relevance and competitiveness into the future.
Becoming a city region that champions imaginative, creative, innovative people will develop by understanding the specific impact of the technological changes on the Greater Christchurch community and economy, developing co-ordinated actions and growing the innovation ecosystem.
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Cultural values and principles
Whanaungatanga (family connections) Respect, foster and maintain important relationships. Whāia te iti kahurangi, ki te tūohu koe, me Manaakitanga (looking after people) he maunga teitei. Respect each other in accordance with our tikanga (customs). Be ambitious in our aspirations.
Tohungatanga (expertise) Ka pū te ruha, ka hao te rangatahi. Pursue knowledge and ideas that will strengthen and grow Seek innovative, creative and resourceful people and place. solutions.
Kaitiakitanga (stewardship) Mā te tuakana te teina e tika ai; mā te teina Protect and nurture people, environment, knowledge, te tuakana e tika ai. culture, language and resources for future generations. Everyone has a role to play in achieving collective outcomes, each looking out for Tikanga (appropriate action) one another. Ensure that we remain true to our values and unique ways.
Rangatiratanga (leadership) Maintain integrity and ethical behaviour in all actions and decisions.
Programme 8 Connect internationally Improving the breadth and depth of our international connections, physically, commercially and intellectually can build more integrated trading and research partnerships. In the same way, marketing the qualities and opportunities that Greater Christchurch offers can attract a share of the growing global tourism market and talent from an increasingly mobile global labour pool to supplement our aging local workforce. Action 8A Build strong connections locally, nationally and internationally
Building strong connections is essential for the flow of people, ideas and resources into and within Greater Christchurch. Greater Christchurch has many strong international connections through its business community, sister city links with China, education links through the Canterbury International Education Leadership Accord, and tourism and servicing for the Antarctic programme. There is an opportunity to enhance and leverage these international connections. Greater Christchurch also has strong local business networks and support systems which provide a foundation for further sharing of knowledge, providing support and developing stronger commercial partnerships. The Ministry of Awesome, connecting entrepreneurs and innovators to the resources needed, is an example of this local support system which could be expanded.
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callout box:
Ministry of Awesome
The Ministry of Awesome is governed by a board and key partners are the Christchurch City Council and the Rata Foundation. The Ministry offers a variety of services including: project delivery, consulting, facilitation, strategy development and event speaking and hosting. They foster the entrepreneurial ecosystem with regular events and meet-ups, provide a welcoming and inspiring Awesome HQ co-working space, and offer one-on- one support through the Startup Activator. One of the ways the ministry has helped to engage, activate, and connect the community around us is by partnering with Canterbury Development Corporation to create a web-based ecosystem map that connects entrepreneurs and innovators to the resources they need. Whether they are working on an idea, preparing to launch a new business, or seeking support for an existing venture, the Innovation Map can put entrepreneurs in touch with the people they need to talk to.
Action 8B Future proof infrastructure to effectively engage globally
The infrastructure that connects Greater Christchurch to the world is paramount to all sectors of our economy and that of the wider region and nation as a whole. Continued investment in our International Airport, along with liberalisation of our airspace, and the rebuilding and growth of the Lyttelton Port through the Lyttelton Port Recovery Plan are important for exporting businesses, tourism and provide opportunities to further leverage international connections.
Resilient digital infrastructure is increasingly necessary to connect globally. This needs to be secure, reliable and fast to open up new opportunities, innovation and increase productive capability for business and residents within Greater Christchurch. The broadband rollout and the rebuilding of infrastructure provides opportunities to 'build back smarter'. Action 8C Invest in attracting and retaining people
Attracting people from overseas with new ideas, capital investment and international experience is important for our economy. With an aging population, attracting and retaining people is also essential for the health of the local workforce. Putting in place initiatives and programmes to support people to integrate into the community is also important to retain people beyond their initial working role.
Related programmes: 1 Connect people
Actors and networks to build our resilience
Lyttelton Port Company, Christchurch City Council, Canterbury Development Corporation, Ministry of Building, Innovation and Employment/New Zealand Trade and Enterprise, Canterbury Employers’ Chamber of Commerce, Ministry of Awesome, Christchurch International Airport 38
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Callout box:
Starts with a Smile
The Canterbury Employers’ Chamber of Commerce campaign that encourages the general public to make new migrants feel welcome and to stay by 'starting with a smile'. The campaign encourages Kiwi-born residents of Christchurch to interact with the city’s new arrivals from overseas, many of whom have formed part of the migrant workforce for the Canterbury Rebuild and who will permanently migrate to New Zealand.
This collaborative project includes a wide range of partner and supporting organisations such as construction companies, law firms, CDHB, schools, and the Christchurch City Council. Marketing material appears on billboards, posters, media and social media, and through a travelling “Smile Couch” which visits different locations to get people from different ethnic backgrounds talking.
Programme 9 Foster a culture of innovation There is a large, stable talent pool fed by three major tertiary institutions and seven Crown Research Institutes in and around Greater Christchurch. Combined with the knowledge of those with experience to take ideas and develop them into commercial value we can broaden the base of our economy, act as a magnet for talent and investment and help our companies build stronger links into world markets as well as supporting the wellbeing of our communities.
Action 9A Support an environment that enables innovation and creativity
Creating environments which stimulate and enable innovation and the commercialisation of ideas is an important part of developing the knowledge and creative sectors of the economy. Greater Christchurch has invested in assets to support and foster innovation. We will integrate and collaborate to further develop the innovation ecosystem. Projects are already emerging in the form of Innovation Hubs which seek to co-locate research, businesses and commercialisation expertise to drive new product development and associated spin-offs. The SMART city concept evolves this further by embedding technology with the urban environment enabling endless opportunities for commercial and public sector organisations to collaborate, to understand and make better choices about resource uses in our city environment, extend real time control of city assets and make shared use of commercial systems.
Related Programmes: 2 Create adaptable places, 4 Build participation and trust in decision making, 5 Support community organisations and leaders, 7 Connect internationally, 10 Improve community understanding and acceptance of risk, 12 Secure our future in the east of Christchurch
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Callout box:
EPIC
EPIC recognises that "innovation is a major driver of economic growth in Canterbury, helping create high value jobs, pay for local services and raise our region’s quality of life." The EPIC (Sanctuary) building was established to house local Canterbury businesses displaced by the Canterbury earthquakes. EPIC was the first commercial venture back into the red zone, following the Re:Start Mall, and was a finalist in the 2013 Champion of Canterbury Business Awards. EPIC now has 20 ICT / high-tech focused companies under its roof, and is home for between 250 and 300 full-time workers engaging in active collaboration with each other every day.
Callout box: powerHouse
While great value is stored in the knowledge held by research-based organisations, it is internationally recognised that the process of transforming academic knowledge into successful business models, commercial operations and sales is extremely challenging. 'powerHouse' is a company based in Christchurch that has developed a unique model resulting in a high rate of commercial “spin-out” companies from academic institutions. In New Zealand last year, the 100 high-value Technology Investment Network manufacturing and technology companies (TIN100), some of which are based in Canterbury, grew by 5% to record revenues of $NZ7 billion. Exports grew by 4% to over $NZ5 billion. powerHouse’s purpose is to create more high-value technology companies like these. Canterbury Development Corporation was an establishment shareholder of 'powerHouse' when the company was formed in 2008 to meet an identified market failure at that time, to provide a source of capital for intellectual property based, early- stage ventures.
Action 9B Maintain awareness of the changing world
Change is the constant which will continue to drive technological, demographic and attitudinal shifts that will open-up new opportunities and pose new challenges to people and companies. Maintaining awareness of the next advances in consumer preferences, technology and business practices on the global horizon can keep our companies relevant and resilient in the global economy. 40
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Related Programmes: 8 Connect internationally, 10 Improve community understanding and acceptance of risk, 12 Secure our future in the east of Christchurch
Action 9C Support the social enterprise sector
Social Enterprises represent an underdeveloped part of our economy that can create more sustainable employment, improve the quality of our environments and empower the community and voluntary sector to deliver services better. Supporting the development of this embryonic sector sits alongside supporting the community and voluntary sector in our programme to connect people. The Social Enterprise World Forum which will be held in Christchurch in 2017 will provide a valuable opportunity to be exposed to best international practice, innovation and global relationships that will further accelerate the development of the social enterprise sector and place innovation in Greater Christchurch on the global stage.
Related Programmes: 2 Create adaptable places, 4 Build participation and trust in decision making, 5 Support community organisations and leaders, 13 Secure our future in the east of Christchurch
Callout box:
Lyttelton Harbour Timebank
Timebanks have worked very effectively in some communities and provide a means of both engaging with and encouraging participation across a community. TimeBanking is a way of trading skills in a community that is not based on money, but rather on time as a measurement tool. TimeBanking can be used by individuals or groups to trade skills and fill in each other’s gaps/needs through non-financial means. Project Lyttelton set up New Zealand’s first ever TimeBank. Participants have built up a local marketplace of members’ skills and abilities, creating a publicly available community skills inventory. The Lyttelton Harbour TimeBank is the second largest TimeBank worldwide and has been operating for 16 years with over 700 members.
Programme 10 Sustain the vitality of our natural environment A healthy natural environment sustains us. The natural environment provides us with essentials such as food, water, fibre, timber and processes such as climate and natural hazard regulation. The connections we have with our natural environment bring richness to our lives and offer opportunities for generating wealth and recreational pursuits as well local sources of food. Just as strong interpersonal relationships can assist in building resilience, a close connection with our natural surroundings will help oriente us in times of calm and times of crisis. In order for our natural environment to be able to support us we need to better understand our role within the ecosystem and continually care for the health and life of our surroundings.
Action 10A Build our capacity to source from our local and urban environment.
Food is a life sustaining necessity and ensuring it is abundant and accessible is of strong resilience and cultural importance. Mahinga Kai is a longstanding and cultural tradition of Ngai Tahu of gathering food from the natural environment such as streams and estuaries.
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The practice of local food accessibility exemplifies resilience and concepts of Mahinga Kai should be considered in all aspects of our build and landscaped environment.
Action 10B Expand and protect areas of indigenous biodiversity in Greater Christchurch
In order to protect and enhance the natural environment of Greater Christchurch, it is imperative that there is a conscious and sustained effort to expand the less than 1% of indigenous vegetation that remains across the Canterbury plains. This is recognised through the Canterbury Regional Biodiversity Strategy and Christchurch City Council Biodiversity Strategy which set out priorities, regulatory and non-regulatory approaches for protection and enhancement of biodiversity in Greater Christchurch. Collaborative partnerships between Councils, community groups, businesses and landowners will assist in achieving biodiversity outcomes.
Action 10C Develop an ecological Partnerships Accord to support the health and biodiversity in our local ecosystems.
There are numerous organisations and individuals throughout Greater Christchurch striving to expand and preserve our natural environment for future generations. Residents of Greater Christchurch are passionate about environmental sustainability and there are numerous organisations and individuals focused on improving various environmental aspects that lead to healthier local ecosystems. To ensure the fruits of the collective efforts are greater than the sum of their individual labours, we will seek to bring together all interest groups under a partnerships accord to provide a new platform for supporting the wide range of projects that take place across Greater Christchurch.
Actors and networks to build our resilience
Tertiary institutes, Crown research, private companies, global companies, central Government (MPI, MBIE), Canterbury Development Corporation, Canterbury District, Health Board, the Smart City Coalition, Christchurch City Council, Land Information New Zealand, Akina Foundation, Ministry of Awesome, Rata Foundation, Canterbury Chamber of Commerce, Regenerate Christchurch, Ngai Tahu.
Callout box: Mahinga Kai Exemplar Project
Te Rūnanga o Ngāi Tahu, Ngāi Tūāhuriri, the Avon Ōtākaro Network and the Canterbury Waterways Research centre are working together to develop a mahinga kai exemplar project at the Anzac Drive Reserve. Mahinga kai is the concept that exemplifies the complex, interconnected cultural beliefs and practices of Ngāi Tahu in relation to the environment, describing not only the species gathered but the places and practices involved in doing so. It includes the direct and indirect use of resources for ceremonial, medicinal and sustenance purposes through the simultaneous 42
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This project will aim to restore and redevelop mahinga kai to include recognition of cultural and heritage values, and restoration and enhancement of ecosystems, natural habitat, biodiversity, inanga spawning, pathway connections, stormwater treatment, land drainage, food production and active and passive recreation. Through this collaboration of Ngāi Tahu with the Christchurch City Council and government agencies, the Mahinga Kai Exemplar project will create a healthy, safe and welcoming environment that provides opportunities for education, learning and spiritual sustenance.
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GOAL 4 UNDERSTAND We understand and are prepared for future challenges
Introduction
Through the experiences of the Canterbury Earthquake Sequence and subsequent recovery, individuals, communities and agencies in Greater Christchurch have an improved understanding of the need to be prepared for emergencies, as well as the impact of a natural hazard event. However, while risk reduction is considered to be a significant factor in decision-making and how individuals and communities seek decisions to be made, it is clear that the acceptable level of risk varies from individual to individual and that consensus on longer term issues such as climate change and/or sea level rise has been difficult to attain.
The eastern parts of Christchurch City offer opportunities to work together to create a shared vision of what an adaptive environment could look like.
Under this goal, three programmes of action are focused on how we will: improve community understanding and acceptance of risk manage the risk we face secure our future in the eastern parts of Christchurch City
Resilience value
We can protect life, critical economic assets, and the natural environment in Greater Christchurch through an enhanced understanding of risk and associated appropriate risk management planning. Through this planning process for the eastern parts of Greater Christchurch/Christchurch City, there is an opportunity for greater sharing of information, building of trust and buy-in between the community and government, and community connections. With thoughtful and informed planning, individual liability as well as the burden on public funds for disaster recovery can be reduced.
Improved understanding and acceptance of risk will improve the ability to manage risk and decisions around this empowering individuals to make decisions.
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Cultural values and principles
Tohungatanga (expertise) Pursue knowledge and ideas that will strengthen and grow Whāia te iti kahurangi, ki te tūohu people and place. koe, me he maunga teitei. Kaitiakitanga (stewardship) Be ambitious in our aspirations. Protect and nurture people, environment, knowledge, Ka pū te ruha, ka hao te rangatahi. culture, language and resources for future generations. Seek innovative, creative and Tikanga (appropriate action) resourceful solutions. Ensure that we remain true to our values and unique ways. Mate kāinga tahi; Ora kāinga rua. Rangatiratanga (leadership) Plan for the worst, hope for the best. Maintain integrity and ethical behaviour in all actions and decisions.
Programme 11 Improve community understanding and acceptance of risk Understanding and acceptance of risk varies between individuals, communities and organisations. Building capability to have better conversations with the community so that risk is better understood and accepted is a key component of community resilience planning. This understanding and acceptance is essential to better inform decisions made as to where we want to live, what level of risk we are prepared to accept and what level of investment we should make in infrastructure in areas subject to risk. This will help and support building resilience. It is also important that everyone has the same understanding of risk to enable engagement between the community and councils in responding to managing risk. Risk in this context is more than natural disaster risk, it includes the full spectrum of shocks and stresses, including financial, organisational, biological and technological threats, as well as opportunities for Greater Christchurch to achieve its aspirational goals, in particular prosperity. A regional approach to managing natural disaster risk is being developed for Canterbury under the Canterbury Natural Hazard Risk Reduction Group. Action 11A Grow capacity for risk acceptance and preparedness
We can grow capacity for understanding and risk acceptance through open access to information, consistency in how information on risk is interpreted and communicated to the community, and better engagement with the community on risk and risk management. This will build on current initiatives such as Civil Defence preparedness guidelines and Canterbury Lifeline Utilities Group, a non-statutory organisation to help reduce infrastructure vulnerability and improve resilience. There are opportunities for improving the understanding of risk at all levels in the community, business and government organisations.
A critical part of this action surrounds the roles of governance (as explored in Programme 6). Layers of government will need to work together with communities to develop a shared understanding of the risks and vulnerabilities they face from particular hazards. Without understanding, our businesses, communities and individuals cannot make informed and rational decisions about the amount of risk they may need to prepare for, the costs and benefits of large scale interventions or, at worst, decisions about retreat. 45
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Related Programmes: 1 Connect people, 4 Build participation and trust in decision making, 6 Promote more consistency and collaboration across tiers of governance, 9 Foster a culture of innovation, 12 Managing the risks we face, 13 Secure our future in the east of Christchurch
Call out box Canterbury Civil Defence and Emergency Management (CDEM)
Canterbury CDEM is a partnership of local authorities, emergency services and other organisations tasked with ensuring the effective delivery of civil defence emergency management in Canterbury. As well as preparing and coordinating responses, CDEM is tasked with preparing a Group Management Plan for the region which includes monitoring and evaluation of risks and hazards as well as delivering information and education to the public.
Callout box:
Collaboration for Business Resilience
Following a disaster, businesses need to stay in business and keep contributing to the economic and social wellbeing of their local communities. Once this is achieved, they may also be able to assist the wider community’s recovery by providing goods, services, facilities, skills or other resources. As the Canterbury recovery has progressed, the many different ways businesses can contribute have become evident. Resilient New Zealand was formed by a group of like-minded organisations who want to help make New Zealand more resilient to natural disasters. Members of Resilient New Zealand include: BECA, BNZ, IAG, New Zealand Red Cross, and VODAFONE. Resilient New Zealand aims to encourage businesses to embed resilience in their existing planning structures and practices so they are better able to contribute to recovery. Resilient New Zealand is also aiming to work with central and local government to develop governance frameworks that enable the capabilities, resources and people of businesses to be better utilised in a recovery.
Resilient New Zealand’s first project, Contributing More: Improving the Role of Business in Recovery (2015), looks at how businesses can:
• Improve their own resilience and contribute towards community resilience; • Play a greater leadership role in recovery; and • Collaborate with other parties to better enable recovery.
The report draws on discussions with more than 50 business, central and local government, and community leaders involved in the Canterbury earthquake recovery and highlights a number of lessons on business resilience, leadership in recovery and collaboration. It also includes recommendations to both the public and private sector on how they can help facilitate businesses contributing more to future natural disaster recoveries. Initially, the report will be used to engage with a range of stakeholders to publicise their findings and to 46
Attachment Volume Page 102 Understand promote their recommendations. Where possible, Resilient New Zealand would like to work in partnership with organisations to implement their recommendations.
Programme 12 Manage the risks we face
The preceding programme focuses on understanding and acceptance of risks that emerge from stresses and which affect our lives and interests. This programme follows on from this in considering the responses to risks which individuals and communities are not willing to accept, or risks that people need to prepare for. In these cases there are a range of responses that lie between major investment that safeguards life and livelihoods, to decisions about whether we abandon land to natural processes, or restrict the use of land in particular locations. Between these extremes are a range of adaptation and mitigation strategies being used in everyday operational activities as well as within how we plan for the future.
Another set of risks we manage relate to the extent to which we can address causal effects of change. The 1987 Montreal Protocol amongst nations effectively eliminated chlorofluorocarbons (CFCs) which were shown to have created holes in atmospheric ozone layer over polar regions. In the current era our international obligations to reduce greenhouse gas emissions are critical to limiting the extent of climate change, however other treaties also exist where individuals, communities, institutions and nations have a role to play.
Action 12A Develop a Greater Christchurch Risk Management Plan
Risk management tools include risk reduction, risk transfer (insurance) and risk acceptance. An understanding of disaster risk, and disaster risk reduction (DRR), is a fundamental requirement for any discussion on natural hazards and risk.
There is an important interface between the level of risk that communities are prepared to accept, the extent to which governance (whether national, regional or local) agencies might be able to commit to managing risk and, in respect of risk transfer, the economics of providing insurance.
A Greater Christchurch Risk Management Plan will develop a range of projects that will identify opportunities at a strategic level to consider responses across a range of areas, programme the use of resources and be an important tool to work with government, the insurance industry and other interests to develop solutions that can support our communities.
For example, in respect to infrastructure, some of the most heavily damaged horizontal infrastructure is being repaired or replaced to a higher standard of resilience from earthquake shaking than existed previously. Some damaged, and still vulnerable, infrastructure will not however be repaired because of cost. In the short term some of the financial risk of future damage could be transferred by way of insurance, but the risk to the communities from disruption will remain. These risks can be reduced by undertaking strengthening or duplication works to increase the resilience of the existing infrastructure, and in the longer term by encouraging less reliance on the existing infrastructure through the uptake by individual households and community groups of off-grid systems (e.g. water tanks, solar power, composting toilets). These opportunities need to be understood and 47
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communicated in a way that strengthens governance decision-making particularly on critical issues such as long term infrastructure strategies.
Action 12B Make our contribution to climate change mitigation and adaptation, and other global resilience challenges
The Paris Agreement, adopted as a result of the Conference of Parties in Paris in December 2015 (COP21), has created a global mandate to address climate change as an urgent and potentially irreversible threat to human societies and the planet. This requires the widest possible cooperation by all countries, and their participation in an effective and appropriate international response, with a view to accelerating the reduction of global greenhouse gas emissions to a level commensurate to a 1.5 degree Celsius average global temperature increase. As New Zealand is a signatory to this agreement, there will be the expectation that all New Zealanders (including individuals, businesses and governments) contribute to reducing greenhouse gas emissions (mitigation) as well as developing strategies to be resilient and thrive in a 1.5 (plus) degree world (adaptation).
Initiatives are already underway to contribute to meeting our obligations such as Target Sustainability which provides free support to Christchurch businesses to become more resource efficient through waste reduction and energy efficiency. There are more opportunities to adapt and measure progress towards achieving targets and learning lessons from the 100RC network.
Actors and networks to build our resilience
Natural Hazards Research Platform, WDC, CCC, SDC, ICNZ, EQC, Resilient New Zealand, Swiss Re. Healthy Christchurch, Safer Christchurch, CDHB, Canterbury Regional Lifelines Forum, ECAN, Resilient NZ, ICNZ, CDEM, platform partners
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Keystone Project
Programme 13 Secure our future in the eastern parts of Christchurch
Securing our future in the eastern parts of Christchurch will require a multi-party collaboration to resolve a range of different issues that include future risks and residual implications from the effects of natural hazards, drivers for economic regeneration, water management and development viability. Most importantly however, this programme of action is concerned with the future of whole communities, people's homes and lives.
Call out box - Map (or an infographic) and a boxed case study of the history (pre-and post EQ) would help encapsulate the story and significance of the east to a wider international audience
This Programme represents a meeting point of all the actions contained within this plan and is purposely placed last in the list for that reason. Key strands of activity can be summarised under each of the four themes around which this plan's goals are framed.
Connect – The sense of community is strong in many eastern communities. Any decisions about the future needs to involve its people, whether long established, have temporarily moved away or are new to the area. Preparing people to participate in a process of large scale change is critical to mobilising their input and building their ownership in a better future.
Participate – Eastern communities contain differing views and perspectives. There are highly circumspect communities who have been promised positive change over the years but have never seen it. In contrast there are highly motivated communities, willing to work together to deliver projects and safeguard the way of life that their communities want to live. The challenge across the area is to openly set expectations with the community, and where capacity and capability exists or emerges, use that drive and energy to build ownership of issues and projects.
Prosperous – Economic regeneration of the east, specifically through the Avon Corridor out to New Brighton, will depend upon exploiting the opportunities that are now available - not least the available, although damaged, land and the multi-agency commitment to regeneration. The two strands of making new and relevant connections to people across Greater Christchurch as well as visitors from New Zealand and overseas, combined with fostering an environment that attracts innovation and new ideas, are particularly valid for the future of this area.
Understand – Eastern Christchurch, perhaps more than any other part of urbanised Greater Christchurch, is exposed to multiple hazards. The level of risk from those hazards will vary from sudden and extreme inundation from relatively rare tsunami events, to very real projections of sea level rise expected in the next 50-100 years. The level of risk able to be managed through different building standards and mitigation, the level of insurance that people have access to, or areas we may need to retreat from are all issues that will shape the future for the area.
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This programme will be developed as different agencies determine priorities for eastern parts of the city in consultation with the community. The Residential Red Zone and New Brighton areas are to be the subject of Regeneration Plans although the mandate given to Regenerate Christchurch (the statutory development agency formed in 2016) allows for interventions in other locations which may be warranted in helping transform the area. Outside of these plans a range of ideas have been proposed and may include,
Resilience demonstration projects Opportunities to integrate the river(s) and the ocean into the urban environment so that sea level rise could have a positive effect Large scale visitor attraction / water based sporting venue Community-led plans and place-making initiatives
Actors and networks to build our resilience
Regenerate Christchurch, CCC, University of Canterbury, Insurance Council New Zealand (ICNZ), EQC, ECAN, Ngāi Tahu, Canterbury CDEM, WDC, community organisations
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Acknowledgements
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Glossary
CCC Christchurch City Council
CCHL Christchurch City Holdings Limited
CDC Canterbury Development Corporation
CDEM Civil Defence Emergency Management
CDHB Canterbury District Health Board
CERA Canterbury Earthquake Recovery Authority
CPIT Christchurch Polytechnic Institute of Technology
CRO Chief Resilience Officer
DPMC Department of Prime Minister and Cabinet
ECan Environment Canterbury
EECA Energy Efficiency and Conservation Authority
EQC Earthquake Commission
ICNZ Insurance Council New Zealand,
MBIE Ministry for Business Innovation and Employment
MPI Ministry for Primary Industries
NZTA New Zealand Transport Agency
SDC Selwyn District Council
TRONT Ngāi Tahu, Canterbury
UC University of Canterbury
UDS Urban Development Strategy
WDC Waimakariri District Council
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Attachment Volume Page 108 Implementation Plan Resilience Implementation Plan
This part of the plan contains the detailed initiatives and projects that will implement the programmes of higher level actions for each goal. These initiatives form an implementation plan that is a living document that will be regularly reported on and amended over time as the initiatives are completed and new initiatives are developed as we work towards making the vision and goals of Resilient Greater Christchurch a reality.
The initiatives are described under each goal based on:
What we will do describes initiatives that we are committed to developing, funding and implementing within the short term. These actions will contribute significant gains towards the resilience goals across Greater Christchurch. What we could do describes initiatives that are either existing successful initiatives that can be scaled to other areas or groups across Greater Christchurch or are new ideas or projects that require further scoping, development and funding sources. These initiatives will be commenced in the medium term. These initiatives have the potential to contribute towards the resilience goals and involve a wide range of partners.
Goal 1 We are connected communities living in adaptable places
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Attachment Volume Page 109 Implementation Plan Programme Action Project or Initiative Lead Partners Status Related programmes
2A Develop / implement new centre development plans: CCC, SDC, Communities, local business 9 Foster a culture of innovation Develop plans for new centres that incorporate urban design WDC principles to improve community connectedness and overall (by district) wellbeing 2A Urban Intensification plans Regenerate CCC, Otakaro Ltd, Development 3 Improve the quality, choice 2B Bespoke area based plans to advance and facilitate Christchurch Christchurch Ltd, Private sector and affordability of housing coordinated and high quality residential intensification within 6 Promote more consistency urban Christchurch and collaboration across tiers of
governance. 2A UDS Review UDSIC All Councils, District Health 3 Improve the quality, choice 2B Review of the sub-regional land use planning and wellbeing Board, Te Runanga O Ngāi Tahu, and affordability of housing strategy to integrate high level resilience which will carry NZ Transport Agency, through into funding, service and regulatory planning Regenerate Christchurch, processes. Central Government departments 2B Transport Innovation Fund CCC Individuals and entrepreneurs 9 Foster a culture of innovation Contestable fund to stimulate local ideas that can be developed to help encourage and improve use of sustainable transport
2. Create adaptable places Create 2. modes. 2B Future Public Transport UDS All Councils, NZ Transport 6 Promote more consistency Exploration of future options to extend and develop Greater Transport Agency, ECan and collaboration across tiers of Christchurch Public Transport networks Group governance.
3A Rental homes ‘warrant of fitness’ MBIE CCC, SDC, WDC, MBIE, housing 1 Connect people A residential ‘warrant of fitness’ is a means to help drive up the providers, private landlords, 6 Promote more consistency quality of the poorest quality rental housing with benefits for letting agents, tenant interest and collaboration across tiers of the health and wellbeing of tenants. groups governance. 3A Voluntary targeted rate for Home Insulation Councils EECA, Private landlords Explore the use of a Voluntary Targeted Rate scheme to assist
Housing residents with upfront costs for insulating their home 3A Consistent monitoring of residential development across the Councils Ngai Tahu, Ministry of Social 6 Promote more consistency 3. Improvethe 3. Affordability of Affordability 3B Greater Christchurch Council administrative areas (through Development, MBIE, Housing and collaboration across tiers of Quality, Choice and Quality,Choice New Zealand, Community governance. 54
Attachment Volume Page 110 Implementation Plan Develop a consistent and comprehensive set of measures the UDS Housing providers, Regenerate around the existing housing stock, newly build homes, land Partnership) Christchurch, EECA, House supply and the associated development pipeline. builders 3B Regular review of Greater Christchurch Housing Market UDS CCC, WDC, SDC, Ministry of 6 Promote more consistency Assessment (or equivalent cross partnership resource) Partners Social Development, UDS and collaboration across tiers of Regular periodic publication of an area wide market partnership, MBIE, Housing New governance. assessment to inform housing planning and delivery. Zealand, Community Housing 4 Build participation and trust providers, Regenerate in decision making Christchurch, Ngai Tahu, EECA, House builders. 3B Develop a Greater Christchurch Housing Policy UDS CCC, WDC, SDC, Ministry of 6 Promote more consistency A Greater Christchurch Housing Policy could bring together Partners Social Development, UDS and collaboration across tiers of strands of policy that unite the sub-region and help drive better partnership, MBIE, Housing New governance. coordination of different types of housing that more specifically Zealand, Community Housing 4 Build participation and trust address identified housing needs. providers, Regenerate in decision making Christchurch, Ngai Tahu, EECA, House builders.
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Attachment Volume Page 111 Implementation Plan Goal 2 We are a community that participates in shaping our future
Programme Action Project or Initiative Lead Partners Status Related programmes
4A Research, develop and build on effective models and Councils community groups, interest methods for community involvement in local governance groups Community Advisory Panels and Citizen's Juries are examples of ways in which opportunities can be created to help people participate and influence decision making as well as build trust between the community and decision makers. Other examples include co-creative planning, consultation portals where people can comment and offer feedback on comments in real time.
4B Open Source Data Councils, / 6 Promote more consistency Providing more data in Open Source formats proactively Government and collaboration across tiers of allow decision making to become more transparent and and other governance. allows interests in the community to use data to inform their public 9 Foster a culture of innovation own initiatives or ideas and even spawn new innovations. institutions
4B Facilitate and encourage community led plans CCC, SDC, Community Boards, 5. Support Community Community emergency response plans focus on building WDC Community Groups Organisations and Leaders community from regular day-to-day use of community groups (e.g., the Lyttelton Community Emergency Response). Develop (where lacking) community emergency response plans.
4B Devolve more responsibilities for local issues or facilities CCC, SDC, Community Boards, 5. Support Community Identifying ways of empowering communities and users a WDC Community Groups Organisations and Leaders stake in decision making and delivering change that affects
4. Build participation and trust in decision makingin anddecision trust Build participation 4. the quality of community facilities and places.
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Attachment Volume Page 112 Implementation Plan 5A Expand the use of Time Banks TimeBanks are currently operating in Addington, Belfast, Eastern Bays, Lincoln, Lyttelton, New Brighton, Roimata, Sumner, Waimakariri. Assessing the wider applicability of TimeBanks to share and exchange local community skills and resources will benefit development of resilience in
communities. 5B Place Based Planning Framework CCC Community groups 4. Build participation and trust An emerging framework approach that proposes to (City in decision making empower community groups to drive localised planning initiative) exercises with council support being tailored to reflect community capacity and capability. 5B Community Group / Resource Mapping Ministry of Awesome, CDHB, - Mapping of capacity-building support available to community organisations community groups and networks and volunteers would support existing and emerging communities, groups, and leaders. This would include valuable resources for organisations and individuals seeking training, upskilling or a place to connect and share skills and resources. 5C Funding roundtables Councils and Community Groups, charitable 6 Promote more consistency Multi-year service level agreements Government organisations and volunteers and collaboration across tiers of Alliance models Agencies governance. Closer working between funding institutions and community, charitable, not for profit and voluntary groups to work through difficult decision making, longer term investment confidence and delivery of multiple outcomes are all ways in which the partnership between these sectors can be SupportOrganisationsCommunityand Leaders
. strengthened
5 6A Government engagement Canterbury Government departments and 11 Improve community
. Hazards and other urban development management issues Natural agencies understanding and acceptance relevant in Greater Christchurch are present in many other Hazard Risk of risk
ment parts of New Zealand. The full engagement of government is Reduction 12 Manage the risks we face essential to coordinated approaches around Group, - Risk literacy, risk management and risk transfer - Legislative and national policy directions - Central government funding for projects . Work with Central Government should involve Greater Promotemore Christchurch being a test bed to develop and trial national
6 6 andconsistency acrosscollaboration governof tiers policy standards 57
Attachment Volume Page 113 Implementation Plan 6A Consolidated hazard and risk data source Canterbury Insurers, technical advisors, 2 Create adaptable places Develop and provide open access to a single source of high Natural councils, government agencies, 11 Improve community quality hazard and risk information whose language is Hazard Risk the wider community understanding and acceptance accessible to the public and technical experts, including Reduction of risk insurers. Shared understanding and language are essential Group 12 Manage the risks we face building blocks in allowing people and organisations to understand, accept and mitigate against risks. Will include consistent data gathering standards and processes, definitions, language and clear associated public information.
6A Regional Risk Forum Canterbury Councils, government 2 Create adaptable places Establishing a Regional Risk Forum to develop a coordinated Natural 10 Improve community regional approach to risk will enable Canterbury to take the Hazard Risk understanding and acceptance lead in developing a coordinated regional approach to risk Reduction of risk and resilience, which may also be leveraged at the national Group 12 Manage the risks we face level.
6A Resilience scorecard for regeneration projects Councils Technical advisors 2. Create adaptable places Develop a resilience scorecard which can be used in the 12 Manage the risks we face procurement of infrastructure projects and other development activities. 6A Health Impact Assessments CDHB Councils, Government Agencies 2. Create adaptable places Health Impact Assessments can be used to inform and then 12 Manage the risks we face refine projects to reduce and minimise potential health impacts of proposals
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Attachment Volume Page 114 Implementation Plan Goal 3 We are prosperous by sustaining the vitality of the environment, fostering innovation and attracting people
Programme Action Project or Initiative Lead Partners Status Related programmes
8A Guangdong Strategy CCC / MBIE Multiple agencies, NZTE, NZEd, The purpose of the strategy is to establish a strategic city to CeCC, CDC, private sector city/region relationship with China and continue to support visits from Chinese investors. 8A Attraction Strategy CDC Industry groups CDC will build on work already underway (e.g. CDC’s City of Opportunity booklet) and work with its partners to develop initiatives to attract skilled migrants, visitors and investment into the area. 8C Migrant Attraction and Settlement Ashburton CeCC, CDC 1. Connect people As one of the seven work streams of the Canterbury Regional District Economic Development Strategy 2015 (CREDS), Migrant Council Attraction and Settlement aims to ‘‘make the most of the workforce we have now. Over 2016-17 this work stream will establish an advisory group and develop a strategy to attract, train and retain skilled workers, including migrants and their families. 8A Active connectors CDC Ministry of Awesome 1. Connect people Internationally connected firms tend to be more productive, 9 Foster a culture of have higher growth rates and employ more people; however, innovation making connections takes time and resources that smaller
Connect Connect internationally firms can struggle to find. This initiative involves working
8 with stakeholders, including the Ministry of Awesome, to investigate opportunities to increase the capacity and services provided by active connectors in Greater Christchurch and to provide a 'landing pad' support to investors. This links with the Attraction Strategy.
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Attachment Volume Page 115 Implementation Plan 8A SMART City CCC Land Information New Zealand, 1. Connect people Smart City is a Christchurch City Council initiative launched in Trimble (Platform Partner) 2 Create adaptable places 2015. This initiative will use modern digital technologies to 11 Improve community gather data about how the city is used and functions using understanding and sensor technology to greatly enhance our services, to reduce acceptance of risk costs, and environmental impact and to improve contact between citizens and government. The initiative can be expanded to Greater Christchurch involving partners such as LINZ to implement proof of concept projects and to create a business model that enables further initiatives in the future.
8A Future Ready Programme of action CRO CDC
Explore the opportunity to host a programme of projects and actions focused on the impact on the community and workplace of forecast technological, demographic and attitudinal shifts and produce briefing papers. This could include: - Business Futures project which would undertake research in trends affecting business and use this information to inform a programme for businesses;
- Innovation Friendly City project to investigate how Greater Christchurch could utilise city and large organisational assets and spaces to enable and encourage innovation; Economic resilient of low-income households to investigate the economic resilience of low-income households in Greater Foster a culturea innovation ofFoster
Christchurch, in order to understand the potential current and 9 future risks for 'working-poor' families and for the wider community. 3B.3.5 Idea testing
3B.3.6 Seed funding 3B.1.9 Civic Innovation Lab
8B Public awareness of the potential of social enterprise CRO Akina, Rata Foundation, The CRO will make the most of the smaller scale and Councils connected networks in Greater Christchurch to test innovative new initiatives alongside key stakeholders and the wider social enterprise sector. Such initiatives could involve investigating opportunities for Greater Christchurch local 60
Attachment Volume Page 116 Implementation Plan government to develop supportive policy alongside the social enterprise sector.
3B.3.7 'Right to Buy' or 'Right to Operate' key community facilities - 3B.3.8 Social Enterprise Census
3B.3.9 Social Enterprise mentoring
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Attachment Volume Page 117 Implementation Plan Goal 4 We understand and are prepared for future challenges
Programme Action Project or Initiative Lead Partners Status Related programmes
4A.1.4 Risk literacy programme for the community Canterbury Connect Broader public education is needed to inform people about Natural Participate the risks they face and the actions that they or their Hazard Risk community can take to minimise them. This will be achieved Reduction by identifying people with key skills in the risk and public Group engagement areas and establishing a working party to develop a programme which aims to increase the public’s risk literacy. This programme could leverage existing community based initiatives including Safer Christchurch and Healthy Christchurch, use best practice examples from around the country. 4A.1.6 Improved understanding of insurance Canterbury Prosper The Canterbury earthquakes highlighted that it is important Natural that the community and business understands the role of Hazard Risk insurance, what it covers and what it does not cover. Reduction Group 4A.1.7 Acceptable risk Canterbury Participate Natural Prosper Hazard Risk Reduction Group 4A.1.8 Risk planning for non-profit organisations Investigate the extent to which non-profit organisations have planned for risk, both for continued service delivery and for their own continuity and sustainability, and what support may be required in the event of a disaster. 4A.1.9Encourage small and medium-sized business UC, CDC, ICNZ enterprises (SME) to consider insurance as part of risk management Improve community understanding and acceptance of risk of acceptance Improvecommunity understanding and The University of Canterbury has undertaken research on
11 how SME’s best utilised insurance to get themselves back up and running following the Canterbury earthquakes. This was an important factor in the resilience of the Canterbury economy, and also provided employment continuity
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Attachment Volume Page 118 Implementation Plan throughout the CES. This initiative would encourage SME to understand the role of insurance in risk management. 4B.1.5 Embed risk literacy in Asset Management CCC, WDC, Programmes SDC CCC currently has a project to capture all the information on Council assets, including underground infrastructure assets. This project will include an asset register, a spatial view of all the assets, and information on the condition and criticality to improve the quality of asset management programming through improved risk literacy. This can be expanded to other Councils and business in Greater Christchurch. 4B.1.6 Research on risk reduction measures
4B.1.7 Research trends in insurance penetration
4B.1.8 Explore cost benefit analysis on options to reduce or mitigate risks of high frequency events from damaging buildings
4B.1.9 Explore use of resilience or catastrophe bonds to Councils SCIRT, Regenerate fund projects Christchurch Continued funding and implementation of projects that reduce natural disaster risk and hence improve the risk profile and insurability of community assets is essential.
Managing the risks weManaging facerisks the The efficacy of raising capital for such projects through resilience or catastrophe bonds could be explored. 12 4B.1.10 Explore alternative risk transfer Councils Swiss Re (possible Platform arrangements Partner) Explore alternative risk transfer arrangements, such as catastrophe bonds and parametric insurance, to raise capital for specific risk reduction works and/or to simplify claim handling 4B.2.4 Christchurch City will join the UN Compact of CCC Mayors Joining the UN Compact of Mayors will require measuring and public reporting, target setting, and action planning/continual improvement for greenhouse gas emission reduction.
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Attachment Volume Page 119 Implementation Plan 4B.2.5 Finalise targets for adaption and resilience to measure progress
4B.2.6 Leverage lessons learnt from Council networks including 100RC
Secure future in the eastern parts of Christchurch Regenerate CCC, University of Connect This programme will be developed as different agencies Christchurch Canterbury, Insurance Participate determine priorities for eastern parts of the city in consultation Council New Zealand (ICNZ), Prosper with the community. The Residential Red Zone and New EQC, ECAN, Ngāi Tahu, Brighton areas are to be the subject of Regeneration Plans Canterbury CDEM, WDC, although the mandate given to Regenerate Christchurch (the Community organisations statutory Development Agency formed in 2016) allows for interventions in other locations which may be warranted in helping transform the area.
Christchurch Secure future in the eastern parts ofparts eastern in Securefuture the
13
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Attachment Volume Page 120