The Greater Christchurch Urban Development Strategy and Updated Action Plan June 2010

1 Figure 1 – Te Wai Pounamu, the Canterbury Region and Greater Christchurch

TABLE OF CONTENTS PAGE UDS Forum Chair, Regional Chair, Mayors and Transit NZ Chair 5 Tangata Whenua ‐ Ngāi Tahu 6 1 Introduction 8 1.1 Vision 8 1.2 Leadership, Partnership and Collaboration 8 1.3 Purpose and Emphasis 9 1.4 Greater Christchurch Growth Management 10 1.5 Values and Expectations of the Community, Business Sector, and Partner Councils 11 1.6 Status of the Strategy 12 2 Strategic Directions 14 3 Context 16 3.1 Global 16 3.2 National 17 3.3 Regional 19 3.4 Greater Christchurch Area 19 3.5 Overview of Growth Issues 22 3.6 Growth Management Assumptions 23 3.7 Historical and Existing Approaches to Growth Management 26 4 Option Process 28 4.1 Evaluation Process 28 4.2 Consultation 28 5 Greater Christchurch Settlement Pattern 29 5.1 Introduction 29 5.2 Proposed Settlement Pattern 29 5.3 Implementing the Settlement Pattern 30 5.4 Key Assumptions: Settlement Pattern 33 5.5 Broad aims of the Settlement Pattern 33 Map of Proposed Settlement Pattern 34 5.6 Relationship to Towns Outside Greater Christchurch 36 5.7 Proposed Settlement Pattern ‐ Growth Projections Summary 36 6 Action Plan 44

1 6.1 Introduction 44 Enhance Environments 47 6.1 Biodiversity and Ecosystems 48 6.2 Freshwater, Estuaries and Coast 51 6.3 Landscapes 54 6.5 Natural Hazards and Climate Change 56 6.7 Wastewater 60 6.8 Water Supply 63 6.10 Healthy Communities 68 6.11 Education 72 6.12 Housing 75 6.13 Public Open Space 78 6.14 Leisure, Recreation and Sport 81 6.15 Tangata Whenua and Maori 84 6.16 Culture and Heritage 86 6.17 Urban Design 90 6.19 Urban Revitalisation and Intensification 96 Encourage Prosperous Economies 101 6.19 Activity Centres and Corridors 102 6.17 Business Land 104 Effective Governance and Leadership 117 6.23 Governance, Collaboration, Partnership and Community Engagement 117 6.24 Central Government Engagement and Commitment 122 6.26 Resilience and Adaptation 126 6.28 Resourcing 128 6.29 Monitoring and Review 130 7 Implementation 147 7.1 Strategy Implementation Principles 147 7.2 Implementation Mechanisms 150 7.3 Role of Strategy Partners in Implementation 154 7.4 Co‐ordinated Planning, Management and Resourcing 154

2 8 Acknowledgements 155 9 Glossary 156

Appendices

i. Explanation of changes to the UDS Action Plan between adoption and the current update (2007‐2009) 165 ii. Statutory Compliance 189 iii. Memorandum of Agreement: Urban Development Strategy Implementation 192 iv. Terms of Reference‐ Governance, Management and Technical Arrangements 197 v. Existing Planning Frameworks 209 vi. Additional Documents 211

3 Message:

UDS Forum Chair, Regional Chair, Mayors and Transit NZ Chair Population growth, land and building development will continue in the area for This Greater Christchurch Urban Development Strategy (the Strategy) is a the foreseeable future, and will continue to present new challenges. The significant milestone for the area and the Strategy partners, Environment challenge ahead is to successfully complete and implement the Strategy so the Canterbury, Christchurch City Council, Selwyn District Council, Waimakariri area benefits from this investment made in its future, ensuring that the District Council, and Transit New Zealand. partners speak and act as one on the key issues facing the area and their The release of the Strategy for consultation follows an extensive joint public resolution through the UDS framework. consultation programme undertaken by the partners in the area, which On‐going engagement, shared planning and resourcing through working resulted in over 3250 submissions on the growth management options. together with Central Government are critical to successfully implementing the A Community Charter was developed from what the community said about Strategy. For this to be achieved it is essential that each partner works together how the area should grow and change. The Charter underpins the to develop the agreed actions that will follow. development of the Strategy. It provides the principles and framework for We commend this Strategy to you, along with our thanks for the community implementation of the Strategy. The partners also collaborated in the UDS input to its development. We signal our commitment to, and encourage you to ‘Inquiry by Design’ process to develop a preferred settlement pattern. assist us with its implementation. Growth brings many challenges to the area. The UDS project was initiated in 2004 arising from concerns about the lack of collaborative leadership and Bob Parker, UDS Forum Chair institutional arrangements to manage growth in a sustainable way in the sub‐ region. Garry Moore, Mayor, Christchurch City Council

With a long‐term outlook to 2041, the Strategy provides a comprehensive Sir Kerry Burke, Chair, Environment Canterbury context for making decisions now for present and future generations. The Strategy reinforces the importance of some familiar issues, including the Michael McEvedy, Mayor, Selwyn District Council location of future housing, development of activity centres, providing areas for Jim Gerard, Mayor, Waimakariri District Council new employment and the impact of land use change on transportation networks. It also highlights the need to address issues in a more integrated Brian Jackson, Acting Chair, Transit New Zealand manner. The theme of ‘integrated land use, infrastructure and funding’ underpins much of the Strategy and associated implementation actions. Tangata Whenua ‐ Ngāi Tahu Te Rūnanga o Ngāi Tahu was established by the Te Rūnanga o Ngāi Tahu Act

1996. It works on behalf of the iwi to manage the collective assets of Ngāi Tahu The Treaty of Waitangi provides principles for the engagement of and whānui, and to promote and ensure the interests and aspirations of Ngāi Tahu relationship building between Tangata Whenua / Māori and Councils. Tangata whānui for the future. Whenua and Local Authorities recognise the Treaty of Waitangi will continue to As kaitiaki, Ngāi Tahu has an intergenerational duty to ensure that the mauri be a foundation for future mutual relationships together with other strategic and the physical and spiritual health of the environment is maintained, partners within the area. protected and enhanced. This is partly addressed through Ngāi Tahu 2025, Ngāi Tahu holds manawhenua and kaitiakitanga over much of the South Island, which provides the guiding vision for the tribe and identifies the contribution the largest territory of any tribe in New Zealand. Ngāi Tahu’s takiwā (tribal Te Rūnanga o Ngāi Tahu will make to that vision. It is a 25‐year future road map territory) runs from Te Parinui‐o‐whiti (White Bluffs) on the east coast to that clearly identifies and details the specific areas of importance for Ngāi Tahu Kahurangi Point on the West Coast, and southwards to Rakiura (Stewart to impact and influence. Island). Resource protection and development can be addressed through Hapū and Iwi Ngāi Tahu are the iwi comprised of Ngāi Tahu whānui, or the collective of the Resource Management Plans. The Strategy promotes and supports the individuals who descend from the five primary hapū of Ngāi Tahu, Ngāti development of Hapū Management Plans, and acknowledges Te Whakatau Māmoe and Waitaha, namely Kāti Kurī, Ngāti Iraheku, Kāti Huirapa, Ngāi Kaupapa (Ngāi Tahu Resource Management Strategy for the Canterbury Tūāhuriri and Ngāi Te Ruahikihiki. Region), the Te Taumutu Rūnanga Natural Resources Management Plan 2003 and Ngāi Tahu 2025 as fulfilling an environmental protection role. Mutually As part of the settlement negotiated with the Crown, Ngāi Tahu received agreed protocols, additional resources, and processes in district plans are cultural redress in the form of confirmation of the ability for Ngāi Tahu to necessary to support and complement the resource management and express its traditional kaitiaki relationship with the environment. Other tribal development principles of Tangata Whenua. The Strategy must address issues redress included an apology from the Crown, acknowledgement of Aoraki/Mt relating to developing resources important to Tangata Whenua in addition to Cook as a tribal taonga, economic redress in the form of a payment of $170 issues facing the wider community. This must include supporting and providing million and a first right ability to purchase property from the Crown. for traditional Ngāi Tahu communities, particularly Tuahiwi, Rapaki and The settlement has allowed the tribe to re‐establish itself as an economic force Wairewa, to maintain their relationship with their ancestral lands as they may within the South Island whilst continuing to be a leader in sustainable from time to time determine for themselves. environmental management through its principle of kaitiakitanga. Ngāi Tahu currently has interests in fishing, tourism and property as well as a diversified equities portfolio, all of which are managed through Ngāi Tahu Holdings Ltd. Protection of Ngai Tahu’s customary rights and environmental monitoring and protection are undertaken by the Toitū Te Whenua Unit.

6 Wāhi tapu and urupa are protected1. The natural environment consisting of air, land, waters, coasts, oceans, flora and fauna and how they are engaged with, is crucial to Ngāi Tāhu identity and Greater involvement of tangata whenua in management of significant sites and culture. This means that the actions and programmes in this strategy will wāhi taonga in developed areas. respect and promote the protection of these taonga, including Maintaining relationships with ancestral lands. The spiritual aesthetic nature of air Working with our wider communities. Environmental quality and quantity is sufficient to provide for healthy mahinga I encourage our Ngāi Tahu whānau, communities and other Māori to read and kai comment on this important strategy which will impact, potentially both in a Indigenous flora and fauna and their habitats are maintained and enhanced positive and negative way, on us and our future generations. Important landscape features and markers are visible and respected Green corridors for birds and other animal passage are restored and Mark Solomon maintained Kaiwhakahaere Te Rūnanga o Ngāi Tahu Visual amenity and landscape values Water quality is maintained and enhanced for the waters of the:

ƒ Ashley/Rakahuri

ƒ Waimakariri

ƒ Avon/Ōtakaro, Heathcote/Opāwaho and Selwyn/Waikirikiri

ƒ Avon Heathcote Estuary/Ihutai

ƒ Lake Forsyth/Wairewa and all its tributaries

ƒ Lyttelton Harbour/Whakaraupō

ƒ Lake Ellesmere/Te Waihora and all its tributaries

ƒ Wetlands are protected and, if needed, restored

ƒ Mauri of waterways and freshwater resources

ƒ Surface and ground waters are managed sustainably

1 Proposed Natural Resources Regional Plan, Chapter 2, Environment Canterbury. 7 1 Introduction 1.1 Vision

By the year 2041, Greater Christchurch has a vibrant inner city and suburban As Greater Christchurch continues to grow, increasing pressure is placed on the centres surrounded by thriving rural communities and towns, connected by area’s ability to cater for its expanding population. The Urban Development efficient and sustainable infrastructure. There is a wealth of public spaces Strategy (the Strategy) is a step towards a far more collaborative means of ranging from bustling inner city streets to expansive open spaces and parks, addressing these pressures. The Strategy is a single point of reference for the which embrace natural systems, landscapes and heritage. community to help develop awareness and understanding of the approaches being taken to growth management. Innovative businesses are welcome and can thrive supported by a wide range of attractive facilities and opportunities. Prosperous communities can enjoy a Over 3250 submissions were received in April 2005 when the public were asked variety of lifestyles in good health and safety, enriched by the diversity of which growth option they preferred for the future of Greater Christchurch. The cultures and the beautiful environment of Greater Christchurch. responses were then translated into the Community Charter, which serves as the foundation for this Strategy. The Greater Christchurch area will have: ƒ Enriched lifestyles Building on this foundation, the intent of the Strategy is to provide the primary ƒ Enhanced environments strategic direction for the area and establish a basis for all organisations and ƒ Prosperous economies the community to co‐operatively manage growth. A crucial part of the document is the identification of the costs of growth and determining the main ƒ Managed growth, and sources of funding, especially for infrastructure such as transport, wastewater, ƒ Integrated and collaborative leadership. stormwater, recreation and cultural facilities.

Implementation of the Strategy is not the total responsibility of the Strategy 1.2 Leadership, Partnership and Collaboration partners, but also government and non‐government agencies, the private The Strategy is a new way for the Strategy partners (Christchurch City Council, sector, Tangata Whenua and the community. All have a significant role to play Environment Canterbury (the Regional Council), Waimakariri and Selwyn to support this continuing collaborative approach to ensure the Strategy is District Councils and Transit New Zealand) and the community to work implemented. together ‐ a new approach to strategic planning. It considers the complexity and interrelationships of issues around land‐use, transport, and infrastructure including community facilities, while incorporating social, health, cultural, economic and environmental values. The Strategy provides leadership to integrate and manage these issues in a more collaborative way between councils, strategic partners and the community.

8 The Greater Christchurch area includes the eastern parts of Waimakariri and 1.3 Purpose and Emphasis Selwyn District Councils and the urban and some rural areas of Christchurch The UDS takes a principled, but practical, view of the role of the partner City Council including the Lyttelton Harbour Basin. councils in managing the growth of Greater Christchurch, based on three

assumptions:

ƒ That population growth in the area will continue to occur due to natural increase and inwards migration;

ƒ That the partner councils have statutory obligations to take action in managing growth; and

ƒ That the community and business sector expressed an expectation through public consultation that the partner councils will take a proactive, integrated, and collaborative approach to managing Greater Christchurch’s growth. The purpose of the Strategy is to achieve the vision through the establishment of clear, robust, transparent, accountable, and integrated strategies, policies, and processes for managing the growth of the Greater Christchurch area over time. It will also:

ƒ Raise community awareness, understanding and commitment, including through community partnerships, to implement the Strategy’s and actions.

Figure 2 ‐ Greater Christchurch Area and Local Authorities ƒ Provide an understanding of the potential impact of growth on the environment, including Tangata Whenua values, local communities (social, health and cultural needs) and the built environment.

ƒ Provide quality information to meet, as a minimum, the requirements of section 32 of the Resource Management Act 1991 (RMA) including social, health, cultural and economic benefits and costs to underpin the implementation of the Strategy by partner councils in their RMA 1991 planning processes and documents.

9 1.4 Greater Christchurch Growth Management ƒ Identify future infra‐structural demand patterns, so partner councils can examine the most cost‐effective service delivery options and make the The scope and emphasis of the Strategy is on Greater Christchurch most efficient use of public resources so infrastructure costs over the development matters which the partner councils have statutory jurisdiction, long‐term can be kept as low as possible. power or influence over:

ƒ Provide prudent asset management and cost‐effective long‐term ƒ Governance, administration and associated funding provision of infrastructure services, such as water, wastewater, roads and ƒ Provision and funding of infrastructure including transport public passenger transport. ƒ Land and building development and design ƒ Engage infrastructure and service agencies and provide a basis for ƒ Land‐use, supply and choice agreement and commitment on the Strategy’s and actions in their own ƒ Use and development of natural resources long‐term planning. ƒ Protection, maintenance and enhancement of ecosystems ƒ Provide links for transport, walking, cycling, environmental assets and ƒ Protection, maintenance, and enhancement of heritage community facilities ƒ Provision and funding of community infrastructure and services, and ƒ Provide a Strategy and implementation plan, based on a sound ƒ Advocacy on behalf of the community. understanding of growth drivers, and providing investment certainty to local communities, developers and service providers as well as the partner councils. 1.4.1 Areas Outside of the UDS Area ƒ Demonstrate local government leadership, by balancing the needs of local Most of Banks Peninsula and the western parts of the Waimakariri and Selwyn communities, developers and infrastructure and service agencies to Districts are outside the Greater Christchurch area. determine priorities and shape the future of the area through the Investment in improved road and rail links and the reducing cost of travel and Strategy’s Implementation, and communications have progressively increased the influence of the area’s day‐ ƒ Provide a comprehensive and robust framework to address the to‐day economy. These changes bring towns and rural areas within commuting continuing and projected growth in the area. distance of Greater Christchurch, so that a small but increasing proportion of ƒ Promote Greater Christchurch as a great place to live. the area’s population and housing has transferred to these areas. It is important to ensure linkages with the western areas of Waimakariri and Selwyn Districts and the southern part of the Hurunui District outside of the area. This will occur by taking an “activity corridor” approach to the Strategy’s settlement pattern.

10 ƒ Enhanced community character, diversity and facilities, and The three corridors are described as follows: ƒ Enhanced ‘sense of place’, heritage, open space networks, and urban and ƒ North ‐ South site design. ƒ Central 1.5.2 Business sector values and expectations ƒ Southwest Better integration between land‐use infrastructure and funding, to provide The corridors provide the potential to enhance economic links, integrate land certainty and to support and enhance a diverse and prosperous local economy. use and transportation, and ensure connectivity between all parts of the partner council areas, to achieve an integrated, responsive and sustainable land transport system under the Land Transport Management Act (LTMA) 1.5.3 Partner values and expectations 2003. Direction for growth management through:

ƒ Community outcomes processes in partner councils’ Long‐Term Council 1.5 Values and Expectations of the Community, Business Sector, and Community Plans (LTCCPs) Partner Councils ƒ Regional Policy Statement The Strategy aims to satisfy three sets of values and expectations: ƒ Regional Land Transport Strategy ƒ City and District Plans 1.5.1 Community values and expectations ƒ Transit New Zealand State Highway Forecasts In the public consultation, the community asked for: These expectations align with the New Zealand statutory planning framework. They provide a clear, robust, transparent, accountable, and integrated policy ƒ Protection of the groundwater quality in aquifers and implementation process that can achieve and surpass legislative ƒ Protection and enhancement of ecosystems and outstanding natural and compliance (i.e. the requirements of the Local Government Act 2002 (LGA), rural landscapes Land Transport Management Act 2003 (LTMA), and RMA. This relationship is ƒ Minimum loss of productive rural land illustrated in Figure 3 following. ƒ More concentrated settlement/development patterns focussed on well‐ defined existing urban centres ƒ A defined boundary between urban and rural areas ƒ Affordable travel through more choice of transport options, particularly walking and cycling ƒ Public passenger transport integrated with commercial and residential development

11 1.6 Status of the Strategy This Strategy is a broad scale, long‐term, land‐use strategy prepared under the Local Government Act 2002. It will be used to guide the future development of Greater Christchurch. The Strategy will be implemented through tools such as the Regional Policy Statement under the RMA 1991, amendments to the Regional Land Transport Strategy as mandated by the Land Transport Act 2003 and Long Term Council Community Plans prepared under the Local Government Act 2002. Implementation may also involve developing agreements between the UDS partners, Central Government and other agencies

INSERT Figure 3 – Growth concepte map – se end of document.

12 Figure 4 INSERT new graphic of same – see end of document Relationship of the UDS to the Statutory and Non‐Statutory Documents and Processes of the Strategy Partners

13 2 Strategic Directions ƒ Providing additional recreational opportunities in parks and natural areas INSERT Figure 5 ‐ Colour pictures of community charter and circle diagrams ‐ – ƒ Maintaining and protecting the heritage values of established suburbs, see end of document rural towns and settlements

The Strategic Directions shape and guide this Strategy. They have been Enhance Environments by: developed as a result of the option development, community consultation and ƒ Protecting the quality and quantity of groundwater in the aquifers and Strategy development processes and are key components of the Strategy natural catchments as a top priority Vision. They outline the outcomes the Strategy seeks to achieve. How they will be achieved is outlined in Section 6, which provides for specific actions. ƒ Protecting and enhancing indigenous vegetation and the ecosystems they contain Enrich Lifestyles by: ƒ Recognising the value of, and protecting the coastline, estuaries, ƒ Ensuring that the Greater Christchurch area is a liveable, safe, wetlands and waterways prosperous and healthy place ƒ Ensuring development protects and enhances natural systems and ƒ Recognising and protecting cultural identity and enhancing a sense of environmentally sensitive areas place ƒ Promoting energy and water conservation and ensuring clean air ƒ Improving community safety and encouraging neighbourhood design ƒ Protecting outstanding landscapes such as the Port Hills and iconic that makes people feel safe rural outlooks, and ƒ Increasing the supply of well‐located, affordable housing ƒ Ensuring natural ecosystems and their biodiversity are valued and ƒ Planning for a more equitable distribution of community infrastructure, protected and Encourage Prosperous Economies by: ƒ Developing a strong cultural environment and increasing community access to arts, recreation and other cultural facilities ƒ Maintaining a secure and productive resource base, including minimising the loss of productive land ƒ Recognising and protecting cultural identity and enhancing a sense of place ƒ Protecting and enhancing strategic regional infrastructure, including utility hubs and corridors, Christchurch International Airport and ƒ Ensuring buildings and homes are energy‐efficient, warm, well‐built, Lyttelton Port aesthetically pleasing and affordable ƒ Ensuring adequate and appropriate land for commercial and industrial ƒ Promoting good urban design to make our communities more liveable uses, and and attractive with good connectivity ƒ Ensuring the connection between homes, employment opportunities, ƒ Developing an open space network recreation and environment through mixed land uses and integrated transportation modes 14 Manage Growth by: ‐ Regional Land Transport Strategy ƒ Defining and maintaining clear boundaries between urban and rural ‐ City and District Plans, and areas using networks of open space ‐ Long term plans of Transit NZ, Land Transport New Zealand and other ƒ Redeveloping existing urban areas in a more concentrated form agencies. ƒ Providing for new urban development that is well integrated with ƒ Preparing the Strategy’s implementation framework to translate vision existing urban areas and towns into actions, monitor and review progress at agreed milestones and ƒ Obtaining greater efficiencies from the transportation infrastructure. adapts to change over the long‐term ƒ Creating an urban form that minimises the use of energy and water ƒ Ensuring Individuals and groups in the community, organisations and central government agencies are effectively engaged and participate in ƒ Ensuring the integration of land use, infrastructure and funding implementation ƒ Delivering a vibrant and diverse city and town centres, in which to live ƒ Enabling private and public partnerships to support the implementation work and play, and which support safer and healthier communities with of the Strategy access to community facilities ƒ Putting in place mechanisms to assist in resolving different points of ƒ Providing an effective and efficient transport system to people and view and approaches to issues, to achieve collaborative action, and businesses ƒ Using collaborative and innovative approaches to support ƒ Ensuring public passenger transport, cycling and walking are part of the implementation involving Tangata Whenua, Strategic Partners including way of life for Greater Christchurch residents central government, the wider community and partner councils ƒ Identifying and safeguarding future transport corridors ƒ Ensuring infrastructure is provided in a timely and affordable manner Integrate Implementation by: with an environmental focus, and ƒ Ensuring the integration of environmental, social, health, cultural, and ƒ Protecting and enhancing strategic regional and sub‐regional economic matters in all policies, plans and activities and working in infrastructure and service hubs including Christchurch International partnership with surrounding communities, to achieve the strategic Airport, Lyttelton Port and road and rail corridors outcomes, and ƒ Improving the coordination and timing of the installation of services and Effective Governance and Leadership to: infrastructure ƒ Continuing to work together in partnership, with the community, Tangata Whenua, strategic partners and central government ƒ Ensuring that the Strategy is integrated into: ‐ Long‐Term Council Community Plans ‐ Regional Policy Statements and Plans

15 3 Context Increased Competition for Natural Resources and Within and Between

Natural Resource Economies The global, national and regional operating environment influences long‐term planning. The Strategy takes into account the effects of wider global changes. There will be increased scarcity of certain natural resources such as cheap hydrocarbons and other energy, key minerals, fresh water, fisheries, land for 3.1 Global primary production, water views and natural amenities. The likelihood of competition, within and between some natural resource economies, is Continuing Globalisation increasing. Globalisation is the complex series of technological, social, economic, cultural Global Planning Trends and political changes seen as increasing interdependence, integration, and interaction between people, communities, companies and nations. A number Policy initiatives have shifted towards a greater concern for quality of life in of global businesses operate in New Zealand and New Zealand exports goods Australia, United Kingdom, Canada and the United States. These initiatives seek and services around the world. a more comprehensive and integrated approach to growth‐related policy development to ensure high quality of life for current and future generations Climate Change and the protection and enhancement of natural systems. Changing weather patterns, and the potential for sea level rise and fresh water Quality of life has become a primary factor in long term planning including: scarcity, will impact on agriculture, horticulture, forests, and fisheries. They also may change future settlement patterns and lead us to need to change ƒ A diversity of opportunities for planned and random social interactions from being a carbon‐based economy and society. ƒ A rich variety of services and local ‘goods’, including cafes and Virtual Connectivity and Logistics restaurants, live‐performance venues, museums, theatres and cinemas, and access to outdoor recreational activities Information and knowledge, collation and storage that for materials, goods and services are likely to be more available as information technologies continue to ƒ Landscape and built aesthetics, including urban design, architecture, improve and advance. Virtual connectivity simultaneously complements, historic places, natural environment and climate challenges, and changes existing social, economic, cultural and political ƒ Good public services, including quality schools, medical facilities and structures and networks. Improving Greater Christchurch’s information other initiatives such as, crime prevention through environmental technology infrastructure, connectivity and capacity will be increasingly design (CPTED), and important. ƒ The ease with which individuals can move around between live, learn, work, play, and relax

ƒ Energy costs and their impact on infrastructure requirements

16 3.2 National Figure 6‐ INSERT– colour Growth Drivers see end of document. shows trends over New Zealand is a relatively urbanised country with more than 85% of its people the last 20 years. These vary across living in cities and towns. The New Zealand population is projected to grow to different parts of the country. Moving to 4.4 million by 2021, to 4.6 million by 2051 and to fall slightly, to 4.2 million, by coast, lakes and rural areas for lifestyle 2101. are significant components of settlement pattern changes in New Zealand. In general terms, New Zealand has many emerging issues that relate to growth management: ƒ A more mobile population ƒ Migration from cities to rural areas and to the coast for lifestyle changes ƒ Slowing growth in the labour force because of lower population growth ƒ Changing population structure including an ageing, longer living and more ethnically diverse population ƒ Infrastructure deficits ƒ Funding uncertainty (particularly for the longer term) ƒ Declining affordability of housing ƒ Responding to climate change and environmental protection imperatives ƒ Managing natural resources sustainably ƒ Completing Treaty settlements and progressing Tangata Whenua development initiatives ƒ Continued growth in tourist visitors ƒ Furthering New Zealand’s national identity in heritage, arts and culture ƒ Opportunities arising from increased internet availability and use ƒ Sustaining adequate energy supplies

17 Central Government has responded to growth management issues through a ƒ Recognising Maori culture and traditions and maintaining and improving number of policy documents: opportunities for Maori to contribute to decision‐making (RMA, LGA, ƒ Regional Development Strategy and Programme (2000) LTMA) ƒ National Energy Efficiency and Conservation Strategy (2001) ƒ Prudent financial management (LGA) ƒ New Zealand Tourism Strategy 2010 (2001) ƒ Accountability to local communities (LGA, RMA, LTMA) ƒ Growing an Innovative New Zealand (2002) ƒ Assisting economic development; assisting safety and personal security; improving and protecting public health, improving access and mobility ƒ The New Zealand Transport Strategy (2002) and ensuring environmental sustainability (LTMA) ƒ Sustainable Development for New Zealand: Programme of Action ƒ Integration and responsiveness (LTMA) (2003), Sustainable Cities being one of four priority issues ƒ An integrated approach to land transport funding and management ƒ New Zealand Urban Design Protocol (2005) (LTMA) ƒ New Zealand Housing Strategy (2005) ƒ Improving long‐term planning and investment (LGA, LTMA).

As discussed earlier the key statutes relating to growth management and In summary, the achievement of the purposes of the principal planning statutes planning in New Zealand are the RMA, LGA and LTMA. Each statute has a is dependent on the agents, tools and processes of each statute supporting the number of associated statutory and non‐statutory tools. others in an integrated way. This means looking across the purposes, outcomes

and processes of the three statutes in a collective manner. These principles are Common threads running through the legislation are ‘sustainability’ and reflected in the Strategy. ‘integration’, particularly the importance of linking growth, infrastructure, and funding. The following growth management principles can be derived from these planning statutes:

ƒ Sustainable management of natural and physical resources through the use, development, and protection of natural and physical resources in a way, or at a rate, which enables people and communities to provide for their social, economic, and cultural wellbeing (RMA) ƒ Taking account of people and communities; the built environment as well as the natural environment; amenity values; and social, economic, aesthetic, and cultural conditions (RMA) ƒ Providing for the social, economic, environmental, and cultural well‐being of communities through a sustainable development approach (LGA)

18 3.3 Regional 3.4 Greater Christchurch Area

Canterbury is the largest region in New Zealand, covering a land area of over 3.4.1 Area description 40, 000 sq kms. The region extends from the catchment of the Clarence River to the catchment of the Waitaki (Kaitiaki) River. The Main Divide is the western Greater Christchurch is the largest urbanised area in the South Island boundary and the region extends 12 nautical miles into the Pacific Ocean. encompassing 1,426 sq kms. With an estimated 2006 population of 414,000 Within the region there are nine district councils and Christchurch City Council. people it is thet third larges urbanised area in New Zealand. Within Greater Christchurch most people live in Christchurch City and the towns of Rangiora, Issues and trends for Canterbury: Kaiapoi, Lincoln, Rolleston and Lyttelton. There are other smaller settlements ƒ Health and well‐being throughout the area, such as Woodend, Prebbleton, Templeton and Lincoln. The residents of Greater Christchurch value and seek to preserve the varied ƒ Opportunities for Tangata Whenua lifestyles provided in these communities. ƒ Housing standards ƒ Land and housing affordability On the periphery of Christchurch City, and within Selwyn and Waimakariri ƒ Air quality Districts, are significant pressures for residential development. A new town, Pegasus, north of Woodend is proposed to house 5000 residents in the next 10 ƒ Linking rural and urban areas years. Development north‐west and south‐west of the City will impact Greater ƒ Transport and travel needs Christchurch’s roading network and add pressure to preserve our pristine ƒ Managing natural resources, particularly water drinking water and environmental assets. ƒ Protecting the environment (including outstanding natural landscapes), major wetlands and significant habitats. In the Greater Christchurch area, it is a short distance from the beaches of New ƒ Pressure on the coastal environment Brighton and Sumner to the Port Hills and the Lyttelton Harbour basin and beyond that offer many recreational opportunities. ƒ Growing the economy

ƒ Management and disposal of waste Greater Christchurch has significant natural resources. Coastal scrubland and ƒ Secure and reliable energy supply forest and native grasslands support significant wetland areas, marine, ƒ Changing settlement patterns: the rise of rural lifestyle and coastal and estuarine and freshwater habitats. In the past, wetlands were regarded as waterside living unproductive land and used to dump rubbish, or drained for farmland or housing developments. Wetlands are now recognised as special and complex ƒ Marketing Canterbury as a place to live and visit, and ecosystems providing significant recreational value for residents as well as ƒ Providing for and managing tourism in the region (eg Kaikoura, the having an important functional role of purifying water and helping to reduce Southern Alps, Waipara and Hanmer Springs) flooding.

19 3.4.2 Population, Households and Labour Force Change houses. It is a fundamental requirement of the Strategy to anticipate and provide for these differing housing needs in the future. The population of Greater Christchurch will change significantly over the next 35 years. By 2026 the number of people living here is projected to grow to The three key drivers of growth are population, household formation and 501,000 reaching around 549,000 by 2041, if Greater Christchurch experiences labour force demand. The Strategy is based on the best available current data continued high migration (see Table 1). This growth is the result of natural for these drivers and projections for the next 35 years, (see Table 1). They will increase in the existing population and migration into the Greater Christchurch need to be carefully monitored over time and the Strategy adjusted accordingly area from other areas in New Zealand and from overseas. While the Strategy to reflect any changes in these core data. provides for this increase in population, there is also expected to be a significant change in the demographic composition of the population. The area is the economic hub of the South Island. In addition to the region’s commodity‐based agriculture businesses, Greater Christchurch also has some The average age is increasing and this means that housing, servicing and large industry clusters, such as outdoor/lifestyle clothing, marine, electronics, population distribution requirements will change. software and aviation engineering. Construction businesses comprise 48% industrial employees with 24% each for manufacturing and wholesale. ƒ By 2021 about 20% of people will be over 65 compared to 14% today. Manufacturing is the most dominant industrial sector within the Greater There will also be a significant increase in the number of people who are Christchurch and is equivalent to 48% of industrial employment. over 80

ƒ The ethnicity of Greater Christchurch is changing as more people are About 90% of people within the industrial sector are employed within urban coming from non‐European countries, and Christchurch, with the remaining 10% being shared among Lyttelton, Selwyn and Waimakariri. Employment within the traditional industrial activities is ƒ Traditional families (mum, dad and kids) will increasingly be a smaller proportion of the population, with more people living alone or with one projected to decline, though the majority of employment will remain in other. Christchurch City.

The changing demographic composition raises issues for the types of Tourism plays a key role in the economy with Greater Christchurch hosting households that will be needed, where they will be located and what social more than 2.5 million visitors annually. Tourism is the largest export industry in infrastructure and transport connections will be needed to support them. The Canterbury, with 12% of the Christchurch workforce employed in businesses changing household composition means there will still be a strong demand for dependent on tourism. The tourism industry is in turn dependent on the housing, as fewer people are expected to live in each household. The Strategy unique natural and landscape values . provides for an increase of 75,000 households over the 35 years to 2041, two‐ thirds of which will occur over the first 20 years to 2026 (see Table 1). Even under ‘high migration’ assumptions, labour force growth over the next 20 Thereafter, household growth slows considerably. There will also be a greater years slows then dramatically declines 2026‐41 (Table 1). A key issue is the demand for different types of housing, particularly apartments and town slowing rate of increase in the supply of labour to meet the employment needs of business growth.

20

Table 1: Greater Christchurch Area Population, Household and Labour Force Projections, 2006‐2041

2006 2026 2006‐2026 Increase % Increase 2041 2026‐2041 Increase % Increase

1. Population1 413,500 501,300 +87,800 +21% 548,520 +47,220 +9%

2. Households2 164,100 212,900 +48,800 +30% 238,910 +26,000 +12%

3 3. Labour Force 221,900 260,400 + 38,500 269,400 + 9,000 + 3%

Source: Produced by Statistics New Zealand in September and October 2006 using the assumptions specified by the Strategy Project Team.

1. The population projections are based on the estimated population at June 2006, (which has a 2001 census base) and assumes medium mortality, medium fertility and a constant rate of net migration after 2006 for each five year period of 8000 for Christchurch City and 3000 for Selwyn and 3500 for Waimakariri District Councils.

2. Household projections use the Strategy population projections and assume medium household and family formation assumptions.

3. Labour Force projections were produced by applying labour force participation rates to the Strategy population projections by 5 year age groups and sex. Labour force participation rates were based on the 2001 census. These rates were adjusted in line with the national labour force participation rates used in the national labour force projections 2001 (base) ‐ 2051 update.

Note: Long‐term population and household projections and shorter term changes will continue to be monitored for their impact on the Strategy and will be formally reviewed in light of the 2011 census results. At the time of adoption of the Strategy the highest projected practical rate of growth was assumed for planning purposes.

3.5 Overview of Growth Issues development occurs, Tangata Whenua need to be actively engaged to ensure the protection and promotion of their cultural heritage and values. A number of key issues, influencing the future growth of Greater Christchurch, ƒ Outstanding natural features and landscapes with amenity and ecological are given below. For the Strategy to be effective and deliver quality outcomes value, which reflect our sense of place, are under threat from the impact of these need to be addressed. unconstrained urban growth.

ƒ ƒ Dispersed urban growth in Greater Christchurch has resulted in a loss of Flooding, earthquake risk and liquefaction, tsunami, shoreline recession, connectivity between living and working. People are now travelling storm surges and coastal inundation all pose varying degrees of risk to the increased distances to see friends, go to work or obtain goods and area and will constrain further growth. services. ƒ Climate change risks are more likely to result in coastal inundation from ƒ High quality open space is becoming increasingly scarce. As population increasing storm surges especially for those areas at, or below, sea level. and dwelling densities increase it becomes even more important to ƒ The continued use of rural land for urban lifestyle activities can provide and adequately manage open space. significantly impact on the protection of versatile soils and water quality. ƒ An aging population requires different infrastructure and new ƒ The cost of electricity and the security of supply is an increasing concern investment. As the population ages, the requirements for recreation and for domestic and industrial users. Further growth will increase the transport facilities in particular, may change. demand for electricity and the dependency on non‐renewable energy ƒ Wintertime air quality is poor in Christchurch City, Rangiora and Kaiapoi. sources. ƒ Increasing urban development puts pressure on suburban centres and ƒ New, higher standards for the management of wastewater and discharge towns to maintain their individual and district identities. of stormwater require innovative solutions for new development, ƒ Maintaining the quality and quantity of groundwater, suitable for human especially in intensification and sensitive areas. consumption without treatment, and in sufficient quantity to meet the growing population is critical. The unconfined aquifer, to the west of ƒ The physical infrastructure needed for water supply and stormwater and Christchurch, restricts intensive land uses, including those that involve the wastewater management is expensive and requires a high level of use, storage, transport and disposal of hazardous substances. coordination for management and implementation. ƒ Recent examples of housing infill have raised issues about the loss of ƒ Lyttelton Port plays a key role in the regional economy. It is increasingly period houses, light and privacy, open space and greenery particularly important to balance protecting and managing the port functions, large trees and increases in noise and a neighbourhoods ability to including access, while also providing protection to the harbour, its maintain is identity. landscapes and cultural values.

ƒ Previous patterns of urban growth have shown little consideration to the ƒ The extent of the airport noise contours, and their associated restrictions, customary relationships and practices of Tangata Whenua. As new which cover large areas of land to protect the public from aircraft noise, while ensuring the continuing smooth operation of airport activities. ƒ Freight links are vital for Greater Christchurch and Canterbury. It is 3.6 Growth Management Assumptions important that the key connections are developed and enhanced to support improved economic vitality and growth. Figure 7 ‐ INSERT ASSUMPTIONS MAP FROM THE OPTIONS DOCUMENT

ƒ Greater Christchurch’s economy is largely based on agriculture, service The assumptions that underpin the Strategy provide the basis for industries, manufacturing, education and tourism, most of which implementation. depend on the environment and the use of natural resources.

ƒ The needs of the tourism industry must be integrated into planning for Enrich Lifestyles the predicted growth as it uses many of the same services and facilities ƒ The central business district of Christchurch is a major cultural, as the general population. economic and social hub for the South Island. ƒ The predominant transport vehicle is the private motorcar making up ƒ Rolleston, Rangiora, Prebbleton, Lincoln, Woodend and Kaiapoi retain approximately 80% of all (non walking) trips. Traffic volumes are their individual identities as distinct towns. anticipated to increase by 40% ‐ 50% over the next 20 years and contribute to a threefold increase in congestion by 2021. This has a ƒ Open space is provided to reflect changing demographic profiles and number of adverse consequences, including reducing safety for other increasing urban density. transport options such as cycling, health issues through reduced air ƒ Good urban design is an essential element of implementing this quality, less active people and congestion. Strategy. ƒ Increasing urban development puts pressure on the capacity of existing solid waste infrastructure, and Enhance Environments ƒ Current telecommunications infrastructure restricts the growth and ƒ The Strategy is based on the Sustainable Development for New Zealand, capacity of business. Programme of Action 2003 that balances social, cultural, economic and environmental goals.

ƒ Land over the unconfined aquifer to the west of Christchurch City will not be available for urban development. ƒ Conservation areas owned by Department of Conservation, councils and areas of importance to Ngāi Tāhu will not be used for urban development. ƒ Development of land on the Port Hills is limited. ƒ Not all land within current urban boundaries will be used for development.

23 ƒ A risk avoidance approach is taken in selecting new areas for residential Manage Growth and commercial development on land affected by slippage and ƒ Growth will be managed not promoted or inhibited. instability, earthquakes and liquefaction, flooding and rising sea levels. ƒ The area is not constrained by local authority boundaries. ƒ Fossil fuels will become less available. The urban form needs to be ƒ Greater Christchurch is growing. By 2041 the population is projected to sufficiently resilient and flexible to accommodate changes in energy be as much as 549,000. This is based on Statistics New Zealand’s medium‐ forms and availability. This Strategy will continue to be strongly high projections for births and deaths and high projections for migration. influenced by Central Government energy and transport policy as it develops. ƒ The Strategy provides for an additional 87,800 people in the Greater Christchurch from 2006 to 2026, and a further 47,000 in the following 15 ƒ The cost of fuel for transport is anticipated to steadily increase over the years to 2041. next 20‐ 30 years, ie ever‐ increasing real cost, but no sudden and ƒ The proportion of older people is increasing as a percentage of the total catastrophic real escalation in price or supply shortage. population, 20% will be over 65 by 2021 compared to 14% today.

ƒ Versatile soils should be protected where practical. The Strategy accepts Encourage Prosperous Economies that in circumstances where there are reverse sensitivity issues such ƒ National and regional assets will be protected includes: Christchurch protection may no longer be appropriate. International Airport, Lyttelton Port, Burnham Military Base, West Melton ƒ The make‐up of households is also changing. The average number of Training Centre and the agricultural research centres and farms are persons per household will decline from 2.54 to 2.36. 74,800 additional essential infrastructure and need to be served with good transport links. households are required between 2006 and 2041. The noise contours remain in place and puts limits on urban growth ƒ Residential densities are a critical part of containing the extent of urban around the airport where residential development and other noise development. The following density assumptions for households per sensitive activities are discouraged within the 50 DBA Ldn noise contour hectare (hh/ha) refers to a net residential density, including roads and line. Similarly, further residential development and other noise sensitive open space, but excluding stormwater management areas: activities need to be carefully managed in close proximity to the port. - Christchurch central city intensification areas ‐ 50 hh/ha ƒ Office space is in the Central Christchurch within walking distance of the retail heart with some expansion of town and suburban centres. - Christchurch city intensification areas ‐ 30 hh/ha

ƒ There will be an adequate supply of serviced business land, distributed - Christchurch greenfields areas ‐ 15 hh/ha, and through the area based on ‘live, work and play’ principles. - Selwyn and Waimakariri greenfields areas – 10 hh/ha ƒ Business land use will become more intensified. ƒ An adequate supply of zoned land will be maintained. Land shortages ƒ Recognise the need for continued retail development. can affect the affordability of housing, but it is also recognised that land availability is only one component of this complex issue.

24 ƒ Land ownership does not influence decisions on potential growth in Effective Governance and Leadership isolation. The decision is made about where land will be needed for ƒ The partner councils will continue to work together to complete and growth regardless of land ownership. implement the Strategy. ƒ A Greater Christchurch Urban Limit will be established to ensure that ƒ The Strategy partners will resource the implementation of the Strategy. growth is contained within an urban boundary. ƒ Regional and central government will work together in a collaborative ƒ The key transport networks will be in place north and south of manner, particularly on infrastructure projects, and Christchurch so residential and employment growth is accommodated. ƒ The partners will align the Strategy and its transport funding implications In particular, the Southern Motorway will be in place between 2010 and by 2007/ 2008. 2013, provided funding as indicated in the State Highway forecast is

released and the Northern arterial between 2013 and 2016. Integrate Implementation ƒ Transport choices, including public passenger transport, walking and ƒ Christchurch City Council will develop and implement a comprehensive cycling will be encouraged to achieve a greater share of trips. funding programme for intensification areas in Christchurch City. ƒ Public passenger transport will focus on buses for the short to medium ƒ The Strategy manages growth over the next 35 years (2006‐2041) term. Passenger rail will not be excluded as a potential transport option. ƒ The Strategy will be kept current and relevant with a first review ƒ All new residential, commercial and industrial development will be fully completed in 2011‐ 2012. reticulated for water, stormwater and wastewater systems, and for telecommunications and electricity. Transport is a key factor in the ƒ The true costs of growth will be recovered equitably. planning for new developments. ƒ The Selwyn and Waimakariri Districts’ rural residential areas are one ƒ Land development and infrastructure will be sequenced and timed land market for rural residential and the regulatory frameworks of each appropriately to ensure that integrated planning occurs (between land Council should promote a consistent approach. use activities, infrastructure and funding), and ƒ The costs of growth are understood and that the principle of growth paying for growth is accepted to ensure anticipated growth is affordable ƒ Provision is made in Selwyn and Waimakariri Districts for smaller, rural for existing residents, and residential development in appropriate localities to assist in maintaining the rural character between towns. ƒ That capital will be raised, often from multiple funding sources, to fund key infrastructure projects in a timely manner. Without significant ƒ The location of rural residential development must not inhibit the long‐ additional capital for transport the Strategy will not achieve a desirable term growth of the existing towns. urban form or meet the growth targets set.

25 Strategy Resilience 3.7 Historical and Existing Approaches to Growth Management There is neither data nor capacity to present the Strategy within the framework The settlement of Christchurch was planned in England using the standard of a completely understood ecological footprint for the area. The Strategy has rectangular grid of colonial settlement. Regularity was only broken by the been developed on the following principles: Avon River and two diagonal streets. Christchurch is the clearest example in - a clear statement of all assumptions New Zealand of the classical grid plan, which was made feasible by the flat - identification of actions for each component of the Strategy expansive nature of the site. - inclusiveness of approach – taking account of environment, social, Decentralised Pattern of Development economic and cultural well‐beings Growth in the area has been characterised by a decentralised pattern of - a specific Strategy action monitoring and review programme that development. This has occurred as a result of demographic and socio‐ provides the framework for adaptive actions to occur if there is a need economic changes (eg steady population growth, higher household incomes, for these, for example energy desire for home ownership and changes in the dominant modes of transport – - a recognition that things will change over time and the Strategy will from foot, bicycle, and tram to the private car). need to be updated to reflect this The response to this pattern of development was the adoption by successive regional planning authorities during the period between 1959 and 1991 of It is important that the Strategy be adapted as circumstances change. This spatial policies for containment of urban growth within the Christchurch built includes growth rates that differ from expectations, cataclysmic world events up area, combined with planned decentralisation of population at designated and other global changes. It needs to be kept current and relevant. satellite growth centres at Rangiora, Kaiapoi, Woodend and Rolleston. Green Belt Policy

The desired pattern of development was first sought through implementation of a ‘green belt’ policy in the regional plan. The green belt acted as an urban fence by excluding non‐rural uses within the protected green belt areas. The urban fence was defined to allow enough additional land within the urban areas of the area to accommodate estimated increases in urban population within a 15 to 20 year period. The provisions were binding on the constituent territorial councils and landowners within the region. The green belt policy was partially successful in promoting urban containment and consolidation, but ceased to be binding following the enactment of the RMA and publication of the Canterbury Proposed Regional Policy Statement (RPS) in 1993.

26 Growth management under the RMA Strategy” that endeavours to predict the timing and location of growth and to accommodate development in an integrated way. The three constituent territorial authorities developed urban growth policies largely independently of each other in the first generation of district plans District Plan Objectives, Policies and Methods under the RMA. With no direction at regional level, district plans provide a key statement of The individual territorial authorities’ approaches to growth management have strategy for settlement and growth management. District Plans therefore been criticised for facilitating a decentralised pattern of development by being reflect the differing approaches to growth management within the area. too permissive and market driven. Long Term Infrastructure Plans The data shows a strong trend towards decentralisation of population growth LTCCPs identify major infrastructure requirements and linkages to to the settlements beyond Christchurch City. The growth rates for Selwyn and development contributions. The plans are considered up to date, except in Waimakariri Districts have considerably exceeded Christchurch City over the Selwyn where a review is currently underway. past ten years and they are currently two of the fastest growing territorial authorities in the country. Growth Funding Current Growth Containment. A combination of policies under both the RMA and LGA are in place for recovering financial and development contributions. Significant policy Christchurch City Council has a policy of urban containment that has development work is underway to increase the yield of revenue for growth discouraged development on the urban fringe and promoted consolidation related capital expenditure. within existing urban areas. Demand for urban land that cannot be met in Christchurch has been accommodated in the surrounding districts. This Governance and Management Structures Strategy has been initiated in response to the adverse effects arising from the Outside the governance and management structure for the Strategy, growth location and form of urban growth. issues are addressed across the organisations in a generalised manner. Settlement Strategy Waimakariri District is an exception and has established a special purpose There is no overarching strategy to direct the location and timing of settlement working party to oversee the planning for managing growth. The purpose in at the area level. The REGIONAL POLICY STATEMENT Settlement and Built establishing this grouping is to ensure an integrated approach that takes Environment policies are stated as indicative only and do not purport to direct account of all relevant economic, social, health, environmental and cultural settlement to any location. aspects of managing growth in that district. Christchurch City Council settlement outcomes are determined by City Plan Individual Approach objectives and policies focused on consolidation and infill. Selwyn District deals The partner councils are individually undertaking planning work aimed at with urbanisation pressures through a reactive landowner lead process addressing future growth. However, there is significant variability in approach, involving private plan changes within the framework of identified policies for and resourcing, and there is no agreed long‐term integrated approach. individual settlements. Waimakariri District has a “District Development

27 4 Option Process ƒ Environmental Well‐being: impacts on energy use; impacts on air emissions; impacts on water; impacts on land; impacts on strategic Four settlement pattern options for managing future growth were developed infrastructure; risks from natural hazards. during 2004 – 2005 and consulted on: ƒ Other: robustness and adaptability of development patterns to changing Business as Usual circumstances such as increases in immigration and fuel prices and This settlement pattern would continue with the current trends of changing weather patterns. development spreading out around the Greater Christchurch area in new As a means of further understanding the options assessment, key indicators subdivisions, with some housing in urban renewal developments. Councils were developed to provide a comparison between the options. These key would continue to pursue independent growth strategies. indicators were: Option A ƒ Infrastructure costs This concentrates development within Christchurch City and the larger towns ƒ Private costs (transport) in the surrounding districts. ƒ Transport choice and access ƒ Community identity Option B ƒ Housing choice This balances future urban development between existing built areas with ƒ Average section size some expansion into adjacent areas. ƒ Parks and open space ƒ Air emissions Option C ƒ Transport energy use This disperses development out around the Greater Christchurch area away ƒ Water demand (residential), and from established urban areas. ƒ Land required for development

4.2 Consultation 4.1 Evaluation Process The issues and options were put out for public consultation in April 2005. Over The options were developed and assessed according to the following criteria: 3,250 submissions were received. A total of 22 community meetings were held ƒ Economic Well‐being: future economy and distribution; access to during the consultation period. employment and commercial activity; public cost (or benefit); private cost. Option A was the preferred choice, with 62% of the submissions received supporting this settlement pattern. It also scored the highest in the evaluation ƒ Social Well‐being: community identity and social cohesion; residential process. Option A involves a more concentrated development pattern including quality; community health; community education and learning; access to a focus on well‐defined urban centres. open space.

ƒ Cultural Well‐being: cultural identity; heritage well‐being.

28 5 Greater Christchurch Settlement Pattern Figure 5 – Projected shows the projected share of growth through intensification. 5.1 Introduction

This section describes the proposed Greater Christchurch settlement pattern. There is a difference between the community’s preferred Option A and the settlement pattern proposed here.

Option A indicated that 60% of all future growth would be accommodated in intensified development within existing urban areas, with the remaining 40% in greenfield areas. Option B had 40% growth in intensification areas and remaining 60% in greenfield. What is proposed here in this Strategy is a mix of Options A and B.

The reasons for this are: ƒ 60% intensification is a significant shift from the current development

split (of 23%, 2002 – 2006) and the market cannot be changed within 5.2 Proposed Settlement Pattern such a short timeframe The proposed settlement pattern was initiated during two week‐long design ƒ There is zoned land available for development now – it would be very workshops. Based on these workshops and subsequent analyses the Strategy difficult to zone these back to rural, and proposes 71% of Greater Christchurch’s growth would be accommodated ƒ Communities outside Christchurch City will continue to grow and within Christchurch City, with the remaining 29% in Selwyn and Waimakariri provision must be made for this to occur. Districts.

The Strategy sets a target that new development will, in time, be split 60% This Strategy proposes that for the first 20 years, 39% of all new housing is in intensification, 40% new developments, but it will take the 35 year life of the intensification areas within Christchurch. The balance is provided in new Strategy to steadily increase intensification to achieve this growth distribution. development areas with housing at increased densities. Intensification would increase to 56% over the following 15 years. Overall, 45% of growth over the This rate of intensification may be increased to better match community 35 year period is in intensification, including a small but declining amount of expectations. The Strategy partners will further examine this possibility as the infill. Strategy is finalised. After 2026 the proportion of growth in Christchurch City increases ‐ 72% will need to be housed within the Central City and activity centres if intensification targets are to be met. This planned approach is to increase density without loss of local character and to retain existing leafy suburbs.

29 Figure 8 ‐ INSERT GROWTH DYNAMICS DIAGRAM – see back of document 5.2.2 Description of the settlement pattern

5.2.1 Inquiry by Design The Strategy recognises that the communities of interest within Greater Christchurch do not relate well to local authority boundaries. The area has Options for growth and intensification areas were developed using a ‘principle‐ been analysed on the basis of three main communities of interest based led’ approach. This occurred during two week‐long Inquiry by Design technical around social interactions and connections. These generally relate well to the workshops, where technical specialists and staff from the partner councils and transport network, although there are constraints to the northern community relevant government agencies worked together to develop the settlement integration due to transport capacity over the Waimakariri River. pattern. North ‐ The Northern sector includes the Waimakariri District towns of Different combinations of social and cultural elements, environmental, Rangiora, Woodend and Kaiapoi. It also includes the northern parts of growth, conservation, movement and land use were developed and evaluated. Christchurch City to Belfast. Options that compromised any of the key interests were not pursued. The proposed settlement pattern maximised benefits available to each interest South West ‐ The South‐West Sector includes the Selwyn District towns of area, with potential to allow for ‘synergies’ between them ‐ such as combining Lincoln, West Melton, Prebbleton and Rolleston. It also includes the southern social, intensification, employment, and passenger transport preferences parts of Christchurch City from Hornby, Wigram and Halswell. together to make a much stronger outcome for each. Central – the Central sector includes the rest of Christchurch and the Lyttelton This resulted in the development of preferred patterns for the following Harbour Basin. networks: ƒ Green network (existing and future open space) 5.3 Implementing the Settlement Pattern

ƒ Blue network (river, streams, waterways and links to the coast) The following actions are prioritised to ensure the necessary governance ƒ Movement network (all transport modes) structures and implementation framework are put in place within the next ƒ Social network (community facilities) three years. These provide the key implementation direction for the Strategy ƒ Economic network (activity centres, future employment and partners. The other actions will be undertaken, as resources become available, commerce) ensuring comprehensive implementation of the Strategy.

The practical effect of the Inquiry by Design is to demonstrate a potential These additional actions will be considered for prioritising by the Urban settlement pattern for the area that best takes into account all of the networks Development Strategy Implementation Committee no later than the first outlined. The Inquiry by Design provides an important contribution to the review of the Strategy. Individual councils may progress some of these actions Strategy and forms one component for investigating options for future urban in the meantime. development.

30 Priority Actions.

Action Linked to Strategy (1) Prepare Chapter 12A of the Regional Policy Statement 6.33.4.(2) See Appendix 1 (2) Establish the Urban Development Strategy Implementation Committee (UDSIC) with an independent chair to 6.28.4 (1, 2 and 5) carry out of the Strategy, including the creation of a Strategic Partner Forum and undertaking a risk 6.32.4 (1 and 2) management strategy (3) The Urban Development Strategy Implementation Committee (UDSIC) develops a programme of action to 6.28.4 (4 and 9) implement the Strategy. (4) Develop integrated transport and land use programmes and patterns for the development of funded 6.26.4 (3, 6, 8 and 9) transport projects for the southwest (Christchurch Rolleston Environs Transport Study – CRETS) and 6.29.4 (2), northern corridors to enhance strategic transport. This will require the development of a funding programme with Central Government. (5) Reflect infrastructure staging and timing to give effect to the preferred long‐term sub‐regional growth 6.20.4 (1), 6.30.4 (4) pattern, including staging and timing; within respective Council Long‐term Council Community Plans and ensure all strategy and planning documents are aligned with the adopted the Strategy. (6) Prepare and implement district plan changes to reflect the Regional Policy Statement Change Chapter 12A. 6.25.4 (1), 6.9.4 (4) and This will include appropriate changes to deliver the sub‐regional settlement pattern including activity 6.18.4,(2) centres, intensification areas, rural residential provision, and urban activities. (7) Amend the Regional Land Transport Strategy to reflect the adopted UDS, this may include a transport 6.26.4 (1, 2 and 4) and strategy for Greater Christchurch and travel demand management strategy and action plans. 6.29.4 (2) (8) Develop a communications strategy to inform Greater Christchurch about the Strategy and its 6.28.4 (6) implementation. (9) Implement the Central City Revitalisation Strategy by providing directives, information and incentives for 6.10.4 (1 and 7) achieving the density targets while providing affordable housing and protecting neighbourhood identity. (10) Investigate and establish, in partnership with others, a dedicated city revitalisation agency to develop and 6.10.4.(5) administer programmes; to assemble key redevelopment sites; and to tender land for specific redevelopment proposals. Benchmark framework of the agency against other related organisations in New Zealand and overseas. (11) Develop Business Land Management Strategy within the context of agreed wider economic development 6.17.4 (1,3, 4, 7, 8, 13) strategies that defines the role and function of business areas and centres and includes a staging programme for land release (12) Establish the capital requirements for key sub‐regional infrastructure for the 2009‐19 LTCCP period together 6.30.4 (1) with possible sources of funding as well as shortfalls. (13) Develop an integrated programme for monitoring demographic, social, economic and environmental change 6.31.4 (1) and 6.6.4 (2) together with development activity across Greater Christchurch that enables effective measurement of the outcomes of strategy implementation. (14) Administrative alignment within all the partner organisations to ensure that all decisions and actions of the 6.28.4.(4) Councils are working to achieve the UDS (15) Carry out study of housing affordability options to look at inclusive zoning, increasing the stock of social 6.4.4 (2 and 4) housing and partnerships with developers and monitor supply and demand of affordable housing at local and regional levels (16) Develop an urban design strategy to apply the principles of good urban design reflecting the character and 6.9.4 (1) diversity of the communities in the Greater Christchurch. (17) Prepare Outline Development Plans for initial Greenfield and intensification areas together with Structure 6.10.4 (5) and 6.17.4 (9) Plans that support intensification of key Activity Centres. Identify candidate “brownfields” conversion areas (18) Prepare Integrated Catchment Management Plans to assist with coordinated decision‐making in relation to 6.12.4 (3) surface water management. (19) Develop a community engagement programme to take into account the principles of collaboration and to 6.28.4 (10) develop awareness and understanding of issues as a foundation for agreement, commitment and action (20) Urban Development Strategy Implementation Committee is to produce a Strategy Implementation Plan 6.28.4.(4) every three years as a basis for detailed growth management through agency plans (preceding the LTCCP) and to review all the actions that will need to be achieved during that period and work with the partners to plan and implement these actions.

32 5.3.1 Key Actions and Approaches ƒ There are currently around 7,000 lots available for development within Christchurch City. These figures include around 2500 greenfield lots at ƒ Planned intensification targets in the Strategy are ambitious. A change the city edge. The remaining 4,500 are small area or individual vacant, programme of planning, funding and infrastructure works to begin in the zoned and undeveloped residential lots elsewhere in the city. short‐term upon Strategy confirmation is required. These initiatives will ƒ Residential development rates in the city’s intensification areas need to need to be consistently applied over the life of the Strategy. New increase by around 200% by 2026 increasing by 300% between 2026 and structures and ways of working between public agencies and private 2041 as compared to 2001‐06. To achieve these targets will require organisations are required. Adjustments to planning provisions alone will long‐term council initiatives to make intensification more desirable. not achieve the required transformation. ƒ Some ongoing infill occurs independently of planned intensification but ƒ Confirm the settlement pattern in light of more detailed analyses of 2006 this is projected to decrease with time as opportunities are used up. census data. ƒ ƒ Complete in‐depth investigations of all identified greenfields and Major greenfield areas in the southwest and the north provide adequate intensification areas. development capacity for at least 30 years, provided zoning and servicing can be achieved in a timely manner, and ƒ Amend the REGIONAL POLICY STATEMENT and District Plans to reflect the proposed Settlement Pattern including establishing Urban Limits for ƒ Sufficient business land is provided to support ongoing growth of the Christchurch City and settlements in Selwyn and Waimakariri Districts. labour force and continuing development of the regional economy. ƒ Develop Outline Development Plans for intensification and growth areas. 5.5 Broad aims of the Settlement Pattern ƒ Align Development Contributions and other development charges using,

wherever practicable, consistent growth assumptions and formulas. The proposed settlement pattern is based on a distribution of households and ƒ Develop a business distribution plan for commercial development. employment throughout the area that seeks to: ƒ Implement strategic transport network improvements in accordance with ƒ Achieve high quality social outcomes for residents in both existing and funding alignments new urban areas. ƒ Develop a consistent approach to airport noise contour/residential suitability issues ƒ Provide opportunities to minimise journey‐to‐work trip lengths and maximise public passenger transport, walking and cycling potential. ƒ Ensure that growth areas are supported by movement networks and public passenger transport ƒ Reinforce identified existing activity centres for maximum local ƒ Maintain the identity‐defining character of settled areas, and economic benefits and social cohesion. ƒ Reinforce live, work and play design principles ƒ Ensure that sustainable, safe and integrated transport networks all support growth areas. 5.4 Key Assumptions: Settlement Pattern ƒ Maintain the character of settled areas, in particular rural qualities.

ƒ Reinforce “live, work and play” design principles, and 5.5.2 Key Features: North

ƒ Allow needs of localities beyond the area to be most effectively served. ƒ Waimakariri District could grow by an additional 7,600 households to 2026 and a total of 9800 new households by 2041. This growth is mainly in new 5.5.1 Key Features of the Settlement Pattern development areas integrated with the existing towns of Rangiora, Kaiapoi and Woodend and the new Pegasus town, with minor intensification ƒ 71% of growth in households is in Christchurch City. possible within existing built areas. ƒ 16% of growth in households is in Selwyn District, while maintaining ƒ Rangiora and Kaiapoi remain the main towns for the District, serving the small town and rural character. people beyond as well as those living within the rural part of the area. The ƒ 13% of growth in households is in Waimakariri District, while future growth form of Kaiapoi will be reviewed in light of resolution of the maintaining small town and rural character airport noise contour issue currently before the Environment Court.

ƒ A ‘southern’ motorway connection that better links southern and mid ƒ The rural character of Waimakariri District is retained, by maintaining the Canterbury to Lyttelton Port within 2010 ‐2013 scale, sense of place, and unique identity of these towns.

ƒ Subject to agreed funding, anticipates construction of the northern ƒ Strategic road connections through Waimakariri into Christchurch City are arterial within 2013 – 2016, improved, including a Woodend by‐pass and northern arterial into Christchurch. ƒ Growth avoids sensitive environmental areas (over the unconfined aquifer and Port Hills) ƒ Public passenger transport is developed into a Waimakariri ‘ring’ internal system circulating between Rangiora, Kaiapoi, and Woodend/Pegasus with ƒ The operation of Christchurch International Airport is not compromised by growth and the health and well‐being of people is not compromised high‐frequency public passenger transport services into Christchurch. by aircraft noise ƒ New areas of land zoned for business development are provided to make the district more self‐sufficient in employment opportunities. ƒ Provides employment opportunities for new knowledge economy and business activities ƒ North Christchurch is provided with new residential areas focussed around Belfast, which forms the northern gateway into the City and a community ƒ Promotes new city edge activity centres in the north at Belfast and in the south at Hornby/Halswell which meet the needs of residents within the services focal point. There will also be limited opportunities for city and the northern and southern corridors, and employment growth. ƒ Major open space at Pegasus and recreational open spaces adjacent to the ƒ Central Christchurch becomes a thriving living environment. Waimakariri River are improved. Map of Proposed Settlement Pattern ƒ Development of the ‘Chaneys’ area may be necessary to manage INSERT MAP – showing greenfield areas, key transport corridors and Christchurch City’s growing population depending on achievement of potential intensification areas. intensification targets.

34 ƒ Housing is suggested at Tuahiwi/Woodend in accordance with a structure ƒ Mixed use and higher‐density residential development is provided within plan to be approved by the Waimakariri District Council, and the intensification areas, including town houses, terracing housing and up to 4‐storey apartments. Higher and more intensive housing is provided ƒ Limited provision is made for small rural residential lots, possibly within within Central Christchurch. Maori Reserve 873 and Mandeville, provided reticulated services are available. There is separation between the growing towns of Rangiora, ƒ High frequency passenger transport services continue to grow. Kaiapoi and Woodend and Pegasus. Final details will be completed as part of the outlined development plan process provided for by the Regional Policy 5.5.4 Key Features: Southwest Statement. ƒ South West Christchurch will accommodate significant growth with an

additional 10,000 households. . 5.5.3 Key Features: Central ƒ Selwyn District could grow by an additional 8200 households to 2026 and ƒ Christchurch City could grow by an additional 33,000 households by 2026 a total of 11,900 new households by 2041. This growth is provided in new and a total of 53,000 new households by 2041. developments around the main towns of Rolleston, Lincoln and West ƒ This growth can be provided in new development areas to the north and Melton, with minor intensification in existing built areas possible. south west of existing areas, but by 2041, 63% of it will need to be within ƒ Rolleston becomes the main town for the District, as the service focal existing urban intensification areas. point. The future growth form of Rolleston will be reviewed in light of ƒ To 2026, 43% of the growth is in the new development areas as resolution of the airport noise contour issue currently before the intensification increases. After 2026, 72% needs to be in Central Environment Court. Christchurch and in planned intensification areas to achieve Strategy ƒ The rural character of Selwyn is retained, maintaining the scale, sense of targets. place, and unique identity of its towns. ƒ New developments provide greater flexibility than the traditional range of ƒ Strategic road connections through Selwyn District into Christchurch City uses, allowing greater provision for local shops and services, reducing are improved, as proposed by the Christchurch to Rolleston and its vehicle trips and pressure on main roads. Environs Transport Strategy, along with a new southern motorway ƒ Central Christchurch becomes more ‘liveable’ with an increase in the extension completed by 2013. range of housing available. ƒ Public passenger transport is developed into a Selwyn ‘ring’ system ƒ A greater sense of community identity is developed within the Central circulating between Rolleston, Lincoln, Prebbleton and Hornby. High‐ Christchurch, and emphasis is given to retaining existing residents during frequency services run from Rolleston and Lincoln into Christchurch, and redevelopment. between Hornby and Lincoln.

ƒ High‐quality medium density housing is common within 800m of town ƒ West Melton and Lincoln develop to require their own full‐service centres and transport interchanges. supermarkets.

35 ƒ Growth in Prebbleton is limited to maintain its distinct identity from the 5.7 Proposed Settlement Pattern ‐ Growth Projections Summary main Christchurch urban area. The Strategy was developed using data provided by Statistics New Zealand ƒ Hornby/ Halswell become areas of significant new investment. based on a set of agreed assumptions for the Strategy partners. These data are the foundation for the proposed settlement pattern, using high growth ƒ Important transport interchange develops in Hornby with community scenario and potential for development within existing zoning (see Table 1 for facilities such as large‐scale pool facilities and library improvements. details). ƒ Development at Wigram includes substantial provision for business land The ongoing development and growth will be monitored throughout to promote local employment implementation of the Strategy. If there are significant changes that need to be ƒ The ‘I‐Zone’ Southern Business hub at Rolleston remains the main new made these can be made at the review of the Strategy in 2010. employment area for Selwyn District. Tables 2 and 3 summarises the projected distribution of growth by area and ƒ Limited provision is made for 0.5 to 2 ha rural residential development type of development over the 35‐year Strategy period. As indicated in Table 1 near the existing towns of Rolleston and Lincoln and other locations. under high projection assumptions the area would need to accommodate an Final details will be completed as part of the outlined development plan additional 75,000 households. process provided for by the Regional Policy Statement. An assessment was made of the capacity for planned intensification in Central Christchurch and elsewhere in the existing built up area of Christchurch, together with an allowance made for ongoing infill. In total these areas are to 5.6 Relationship to Towns Outside Greater Christchurch be planned and (re)developed to accommodate an additional 33,500 households, indicating a rate of 45% intensification and infill as the Strategy At each review of the Strategy the patterns of settlement outside of Greater target. Christchurch will be assessed to determine if the Strategy boundary should be A further 19,500 households are proposed for new developments on the edge adjusted. At this stage no further changes to rural subdivision provisions are of the city and the balance of 22,000 household growth mainly through proposed to the Christchurch City (including Banks Peninsula), Selwyn or Greenfield development integrated with existing District towns, the Pegasus Waimakariri District Plans. new town and planned provision for rural residential development.

District Plans will continue to maintain the small town character of settlements Tables 2, 3 and 4 follow outside of Greater Christchurch. Table 2 details the projected increase to be accommodated over the first and

second ten‐year periods to 2026, and the third, 15‐year period to 2041. The area totals at 2016, 2026 and 2041 are the projected households at these times in accordance with the demographic projections. Table 3 breaks these down by 5‐year increases, in comparison with the most recent 5‐year period, 2001‐06. All figures in this table are for 5‐year periods. 36 Table 4: shows the indicative distribution and sequencing of household growth to achieve the proposed settlement pattern.

Figure 9 ‐ INSERT MAP OF ANTICIPATED GROWTH ‐ CIRCLES

37 Table 2 ‐ Strategy Household (Hh) Growth Projections, 2006‐41*

2006 2026 2041 2007‐16 2017‐26 2027‐2041, 2006‐41 Area and Type of Development Total Hh Total Hh Total Hh Increase Increase Increase Total Increase (10 years) (10 years) (15 years) (35 years)

Christchurch City 1. Intensification Areas: a. Central 17638 24638 31628 +3000 +4000 +6990 +13990 b. Rest of City 18056 26056 32566 +3000 +5000 +6510 +14510 2 Ongoing Infill 93623 97623 98613 +2500 +1500 +990 +4990 3. Greenfield Areas** 13483 27583 33163 +6510 +7590 +5580 +19680 Total 142800 175900 195970 +15010 +18090 +20070 +53170

Selwyn District 3. Greenfield Areas** +3200 +3400 +2640 +9240 4. Rural Residential +700 +700 +1050 +2450 5. Rural – rest of Strategy area +100 +50 +50 +200 Total 7700 15800 19490 +4000 +4200 +3690 +11890

Waimakariri District 3. Greenfield Areas** +4150 +2150 +1590 +7890 4. Rural Residential +500 +500 +510 +1510 5. Rural ‐ rest of Strategy area +200 +100 +100 +400 Total 13600 21200 23450 +4850 +2750 +2200 +9800 164100 212900 238910 +23860 +25040 +25960 +74860 UDS Total 1 & 2 ‐ Intensification & Infill +8500 +10500 +14490 +33490 % Share 1 & 2 36% 42% 56% 45% * Based on Statistics NZ high migration projection 2006 – 2041 ** Greenfield areas include existing zoned and vacant urban land (eg Pegasus, Aidanfield, Rolleston). At the first review the balance between greenfield and rural residential will be considered for CCC. Table 3 – Greater Christchurch Household (Hh) Increase – 5 years to 2006 and Projected 5‐Year Average Increase by Period, 2006‐41

Area and Type of Development 2002‐06 2007‐16 2017‐26 2027‐41

Christchurch City 1. Intensification Areas: a. Central +550 +1500 +2000 +2330 b. Rest of City +550 +1500 +2500 +2170 2. Ongoing Infill +2200 +1250 +750 +330 3. Greenfield Areas** +7699 +3255 +3795 +1860 Total 10999 +7505 +9045 +6990 Selwyn District 3. Greenfield Areas** +1600 +1700 +855 4. Rural Residential +350 +350 +350 5. Rural ‐ rest of Strategy area +50 +25 +25 Total 1400 +1950 +2100 +1230 Waimakariri District 3. Greenfield Areas** +1459 +2075 +1075 +530 4. Rural Residential +142 +250 +250 +170 5. Rural ‐ rest of Strategy area +499 +100 +50 +50 Total +2100 +2425 +1375 +750 UDS Total +14499 +11880 +12520 +8670 1 & 2 ‐ Intensification & Infill +3300 +4250 +5250 +6300 % Share 1 & 2 23% 36% 42% 56%

** Greenfield areas includes existing zoned and vacant urban land (eg Pegasus, Aidanfield, Rolleston)

Table 4: Indicative Distribution and Sequencing of Household Growth to Achieve Proposed Settlement Pattern Page 39 of 214 Area and Type of Development Target Density 2007‐16 2017‐26 2027‐41 Comments (hh/ha) Christchurch City 1. Intensification Areas: a. Central City, L4 zone and central city 50 √ √ √ Ongoing programme edge b. Rest of City L2, L3 and L4 as shown in the Nature and timing of (re)development by City Plan, with planned intensification 30 √ √ √ area subject to Outline Development areas to be identified within these zones. Planning process 2. Ongoing Infill As permitted √ √ √ Declining rate across city as opportunities reduce 3. Greenfield Areas: Aidanfield (zoned), Belfast s293, Burwood Sewer construction/upgrade and (zoned), Kennedy’s Bush, Masham (zoned), 15 √ implementation of Southern Arterial Wigram, Awatea required East Belfast, Russley, South Halswell, West 15 √ Northern Arterial timing to be determined Belfast, West Halswell, Upper Styx South West Halswell, West Halswell, 15 √ Sparks Rd Selwyn District 3. Greenfield Areas: Dairy block, Prebbleton (zoned), Rolleston 10 √ Subject to Eastern Selwyn sewer proposal (zoned and new), West Melton (zoned and and resolution of noise contour issue new) Lincoln East and North 10 √ Lincoln North, Prebbleton, Rolleston 10 √ Prebbleton sewer and stormwater issues (TDB) 4. Rural Residential 1 √ √ √ Locations to be determined 5. Rural 0.25 √ √ √ Existing rural zone Waimakariri District 3. Greenfield Areas: Kaiapoi North and West, Pegasus (zoned), Kaiapoi areas subject to current plan change Rangiora East and West (zoned), Rangiora 10 √ process

Page 40 of 214 West , Woodend East (zoned) Kaiapoi North and West, Rangiora East and 10 √ √ Kaiapoi areas subject to current plan change West, Woodend East process 4. Rural Residential 1 √ √ √ Locations to be determined 5. Rural 0.25 √ √ √ Existing rural zone Note: All areas not already zoned are indicative only and are subject to confirmation of sequencing by each territorial authority and rezoning process under the relevant district plan.

INSERT photographs of examples of housing stock showing the different residential densities – about 8 photographs and all Greater Christchurch examples.

Page 41 of 214 6 Action Plan Each component of the table is explained below of what is covered in each section. One or more actions are proposed with details set out in a table format. 6.1 Introduction Abbreviations used in the Action Tables can be found in the list of Acronyms on page 217. The most common used are: This section contains the implementation actions for the Strategy. They are grouped

under the four Strategic Direction areas. CCC Christchurch City Council CDHB Canterbury District Health Board The aim is to clearly move beyond the ideals of the vision and strategic direction WDC Waimakariri District AMPs Asset Management Plans statements to a pragmatic programme of actions to implement the Strategy. Council SDC Selwyn District Council CCHL Christchurch City Holdings Limited 6.1.1 Format of the Action Information ECan Environment Canterbury PPP Private Public Partnerships Information provided in each implementation action area addresses: TNZ Transit New Zealand MfE Ministry for the Environment MoE Ministry of Education DCP Development Contributions ƒ Context Policies C&PH Community and Public NZHPT NZ Historic Places Trust ƒ Key Approaches Health ƒ Growth issues ƒ Actions Actions For each action, a table is presented which sets out key information. Actions are the specific tasks that need to be carried out to implement the Strategy. A 6.1.2 Explanation of Action Components number of specific actions are subject to their own statutory processes, and the Context ‐This outlines the context ?? and ?? information on each area. documents will be prepared in accordance with the legal requirements. Actions fall into different types. Specific Actions are those that are generally one off or occur Key Approaches ‐ These are the approaches to be taken that will guide over a period of time at specific dates. They may include research or policy implementation of the actions. development. Others may be actions to anchor Strategy implementation or physical Growth Issues ‐ These are a summary of the issues identified that have helped define development including services and infrastructure. A third type of action may be actions. more about process and working collaboratively over the longer‐term such as setting up working groups to deal with a range of tasks. Actions tables ‐ Figure 6 shows the format of each of the Action Table.

6.24.4 Explanation Lead Support Typ Cost Link Imp. Timing Explanation – Agency Agencies e Est. s Tools Chapte r Actions Lead Agency 1

Page 44 of 214 The lead agency is the organisation responsible for initiating and leading the action. It may be a local government organisation, government department or other external agency. Implementation Tools Lead agency responsibilities do not provide for unilateral action. Policy direction These are the mechanisms or processes put in place to implement the Strategy will result from the lead and support agencies working collaboratively. Carrying actions. out tasks as a lead agency involves an effective partnership and a collaborative Timing approach. The timing sets the time by when the action needs to be completed. Those actions Support Agencies without times will be set by the UDSIC.

The support agency can be one or more organisations that will help the lead agency deliver the Action. Statutory Compliance: Type RPS Types of actions NRRP Project ‐ Regional Coastal Environment Plan NZ Emergency Management **** Process ‐

Cost Estimate This is an estimate of the cost to implement the Action. Costs are total project costs, unless otherwise stated (eg where a cost may be an on‐going annual cost). Costs are not necessarily additional costs as there may be a change of priorities within organisations to carry out actions. Often actions are already committed or being covered from current resources of an organisation. This is noted where it applies. Estimates may vary in the level of confidence.

Figure 7 shows the Cost Estimate Range.

Rating Definition/Example High Over $500,000 Medium $100,000 to $500,000 Low Up to $100,000 Internal Using internal resources within current funding

Page 45 of 214 Figure 11 ‐ Focal points maps ‐– see end of document

Figure 12 ‐ Existing infrastructure maps– see end of document

James your list of actions that relate to statutory responsibilities to go in the back of the document ƒ Ensure that provisions within District Plans adequately address protection of valued sites, habitats, ecosystem services and natural resources and that these provisions are effectively enforced;

1 Align stormwater discharges to land or CCC, ECan water to give effect to the operative NRRP. SDC, WDC

ƒ Ensure that rules in District Plans provide for adequate protection of drinking water sources; 1 Review District Plans and infrastructure CCC, ECan Project Low Community 3 years design specifications to ensure adequate SDC, Engagement space is provided for the storage and WDC collection of recycling, organics and waste. 2 Review Waste Minimisation Plans prior to To comply with the Waste CCC, ECan Project Low Waste 3 years 2012 Minimisation Act 2008 SDC, Planning WDC Guidelines

(1) Include provisions in City and District plans TLAs CCC, Internal DPs Regional TBC that promote, encourage and facilitate SDC, Environ Biodiversity setting aside of open space for landscape WDC, mental Strategy protection, recreation, urban boundary DoC compens CCC Biodiversity definition, and biodiversity. ation Strategy provision s, DCPs

Enhance Environments

Context Viability and growth of urban and rural populations are directly dependent on the effective functioning of ecosystem services. It is the integrity of these services and our ability to live within our means generally and environmental limits specifically that will determine the quality of life for future generations.

Ecosystem services provide the fundamental processes necessary for sustaining life and societal development and they can be classified under the four following key service areas:

ƒ Provisioning services ‐ The products obtained from ecosystems, such as genetic resources, food, fibre and fresh water.

ƒ Regulating services ‐ The benefits obtained from the regulation of ecosystem processes such as the stablisation of climate, water, and prevention of some human diseases.

ƒ Supporting services ‐ That are necessary for the production of all other ecosystem services. Some examples include biomass production, production of atmospheric oxygen, soil formation and retention, nutrient cycling, water cycling, and provisioning of habitat.

ƒ Cultural services ‐ The intrinsic benefits society obtains from the environment through spiritual enrichment, cognitive development, reflection, recreation, and aesthetic experience, including, e.g., knowledge systems, social relations, and aesthetic values.

For the purposes of the UDS, the geographic settings and climatic influences on ecosystem services must be considered. This is to develop a holistic understanding of the key environmental approaches and actions necessary to maintain and enhance both urban growth but also primary production on neighbouring rural land supporting those urban communities.

6.1 Biodiversity and Ecosystems Well‐thought‐out integrated planning and long‐term management of roadside reserves, stormwater systems, recreational reserves and other Context landscape features all contribute to the development of coordinated and inter‐related ecosystems. The value of this is significant for conservation Biodiversity2 and the ecosystems in which biodiversity exists contribute directly and enhancement of biodiversity while at the same time gives a range of towards Greater Christchurch being a safe and pleasant place to live. Through recreational, aesthetic and cultural experiences. careful planning, future development can protect and enhance the biodiversity of the area which in turn enriches the ecosystem services available to the To effectively safeguard biodiversity for the long‐term, the community community. should be engaged in the development and management of ecosystems. By involving the people who are living and working with the local biodiversity By looking after our unique indigenous biodiversity New Zealand makes a special there is greater security for the long‐term protection and enhancement of contribution to conserving and enhancing global biodiversity. In Canterbury ecosystems, as they take ownership and feel responsible for their more than 300 species are threatened or endangered as a result of human environment. Awareness‐raising and informal education programmes, activity.3 voluntary planting events, schools’ engagement, promotion and publicity of specific biodiversity projects all contribute to an increased sense of pride in The priority for Greater Christchurch is to safeguard (wherever possible) valued and care for the environment. and / or threatened species and habitats that already exist. Most of these will be indigenous to the area4 although there may be some internationally threatened Key Approaches species that survive here having been introduced. ƒ Develop residential and commercial areas integrating natural landforms Areas of high biodiversity value shown in MAP ***** are protected under the and waterways so that development enhances indigenous species and RMA administered by Councils. In addition species of local, regional, national allows for suitable expansion of remnant habitats. and international significance are protected under legislation administered by ƒ Protect and enhance green infrastructure, such as surface water the Department of Conservation. initiatives, storm water retention basins, public open space and wildlife corridors, so that they contribute to overall ecosystem services and Ecosystems need to be maintained in a healthy functioning state to maintain the biodiversity health thus maximising mutual benefits. resilience of indigenous biodiversity to changes in the environment as communitiesƒ Provide effective wildlife corridors (including avian flyways) with develop and grow, and in the event of natural events such as flooding, earthquakes and suitable habitats that are protected, enhanced and expanded for sea level rise. breeding and foraging purposes.

ƒ Utilise partnerships between local, regional, national government agencies and the community to maximise the input of resources towards protecting and enhancing biodiversity and to manage valued sites and ecosystems that cross Council boundaries. 2 The complete variety of life on earth. 3 A Biodiversity Strategy for the Canterbury Region 2008, figure based on DoC Threatened Species ƒ Promote public awareness and participation in biodiversity initiatives, Classification List 2005. such as informal awareness‐raising programmes, participatory projects 4 An indigenous taxon occurs naturally in New Zealand and somewhere outside New Zealand as well. and the provision of incentives to community groups to undertake It may have originated in New Zealand and spread to the other locations, or it may have arrived biodiversity enhancement. naturally from overseas, for example there are birds that have blown over from Australia.

Growth Issues ƒ Ecological records are fragmented and are held by a range of organisations. ƒ Research on understanding the impact of urban development activities on the status of ecosystem health and population trends of key biodiversity are uncoordinated and not well planned. ƒ Education on the management of indigenous species in modified environments including urban and lifestyle blocks are not readily available to Councils, community groups, landowners, developers or local businesses. ƒ Public awareness, understanding and support of biodiversity to promote shared responsibility and celebration of success needs to managed in a more coordinated way.

Achievements to date 2007 ‐ 2010 The implementation of the Christchurch City Council Biodiversity Strategy 2008‐2035 has commenced, via: ƒ Project to assess the feasibility of the collation of all ecological records into an accessible database and GIS system; ƒ Pest Management Plan with associated Annual Programme; ƒ Promotion of increased community liaison and communication with regard to biodiversity issues; ƒ Purchase of Misty Peaks and Te Oka farm reserves on Banks Peninsula both of which have very high biodiversity value. ƒ SDC/WDC

6.1.4 – Biodiversity and Ecosystems Explanation Lead Support Type Cost Imp. Tools Timing Actions Agency Agencies Estimate 1 Complete a stock take of ecological Ecological data and information across CCC SDC, Project Medium – Canterbury 3‐10 data for Greater Christchurch to Greater Christchurch is fragmented and WDC, High Biodiversity years identify key gaps and needed of variable quality and this project will ECan Strategy, (2014) quality improvements. Develop a coordinate and collate one complete Unfunded CCC plan to rectify deficiencies and agreed data set to support management Biodiversity improve information accessibility. decisions. Strategy, LTCCPs 2 Identify and prioritise sites, habitats To enable conservation and protection ECan CCC, Ongoing Medium – Canterbury Ongoing and species requiring conservation measures to be best targeted. SDC, Programme High Biodiversity and enhancement through both WDC Strategy, regulatory controls and Partially CCC conservation measures. Funded Biodiversity Strategy, CWMS 3 Develop, implement and maintain To ensure community understanding and ECan, ‐ Ongoing Low – Canterbury Ongoing programmes to promote support for the protection and CCC, Programme Medium Biodiversity awareness, education and enhancement of ecological resources SDC, Strategy, promotion of important ecological WDC Partially CCC resources and programmes for Funded Biodiversity initiatives. Strategy, CWMS 4 Identify and implement It is important to recognise that a lot of ECan, ‐ Ongoing Medium ‐ Canterbury Ongoing opportunities for funding ecological indigenous resources are in private CCC, Programme High Biodiversity initiatives on private land, including ownership and the public benefits that SDC, Strategy, sponsorship, grants, partnerships, arise from their retention and WDC Partially CCC and purchase. enhancement. Funded Biodiversity Strategy, CWMS

6.2 Freshwater, Estuaries and Coast then estuaries and the coastal environment. Sea level rise will also (see 6.5 Natural Hazard and Climate Change) impact on the ecology of rivers and streams Context as salt‐water intrudes further upstream. Changes in weather patterns could also see changes in river levels and more demand on groundwater as the eastern Freshwater resources of Greater Christchurch include groundwater and surface South Island is expected to get drier. waters: rivers, streams, wetlands and springs. All are linked: groundwater directly connects springs, wetland areas, streams and rivers such as the spring‐ Significant estuaries are found within Greater Christchurch and are the site of fed Avon/Otakaro. Rivers such as the Waimakariri have an effect on important physical and biological interactions between marine and freshwater. groundwater. Estuaries are among the most productive ecosystems in the world and are part of Canterbury’s unique coastal wetland system. They provide habitat for a variety Groundwater and surface water resources are critical to the environment and of internationally, nationally and locally important bird species. Many of these the well‐being of Greater Christchurch residents. Most activities in Greater ecosystems are degraded through habitat modification, increasing intensity of Christchurch rely on this water and a portion of groundwater used for the public urban and rural land use and changes to flow regimes from stormwater. Sewer reticulated supply (see Chapter 6.8 Water Supply) is abstracted from the aquifers overflows also continue to impact on a number of rivers in Christchurch City that in western edge of Greater Christchurch flow into the Avon‐Heathcote Estuary/Ihutai.

Greater Christchurch’s groundwater is of high quality and requires minimal or no Greater Christchurch has an appreciable length of coastline containing a rich treatment to meet drinking water standards. These aquifers are covered by thin variety of features and biophysical systems that provide it with a unique permeable soils underlain by gravels, which provide little protection against character, from the dune systems of Pegasus Bay, to the volcanic and steep contamination. Special measures have been put in place through the NRRP5. Lyttelton Harbour. These coastal environments present significant management, Greater Christchurch has a relatively high per capita consumption of water, with development and conservation responsibilities and opportunities, directly an average rate of between 430 and 4506 litres per person per day. As the connected to surrounding land‐use and environments. Coasts are the location of population grows this rate of consumption will put more pressure on business activities (such as Lyttelton Port), and are sought‐after for residential groundwater resources. development.

Aquifers, springs and rivers are under increasing pressure from community CWMS needs a few lines behaviour, changes to land‐use and climate. The quality of rivers and streams varies widely across Greater Christchurch and is driven by groundwater and Key Approaches stormwater run‐off (see 6.6 Stormwater). Urban development increases the ƒ Implement well designed management approaches that have low impact amount of stormwater run‐off carrying contaminants into streams, rivers and on the environment and recognise the range of values of water. ƒ Protect and restore the natural features and values of groundwater, freshwater, estuarine and coastal resources. 5 Natural Resources Regional Plan ?????REF 6 ƒ Reference for this Protect and restore indigenous vegetation along riparian margins.

ƒ Manage land‐use activities above unconfined aquifers to protect water ƒ WHO ELSE Selwyn District and Christchurch City Councils for Te Waihora quality and ensure the efficient use of groundwater. release “State of Te Waihora /Lake Ellesmere” report to advance the ƒ Recognise the importance of kaimoana and nursery fishery stocks within integrated sustainable management of the resources of the lake and its areas supporting mahinga kai. catchement. ƒ Improve the quality of coast and estuary environments. ƒ

Growth Issues ƒ Urban growth will continue to increase demand for groundwater, a finite resource with many competing demands. ƒ Unconfined aquifers used for public drinking water supplies are highly sensitive to contamination from land‐uses above. ƒ Residential and business development will increase the amount of stormwater run‐off, especially sediments and other dissolved contaminants into aquifers, rivers, estuaries and coastal waters unless managed. ƒ Urban growth will continue to impact on the natural character of water resources without direct and coordinated management. ƒ Urban growth can impact the mauri of waterways. ƒ There is growing demand for coastal housing and for intensification of use on the coastline; ƒ At the same time, sea level rise is putting coastal communities at increasing risk from flood and inundation events.

Achievements to date ƒ The Canterbury Mayoral Forum released the Canterbury Water Management Strategy in early November 2009. ƒ Surface Water Strategy published by CCC 2010 ƒ Integrated Catchment Management Plans prepared for South West Area Plan and progressing for Styx and Lower Heathcote.

6.2.4 – Freshwater Estuary and Coast Explanation Lead Support Type Cost Imp. Tools Timing Actions Agency Agencies Estimate 1 Put in place integrated approaches Maintaining and enhancing the quality CCC, ECan Projects Medium ODPs, Ongoing to freshwater management across and quantity of freshwater is both a SDC, AMPs, all asset management areas, and in statutory imperative, but also a key WDC Partially CCC Surface Water greenfield and intensification area community concern. This may include Funded Strategy, planning. the naturalisation of waterways and SDC 5 Waters Strategy connection riparian and terrestrial habitats. 2 Fully implement Sediment & Continued implementation of the Guide, ECan CCC, Approach Low District Plans Ongoing Erosion Control Guide improving process and roll‐out as SDC, NRRP required WDC 3 Agree how the impacts of coastal Includes risk assessment of hazards, CCC, ECan Project Low Regional Coastal MP, 3 years hazards (including climate change) implications for urban development, and SDC, Unfunded CCC Climate Smart will be managed identification of options for managing WDC Strategy (2012) 4 Prepare Integrated Catchment ICMPs reflect best practise coordinated CCC, ECan Ongoing High Surface Water Mgmt Ongoing Management Plans decision making in relation to surface SDC, Programme Protocol, ICMP Guide, water management, as well as being a WDC Partially NRRP means of implementing NRRP Funded requirements 5 Raise awareness, engage and To ensure community understanding and ECan CCC, Ongoing Low – CCC Surface Water Ongoing support the community to identify support for the protection and SDC, Programme Medium Strategy, and address surface water enhancement of freshwater resources. WDC SDC 5 Waters management issues, including the Low Impact Urban Design can provide for Partially Strategy, promotion of good land efficient water use and re‐use and land Funded CWMS management practises and Low use that is appropriate to the Impact Urban Design to maintain surrounding natural values. and improve water quality.

6.3 Landscapes ƒ The District Plan provisions adequately address the identification and protection of landscape and amenity values and that these provisions Context are effectively monitored and enforced. 7 Greater Christchurch is set within a unique and diverse landscape containing areas ƒ The development of rural and urban areas are integrated with 8 which are recognised as being regionally outstanding. The rich and varied natural landscape values so that development enhances landscape character. and cultural heritage of the landscape significantly contributes to the identity, ƒ Effective collaboration continues between Councils to manage environmental health and wellbeing of the Greater Christchurch Community. landscape values that cross boundaries and responsibilities.

The Greater Christchurch landscape has three dominant landscape types deriving ƒ Partnerships between local, regional, national government agencies from its geology: the flat plains; the volcanic crater rim to the south; and the and the community are used to maximise the input of resources Southern Alps to the west. The original vegetation patterns comprise a mosaic of towards identifying, protecting and enhancing landscape and amenity swampland plants (flax and rushes), drier grasslands with shrubby vegetation and values. patches of forest, dominated by kahikatea. The Crater Rim is part of a series of ƒ Public awareness and participation in landscape planning and design eroded volcanoes and the Canterbury Plains were formed by glacial outwash and initiatives are improved, including the development of guidelines, alluvial gravels. The majority of Christchurch City is built on a mosaic of shingles awareness‐raising programmes, participatory projects and the deposited by the Waimakariri River, terrestrial sediments, swamplands, provision of incentives to community groups to undertake landscape waterways and sand hills. enhancement. WDC and SDC ƒ The natural character of the coastal environment and outstanding natural features are preserves through appropriate subdivision and The landscape of Greater Christchurch has been substantially modified since the development controls. arrival of human beings with removal of the forest cover, land drainage, the development and expansion of urban and rural infrastructure and settlements, Growth Issues and introduction of exotic flora and fauna. ƒ Regionally significant landscape values are not considered well across

councils’ decision making processes. Key Approaches ƒ Local landscapes that do not fall into a category of significant land also need protection ƒ Landscape values are not well assessed within resource consent processes. ƒ Landscape protection methods need to be better developed and 7 Landscape: Landscape refers to the combination of traits that distinguish any particular area of land. utilised more consistently. It is determined by the inter‐relationship of three components: • landform ‐ which reflects the geology, topography and attendant natural processes such as erosion, hydrology and weathering Achievements to date • land cover ‐ which includes vegetation and water bodies, and reflects the biological processes such as plant succession and soil formation • Banks Peninsula Landscape Study completed in 2007 • land use ‐ which reflects cultural and social processes such as farming, tourism and transport needs, • Plan Change 3 to the Selwyn District Plan that identifies and sustainably and can also include spiritual and historical associations that give added meaning to places (The Impact of Development on Rural Landscape Values, (2000), Ministry for the Environment) manages the important landscapes of the Port Hills 8 Draft Canterbury Regional Landscape Study 2009, Prepared for Environment Canterbury by Boffa • Miskell Limited

6.3.4 – Landscapes Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Establish a consistent cross There are varying approaches to ECan, ‐ Project Low RPS, 3 years boundary approach to identify, landscape protection across Greater CCC, District Plans protect and manage landscape Christchurch. These need coordination SDC, Unfunded (2012) values through the UDS Partnership. WDC, 2 Adjust district specific policies and This may include the continuation of ECan, ‐ Project Low – District Plans, 3‐10 years programmes arising from Action 1 purchasing land with high landscape CCC, Medium Operational to better promote and manage values where other protection and SDC, policies (2015) landscape values enhancement methods are not WDC Partially appropriate. Funded 3 Raise awareness, engage and To ensure community understanding and ECan, ‐ Ongoing Low Communications Ongoing support the community to identify support for the protection and CCC, and address landscape issues. enhancement of landscapes. SDC, Partially WDC Funded

6.5 Natural Hazards and Climate Change Growth Issues ƒ Growth in greenhouse emissions from fossil fuels associated with transport Context and burning coal from urban development continues to rise.

ƒ Demand is increasing for development in areas that are more vulnerable to The location and form of any development must take account of present and future natural hazards. natural hazards to manage risks to people, property and the environment. Natural hazards such as earthquakes, flooding, slope instability and erosion together with ƒ Population growth leading to a greater number of people and property climate change must be considered when taking the long‐term view. potentially at risk from natural hazards. ƒ Reliable access to the required water pressure and volume for fire fighting is It is essential that our built environment, natural heritage and communities are a challenge in some rural areas. prepared (risk reduction and readiness) for, respond to, and able to recover from ƒ Ensuring there is adequate capacity and preparedness of civil defence and natural hazards. emergency services can be difficult.

ƒ Changes in the severity and frequency of extreme weather events is likely to The natural hazards most likely to impact on Greater Christchurch are: fire, impact on our community, economy and natural heritage; earthquake, drought, flooding, sea‐level rise, tsunami, strong winds and landslides. Improving our resilience to these hazards is vital to the long term well‐being of our ƒ A projected sea‐level rise of at least 0.5m within the next 80 years reduce the community. opportunity for new development in coastal areas and the redevelopment of some existing urban areas and will require managed retreat from low lying areas.

Key Approaches Achievements to date ƒ Risk management and emergency management planning is employed that ƒ Development of the Canterbury Civil Defence Emergency Management identify, avoid and/or mitigate the risks posed by natural hazards, Plan that provides a statutory planning framework for risk reduction, incorporating risk reduction, readiness, response and recovery initiatives. readiness, response and recovery to natural hazards; ƒ Establish mitigation/ recovery systems and education programmes to help ƒ Development of a Christchurch Climate Smart Strategy 2010‐2025 that our community prepare for, respond to and recover from natural hazards. identifies Council and community responses to climate change; ƒ Land zoning and hazard mapping is available to avoid development in areas ƒ Variation 48 amendments to the CC City Plan to help manage subject to a high level of risk from natural hazards. development in identified flood management zones; ƒ Regulations, standards, codes of practice and infrastructure design ƒ Monitoring of key local environmental parameters that relate to climate specifications are used to build safer and more resilient dwellings and change such as sea‐level, temperature and rainfall; spaces. ƒ Area planning, for example, for South West Christchurch and Belfast that ƒ To help international efforts aimed at limiting the severity of climate takes account of natural hazards in those areas change impacts move away from a reliance on carbon emitting fossil fuels ƒ SDC/WDC

6.5.4 – Natural Hazards and Climate Explanation Lead Support Type Cost Imp. Tools Timing Change Actions Agency Agencies Estimate 1 Ensure planning and strategy Climate Change and emergency planning ECan CCC, Approach High RPS Ongoing documents reflect Civil Defence needs to occur within a national SDC, CDEM Emergency Management planning framework for Greater Christchurch. WDC Unfunded LTCCPs and NZ Government advice on climate change response including green house gas emissions reduction. 2 Assist communities to understand Communities need to understand the CCC ECan Project Low Communications Ongoing and respond to the effects of amount of change that is required to SDC Part and community climate change and greenhouse gas respond to climate change. There is a WDC funded engagement emissions. range of responses by Councils on climate change. 3 Manage existing and future This is a required response to ensure the ECan, ‐ Approach High RPS, Ongoing development in areas at risk from long‐term sustainability of the sub‐ CCC, RCEP, coastal flooding, flooding, region’s land‐use pattern, especially in SDC, Partially District Plans, earthquake risk, natural coastal coastal areas. WDC Funded LTCCPs processes and inland migration of coastal ecosystems.

See also 6.23.4.4 Adopt an appropriate risk management response based on ISO 31000.

6.6 Stormwater ƒ Increasing stormwater run‐off can erode the beds and banks of streams, affecting natural values and increasing sedimentation. Context ƒ Urban renewal and intensification can increase the amount of hard Unmanaged urban development significantly increases the amount of surfaces and therefore will require a better understanding and a stormwater that flows into rivers, streams and estuaries. Increased stormwater broader range of ways in which stormwater is managed. raises the risk of flooding, erosion of stream beds and banks and carries contaminants (including sediment), into waterways, wetlands, harbours and beaches. Stormwater is the largest driver of surface water quality in urban areas. Stormwater needs to be effectively managed to reduce the flood risk to people Achievements to date and property and to ensure urban water quality is maintained for environmental and public health use. ƒ See Freshwater, Coast and Estuaries Section

ƒ Selwyn Districts Five Waters Strategy 2009 released. Key Approaches ƒ Integrated Storm Water Management Plan for Lincoln 2009 ƒ Implement management approaches that reflect the multiple values of

water, are water sensitive and use low impact urban design principles.

ƒ Reduce erosion and sedimentation during the construction phase of urban developments through recognised best practice methods.

ƒ Encourage the installation of stormwater mitigation devises to minimise run‐off.

ƒ Develop an understanding of and prepare best practice stormwater management mechanisms for dealing with stormwater in the built up environment especially where there is more intense living.

Growth Issues

ƒ Urban growth will increase the amount of stormwater carrying contaminants into associated rivers, streams and estuaries.

ƒ Urban growth and increasing stormwater will increase flood risk unless stormwater is well managed.

6.6.4 – Stormwater Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Prioritise and improve treatment of Intergrated catchment discharge CCC, ECan Project High partially LTCCP AMPS 10 years existing discharges targeting priority areas. consents, where appropriate or SDC, funded necessary, are being developed to give WDC effective management of stormwater discharges. 2 Ensure Christchurch International Airport The airport is required to put in place ECan CCC Approach Internal continues to have stormwater protection measures that protect the pristine water plans and programmes. quality of groundwater recharge zone 1 3 Upgrade stormwater treatment systems to A continued programme of action that CCC, ECan Project High partially LTCCP AMPS 10 years provide for the quality and quantity will improve stormwater quality and SDC, funded anticipated from population growth. quantity of discharges into surface WDC waters

See also 6.2.4.1 – Put in place integrated approaches to freshwater management across all asset management areas, and in greenfield and intensification area planning 6.2.4.2 ‐ Implement Erosion & Sediment Control Guidelines 6.2.4.4 – Prepare Integrated Catchment Management Plans 6.2.4.5 ‐ Raise, awareness, engage and support the community (including developers) to identify and address surface water management issues

6.7 Wastewater Key Approaches

ƒ An integrated, sustainable approach will be used for water supply, Context wastewater and stormwater so that the use or discharge of one does not

impact on the other. Wastewater treatment and disposal services are provided by the partner councils to protect human health and the environment. Generally each ƒ Wastewater management is developed with the protection of ecological council has sought to serve their communities with individually funded and values a key outcome. An integrated system is based on ensuring the located infrastructure. natural environment can assimilate waste without significant negative impact.. Over the last ten years significant progress has been made in the treatment ƒ All future growth areas meet acceptable health, safety and and disposal of wastewater. Ocean outfalls have been put in place in environmental standards for wastewater treatment and disposal. Waimakariri and Christchurch City. Plans are underway to expand the capacity of the eastern Selwyn wastewater treatment plant in Rolleston. ƒ There is a proactive and effective trade waste management regime that Christchurch City has proposed an improvement in management of includes waste minimisation and clean technologies. wastewater in the Lyttelton Harbour Basin, so that in the future wastewater ƒ Long‐term directions for wastewater treatment and disposal are from the Lyttelton, Governors Bay and Diamond Harbour will be pumped to considered such as centralised or satellite plants, new technologies, and the Christchurch Wastewater Treatment Plant in Bromley. disposal options.

To maintain and improve environmental and social gains it is essential to Growth Issues continue to work towards more sustainable outcomes. This includes: ƒ Upgrading our major coastal and river outfalls, ensuring ƒ Cultural objections by Tangata Whenua on discharges of wastewater to reliability and clean beaches and waterways; waterways and its potential impact on kai moana need to be addressed. ƒ Avoiding and mitigating hazardous discharges into the ƒ Investigation of technology innovations are required that may enable wastewater system; and future alternative methods of wastewater treatment and disposal. ƒ Continuing to reduce sewer overflows. ƒ More sustainable approaches to integrating land use and wastewater infrastructure are needed. To avoid capacity constraint issues and demand for further zoning and potentially expensive upgrades intensification and development must be ƒ Options for decentralised wastewater systems, including environmental planned with future infrastructure provision in mind. The Strategy costing into cost‐benefit analyses to determine economic viability need encourages a collaborative approach to funding and providing infrastructure to be assessed so as to manage increase future demand and improve to more efficiently facilitate the predicted growth. resilience of current systems particularly for rural residential properties.

ƒ A more integrated approach by CCC/SDC/WDC to providing infrastructure is required to capitalise on the potential for efficiencies of scale arising from small independent piecemeal waste infrastructure.

Achievements to date

ƒ A programme has been developed to improve wastewater infrastructure in Banks Peninsula settlements within Greater Christchurch and significant capital works are currently underway.

ƒ Studies on the infrastructure required to meet future growth needs in southwest Christchurch are underway, with the expectation that projects will be advanced to meet UDS time frames. ƒ Significant investment continues to be made to mitigate against sewer overflows to waterways in Christchurch City. ƒ The CCC Ocean outfall has been commissioned takes effluent out of the Avon Heathcote Estuary Ihutai. ƒ Concerted steps have been taken to implement a centralised Rolleston based conveyance/treatment/disposal system for future generations.

6.7.4 – Wastewater Actions Explanation Lead Support Type Cost Estimate Imp. Tools Timing Agency Agencies 1 Consider long‐term directions for Bromley Sewage Treatment Plant is expected CCC SDC Project High LTCCP 10 yrs wastewater treatment and disposal to reach capacity within the life of the UDS. WDC Unfunded where approaching capacity. Completion of modelling of current collection ECan systems is a necessary prerequisite to this work. 3 Continue infrastructure investment This investment is required by CCC and SDC CCC ECan Ongoing Medium LTCCP 10 yrs to mitigate against sewer overflows to meet ECan resource consent requirements SDC programme Part funded into stormwater and river systems. to work toward avoiding adverse impacts on water quality. This involves a prioritisation process.

6.8 Water Supply ƒ Enable infrastructure planning and investment to support intensified growth in a sustainable and proactive manner. Context ƒ Monitor and research emerging issues and implement appropriate adaptive and

responsive management to manage those issues. The aquifers are a key natural feature of Greater Christchurch and are described in an earlier chapter ‐ 6.2 Freshwater, Estuaries and Coast. The ƒ Monitor progress on agreed targets and performance standards. public water supply in urban Christchurch is sourced from groundwater abstracted from the extensive aquifer system located below and to the west Growth Issues of the city. The Lyttelton Harbour basin is also supplied via a pipe through the ƒ A more collaborative approach is needed across the Council boundaries to Lyttelton tunnel from wells in Heathcote. manage land use pressures and future demand for public drinking water and

other water uses puts additional pressure on groundwater as Greater Public water supplies in Rolleston, Prebbleton, West Melton and Lincoln rely Christchurch grows. on groundwater as their source. Groundwater from coastal aquifers is abstracted for public water supplies in Kaiapoi and Rangiora. Groundwater ƒ Integrating land use and water supply infrastructure requires more sustainable also serves as sources of private drinking water supplies as well as for other and collaborative approaches than are currently used. water uses within Greater Christchurch. ƒ Ensuring groundwater has strong regulatory protection from adverse effects on

availability and quality from development and more intense land use. It is critical that to maintain and improve the essential ecosystem services provided by the groundwater, that Councils continue to work towards more ƒ Public drinking water from groundwater requires a high priority focus while at sustainable outcomes. Important components of this are putting in place the same time managing the competing public and private demands for use. demand management programmes so future generations continue to have ƒ Stormwater retention basins need to be designed and maintained so as to avoid access to adequate quantities of safe drinking water; and that planning for introducing contaminants to groundwater. land use and development does not impact on drinking water sources.

Key Approaches Achievements to date

ƒ Apply an integrated, sustainable approach to water supply, ƒ Christchurch City Council adopted the Christchurch Water Supply Strategy in late wastewater and stormwater so that the use or discharge of one does June 2009, this addresses sustainable management of the Christchurch public not adversely impact on the other. water supply.

ƒ Enable water supply management with the protection of ecological ƒ Selwyn District Council adopted a District Five Waters Strategy covering public values as a key outcome. water supplies, wastewater, water races, land drainage and stormwater in late August 2009. ƒ Ensure land use does not impact on sensitive groundwater recharge zones established in the NRRP and recharge zones in other districts. ƒ Waimakariri District Council began work on developing a district water strategy in 2008, with work still underway. ƒ Engage the community to sustainably and efficiently use water resources. ƒ Provision of infrastructure to meet future growth needs in southwest Christchurch is planned to meet UDS time frames.

6.8.4 – Water Supply Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Collaboratively manage water Greater Christchurch covers three Zone Ecan ECan, Approach Low CMWS 2010 supplies across the sub‐region and Water Management Committees: SDC, LTCCPs Three years develop Terms of Reference for a Christchurch‐West Melton; Waihora‐ WDC, technical group involving each of Ellesmere and Waipara‐Waimakariri. CCC the partner councils These need to be managed collaboratively including sharing information, and potential funding regimes. 2 Develop education programmes to The amount of water that residential and CCC, Ongoing Low Communications Three years engage the community in businesses are using needs to be reduced Ecan, programme sustainable water supply initiatives, to ensure that future growth has access SDC, including households and urban and to sufficient water. WDC rural business and commercial sectors. 3 A Risk Management Plan is put in A risk mangemetn plan will identify CCC, All putting in Low Partnership 3 years place to self determine future water measures needed to reduce the risks to Ecan, place internal 2010 quality. residents to protect the water quality. SDC, PHRMP’s WDC

6.9 Waste Minimisation

Context Achievements to date

Minimisation and management of waste directly contributes towards the ƒ Development and implementation of the Christchurch City Council’s health and wellbeing of Greater Christchurch community. At present Towards Zero Waste Management Plan 2006. waste generation is closely linked to the number of people, how much ƒ Introduction in Christchurch of a three wheelie bin collection service households spend, their consumption and uptake of waste minimisation for the kerbside collection of recycling, organics and rubbish and services. Providing kerbside recycling and composting services, together campaign Love your Rubbish. with drop‐off facilities that encourage the separation, reuse or recycling of ƒ Organic services now compost household and commercial food materials are essential to help households and businesses reduce waste. scraps and green waste. Councils must also ensure materials that can not be reused, recycled or ƒ The Christchurch Clean‐fill Licensing Bylaw 2008 now prohibits the composted are safely disposed of in the regional landfill at Kate Valley. disposal in clean fills of reusable and recyclable materials.

ƒ A national waste minimisation levy has been introduced where Key Approaches income is returned to the community for waste minimisation ƒ Planning for waste management is in the order of priority: redesign, activities. reduce, reuse, recycle, recover and safe residual waste disposal. ƒ Target Sustainability business resource efficiency programme ƒ Continue to provide quality and accessible reuse, recycling, working with businesses across Christchurch and Canterbury. composting and waste disposal services to residents. ƒ The Canterbury Regional Waste Joint Committee cooperates ƒ Residential and commercial developments allow space specifically regionally on waste minimisation. for the storage and collection of recycling, organics and waste. ƒ Biosolids from The Pines II in SDC are to be composted with a new ƒ The separation, reuse and recycling of construction and demolition Hot Rot Module to be built 2010/2011. materials is managed effectively. ƒ Former landfills are no longer being used for waste disposal and are being capped. ƒ Growth Issues ƒ Increasing population and urban development is placing pressures on waste minimisation and disposal services. ƒ Ensuring the public has access to and encouraging uptake of waste minimisation services especially in outlying communities and areas. ƒ Pressures on reverse sensitivity from neighbouring development on recycling, composting and waste handling facilities. ƒ Large amounts of waste and materials from construction and demolition activities are not being recovered for reuse or recycling.

6.9.4 – Waste Minimisation Actions Explanation Lead Support Type Cost Estimate Imp. Tools Timing Agency Agencies 1 Consider options for requiring the Large volumes of demolition and CCC SDC, Project Low Cleanfill 2010 recovery of resources from the construction waste are disposed of WDC, Part funded By‐law Three years waste stream, including annually, there are opportunities for the ECan, construction and demolition reuse of the material in other NZTA materials. developments, 2 Forward planning is completed for Smells and odours are a problem for CCC SDC, Approach Low Area and Structure ongoing future waste facilities so they are communities that have encroached on WDC, Not funded plans located and managed in a way that waste transfer stations. ECan, does not impact on neighbouring residents. Continue to work collaboratively The UDS partners are all part of and will ECan, CCC, Approach Low LTCCP 2010 across the region on waste continue to work with the Canterbury SDC, Three years minimistion initiatives Waste Minimisation Joint Standing WDC, Committee NZTA, MFE, CECC

Enrich Lifestyles

The heart of the Strategy is about people, what they value, and what’s important to them in meeting their aspirations to live in a healthy and sustainable society. Communities that have an identity, offer opportunities for social connections to develop in an equitable way, and are seen and felt to be safe to live in offer the most.

To achieve the key principle of sustainable prosperity the Strategy will encourage the growing diversity of people within communities to be able to live healthily with ready access a range of culture, arts, and recreation activities and services.

A strong community is one in which people feel connected to each other, and who are involved. Strong and connected communities become, and are able to be, resilient and proactive in difficult times, take responsibility for shaping their own future and care for those who need support. Effective community development also underpins economic development.

A key feature of Greater Christchurch is one of an ageing population, and one which will bring added richness and opportunity. Embracing universally‐designed housing, age and disability‐friendly community facilities, information and services that are accessible to many are all challenges for local and central government. Positive attitudes about older adults to employment and the workplace is a challenge for all.

Other social and community aspects that are important include public and community health; education that provides people with knowledge and skills so they can contribute and be involved; as well as have a range of housing options; public open space; leisure, recreation and sporting opportunities. The design of the buildings, places, spaces that make up our towns and cities in urban and rural communities are also important for community wellbeing while also recognising the cultural heritage that promotes a sense of place and belonging.

6.10 Healthy Communities Public health has long been strongly associated with infrastructure such as water and wastewater services. The management of these and similar services 6.10.1 Context has ensured that many infectious diseases are no longer serious threats to our health. Ensuring the maintenance of high quality drinking water, improving air At the individual level, the ability to prevent illness, to stay healthy and to quality, the collection of wastewater and other wastes and basic services such manage disability is largely an outcome of the settings in which people live their are all are essential for ongoing public health. lives. Factors that determine health outcomes include diet, housing, safe neighbourhoods, clean air and water, access to transport, recreation, education, Emerging challenges for the population’s health, however, lie in the area of and employment. Most of the central and local government agencies whose chronic disease. An urban form that prioritises people walking and cycling help actions affect these settings lie outside of the health sector.9 to combat obesity and diseases such as diabetes, cancer and heart disease.

Local Councils are required under the Local Government Act (2002) to focus on There are also challenges at the societal level where socio‐economic the social, economic, environmental and cultural well‐being of their inequalities affect health at an individual and population level. 11 The aging of communities. These encompass the wider determinants of health, this means society will bring new challenges in providing suitable healthcare services, that, although organisations work in different ways, the over‐arching goals of the housing and transport. district health boards, and Central and local government are aligned.10 A strong community is one in which people feel connected to each other, and Health related outcomes are supported by a range of council activities. These are actively involved in community groups. Community involvement builds can be found in actions in other chapters of the Strategy and include but are not knowledge of, trust in, and respect for each other, and enables people to limited to: share/develop skills and work together to make things happen, using and ƒ Water supply leveraging off their own collective resources as much as possible.

ƒ Public open space Growth and development impact on the well‐being of the people. Well thought ƒ Housing out quality urban design, in conjunction social service initiatives and community ƒ Leisure recreation and sport services, helps to ensure that potential impacts are positive. ƒ Urban design ƒ Energy and telecommunications ƒ Transport

9 Health is Everyone’s Business ‐ Public Health Advisory Committee, 2006, p 5. 10 Health is Everyone’s Business ‐ Public Health Advisory Committee, 2006, p 27. 11 Social determinants of health. The Solid Facts World Health Organisation, 2003

6.10.2 Key Approaches ƒ Data and information about demographic change and community health and wellbeing are collected and managed in a disconnected way across a range ƒ Planning incorporates the principles of people focused quality urban design of agencies. to encourage and promote healthy and fulfilling lifestyles. ƒ Policies and actions that affect many areas of health are made by central and ƒ Local and regional government policies are assessed for their potential local government agencies all of which lie outside of the health sector12 and impacts on health outcomes, and their suitability for formal health impact often health is not explicitly considered by these agencies. assessment. ƒ The growth in the need for community services is putting increasing pressure ƒ Encouraging and promoting accessibility for all including people with on the voluntary sector. disabilities, youth, older people, and families with young children provides a society that supports everyone. ƒ Maintaining and developing local social connectedness as communities grow is difficult unless greenfield development and associated services occurs and ƒ Proposals are consistent with the Safe Waimakariri Strategy, and Safer are provided early. Christchurch Strategy and maintain the WHO Safe City accreditation. ƒ Continued use of wood burners to heat houses contributes to poor air ƒ Indicators of good community health are developed and accepted as quality and respiratory illnesses and main transport routes and congestion indicators of successful growth management. can also contribute to poor air quality. ƒ The community has equitable access to resources, services and programmes ƒ Many existing and older houses do not provide adequate warmth in winter. through the provision of funding, facilities and infrastructure.

ƒ Involve the local community in key decisions to avoid community displacement and severance. Achievements to date

ƒ Research, monitor and review strategies that promote and support • A Health Impact Assessment was carried out on the UDS, was the first in strengthening communities to ensure they meet their changing needs. Australasia on a large public policy and has received international endorsement. ƒ Provide community support services to meet the growth and the changing needs of the communities. • Health Promotion and Sustainability through Environmental Design published. ƒ Ensure that schools, public spaces and other community services are well‐ positioned so to support the development of local identity, community spirit • Staff capacity is being built within the partners on the use of HIA and Health and social cohesion within neighbourhoods. in all Policies.

ƒ Support and strengthen the capacity of community organisations

6.10.3 Growth Issues

12 Health is Everyone’s business ‐ Public Health Advisory Committee 2006 p 5.

• A Health Impact Assessment was carried out on impacts of transport planning.

• Healthy Christchurch City Health Profile underways

• Alcohol work

• Development of Selwyn District Social Wellbeing Strategy 2009 – 2015

6.10.4 – Healthy Communities Actions Explanation Lead Support Type Cost Estimate Imp. Tools Timing Agency Agencies 1 Develop an integrated programme To understand the changing nature of our CCC, ECan Ongoing Medium Community 1‐3 years to gather demographic and social communities data and information are SDC, Programme funded outcomes change across the sub‐region and required on how our communities are WDC LTCCP review every 3 to 5 years the changing and their emerging needs. profiles/ outcomes of city health plan to prioritise. 2 Work with CDHB to prioritise health Many health outcomes are influenced by areas CCC SDC, Project Medium City Health 1‐3 years and wellbeing issues that should be under the management of local government WDC, funded Plan addressed in collaboration with such as alcohol, transport and housing. ECan local government through the City Health Plan. 3 Work with Canterbury Clinical Access to preventative and primary health care CCC, Ongoing Low Canterbury 2010 Intiative to plan for equitable services should be equitably distributed. SDC, Programme Part funded Clinical Ten years distribution of primary care services Currently local services mapping is carried out WDC, Initative across Greater Christchurch. by MSD in rural areas, the focus is on service ECan gaps that exist now and not the future needs and covers more than health. 4 Use HIA and HPSTED to promote Health issues should be included in all our CCC, Approach Low HIA 3 years the health and wellbeing of policy and planning approaches, use of HIA and SDC, Internal 2010 communities when plans are being HPSTED in Area Plans, Key Activity Area WDC developed. planning. 5 Continue the Clean Heat This programme includes the insulation of ECan CCC, Project High 10 years Programme to improve air quality in homes that also help to contribute to healthier SDC, Funded 2010 Christchurch and Kaiapoi warmer homes as well as improve air quality. WDC

See also 6.23.4.10 – Establish a health sub‐group reporting to the IMG and set formal links to monitor health issues.

6.11 Education and Information ƒ Provide opportunities for all families and disadvantaged groups to access education opportunities. 6.11.1 Context ƒ Education providers and councils plan with the community for the

integration of shared facilities such as schools and libraries. Education provides people with knowledge and skills that enable them to contribute and be involved in the community socially, culturally and ƒ Education and research facilities meet the needs of the community and economically. Education contributes to the well‐being of families, communities, reflect the community’s unique character. and the growth of the city. ƒ Continue to support local early childhood education centres and ensure that

their value is recognised. For many people the opportunity to learn happens in informal settings in self‐ directed ways over their lifetime. A range of opportunities (resources and places) ƒ Public libraries are provided by Councils to best meet the needs of their local will encourage higher levels of participation in lifelong learning so people have communities and to support learning to meet personal goals. educational and training opportunities that support their literacy, reading, ƒ Public libraries take advantage of opportunities to work collaboratively with knowledge and skill development through association with agencies such as other providers, organisations, and businesses, to developing high quality libraries and learning centres via community‐based and online learning. learning materials for the information age.

Demographic, social and economic change means new directions for informal ƒ Continue to improve employers’ knowledge and uptake of skills learning programmes, and the provision of support for individual learning. It will development for improved business capacity. be important that education providers involve industry, employers, research ƒ Use the provision of quality education opportunities to attract and retain organisations, businesses, communities, targeted population groups and other overseas students to help contribute to a long‐term future demand and education providers in education planning and decision‐making processes. skilled workforce. Education’s contributes to a skill‐based economy, and it is recognised that tertiary education providers have expertise and key strengths so tapping into limited resources and specialist education and research in specific fields is 6.11.3 Growth Issues important. Tertiary education and research facilities has flow on effects for the ƒ Demographic and social changes, around growth, aging, ethnic diversity and region in terms of investment and a more highly skilled and paid workforce. disparities that exist for some populations (including ethnic groups, people with disabilities, migrants, refugees and low socio‐economic groups), indicate the changing needs for education services at all levels: early 6.11.2 Key Approaches childhood, primary, secondary and tertiary. ƒ Work with the Ministry of Education so that from the outset new schools are ƒ Education opportunities need to keep up with trends in local services, and established in new developments and they keep pace with population contribute to the economy by lifting skills, qualifications attainment and growth in the relevant catchments and the range of services needed. productivity.

ƒ People need to be prepared for changing economic trends so as to give them the skills to be able to adapt to a changing economy

ƒ To attract students and understand student needs monitoring of national and international trends is required.

ƒ Local industry and commerce is competing in an international market that is short of skills so to attract suitably educated staff will be increasingly difficult.

ƒ The provision of childcare centres and services will need to meet future demands for working families.

ƒ With changing social trends, public libraries will need to change to continue to play a significant role in supporting the aspirations of the community.

ƒ The role of Councils needs to clarified and agreed about providing and locating suitable infrastructure to caters for increasing community needs, for example, affordable housing and transport links, early childhood education and care providers for adult students/parents returning to further education or employment.

ƒ The value of ‘green/open‐space’ provided by the existing network of schools is not always seen as valuable community assets that will need to be preserved and utilised especially in regeneration areas.

Achievements to date

• Refurbishment of Spreydon Library to reflect community needs • New libraries are planned for Halswell, Hornby, Aranui, Linwood and Belfast are budgeted for in the LTCCP

6.11.4 – Education and Information Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Investigate the potential for shared As existing urban areas continue to CCC, Ongoing Low LTCCP Ongoing community and school facilities. develop facilities are needed to support SDC, projects internal AMPs community needs. WDC 2 Ensure planning for and/or provision of Facilities include ECE, state primary and CCC, Ongoing Low LTCCP Ongoing additional and expanded education secondary schools, and public libraries. SDC, programme internal Intensification facilities and libraries to meet growth WDC Plans demands in affected areas growth and intensification areas. 3 Promote and support tertiary education By combining quality education with the CCC, Approach Low Strengthening Ongoing institutions actively to support CEDS lifestyle offered by Greater Christchurch SDC internal communities actions. involves getting good staff and planning promoting qualified education and CEDS lifestyle to attract students from overseas. 4 Develop a Greater Christchurch skills Improving our understanding of future CCC SDC Project Low Strengthening 3 year strategy that forecasts future skills needs of the community to help close WDC Internal communities 2010 needs and identifies the means to meet skill gaps. planning those needs. CEDS

6.12 Housing ƒ Recognise the importance of social and community networks and providing community services close to where people live. 6.12.1 Context ƒ Good sub‐division and section design guidelines are adhered to.

ƒ Promote housing for multi‐generational and extended families as well as an ageing A primary outcome of this Strategy is for a greater range of housing to meet and ethnic population and that integrates all socioeconomic groups. more diverse needs of the community. A key part of achieving this is having a ƒ Continue the redevelopment of and renewal of public housing stock to better meet clear understanding what future house types are needed for a population that is the needs of existing and future clients. ageing and with increasing single and two person households. An additional 74,800 households are forecast to be required by 2041. In some cases, the type ƒ Advocate for greater diversity in housing for the elderly that includes retirement of home will need to change to meet this change in demographics. villages, accessible communities, apartment as well as suburban housing. ƒ Provide investor education and advocate for restrictions on property solely on loss Although levels of home ownership have been falling, it is still an aspiration held acquiring trust investment vehicle. by many New Zealanders, and stable housing tenure remains a key contributor to ƒ wellbeing in retirement. Given these trends the security and viability of the residential rental market also needs to be addressed. The ability of people to 6.12.3 Growth Issues access affordable long‐term housing has implications for social well‐being, community development, wealth accumulation, and economic development. ƒ The current range of housing types does not adequately fulfil current demand Demand for social housing is forecast to increase from a range of groups with particularly housing types and tenures to allow people to continue to live in their housing specific needs. More social housing and planning for support services to community as their life circumstances change. allow people to live long‐term in such accommodation is essential. ƒ Housing currently does not meet the needs of an ageing population especially for those who wish to remain in their local area. To achieve housing outcomes that are both socially equitable and sustainable ƒ Currently only limited affordable housing options of different types of tenure is requires a number of considerations. It is essential that maintaining and available. improving the quality of existing stock while also ensuring that a diverse range of ƒ There will be increasing long term demand for a limited supply of social housing due new housing is high quality and energy efficient is developed that is better to declining levels of home ownership. integrated and linked to transport, employment, and services and activities. . ƒ Maintaining the condition of the current housing stock and improving the energy 6.12.2 Key Approaches efficiency of future housing is a challenge for Councils. ƒ Ensuring that there is appropriate quality housing mix that promotes public ƒ How to ensure a more compact urban form is well designed and includes adequate health and reflects a range of size, price, density and locations. services and amenities. ƒ Improving the amount of passenger transport within walking distance to where ƒ The quality of housing and its long term retention is an issue medium density housing is located. ƒ Currently the lending practises of financial institutions do not support the purchase ƒ Recognise and provide for Papakainga housing. of apartments.

Achievements to date

ƒ SDC completed a needs analysis that identified housing for older people as the most pressing need in the District

ƒ SDC is supporting the development of older persons housing in Lincoln and Rolleston.

ƒ A social housing policy is being developed by SDC to guide Council involvement in this area.

ƒ Selwyn District Council’s Medium Density Housing Guide and Subdivision Design Guide ensures a high quality living environment is maintained

6.12.4 – Housing Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Publish sustainable and energy The building code does not adequately CCC, Project Low Communicatio 3 years efficient housing design guides cater for the colder conditions, and poor SDC, unfunded ns specific for Canterbury and housing stock in Greater Christchurch. WDC, incorporate these in planning ECan provision and building controls. 2 Support improvements to existing Christchurch housing stock is old and due CCC, Ongoing High Grants 10 years older housing stock while ensuring for refurbishment or replacement, this SDC, programme partially LTCCP heritage and character values are needs to be done that respects heritage WDC, funded protected where necessary of our built environment. ECan 3 Investigate opportunities to upgrade The current social housing stock is aging CCC, Project Medium LTCCP 10 years relocate and expand social housing and in sub optimal locations needs to be unfunded Intensification stock as central city and centres grow. integrated better into the urban fabric. plans Identify and evaluate means to With falling home ownership and a CCC, Project Medium ‐ 10 years promote the long term stability of the dominance of private investors often SDC, unfunded rental sector, e.g. encouraging with relatively short term interests, WDC institutional investment into the greater security of rental tenure is rental market. needed to ensure sound healthy community outcomes Encourage non‐bank investment in Dominance of high short term fixed rates CCC, Ngai Tahu Project Medium LTCCP 10 years mortgage products, including longer results in borrowing short and lending SDC, unfunded term ones, to foster medium density long. Developing stable long term WDC and/or affordable housing. mortgage products could improve affordability and certainty for households and increase their disposable income

6.13 Public Open Space Key Approaches ƒ Quality public open space is provided in areas of higher density Context residential development including central Christchurch.

ƒ Open space provision is equitable, evenly distributed and of Open space makes a major contribution to the quality of life of residents and sufficient size to be useful for its intended purpose while also contributes to the region’s character and attractiveness for visitors. ensuring that there is good access that takes advantage of views,

high quality landscapes, waterways and the coast. Open space underpins many aspects of urban and rural living. It includes civic squares and parks, formal and informal areas for sports, places for organised and ƒ In the Central City and its finge the demand for green open space informal recreation, natural and cultural heritage, water supply management, needs to be balanced with the demands for recreational uses nature conservation, and space and corridors for surface water and indigenous associated with urban living. biodiversity. It also provides access to outstanding natural and scenic landscapes ƒ Ensure an active planting programme continues especially the in a range of environments from the mountains to the sea. growing of large trees in civic areas and parks to maintain liveability, and urban and rural character contributes to Community expectations about open space are changing. Social and biodiversity. demographic changes, such as an increasing elderly population, changes in ƒ Continue engagement with landowners, Ngāi Tahu and developers household composition, leisure patterns and increasingly sedentary lifestyles are to facilitate public open space initiatives in rural and urban altering both the need for and demands placed on open space. The open space development areas. network and associated facilities need to change also to remain relevant meeting ƒ Advice, guidance and incentives are provided so corridors the change of more urban living. and open space buffers and separates urban from rural

environments. Councils, private trusts and other organisations such as the Department of Conservation provide a wide range of accessible open space, offering more than ƒ Protecting outstanding natural features and landscapes of 16,000 ha (CCC) of land for nature based recreation experiences and the region and providing a wide range of recreational conservation initiatives. Urban areas within the Greater Christchurch are opportunities that build on the features of the landscape. generally well endowed with local and sports parks. Iconic parks such as the Christchurch Botanic Gardens and Mona Vale are an amenity, botanical and Growth Issues recreation attraction for the entire region and are important destinations for ƒ The restoration and maintenance of the remaining land between visitors. urban and rural that defines the contrast of urban and rural spaces is under constant pressure for development. WDC SDC examples ƒ Protecting and providing for appropriate sized and quality open

space networks requires good long term planning processes are in A challenge around more intense living is to ensure there is a continued place particularly for intensification areas . This requires more development and maintenance of public green spaces to provide relief from, novel ways of integrating space into buildings and spaces such as contrast to and separation from the hard surfaced and built environments that roof gardens.. dominate urban areas. ƒ Stormwater management, public open space, and biodiversity initiatives are not always effectively designed and integrated to

maximise mutual benefits around recreation, public use and environmental outcomes. ƒ How to use open space to both manage urban growth and provide a multi‐purpose urban edge including recreational, ecological, landscape and surface water drainage opportunities; ƒ Acquiring and protecting strategic open space at a reasonable price as land values around the urban settlements and coastal areas escalate is becoming increasingly more difficult. ƒ Access to public open space, particularly to the Banks Peninsula coastline and along the major rivers raises issues of private ownership and access across private land. ƒ Leisure and recreational facilities need to be sufficiently adaptable and multi‐purpose so as to meet changing lifestyle patterns and expectations, and need to be in the right location and at the right time. ƒ The community has continually indicated a desire for large trees in public spaces but this has become more difficult as public spaces get smaller and have a more hard surface look and feel.

Achievements to date ƒ Preparation of the Christchurch City Council draft Public Open Space Strategy 2010‐2040; ƒ Purchase of around 1400 ha of land for conservation and recreation purposes on Banks Peninsula; ƒ Setting aside of land along the Waimakariri River for recreation purposes by Environment Canterbury. ƒ Purchase of 33ha freehold land for a recreation precinct in Rolleston as part of the Rolleston Structure Plan Regional Park. ƒ Trees and Vegetation in Selwyn District Management Policy and Guidelines. ƒ SDC review of Reserve Contributions Policy in LTCCP (2009‐19), this will be reviewed in 2010 ƒ WDC/ECan

6.13.4 – Public Open Space Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Prepare policy and plans that provide Currently there is no standard for the CCC Approach Low CCC Public Open 2010 standards and guidelines for public open amount and quality of public open space ECan Part Space Strategy 10 years space provision in urban and rural areas especially within urban consolidation SDC Funded that meet the needs of increasing areas. WDC populations and urban intensification. 2 Identify and prioritise areas, where land Studies show that some urban areas are CCC Project Low LTCCP Ongoing can be acquired for parks where there is deficient in local open space and sports Part funded a shortage within Greater Christchurch. parks provision 3 Develop and implement policy and Greater partnership will enable open CCC Approach Low LTCCP Ongoing programmes to promote community, space initiatives to occur in more cost SDC Part funded landowner and Māori engagement and effective way. WDC partnership in open space initiatives ECan 4 Prepare a policy to help facilitate public A policy is needed to provide greater CCC, Project Low CCC Open Space use of unformed legal roads and certainty for Councils and land owners SDC, Part Strategy waterway margins for recreation, about how where and what level of WDC, Funded amenity and access. development will be needed public ECan access on unformed legal roads 5 Initiate a co‐ordinated approach to the Open spaces add to the quality of life of ECan CCC, Project Low ODPs 2010 identification, planning provision and residents for visual and recreational SDC, LTCCP 10 years maintenance of regional strategic open purposes. WDC DPs spaces including regional parks.

6.14 Leisure, Art, Recreation and Sport ƒ Ensuring facilities are provided early in new growth areas. This can be costly if amenities are not built quickly.. 6.14.1 Context ƒ Recognising and building on the identity of new and existing

neighbourhoods and towns.

Participation in leisure activities is a major contributor to personal health and ƒ Protecting outstanding natural features and landscapes of the region while wellbeing, and helps to develop lifelong physical and social skills. It is also a key at the same time providing a wide range of recreational opportunities way to help build strong and safe communities with active healthy people and around features or specific landscapes. families. Leisure includes active and passive recreation, cultural and art ƒ How to provide leisure and recreational facilities and spaces that are activities, and formal and informal sports. sufficiently adaptable and multi‐purpose to meet changing lifestyle

patterns and expectations, in the right location and at the right time. Community expectations about leisure are changing with changing social structures. There is a need to understand these changes so as to provide for ƒ As the population grows and diversifies making sure there is a diverse leisure and recreation associated services, facilities and organisational range of formal and informal leisure options available that best meets the infrastructure. needs of the community and individuals.

ƒ Organised recreation and sport and the viability of sports club structures 6.14.2 Key Approaches are under increasing financial pressures. ƒ Design and provide quality open space for social and leisure activities in

intensification areas Achievements to date ƒ Encourage children to take part in active recreation and sports, in order to promote healthy lifestyles and reduce obesity. ƒ A number of aquatic centres and pools have been, upgraded or built ƒ Encourage co‐location of leisure and recreational facilities with other including Jellie Park pool and Dudley Pool and others are planned in community facilities such as libraries, community halls and schools to Rolleston pool, and the Graham Condon Pool. support multiple uses at less cost. ƒ Early planning for council facilities in Halswell as part of SWAP ƒ Design future leisure and recreation facilities in ways that enable multiple ƒ Aquatic Strategy (2010) was developed for SDC. uses and that allow adaptation to meet changing demands. ƒ Proposed Aquatic Centre for Rolleston. ƒ Carefully consider the location and timing of leisure and recreation facilities to meet current and future needs. ƒ Community Centre Lincoln under construction.

ƒ Planning for Rail Trail through Lincoln Township. 6.14.3 Growth Issues

ƒ A variety of community and recreation programmes have been established to meet the needs and interests of Selwyn residents

ƒ Accessible, affordable and appropriate recreational and entertainment activities have been developed for children and young people across the Selwyn District.

6.14.4 –Leisure, Recreation and Sport Explanation Lead Support Type Cost Imp. Tools Timing Actions Agency Agencies Estimate 1 Ensure a range and equitable Access to public recreation space is a CCC, ECan Approach Low ODPs 10 years distribution of high quality public vital ingredient for community well‐ SDC, unfunded LTCCP recreation spaces including being, particularly in growth areas. WDC DPs appropriate provision in growth areas and ensuring distribution and quality in existing areas. 2 Provide active and passive Leisure and recreational facilities have a CCC, ECan Ongoing High partially Strategic Land 2010 recreational and leisure facilities to strong role to play in developing strong SDC, programme funded Protection 10 years meet the future urban growth needs communities. WDC Policies, of the region. LTCCPs, ODPs 3 Ensure appropriate planning and Provision should avoid duplication and CCC, ECan Approach Low Internal Engagement 2010 engagement across the sub‐region should result in a coherent approach to SDC, and 10 years involving strategic recreation regional facility planning. WDC consultation facilities. processes

6.15 Tangata Whenua and Maori 6.7.3 Key Approaches ƒ Acknowledge the aspirations outlined in Ngāi Tahu 2025 and align to the 6.15.1 Context Strategy where possible.

ƒ Engage Ngāi Tāhu as a key implementation partner as a strategic partner Ngāi Tahu holds manawhenua and kaitiakitanga over most of the South Island. and promote and support hapu and iwi management plans. Ngāi Tahu are the iwi comprised of Ngāi Tahu whānui, or the collective of the ƒ Establish mutually agreed protocols, additional resources, and a process individuals who descend from the five primary hapū of Ngāi Tahu, Ngāti Māmoe in district plans to support and complement the resource management and Waitaha, namely Kāti Kurï, Ngāti Iraheku, Kāti Huirapa, Ngāi Tūāhuriri and and development principles of Tangata Whenua. Ngāi Te Ruahikihiki. ƒ Address issues that are important to Tangata Whenua and Maori in The tribe has both resource protection and resource development roles. As part addition to issues facing the wider community. of its resource protection role, Ngāi Tahu as kaitiaki has a duty to ensure that the ƒ Recognise the principles of the Treaty of Waitangi provide a basis for mauri and the physical and spiritual health of the environment is maintained, relationships with Tangata Whenua and Maori. protected and enhanced. This is partly addressed through Ngāi Tahu 2025, ƒ Recognise and provide for the customary relationships and practices of which provides the guiding vision for Te Rūnanga o Ngāi Tahu. It is a 25‐year Tangata Whenua as kaitiaki over their land, waahi tapu and other taonga. future road map that clearly identifies and details the specific areas of importance for Te Rūnanga o Ngāi Tahu to impact and influence. ƒ Protect the cultural importance of surface water systems to Maori and the wider community. The settlement negotiated with the Crown, has allowed the tribe to establish a sustainable economic base. Ngāi Tahu currently has interests in fishing, tourism, 6.7.2 Growth Issues and property as well as a diversified equities portfolio, all of which are managed ƒ The fragmented (with non‐Maori) and multiple ownership of Maori land through Ngāi Tahu Holdings Ltd. make it difficult to fulfil the potential for papakainga housing. Ngāi Tāhu has the potential, given its resources and right of access to former ƒ Ensuring that cultural heritage management, both physical and natural is Crown lands, to be a significant partner in the implementation of the Strategy. incorporated into assessments for development is complex. Many Maori call Greater Christchurch home. The most common tribal affiliations ƒ Protecting significant indigenous ecological habitats can conflict with for Iwi other than Ngāi Tāhu descent in Christchurch are Ngāpuhi, Ngati Porou, individual development desires. 13 Ngāti Tūwharetoa and Waikato. The Strategy is a non‐statutory document ƒ How to integrating Hapu and Iwi Management Plans with City and District prepared under the Local Government Act and as such must take into account Plans. issues relating to all Maori. ƒ Taking account of cultural heritage in all infrastructure planning for the area.

13 Statistics New Zealand, 2001 Census of Population and Dwellings.

6.15.4 Actions Action Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate WDC ECan Project Internal WDC 2010 1 Investigate the development of housing on SIMON District Plan 3 years MR873 land adjoining Woodend through the preparation, consultation and adoption of an agreed Outline Development Plan for that area. CCC TRONT Project Low Engagement 2010 2 Establish and maintain Tangata Whenua City Health Plan consultation will Ecan unfunded and 3 years and Maori contact database for provide basis for database. WDC consultation consultation on resource consents, heritage SDC values and environmental impacts. CCC ECan, SDC, Project Medium LTCCP 2010 3 Undertake further investigation of Iwi This will help to better understand WDC unfunded 3 years demographics. future population growth, housing and employment needs of tangata whenua and Maori. 4 Develop partnerships with Ngai Tahu to CCC CCC, SDC, Project internal LTCCP TBC An approach that informs the WDC, DoC, explore sustainable use and enhancement biodiversity projects. of biodiversity, particularly Ki Uta Ki Tai and ECan 2025 Ngai Tahu

See also Actions 6.1.4 ‐ Biodiversity

6.16 Culture and Heritage 6.16.3 Key Approaches

ƒ Working partnerships, particularly between Tangata Whenua, the Historic 6.16.1 Context Places Trust, territorial authorities and the local community, are promoted

to draw together resources and focus conservation efforts. Heritage The identity of Greater Christchurch is derived from its unique qualities, of which protection is a shared responsibility with owners of heritage places, local its cultural heritage is a distinctive part. Cultural heritage is the tangible and authorities, the Historic Places Trust, Tangata Whenua, heritage groups intangible values of the community which help to promote a sense of place and and the wider community all having a role to play. belonging. A comprehensive, coordinated approach to the protection and conservation of cultural heritage is an important part of growth for Greater ƒ Outstanding or significant heritage places that have been identified are Christchurch. protected through district plan policies and rules.

ƒ The significance of potential heritage places are assessed by appropriately The Strategy builds a platform for a collaborative approach to the identification experienced and qualified persons. and conservation of heritage by linking Councils, Tangata Whenua, the local community and the private sector to actively participate in the identifying items of ƒ Regard is given to the International Committee on Monuments and Sites heritage value and finding solutions for their retention and reuse. (ICOMOS) NZ Charter when assessing proposed changes to heritage places.

ƒ The provisions of the Historic Places Act 1993 (HPA) relating to At present a range of heritage places have been identified in city and district archaeological sites are given regard when planning new developments in planning documents relating to both Maori and European heritage. These include areas likely to contain archaeological remains. archaeological remains, houses, churches, municipal buildings, industrial complexes, and rural clusters. Some archaeological sites are of considerable ƒ Encourage voluntary protection options for heritage buildings, to significance for Tangata Whenua and can be a significant positive factor, or supplement statutory protection mechanisms. constraint to local level planning. ƒ Consultation and engagement with Maori continues to identify Maori

heritage that has a cultural and traditional significance. Further research and description of cultural heritage needs to be carried out, especially to understand the intangible values cherished by the community. ƒ Commit to, and promote accessibility to heritage while ensuring that Character precincts are distinct residential neighbourhoods that contain a mix of access does not jeopardise site integrity. buildings of a similar scale and styles with common elements that make them ƒ Develop the use of information and communications technologies to unique. better manage and communicate heritage values.

Over the life of the Strategy new heritage items will be identified and added to ƒ Consideration is given to the appropriate balance between retaining plans and need to be incorporated into the planning for future growth heritage buildings and seismic and fire safety standards. particularly as a broader approach is taken to the identification of cultural heritage.

ƒ UCA’s 6.16.2 Growth Issues ƒ Review of Seismic Policy ƒ Heritage week 2010 UDS ƒ Heritage places are constantly being placed under threat of damage or

removal as more intensive uses of land are sought in response to

development pressures. Greater Christchurch can only be the poorer for

the loss of such buildings and features. The need for growth and new development must be balanced against the need for the retention of significant heritage places.

ƒ In rural areas of Greater Christchurch, urbanisation and changing farm practices can destroy features of early farm settlement.

ƒ In urban areas, redevelopment can result in the loss of the original settlement patterns in suburbs, town centres and industrial areas.

ƒ Carefully managed change can enhance heritage townscape while allowing for the necessary level of redevelopment, however, the cumulative impact of poorly planned change can adversely affect heritage, and compromise the diversity and quality of urban environments.

ƒ Seismic strengthening requirements, which seek to ensure that all buildings are robust enough to withstand an earthquake, can reduce the viability of reusing and retaining heritage buildings.

ƒ Archaeological remains occur in both urban and rural areas. While some are identified in planning documents, and by the New Zealand Archaeological Association, many archaeological sites are unrecorded.

ƒ Archaeological sites are vulnerable to any activities involving earthworks, so loss of archaeological heritage can be significant when growth is occurring rapidly.

Achievements to date ƒ CCC heritage review is underway.

6.16.4 – Culture and Heritage Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Manage growth in a way that recognises Character describes a wider group of issues than CCC Ecan Approach Medium Intensification 2010 and enhances the value of the historical heritage. Where the wider built environment WDC High plans 3 years character of our built environment. contributes value to our city this should be SDC unfunded ODP’s acknowledged and worked with, rather than allowed LTCCP to be put at risk with new development. 2 Develop regulatory and non‐regulatory Identification and recognition of heritage and CCC SDC Project High LTCCP 2010 measures to recognise the importance character areas would recognise their strategic value WCC funded Heritage Grants 3 years of and encourage the retention of and provide an improved framework for balancing Funding to groups of heritage and character protection with development purchase buildings 3 Adopt clear policies to assist in Meeting the requirements for seismic strengthening, CCC Ecan Project High LTCCP 2010 identifying the balance between fire safety, and accessibility place a financial burden SDC partially Grants 3 years Building Code compliance and on heritage building owners. These requirements can WDC funded protection of the heritage fabric. act as a disincentive for retention of heritage and character buildings and impact on the heritage values. A process and approach is required that enables the impact of these requirements on the heritage fabric to be a key consideration in decision making. 4 Communicate and engage with the Community awareness and support is critical to the CCC Ongoing Low Engagement and 2010 public regarding the role and value of success of efforts to recognise, retain and conserve SDC programme partially Communications 3 years our built heritage and character in terms heritage places whilst enabling appropriate forms of WDC funded of both its historical value and also its development. We need to find a balanced way role in the development of the city into forward to enable development while protecting the future. what matters to the community. Education and Advocacy may take the form of 1) general information aimed at the community as a whole and 2) more targeted information and support for building owners. 5 Demonstrate leadership and model best Local authorities have an opportunity to CCC Ongoing Low Council Decisions 2010 practice in heritage protection demonstrate and promote best practice through SDC programme partially 3 years their own heritage asset management and through WDC funded case studies of partnerships with building

owners/developers. Support through advice and assistance to owners of heritage places. 6 Improved identification and protection Since 2003 historic heritage has been identified as a CCC Ongoing Low Engagement and 2010 of historic heritage matter of national importance. The historic heritage SDC programme partially Communications 3 years of Greater Christchurch consists of much more than WDC funded built heritage and improved identification is required to support protection.

(See also 6.12.4.2 ‐ Upgrade of older housing stock 6.19.4.4 – Adaptive Re‐Use )

6.17 Urban Design i. Championing and raising awareness

6.17.1 Context ii. Regulating private developments iii. Investing in infrastructure Urban design is concerned with the design of the buildings, places, spaces and networks that make up our towns and cities, and the ways people use them. It iv. Integrating management ranges in scale from a metropolitan region, city or town down to a street, public space or even a single building. Urban design is not only concerned with The actions in the urban design section are primarily directed toward investing appearances and built form but with the environmental, social and cultural and regulating and are intended to ensure that the quality of urban development consequences of design.14 is in line with the principles of good urban design that can meet expected outcomes. The New Zealand Urban Design Protocol identifies seven essential design qualities: Figures 14 and 15 ‐ Principle elements of MfE protocol for good urban design ‐ ƒ Context: Seeing that buildings, places and spaces are part of the whole town see back of document. or city ƒ Character: Reflecting and enhancing the distinctive character, heritage and 6.17.3 Key Approaches identity of our urban environment The key approaches underpin the urban design philosophy of the Strategy are ƒ Choice: Ensuring diversity and choice for people derived from People Places Spaces, the Ministry for the Environment’s design guide for urban New Zealand. ƒ Connections: Enhancing how different networks link together for people ƒ Promote quality urban environments that are responsive to natural ƒ Creativity: Encouraging innovative and imaginative solutions systems, where water quality, reduced energy usage and waste ƒ Custodianship: Ensuring design is environmentally sustainable, safe and minimisation are considered at the building design and construction healthy, and stage.

ƒ Collaboration: Communicating and sharing knowledge across sectors, ƒ Urban design is incorporated into activity centres, so increased residential professions and with communities. density both supports and is supported by community facilities and public passenger transport, cycling and walking facilities and commercial and ƒ To implement the desired urban form the partner councils have a range of retail activities. tools that fall into four broad categories: ƒ Development plans for intensification areas and activity centres where provision is made for a variety of uses.

ƒ Councils invest in the high quality public spaces associated with town or activity centres. 14 New Zealand Urban Design Protocol, Ministry for the Environment, 2005.

ƒ Private investment is encouraged to provide higher levels of amenity and ƒ Urban Design Panel convened to review the design of developments environmental quality in the areas where increased density is proposed. ƒ IDS ƒ Urban design considerations are incorporated into district plan variations ƒ Design Guides for Subdivision and Medium Density are completed. and changes to help prevent poor quality developments. ƒ Design Guides for Infill and Town Centres are in development. ƒ Environmental responsiveness is encouraged. Good urban design approaches are used for greenfield and intensification types of ƒ Plan Change 7 (rezones 585ha of land in Rolleston and Lincoln) subject to development. PC1 and the Structure Plans) has been notified.

ƒ Promote and encourage comprehensive development and redevelopment ƒ Plan Change 12 impelments Road Widths, Block Depths to achieve good urban design outcomes. ƒ Structure Plans adopted for Rolleston and Prebbleton ƒ Promote efficient multi‐modal connections between activity centres

6.17.2 Growth Issues

ƒ While the Strategy is largely based on the principles of good urban design, there is a significant risk that poor quality urban development will undermine the outcomes even where the development broadly conforms to the directions of the Strategy.

ƒ In general, higher densities associated with consolidation require a higher quality of urban design than lower density developments.

ƒ At lower densities the negative effects of poor quality development can generally be absorbed more easily within the individual sites without negatively impacting neighbours or adjacent public spaces.

ƒ At higher densities not only are the effects of poor quality design significantly greater, but they are also more likely to negatively impact on neighbours and adjacent public spaces.

Achievements to date

6.17.4 – Urban Design Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Develop urban design policies and Good urban design will reduce the risk of poor CCC, ECan, Approach Low ODPs 2010 regulation to ensure all greenfield quality greenfield development that will not SDC, NZTA partially Area Plan 1‐3 yrs development conforms with the deliver expected outcomes. WDC funded structure plans principles of good urban design. 2 Prepare Structure Plans for Key Key activity centres are a key component of the CCC, ECan, Ongoing High Intensification 10 years Activity Centres based on the Strategy providing the focus for areas with SDC, NZTA programme partially plans LTCCP principles of good urban design. increased residential density as well as WDC funded structure plans community facilities, public transport, and commercial and retail activity. Structure Plans establish a framework for these centres and will ensure quality living spaces with good amenity. 3 Ensure Outline Development Plans for Outline Development Plans provide a means of CCC, ECan Ongoing High ODPs 10 years are prepared for intensification and establishing a sound overall framework for new SDC, programme partially Intensification greenfield areas at a neighbourhood subdivisions, providing certainty for developers WDC funded plans scale, and provision is made for a while setting the parameters within which they LTCCP structure variety of uses based on the principles have flexibility and choice. plans of good urban design. 5 Work collaboratively with strategy A consistent approach to urban design issues will CCC, Ecan Project High ODPs 3 years partners to develop a consistent urban avoid cross boundary issues and resource SDC, partially Intensification design approach and to resolve cross sharing can be a more cost effective way of WDC funded plans boundary issues working LTCCP structure plans

6 Carry out independent design reviews Independent design reviews are an CCC, Ecan Project Low DP 3 years of significant new developments to internationally recognised method of improving SDC, partially ensure that they conform with the the quality of design and encouraging new WDC funded principles of good urban design developments to meet best practice. CCC has convened an urban design panel.

7 Prepare appropriate design policies LIUDD approaches may include energy CCC, Project High ODPs 3 years and procedures to promote the efficiency, stormwater detention and reuse, SDC, partially Intensification inclusion of Low Impact Urban Design solar orientation, reuse of existing buildings and WDC funded plans and Development (LIUDD) features in materials or environmental improvements. Ecan LTCCP structure new developments plans

6.18 Greenfield Residential and Rural Residential 6.18.3 Key Approaches

ƒ The careful alignment of LTCCPs with the preferred timing and location 6.18.1 Context of greenfield development ensures the provision of infrastructure by

Councils is in place at the right time and meets desired levels of service. The Strategy aims to maintain a supply of greenfield residential development to ensure a range of housing choice while accommodating population growth. The ƒ Outline development plans are prepared for all proposed greenfield majority of housing within the first part of the Strategy is for continued growth of growth areas including rural residential clusters of less than 0.5 ha to family type housing in new suburbs. maintain rural character and ensures infrastructure is provided as it is needed. The location of these new greenfield residential areas has been established ƒ Retain the 4 ha subdivision standard in the rural zones in Waimakariri through Proposed Change 1 to the Regional Policy Statement, this was a priority and Selwyn Districts and Christchurch City, for the short to medium action for the 2007 Action Plan. The development of the greenfield areas will be future but monitor the number of new 4 ha blocks being created yearly, phased to ensure that new development has the most economically efficient and assess how much new development that is occurring in the rural infrastructure in place and communities develop quickly. zone.

The community has expressed a desire to maintain the contrast between urban ƒ Ensure the provision of rural residential lots less than 1 hectare in size Christchurch, the towns and townships in Selwyn and Waimakariri Districts, and within Christchurch City are suitable locations. surrounding rural land. At the same time opportunities for rural residential living ƒ Manage adverse effects on nationally and regionally important research are desired. In Selwyn and Waimakariri Districts, rural residential lots up to 1 ha centres and farms. are provided around some towns and small settlements. As with other parts of the land and housing market, the demand for rural living operates across local ƒ Manage adverse effects on strategic transport infrastructure of rural authority boundaries, making it important there is a coordinated approach. residential development.

ƒ Clustering rural residential lots of less than 1 hectare in selected The minimum rural lot size for subdivision and dwellings in Waimakariri District, locations adjacent to townships where they can be fully reticulated with Christchurch City, and for most of Selwyn District within the sub‐region area existing public urban wastewater systems so consistent with PC1. remains as 4 ha. These lots are also popular for rural living although there is evidence that at least some buyers would prefer a smaller lot, but are unable to purchase because of a shortage in supply. Around 200 new 4 ha lots are created each year in the sub‐region. 6.18.2 Growth Issues

ƒ Staging the release of rural residential lots to ensure that while choice is Rural residential living creates a dispersed settlement pattern with large volumes maintained, while also ensuring that rural residential does not of traffic movements also potentially changing rural character as new houses and jeopardise the development of planned greenfield growth areas or the plantings alter the open vistas typical on the Canterbury Plains. It may also make uptake of intensification. it difficult to return the land to full agricultural production, should economic changes make this more desirable in the future. ƒ Maintaining a steady rate for release of greenfield land to meet growth needs so as to maintain supply and provide housing choice while at the same time not putting in place unnecessary infrastructure.

ƒ Outline Development Plans may be complex to develop where there are multiple land owners with different visions for their land. ƒ The Development of Plan Change 17, provides a statutory framework for ƒ The current trends in rural living in the rural zones in Selwyn and the management of rural residential development in Selwyn District. Waimakariri Districts, if sustained, are considered to present a moderate risk to achieving the Strategy.

ƒ As land is developed for rural living, options for future productive agricultural use of the land are reduced, particularly where this occurs on versatile soils.

ƒ There is some evidence that the lack of available lots between 0.5 and 1.5 ha is encouraging people to buy 4ha lots for their rural living activities thus taking up more land than is need and leaving some purchasers with land they find difficult to manage, however these size blocks also risks the creation of areas with housing densities closer to levels in lower density urban areas.

ƒ Constraints to rural residential development within the UDS area could encourage inappropriate development in rural zones outside the UDS boundary.

ƒ Clusters of Rural Residential units away from established water and sewage reticulation require private systems creating the risk of adverse impacts on the environment if not properly constructed or maintained. There are potentially high costs to district authorities if failing private systems have to be taken under public control in order to avoid adverse effects.

ƒ Rural residential development on the outskirts of towns, if not well located and designed, can constrain future urban growth.

Achievements to date SWAP and component parts such as ICMP BAP

6.18.4 – Rural Residential Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Ensure a collaborative and This will ensure that land developers Ecan ‐ Approach Low RPS ongoing consistent approach across Councils meet the same standards and SDC partially DPS to the preparation of outline expectations across the council WDC funded ODPs development plans for all identified boundaries. CCC greenfield growth pockets NZTA

2 Develop a rural residential zoning Outline Development Plan guidance ECan Project Low RPS, By end policy and assessment criteria for developed to help give effect to RPS PC1 CCC, funded District Plans, 2010 use by all the Strategy partners. will also need to cover best practise for SDC, ODP Rural Residential lots. WDC, NZTA 3 Reflect in the City and District Plans CCC, ECan, Project Low District Plans 1‐10 the locations for rural residential SDC, NZTA years lots. WDC 4 Investigate the provision of rural A review of rural residential provision CCC ECan Project Med Change 1 RPS, By end residential Christchurch boundaries. within CCC boundaries alignment District Plan 2010 between CCP and BPDC and then partners. Christchurch City to review policy on rural residential living including Banks Peninsula.

6.19 Urban Revitalisation, Central City and Intensification largest concentration of businesses with 1.7 million square metres of commercial floor area and over 51,000 employees. It contains about one third of 6.19.1 Context Christchurch’s retail space making it the largest retail centres in the region. The urban revitalisation objectives seek a more diverse range of housing types The revitalisation programme was initiated in 1999, Stage II adopted by within the existing urban area, including Central City Christchurch. This involves Christchurch City Council in 2006. Stage III is currently in preparation. It will set realising potential redevelopment of derelict, under‐utlised or vacant land, out the actions for the next five years and will include key approaches to focusing resources to provide lasting improvement to the local environment, redevelop underutlised land, improvements to public spaces and partnerships achieving viable uses for heritage and character buildings, and fostering quality and retain businesses. private investment. Rangiora, Lincoln, Rolleston and Kaiapoi allprovide services for their communities A key to successful revitalisation involves focusing public investment toward the and the rural catchments that surround them. existing urban areas, the Central City and larger towns where there are SDC/WDC MORE opportunities for growth and redevelopment. Working toward improved urban revitalisation involves local communities helping to determine outcomes for their neighbourhoods. 6.19.2 Key Approaches

Any revitalisation initiative or plan will ensure that infrastructure and facilities ƒ The Central City remains the cultural, economic and social hub of are provided to cater for increases in population, existing character is protected Greater Christchurch and for much of the South Island. and that parts of a community are not excluded. Where urban areas have ƒ New apartments, terrace houses and studio units built in the Central suitable attributes for higher density residential development, a considered City provide quality housing for people on a range of incomes and approach will be taken. household types. Urban areas need to be resilient to the challenges of climate change and ƒ The character of the Central City maintains high urban design changing population demographics, therefore, the emphasis is on ensuring standards and has the look and vibe that provides a contrast to the developments are done sustainably and directed to those people who will settle look and feel of rest of the City and surrounding towns. there. ƒ Character and heritage buildings are retained and reused. The success of the Strategy is largely tied to the successful revitalisation of the Central City. The Central City is the focal point for the city and the sub‐region ƒ Pedestrian priority is established so people can walk and cycle safely being home to many cultural and recreational activities, iconic buildings and around the Central City. public spaces. For many Greater Christchurch residents too their connection is ƒ Local communities and stakeholders are supported so as to develop through employment or with these places and experiences. Tourists often start skills to work together with public and private agencies to achieve the their South Island journey in the Central City. best regeneration plans and initiatives for their neighbourhoods. Currently about 8000 people live in the Central City, people who live there enjoy the proximity to work, facilities and entertainment. The Central City contains the

ƒ Quality higher density housing is developed in selected locations to ƒ Fragmented land ownership makes it difficult to achieve coherent provide greater choice of housing while respecting existing character. redevelopment. A large number of brownfield sites exist within the City but remain vacant and/or derelict. ƒ Vacant and/or derelict brownfield sites in suitable locations are redeveloped for medium to high density residential and mixed use ƒ There is limited integration between public improvement programmes development. particularly of public transport improvements, public space investment and adaptation of surrounding land uses. ƒ Best practice urban design and sustainability initiatives are part of the regeneration packages delivered. ƒ Without innovative mechanisms in place, the current stormwater system cannot cope with additional volumes created by development ƒ Public and private investment is coordinated in regeneration areas to and does not meet improved water quality requirements of urban ensure lasting short and long term commitment to communities. receiving waters. 6.19.3 Growth Issues ƒ Difficulty, or perceived difficulty, in navigating Council consents and ƒ The dispersal of retail and business activity and employment away from approvals for projects particularly for adaptive reuse of character and the Central City threatens its vitality and prosperity. heritage buildings.

ƒ Central City streets are currently designed with a greater focus on ƒ Significant costs are involved in adaptive reuse particularly in moving vehicles rather than the needs of pedestrians and cyclists. strengthening for earthquake standards.

ƒ The majority of people are still travelling to the Central City by car and ƒ Private developments particularly those of lower cost in many cases do there are significant expectations around the provision of abundant and not achieve good urban design or incorporate best practice principles cheap car access and parking.

ƒ Currently there is a lack of diversity of quality housing particularly in the Achievements to date medium to high density and medium cost range. ƒ Projects outlined Stage II Central City Revitalisation are mostly ƒ Some parts of the Central City are deficient in quality public space which underway or completed. can detract private investment and is expensive to provide. ƒ Purchase of Central City South properties. ƒ The uncertainty of council consent approvals and development contributions is often cited as a deterrent to redevelopment, especially ƒ Tram extended through City Mall and into Central City South. quality affordable housing. ƒ City Mall upgrade completed. ƒ Public investment in infrastructure and facilities can be piecemeal and ƒ A City for People Action Plan completed and implementation started. not necessarily targeted to selected areas to realise quality regeneration outcomes. ƒ New CCC Civic Offices achieve 6 star rating.

ƒ Numerous heritage buildings received Council grants for upgrading.

ƒ Avon River MasterPlan completed and implementation started.

ƒ Central City Business Association set up????

ƒ Living 3 and 4 Plan Change notified to improve the design and appearance of buildings.

ƒ Lane upgrade intiated?????????????

6.19.4 –Urban Revitalisation, Central Explanation Lead Support Type Cost Estimate Imp. Tools Timing City and Intensification Agency Agencies 1 Complete implementation of Stage II is due for completion June 2011. The CCC Ongoing High LTCCP 3 years Stage II of the Central City vast majority of the projects are either Programme Funded 2010 Revitalisation Strategy underway or have been completed. 2 Develop and implement Stage III The preparation of the Stage III Strategy for CCC Ongoing High LTCCP 10 years of the Central City Revitalisation 2011 to 2016 is on target for adoption and Programme Part funded Incentive 2010 Strategy. implementation. Stage III reinforces the and grants objectives of Stage I and II and is expected to schemes strengthen effectiveness of revitalisting the Central City already initiated. 3 Develop a programme of adaptive Understanding and determining what needs CCC Ongoing High LTCCP, 10 years reuse of buildings foster the to be done to overcome the barriers for the Programme Not funded Incentive 2010 retention of character and reuse of heritage and character buildings. excluding heritage and grants heritage buildings. Difficulties have been highlighted around grants schemes consent processes, development contributions, earthquake strengthening, car parking and fire egress as barriers to redevelopment. 4 Improve the lanes within the Work programme?????? CCC Central City by implementing a plan for improved lanes 5 Prepare Neighbourhood Neighbourhood Reneration Plans prepared CCC, ECan Ongoing High LTCCP, 10 years Regeneration Plans in areas with public and private interest will help SDC, programme Internal Incentive 2010 where revitalisation opportunities determine the options for their community, WDC Part funded and grants exist and where greater diversity including housing typologies, coordination of schemes of housing is needed, public investment, using best practice urban design and sustainability principles. 6 Develop a brownfield Working with land owners to develop CCC, ECan Ongoing High LTCCP, 3 years redevelopment programme to comprehensive development plans for the SDC, Programme Internal Incentive 2010 foster regeneration on certain future use of identified sites including WDC not funded and grants large derelict or vacant sites. investigating potential incentives to schemes stimulating comprehensive development on

these sites. 7 Investigate and fund appropriate Incentives should be investigated, and where CCC, Project High LTCCP, 3 years incentives to realise greater appropriate put in place, to deal with the SDC, Not funded Incentive 2010 levels of high density residential issues of demand and supply of higher WDC and grants development with an emphasis density housing, dealing with difficulties with schemes on best practice urban design and the consent processes, land fragmentation sustainability and affordability of housing

Encourage Prosperous Economies These outcomes do not always occur naturally. Market led solutions are often the answer, but greater market efficiency can be derived by coordinating A prosperous economy is one that is dynamic and forward thinking for a sustainable markets and providing certainty and information. The UDS provides a plan future. It is an economy that strives to be self‐reliant, resilient and resource that helps to provide certainty to developers and residents. It provides efficient. To achieve this goal the Strategy addresses population and labour force, certainty and information regarding the future of our transport networks to business land, activity centres and corridors and business businesses and residents; and it ensures that developers know where to build so that they maximise their opportunities to provide high‐quality housing for a Greater Christchurch is a great place to live and do businesses. The Strategy actively range of residents, and do so in a way that minimises costs to the public. It encourages ongoing infrastructure investment; research into changing demographic signals where population will be settled so that businesses can locate in areas and educational patterns; and works with the regions’ economic development where their productivity will be greatest, in areas that they can seize agencies to ensure that Christchurch continues to attract high‐value added, leading efficiencies that result from being in an area with a strong business culture edge businesses. For Greater Christchurch to remain a prosperous economy, the that enables and values intellectual transfer and discussion, faster Strategy encourages efficient use of resources, labour, transport, business and communication, and easier collaboration. residential land, and financial markets; that is dynamic, flexible, and self‐reliant.

The region possesses high‐quality business infrastructure – including the Lyttelton Port; Christchurch International Airport, a 24‐hour airport; high‐speed fibre‐optic broadband; high‐quality tertiary institutions; a vibrant, high‐value added business sector; and outstanding lifestyle advantages. Closer coordination between the private and public sectors, and the continuing provision of world‐class infrastructure is critical to increasing community wealth and well‐being.

It is important to the economy overall that the costs of doing businesses and living in Christchurch are as low as possible. Costs are lowest for residents and businesses when efficiencies predominate. When people and goods move on efficient transport networks that take into account the social and environmental costs of their operation, they reduce costs for businesses and reduce costs on society. When the labour market is efficient, opportunities and choices exist for the working‐age population in terms of work‐type, work‐hours, and lifestyle; and businesses can create more jobs. When the land and housing market is efficient businesses locate in areas that maximise their profits, and take advantage of spatial opportunities to be more productive, and housing choice for residents to make the living decisions that are right for them.

6.19 Key Activity Centres and Corridors ƒ Co‐locate and integrate public facilities into activity centres

ƒ Integrate activity centre streets into the local street network 6.19.1 Context ƒ Provide a well‐connected road network with co‐located access for all users. Key activity centres range in size and diversity of activities. They are large and act as ƒ Physically connect surrounding residential neighbourhoods to the activity transport destinations offering some point of difference. Key activity centre are the centre. more significant feature of the urban settlement pattern. ƒ Provide and reinforce a focus and sense of place or identity for the local These key activity centres are located at strategic points along regional, area or community district arterial roads and are generally well served by public passenger transport and ƒ Centres are designed in a way that enhances the surrounding surrounded by higher (low–medium and medium) density living zoning. They environment and provides a destination for the local catchment.. accordingly serve as focal points for important public and private services facilities by providing for the efficient grouping of mixed business and community activities. ƒ Equitable access is provided tocentres of varying types and size to ensure community and recreational needs are met. Smaller centres provide for the day to day needs of the local or surrounding communities. Centres provide the focus for services, employment and social 6.19.2 Growth Issues interaction as well as providing structure to the urban environment Although centres range in size and intensity of activities they are generally generically defined within a ƒ How to provide certainty for existing activity centres to ensure sustainable retail hierarchy. Generally the level of investment is related to the size of the centre. investment and growth into the future.

ƒ The location of public services and facilities in activity centres is not market The Central City is the main activity centre for both Christchurch City and region. driven and therefore requires planning and investment to achieve desired Outside of the central city there is considerably less diversity in commercial and community outcomes. employment activities. ƒ Ensuring local centres continue to enhance community character and Key activity centres provide a focus for more intensive residential living as well as for identity as they develop and change. ongoing commercial use.. They can be complemented by corridors of medium ƒ Providing effective multi‐modal transport access to local activity centres. density housing, the assumption being that concentrating housing density along the regional and local arterial road and rail networks increases public passenger ƒ Providing quality higher density housing will be a challenge transport catchments. ƒ Centres currently are planned for and invested in in an ad hoc way not taking into account the subregional view. 6.19.3 Key Approaches ƒ Growth has not been directed toward key nodes and centres where ƒ Initiate revitalisation programmes for key activity centres can meet their daily needs ƒ Improve transport connections to and between key and existing activity centres.

6.19.4 – Key Activity Centres Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Develop a framework for centres This would bridge the gap between the wider CCC Ecan Project Low LTCCP 2010 that provides a consistent policy direction set by the UDS and ensuring a SDC NZTA medium Structure plans 3 years classification framework, defines framework for the detail project funding for each partially WDC Intensification the role of centres, and the level of centre. This will help to ensure that existing new funded Plans Council investment in strategic or expanded commercial areas are developed and infrastructure. defined in a consistent and integrated way. Define the purpose and role of each Directing funds specifically would recognise the key activity centre and direct public unique role each key activity centres plays while investment. strengthen ing and diversifying the mixed use role of each centres. 2 Identify and remove unnecessary Some centres are underperforming despite CCC Project Medium Communications 2010 impediments to business adequate potential demand. Investigating the SDC CEDS 3 Years investment and growth in centres. obstacles to business growth in these areas could WDC enable more viable growth.

3 Investigate the use of suburban PT Directing commerce to identified activity centres ECan SDC, Project Medium Christchurch 2010‐ interchanges and corridors to and points of urban consolidation will support and NZTA WDC Transport Plan / 3 years reinforce activity centres. enhance the aim of the UDS. Centres Policy CCC

4 Investigate opportunities for Supporting the growth of centres with public CCC Project Low Christchurch 2010‐ integrating public facilities into investment adds value for residents and Transport Plan / 3 years activity centres businesses and signals the centres as having a Centres Policy unique position in the urban fabric.

6.17 Industrial and Commercial Land composition of drade, changing local and global demand for business activities, new and evolving business sectors and industrial employment. Work is needed 6.17.1 Context oon how these trnds implact on the supply and demand for business demand. Business land provides space for a broad range of commercial activities, including Based on an additional growth of $1 billion per annum in retail sales in 2021 in industrial, retail; research and office based commercial activities. The comparison to the present level of spend, it is estimated that an additional 33 ha commercial sector is made up of retailing, administration, office, finance, of retail land will be needed to satisfy growth demands. Existing commercial commerce and ancillary leisure and entertainment activities. Most retail and areas should largely absorb much of this forecasted growth over the next 11 office activity exists within activity centres including the Christchurch central city. years, although the planned areas of residential growth may require some The Central City will continue as the primary focus of commercial activity. additional discretionary retail. Industrial activities are typically grouped into six main sectors being Greater Christchurch has significant growth potential for commercial office manufacturing, transport and storage, construction, wholesale trade, agriculture, space. Based on the existing 2005 employment structure in relation to new natural resources and utilities. Buysiness land generally incorporates all of these economy business activities, and projected population growth of 63,700 (based activities ,however, the majority of retail and new economy office space should on medium‐high projections), recent analysis15 indicates a demand for some be located within existing centres. New business land therefore deals primarily 290,000 sqm in gross office floor space for new economy activities. The term with industrial and low density office activity. new economy describes high‐value business services that are developed through information, knowledge and innovation to increase their competitive advantage. The UDS has fourteen core industrial nodes: Belfast, Harewood, Bishopdale, New economy workers include computer technicians, architects, fashion Burnside, Bromley, Heathcote, Sydenham, Middleton, Christchurch International designers, pharmaceutical researchers and policy analysts. Airport, Sockburn, Islington, Rangiora, Kaiapoi, Rolleston and Lyttelton. Middleton and Sydenham are the dominant nodes, employing 34% of the Greater Christchurch also has a number of research centres and agricultural industrial sector workforce. research farms that are of local and national strategic importance. Their retention and continued operation is important to the regional economy. The total amount of industrial zoned land in Greater Christchurch is 2,700 ha an estimated 20% is vacant. Christchurch City has the largest amount of vacant land at 540ha, this includes 240 ha for the Special Purpoase Airport Zone for airport 6.17.3 Key Approaches related activities. Recent analyses indacte that not all of this vacant land is available for immediate use. ƒ Council policies are revised to focus and intensify business activity where possible along key passenger transport corridors to improve Analyses anticipate that around 490 ha of additional industrial land will be business areas to meet changing needs and protect business activities required over the next 40 years. Additional work will be carried out to determine the areas for industrial development and industry location based on access to employment centres and infrastructure needs.

For the regions economy to remain stable, local government and the business community need to understand and respond to laong‐term trends in the 15 Derek Kemp ‘Prosperous Places’ UDS Employment Report 2006

from incompatible activities; and that actively facilitate an increase in ƒ The meet the future needs of business, particularly to accommodate affordable commercial floorspace expected growth in ‘new economy’ business and key industrial sectors, ƒ Provide business locations that offer certainty for business functions; such as freight and logistics operations requires more analysis. and are located near to community services ƒ Industrial sites will be maintained for industrial activities. Achievements to date

ƒ Manage adverse effects on strategic nationally and regionally important ƒ The development of the Selwyn District Council’s industricl park at research centres and farms. Izone Rolleston which provides for the growth and the development ƒ When allocating business land the proximity to appropriate labour of a broad range of employment opportunities within the District supply; location of suppliers; infrastructure availability, capacity and quality; land and property costs; location of customers/target markets; and access to major transport hubs and corridors as well as the effects on wider transport networks will all be considered. ƒ Ensure there is sufficient future industrial land in suitable locations to meet the needs of medium to heavy industrial sector across the UDS.

ƒ The regulatory environment is conduscive to goriwn and maintaining business activities.

ƒ Greater Christchurch is marketed nationally and internationally as a key business destination.

6.17.2 Growth Issues ƒ Decentralisation of commercial activity will continue to mpact on the economic viability of the central city. ƒ Large format retailing compete with the Central City and town centres, for retail expenditure. ƒ Disbursed business activity will continue to impact on the efficiency of the transport network. ƒ Large scale retail or offices impinge on industrial sites lessening their vialbility for industrial purposed.

6.17.4 Actions

Action Explanation Lead Support Cost Implementation Linked to Timin Agency Agencies Implications Tools Strategy 1 Develop a commercial study and CCC currently working toward a CCC WDC Internal City and District Visitor Strategy, 2008 implementation plan to provide adequate commercial strategy. SDC Plans, LTCCP, CREDS and appropriately located land for retailing, Distribution Plans Employment, with regard to attracting CDC and office based activities. and maintaining a skilled workforce 2 Prepare an industrial management plan to Electricity supply, broadband, rail, CCC provide the infrastructure needed to guide water and industrial wastewater are all industrial development. essential for medium to heavy industrial activity. 3 Develop an office distribution plan that Office distribution XXX has been CCC SDC, WDC $75,000 in City and District LTCCP 2006‐ 2006‐ supports the Central City and provides completed the next stage is a buiness CDC 06/07 LTCCP Plans, Stage II 2016 2009 direction to the location of all types of office retention and attraction program for budget. Central City The Property Economic activity and works to retain and attract the central city. Revitalisation Council Additional Development business. funds may be Strategy Strategy needed 4 Prepare neighbourhood and/or area plans to Priority areas are identified through CCC TNZ, ECan Medium (each City and District Economic As ensure new, changing and/or expanded existing planning processes and include WDC plan) Plans, LTCCP Development Ident industrial areas are developed in an those areas outlined within PC1 Strategy d SDC integrated way. 5 Assist relevant organisations promote to CDC CDC, SDC, Internal Economic 2006‐ Greater Christchurch nationally and WDC, ECan, Development 2013 internationally for business development. TNZ Strategy 6 Develop a staging programme for the CCC CDC, SDC, Internal City and District Economic TBC release of industrial land based upon WDC, ECan, Plans, LTCCP Development infrastructure constraints, provision and TNZ Strategy timing.

6.21 Transport Lyttelton Port and Christchurch International Airport are key import and export hubs for the area, region and the South Island. There is a need to ensure that 6.21.1 Explanation efficient transport access to, from and between these two facilities is maintained and enhanced if possible. This includes both the roading and rail networks and the Transport includes all forms of movement and the infrastructure provided to links beyond, to and from the sub region. facilitate that movement. Transport is the most significant area of infrastructure provision given its large public and private costs, contribution to economic Threats to freight transport include network operational constraints; inadequate performance of the region, influence on urban form, and other social and provision for freight access in some locations; maintaining and enhancing adequate road environmental effects. and rail network infrastructure; securing the future of services on the railway network and the need to maintain a viable and internationally competitive freight transport Transport is fundamental to the quality of life in Greater Christchurch. It provides system. people with access to education, employment, services and recreational opportunities. It allows for the movement of freight, essential to economic well‐ Cyclists, and pedestrians contribute towards meeting short distance travel needs. These being. How people travel and how often, affect the physical environment through modes are healthy, cheap and environmentally sustainable. The networks for these emissions of pollutants, noise and greenhouse gases, congestion and community modes needd ongoing an significant improvement and integration throughout and severance. It affects and is affected by where people live, work and the other places between our communities. They also help reduce congestion and provide mobility for they spend their time. the significant proportion of society without access to a private motor vehicle or those who choose to travel by walking, and cycling. Greater Christchurch’s transport system is predominantly road‐based. It is structured on a hierarchical basis with state highways and key arterial roads at the highest level, Public passenger transport use makes up a significant proportion of travel between their function being to move large volumes of people and goods around the sub‐ activity centres and is most effective for longer distance jurneys beyond walking and region. Other roads lower in the hierarchy provide increasing emphasis on access cycling distance. It should be encouraged through the provision of consistent, high rather than through movement functions. It is anticipated that road infrastructure quality infrastructure, excellent services and by ensuring easy, direct access through new will continue to be very important in the future, albeit there will be a change to and existing development and activity centres across the area. Policy requirements need better integrated development of corridors catering for all modes of travel and to be developed to ensure public passenger transport routes are convenient and reflecting adjacent land uses. accessible for all passengers by travelling to the heart of activity centres and major trip generators. Priority measures should also be introduced to enable public passenger One of the central tenets of this Strategy is the integration and parallel development transport to avoid delays in traffic congestion so they offer reliable travel times and an of land use with the transport system. Projections indicate that traffic volumes may attractive and sustainable alternative to private vehicle travel. increase by 40‐50% by 2021 and congestion levels in Christchurch City could approximately triple. This could have serious impacts on safety, health through Transport planning at the regional level is guided by the Canterbury Regional Land reduced air quality and less physically active communities, social isolation and delay Transport Strategy (RLTS). The RLTS takes into account the Government Policy Statement costs for freight, business and private travel. Making travel slower, less reliable and on Land Transport Funding (GPS), any National land Transport Strategy (NLTS) and the less convenient, traffic congestion adds significant costs to the economy and makes it Land Transport Management Act 2003 (LTMA). The guiding objectives of the LTMA, as difficult to access important destinations such as the city centre, port and airport. described in the NZTS, are to:

• Assist economic development; ƒ Integrate future land‐use development with transport planning to ensure that the land transport system is provided for and protected (and reverse • Assist safety and personal security; sensitivity issues are addressed). • Improve access and mobility; ƒ Locate and provide facilities to minimize the need to travel and support • Protect and promote public health; and sustainable travel modes , that is by providing walking, cycling and public transport infrastructure where these improvements can provide a viable • Ensure environmental sustainability. and alternative travel option : Every three year a Canterbury regional Land Transport Programme (RLTP) sets out desired transport projects to implement the RLTS, NLTA and GPS. The RLTP must be - Higher residential density is within walking distance of transport consistent with the GPS for consideration of funding for tansport projects. corridors and activity centres; and The transport objectives of the Strategy are consistent with those of the RLTS, which - Development of modes must be selected based on their ability to includes an increased focus on land use and transport integration, a greater level of meet functional objectives – to meet levels of demand and travel project information (including staging and priority) and a funding package for the patterns in an affordable and sustainable manner. For example, sub‐region. This includes the timing and combinations of packages for the south‐ there is no single best public passenger transport mode for cities. west and northern transport corridors which are incorporated into the current RLTP.. ƒ Ensure transport system funding processes are transparent, including Implementation requires a co‐operative, integrated and collaborative approach financial contributions and development contributions. between various organisations and the wider community. ƒ Source funding through negotiated cost sharing arrangements between 6.21.3 Key Approaches private developers, local authorities and central government for ƒ Align and maintain consistent outcomes between the Strategy, RLTS, RPS, transport infrastructure and LTCCP’s through integrated land use and transport planning and funding ƒ Raise public awareness of road pricing options in the area through amendments to the RLTS and other planning documents. ƒ Protect and secure the future strategic transport corridors for the ƒ Ensure that the principles of sustainability, integration, safety, continued efficient operation of road and rail transport. responsiveness and targeted investment underpin all activities in the transport system. ƒ Develop and manage key inter and intra‐regional corridors to manage the transport network. ƒ Decision‐making for the transport system will be founded on being forward‐ looking, collaborative, accountable, evidence‐based, and progressively ƒ Provide transport infrastructure and services to ensure a multi‐modal planned and implemented. transport system that enable a range of transport mode choices. ƒ Use behaviour management initiatives to facilitate modal shift and greater efficiency in meeting travel needs.

Page 108 of 214 ƒ Use district plans and other mechanisms, such as development plans etc to ƒ Freight demand is growing resulting in increasing need for efficiency, integrate public passenger transport routes and infrastructure, and walking growing asset maintenance costs , noise and vibration concerns in and cycling infrastructure in all new developments. residiential areas and intimidating environments for pedestrians and cyclists. ƒ Implement passenger transport services early within growth areas to ensure effective integration with infrastructure and to influence travel choices. ƒ Global demand for oil is increasing, leading to uncertainty over the future fuel supply, proice volalitity and rising costs.. ƒ Use protection measures, such as noise contours and setbacks, to ensure the continued efficient operation of strategic transport activity hubs. ƒ Funding for transport infrastructure has not kept pace with increased demand, and often lacks reliability and coordination as it is drawn from a

number of sources and is difficult to secure. 6.21.2 Growth Issues ƒ Development encroaching on areas around the airport, port and major ƒ Development and management of the transport network in the area has not transport corridors raise issues of reverse sensitivity. Existing residential kept pace with the growing demand for travel, resulting in growing traffic activities or future residential development or other activities, potentially congestion, and a compromised public passenger transport system and sensitive to airport or port operations, can cause reverse sensitivity reducing walking and cycling numbers. issues.

ƒ Dispersal of urban growth has increased the travel distances to participate in ƒ Convenience of private vehicle use, such as free parking that reduces the community activities while reducing walking, cycling and ,public passenger incentive to use other transport modes. transport opportunities and increasing the cost of transport infrastructure.

ƒ Relatively low rates of use of alternative modes of travel, such as walking, Achievements to date cycling and public passenger transport. Bus Prioirty Corridors ƒ High traffic volumes make use of alternative modes less pleasant, safe and reliable.

ƒ The increased use of motor vehicles has consequences for the natural environment, through increased emissions and impacts on human health, and causes community severance and safety issues.

ƒ Vehicle emissions are the largest and fastest growing source of greenhouse gases in NZ, having increased by 43% over the past 10 years. Growth in vehicle use is outstripping technological efficiency gains.

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6.21.4 ‐ Transport Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Develop the 2011‐2041 Canterbury The Regional Land Transport Strategy is ECan RTC, Project Low RLTS 3 years RLTS to support the adopted the formal document through which all CCC, Funded Strategy transport activities in the Region are SDC, advanced. It is essential that the RLTS WDC, supports the UDS. NZTA

2 Develop a Network Plan for the The network plan will indentify areas and NZTA RTC, Project Low LTMA/ 6 months RoNs. priorities to ensure that the RoNs are CCC, Funded RMA integrated into the land use and local SDC, transport networks. WDC ECan 3 Develop the 2012 ‐22 Canterbury The RLTS and UDS provide a strong ECan RTC, Project Low RLTP 3 years RLTP to implement the UDS direction for transport and the RLTP CCC, Funded transport projects that support framework should be utilised to best SDC, achievement of RLTS. deliver on the outcomes sought – all WDC, transport activities must be reflected in NZTA the RLTP. 4 Implement the Greater Christchurch TDM will become an increasingly All Project Low LTCCPs, Ongoing Travel Demand Management important tool for achieving the Part RLTP Strategy and Action Plan. objectives of the UDS in relation to Funded transport 5 Reinforce reverse sensitivity ECan CCC, Project Low RPS, 3 years boundaries for the Christchurch SDC, Part District International Airport , Lyttelton WDC, Funded Plans Port and other strategic transport NZTA, corridors. CIAL, LPC 6 Investigate, identify and An outcome sought from the UDS is UDS TG Project Low 3 Years recommend future changes to the more people using public transport, to Not public transport network that will enable this planning will need to be Funded

6.21.4 ‐ Transport Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate support the transport outcomes undertaken as to how we will achieve sought from the UDS and RLTS this 7 Investigate, identify and An outcome sought from the UDS is UDS TG Project Low 3 Years recommend changes needed for more people cycling, to enable this Not cycling to support the transport planning will need to be undertaken as to Funded outcomes sought from the UDS and how we will achieve this RLTS 8 Investigate, identify and An outcome sought from the UDS is UDS TG Project Low Not 3 Years recommend changes needed for more people walking, to enable this Funded walking to support the transport planning will need to be undertaken as to outcomes sought from the UDS and how we will achieve this RLTS 9 Investigate, identify and UDS TG 3 Years recommend changes needed for freight to support the outcomes sought from the UDS and RLTS 10 Ensure the protection of existing transport corridors for potential future use. 11 Better manage parking in the The availability and price of parking is a CCC 3 Years Central City and key destinations by major determinant of how and when reviewing parking management people travel. Parking is a tool that can options and implementing parking enable the outcomes sought in the UDS management study. to occur with the view to securing greater use of walking cycling and public transport.

Page 111 of 214 6.22 Economic Development

6.22.1 Context

6.22.2 Key Approaches

6.22.3 Growth Issues

Key achievements

6.22.4 – Economic Development Explanation Lead Support Type Cost Links Imp. Tools Timing Agency Agencies Estimate 1 Implement economic development Economic development strategies that CCC, ECan, Ongoing High Partner Incentives 3‐10 strategies. encompass areas of infrastructure SDC, programme Part fundd economic years investment, trade alliances, business WDC of projects development support services and improving access to strategies capital all of which are vital to implementation of the Strategy. 2 3 4

6.22 Energy and Telecommunications Although the current level of network development is reasonably high, consolidation as an urban growth solution is obviously of great interest for 6.22.1 Explanation suppliers, as it would reducing investment costs and increasing network efficiency. Households in New Zealand are using increasing amounts of energy and are becoming more reliant on the delivery of high quality energy services. A secure and reliable electricity supply is essential for the area’s economic well‐being and for health and safety reasons. Electricity, petroleum and low propane gas are the 6.22.2 Key Approaches primary forms of energy for Greater Christchurch. ƒ Update asset management plans to provide to make the most efficient

use of demand for electricity and telecommunications infrastructure. The majority of electricity is produced from hydro‐lakes and consumed in households although Councils are large users. Transport relies on imported oil. ƒ Co‐operation between local authorities and service providers is required The growing consumption of energy for transport is an issue for urban to enable the fast setting of services, network development and will development, particularly where there is reliance on non‐renewal resources and minimise effects over urban amenities and streetscape/landscape. non‐sustainable practices and the long‐term life transport costs for individuals is ƒ Partners will advocate and support standards for the provision of on‐site increasing. energy generation such as solar power.

Affordable and sustainable energy solutions are required to meet the future ƒ Promote land use and transport planning that maximises energy energy needs of the area and address climate change issues. The Strategy efficiency. recognises that growth and development will increase the demand for energy ƒ Encourage high capacity internet facilities throughout Greater and has identified several principles to encourage energy efficiency. These Christchurch, particularly in for energy and telecommunications facilities include promoting responsible land use practices, urban design, infrastructure that support industrial, commercial, and high‐density residential uses. and transportation policies to make the best use of existing energy resources. ƒ Attract low energy industrial consumers and/or high tech industries that Access to modern and reliable telecommunications systems is becoming contribute to sustainable energy solutions. increasingly important in terms of economic competitiveness, social cohesion ƒ Promote partnerships with research and development organisations, and education. Compact forms of development and sequential, logical expansion industry players and local business. promote more efficient provision of telecommunications infrastructure.

6.22.3 Growth Issues Telecommunication networks are not entirely dependent on physical urban growth. The wireless technologies can overcome many issues derived from ƒ There is currently widespread concern in securing a reliable long‐term location, terrestrial accessibility and planning (zoning). energy supply especially as demand increases because of growth.

ƒ At present the level of consumption and population growth outstrips investment in infrastructure.

ƒ The degree of remoteness of any urban development within the Greater Christchurch area, even under consolidation policy, will influence the speed of network investment.

ƒ The cost of electricity and transport fuels continue to increase long‐term life costs of individuals.

ƒ There is uncertainty around changes to telecommunication regulations and their impact on future investment in the industry.

Page 115 of 214 6.22.4 – Energy and Telecommunications Explanation Lead Support Type Cost Links Imp. Tools Timing Actions Agency Agencies Estimate 1 Develop and implement sustainable Reduction of demand for electricity is ECan, Project Low 3‐10 energy strategies that promote essential in lowering the need for more CCC, years demand‐side energy efficiency capital intensive infrastructure SDC, measures for domestic and WDC commercial users 2 Implement energy efficiency It is vitally important that UDS partners ECan, Project Low 3 years measures to reduce energy use by are seen as leaders and practising what CCC, partner agencies they preach regarding demand‐side SDC, energy efficiency WDC 3 Investigate opportunities to CCC, ECan Project Low Regional and 3‐10 encourage micro‐generation to help SDC, District Planning years meet electricity supply needs across WDC the sub‐region. 4 Ensure the coordinated provision of UDSIC ECan, Project Medium 3‐10 high functioning CCC, ‐ High years telecommunications infrastructure SDC, equitably across the sub‐region. WDC, NZTA,

Effective Governance and Leadership Whenua all have particular roles to play in realising the Strategy vision. Memoranda of agreement may support the respective roles where they are of Part Four of the Action Plan, Effective Governance and Leadership, contains the critical significance to implementation. chapters and actions that describe the UDS Partnership and the arrangements that will support the delivery of actions. 6.23.3 Key Outcomes ƒ The Strategy provides the primary strategic direction for Greater An enduring collaborative working relationship among the Strategy Partners is Christchurch and is used by all organisations within the community critical to achieving the Strategy Vision, and ensuring that a managed approach sector to co‐operatively manage growth. to growth is embedded in the sub‐region. ƒ Policies and actions of the Strategy partners reinforce the agreed

outcomes. 6.23 Governance, Collaboration, Partnership and Community Engagement ƒ Collaboration at the governance level continues so as to implement the 6.23.1 Explanation Strategy and Action Plan.

ƒ A voluntary cooperative and coordinated partnership to growth The success of the Strategy is directly related to the quality of the working management and relevant community sector groups is continued and relationships between the Partners. The essential difference between the fostered. Strategy and earlier growth management initiatives is the long‐term, formal commitment to collaboration among the key partners. ƒ Memoranda of understanding and agreements provide a basis for action reached by the four partner council’s and others, regarding the A voluntary, cooperative approach built on understanding, agreement and implementation of the Strategy, particularly beyond the Local commitment has been adopted in preference to a mandatory model built on Government triennium. compliance and coercion. The governance model maintains a link to constituent ƒ Organisations that provide services, co‐operate and co‐ordinate their communities through its broad membership and partner forums. On‐going planning. engagement of the community is required to create awareness, understanding and a positive climate for participation and acceptance of the need for growth ƒ The governance body has sufficient powers of delegation to oversee the management. implementation of the Strategy, including advice to the councils and other implementation partners on the actions and initiatives required. While implementation of the Strategy is the sole responsibility of the Partners, non‐government and government agencies, the private sector and Tangata

ƒ Partnerships between Tangata Whenua, the Crown and local authorities ƒ Tangata Whenua participation in Strategy implementation. provide for the practical exercise of kaitiakitanga. ƒ An environment is created that encourages community interaction on ƒ The role and responsibility of Tangata Whenua in future governance is growth management issues. clearly defined.

Page 117 of 214 ƒ The community has the full opportunity to participate and is participating in key‐decision making processes in a partnership 6.23.2 Growth Issues relationship. ƒ Failure to collaborate across district boundaries and between region and ƒ Community engagement takes into account the need to promote district will mean a continuation of unmanaged growth. awareness and understanding of growth management issues as a ƒ Political change every triennium can needlessly undermine long‐term platform for achieving agreement and commitment to action. community goals without a collaborative governance structure in place ƒ Decision‐making processes are developed that consider and determine to ensure an ongoing effective commitment to the Strategy the matters of significance that affect local communities. development process.

ƒ Key assumptions and growth triggers are anticipated and regularly ƒ Growth issues can only be addressed adequately if our communities monitored. have a degree of awareness and understanding of the risks of business as usual and the benefits of a managed approach. ƒ Review and monitoring responsibilities as defined by the agreed Strategy are delegated. ƒ Lack of community engagement will lead to a failure to understand the growth needs of the community and an inadequate incorporation of ƒ Adequate resources are provided to enable implementation of Strategy these needs into the actions of growth management agencies. priority actions.

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6.23.4 – Governance, Collaboration, Explanation Lead Support Type Cost Imp. Tools Timing Partnership and Community Engagement Agency Agencies Estimate Actions 1 Maintain a sub‐regional joint This is the political glue that maintains Mayors CCC, Approach Low LGA Triennium committee (UDSIC), at a governance the collaborative partnership and SDC, level involving partner councils Chair WDC, ECan, NZTA, Tangata Whenua 2 Appoint an Independent Chair to A non‐aligned chairperson is able to act UDSIC ECan, Approach Low LGA Triennium the sub regional joint committee on as an impartial broker among the CCC, the recommendation of the Mayors Partners. SDC, and Regional Chair. WDC, NZTA 3 Ratify a Memorandum of (see Appendix v for terms of reference) UDSIC ECan, Approach None LGA Triennium Agreement. CCC, SDC, WDC, NZTA 4 Define and agree on the programme Allocating adequate resources for CEAG ECan, Approach Medium LGA Triennium and resources to implement the successful implementation is CCC, Strategy including ongoing fundamental to Strategy SDC, administration and review to give implementation. WDC, effect to MOA. NZTA, UDSIC 5 Produce a Strategy Implementation Part of the implementation plan must UDSIC ECan, Approach Low LGA Triennium Plan every three years as a basis for include an ongoing risk assessment and CCC, detailed growth management management framework. SDC, through agency plans (preceding WDC,

6.23.4 – Governance, Collaboration, Explanation Lead Support Type Cost Imp. Tools Timing Partnership and Community Engagement Agency Agencies Estimate Actions the LTCCP). NZTA 6 All partners to prepare Each Partner organisation communicates All UDSIC Project Med Communications 3 years communications strategies and and engages with their own Part community engagement organisations and communities regularly. Funded programmes to maintain high levels This must be undertaken in a manner of awareness of UDS and growth consistent with the Strategy management issues within their organisations and communities. 7 Develop and maintain Some communications is necessary for UDSIC ECan, Project Low Communications 3 years communications and engagement the core UDS Partnership in order to UDSIMG CCC, Part strategies to ensure awareness of develop and maintain awareness and SDC, Funded the UDS and the Partnership. understanding of the growth issues that WDC, are a foundation for agreement, NZTA commitment and action. 8 Establish a number of strategic At least three types of stakeholders have UDSIC ECan, Approach Low Communications 3 years stakeholder forums for on‐going are critical for success in implementing UDSIMG CCC, Part input to implementation the Strategy. These are Community SDC, Funded stakeholders, Implementation Agencies, WDC, and Rununga. NZTA

9 Ensure that Statements of Intent of Recognising their mandate as ECan, UDSIC Approach Low LGA 3 years partner council owned enterprises independent organisations. CCC, CCHL LTCCP are aligned to reflect the strategic SDC, SOIs directions and outcomes of this WDC Strategy. 10 Establish a health sub‐group Work with other government agencies to CCC, Ongoing low reporting also to the identify and address key issues affecting SDC, Programme Implementation Management the development of strong communities. WDC, Group and set formal links to ECan monitor health issues.

Page 120 of 214 6.23.4 – Governance, Collaboration, Explanation Lead Support Type Cost Imp. Tools Timing Partnership and Community Engagement Agency Agencies Estimate Actions 11 Establish a culture and heritage sub‐ Communication about heritage issues UDSIMG CCC, Approach Low UDS 2010 group of the IMG to enhance across the sub‐region is important where SDC, 3 years information sharing and sub‐ the issues cross territorial boundaries. WDC, regional knowledge of culture and Sub‐group should only meet as required. HPT, heritage Tangata Whenua 12 Maintain a strategy Transport Transport is both an opportunity and a UDSIC ECan, Partnership Low UDS Ongoing Group of the UDSIMG to coordinate barrier to the implementation of the UDS CCC, Behaviour transport planning and funding, to and such a group provides clear SDC, consider and report on the impacts accountability and ownership for this WDC, of transport planning for the UDS NZTA and identify necessary projects to achieve the objectives of the UDS 13 Investigate mechanisms (pre‐ Developments need to encourage All Project Low LTCCPs, RLTS, Ongoing application guidance, Integrated walking, cycling and public transport ‐ RLTP Transport Assessments and District good guidance and district plan rules are Plan rule changes) to ensure new essential to support these outcomes developments support the transport outcomes of the UDS and RLTS.

Page 121 of 214 6.24 Central Government Engagement and Commitment ƒ Lack of influence, or jurisdiction in some areas of policy development and delivery which are critical to deliving the Strategy Vision. 6.24.1 Explanation ƒ Lack of understanding of sub‐regional issues, particularly a poor

recognition of the sub‐regional differences and need for growth Central government engagement is primarily about continuing the development management, in Wellington. and implementation of long term relationships with government to assist with the realisation of the Strategy. Councils and strategic partners will be unable to ƒ Lack of understanding of the collaborative approach adopted. fully implement many policy and funding programmes of the Strategy without ƒ Need for consistent message from agencies, otherwise we risk speaking these relationships. This joint approach is also necessary to further community at cross purposes and cancelling each other out. and social well‐being, a key aspect of the LGA.

Many areas that are the responsibility of central government have a direct bearing on achieving the UDS Vision. For example, central government legislation, policies and funding have a significant impact on the viability of sub‐ regional intensification. The partner Councils and strategic partners have little or no jurisdiction over these policies and funding areas and so engagement with central government is critical.

6.24.3 Key Outcomes

ƒ United leadership in Strategy implementation with focus on ongoing collaboration and partnership on behalf of the sub‐region is continued.

ƒ Engagement and relationship building with Central Government at the senior ministerial and official level around Strategy implementation is continued and enhanced.

ƒ Single sub‐regional voice is used, particularly on the significant growth issues, to ensure the successful implementation of the Strategy.

ƒ High levels of awareness of the growth related issues in the sub‐region and the impact of central government decisions on the sub‐region are maintained.

6.24.2 Growth Issues

6.24.4 – Central Government Engagement Explanation Lead Support Type Cost Imp. Tools Timing and Commitment Actions Agency Agencies Estimate 1 Engage with central government Some examples of areas for advocacy Ind. All Approach Low LGA 3 years and advocate on behalf of Greater are: widening the existing funding base Chair Funded Christchurch to ensure that national of local government where there are on‐ Imp. policy and legislation meets local going growth related costs; and exploring Manager needs and provides a framework for an immigration policy that meets the local action. future labour force needs of the South Island. 2 Ensure NZTA’s 10‐year plan reflects Partnership alignment to ensure NZTA All Approach Low RLTS, RLTP 3 years the Strategy objectives. consistency across organisations Funded 3 Develop and implement an annual Provide access to appropriate data and Ind. All Approach Low LGA 3 years briefing and engagement information for decision makers Chair, Funded programme for central government Imp. including key Ministers and Manager advisers. 4 Brief Greater Christchurch MP’s on Imp. All Approach Low LGA 3 years implementation progress and issues Manager Funded of relevance 5 Work with Central Government UDSIC Ecan, Low agences to identify and source CCC, Funded required additional funds over and SDC, above NLTF to deliver the RLTS and WDC, UDS NZTA, MOT, Treasury

6.25 Integrating Policy, Planning and Funding ƒ Lack of consistency in planning documents leads to a lack of certainty and development direction. 6.25.1 Explanation ƒ Compliance costs can be controlled through avoidance of duplication

and conflicting approaches to development management. The Strategy provides the framework and processes to ensure that integration is treated as a high priority from the very inception of policy formulation. ƒ As growth occurs all councils have an obligation to align their strategies. Opportunities for joint action need to be given serious consideration for any new ƒ Iwi and hapu management plans developed across the area are policy initiatives. recognised and taken into account by the local and regional authorities

as useful planning tools. The Strategy provides a single point of reference for the community to understand the approaches being taken to growth management across the area. ƒ Ensuring that rezoning, infrastructure provision and funding are coming

together in a timely manner in order to meet future demands, and that 6.25.3 Key Approaches and Outcomes planning for infrastructure and its funding occurs in parallel with future ƒ Common issues are addressed through joint plans or document land use planning. alignment. ƒ Accepting the principle of growth paying for growth. ƒ Preparation, notification, hearing and decision‐making in respect of

changes and amendments to policy and planning instruments to align the Strategy are carried out jointly among the partner councils where there are issues of sub‐regional significance.

ƒ Integration is achieved between the LTCCP, RPS, AMPs, RLTS, RLTP, and regional and district plans.

ƒ Integration is achieved between local government planning and plans of government and other agencies.

ƒ Development incentives including bonuses and reduced impact fees are part of the regulatory approach.

6.25.2 Growth Issues

ƒ A significant challenge, in particular for Christchurch City, is the linking of demand for land with infrastructure planning and equitable funding, in a timely manner. This has been critical part of successful growth management.

Page 124 of 214 6.25.4 – Integrating Policy, Planning and Explanation Lead Support Type Cost Imp. Tools Timing Funding Actions Agency Agencies Estimate 1 Make operative and then give effect LAURIE ECan CCC, Project High RPS 3 yrs to RPS PC1. SDC, funded WDC, NZTA 2 Develop consistent approaches to Common review dates to facilitate All Ongoing Low LGA 3 years policy and plan preparation alignment of Long‐Term Council programme internal RMA including considering alignment and Community Plan’s and NZTA State funded LTMA consistency with this Strategy and Highway Funding. its Implementation Plan. 3 Align LTCCPs and Annual Plans to Reference the adopted UDS as a strategic All Ongoing Low LGA 3 years ensure the provision of network document in partner LTCCPs, noting that programme internal infrastructure supports the adoption of policies or actions which are funded preferred sub‐regional settlement inconsistent with the Strategy will need pattern, including staging and to be negotiated with other Strategy sequencing. partners in terms of the Memorandum of Agreement guiding strategy implementation (appendix iv). 4 Ensure that development .. ECan, NZTA Project Medium LTCCP 3 years contribution policies support CCC, Unfunded achieving the sub‐regional SDC, settlement pattern, including WDC staging and timing.

6.26 Resilience and Adaptation Figure 22 – updated version – see back of document 6.26.1 Explanation

The Strategy is working toward a more sustainable urban form. There is a focus on more energy efficient transport systems with better access to walking and cycling, energy efficient housing, protection of the aquifer and local protection of versatile soils. All contribute to a more sustainable, resilient and adaptable community.

Long‐term growth management must respond to changing circumstances. It is important that this Strategy is adaptable when things change significantly; it needs to be kept current and relevant. This includes higher growth rates, lower growth rates, world events and other global changes.

6.26.3 Key Approaches

ƒ Use the precautionary principle.

ƒ Use risk assessments to identify the area’s vulnerability to change.

ƒ Monitor and review Strategy actions to account for change affecting the sub region.

ƒ Ensure risk management strategies are in place.

6.26.2 Growth Issues

ƒ Data uncertainty, particularly when forecasting growth out to, and beyond, 2041.

ƒ Infrastructure has a long lifespan but may not meet the changing needs of the area in the future.

ƒ There are many unpredictable factors that could affect the Strategy, such as climate change, stability of the global economy, energy security of energy supply and changes in the political environment.

6.26.4 – Resilience and Adaptation Explanation Lead Support Type Cost Links Imp. Tools Timing Actions Agency Agencies Estimate 1 Monitor and assess policy Taking a very long term view, perhaps to UDSIC responses to the impacts of long‐ 2100, will highlight some long‐term UDSIMG term social, economic and trends which require our attention in the environmental change short‐medium term. 2 Maintain and regularly review a risk UDSIC register for the Strategy. 3 Adopt an appropriate risk Moving toward a policy of not developing CCC ECan Ongoing Low District 3 years management response based on on shorelines and low lying flood prone WDC NZTA process Part Plans 2010 ISO 31000. areas that are subject to rising sea level SDC funded change and storm surges will be required. 4 Ensure infrastructure resilience is Particular regard to hazards and long‐ reflected in Asset Management term effects of climate change. planning 5 Monitor and assess policy responses to the impact of long‐ term social, economic and environmental change

6.28 Resourcing ƒ Partnership resources are put in place to implement, monitor and review Strategy outcomes. Each Partner organisation has its own way of working and organisational culture. ƒ There is collaborative and timely implementation of agreed policy. The overarching aim is to provide for the efficient and effective delivery of outcomes while maintaining the strength that diversity brings. 6.28.2 Growth Issues Each Partner’s governance and management must occur through the structures ƒ Lack of resources. and systems of the partner agencies. The Strategy’s intent is not to subvert these processes but to enhance their coordination. ƒ Lack of effective coordination.

ƒ Maintaining the bigger, long‐term picture on short term political 6.28.3 Key Approaches horizons. ƒ Sufficient resources are directed to managing and delivering the Strategy actions.

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6.28.4 – Resourcing Actions Explanation Lead Support Type Cost Imp. Tools Timing Agency Agencies Estimate 1 Establish the capital needed to Identifying the capital needs for the next ECan, Ongoing High part LTCCPs, 10 years support large scale sub‐regional decade and possible sources of funding CCC, programme funded RLTS infrastructure. as well as shortfalls is the key first step to SDC, determining larger scale growth‐related WDC costs 2 Identify the costs of growth, in Of particular importance are the costs CCC, Ongoing High part 10 years particular network infrastructure associated arising from intensification at programme funded SDC, costs. the neighbourhood level, and of WDC greenfield growth. 3 Implement financial/development There is a need to mitigate the effects of CCC, Project High part LTCCP 3 years contributions and incentives ongoing growth by recovering from SDC, funded policies for growth related developments the costs which fall WDC expenditure – particular attention outside the area being developed as well needs to be paid to sub‐regional as cross boundary distortions and alignment across the partnership. perverse incentives. 4 Develop a position on the efficient Funding for regional parks ECan CCC, Project Medium LTCCP 3 years and equitable funding for regional SDC, unfunded recreation resources. WDC 5 Identify and allocate operational Unless implementation is adequately CEAG Ongoing Medium LTCCP 3 years budgets necessary to implement resourced, recommended actions will not programme high the Strategy and maintain be implemented. funded partnership. 6 Agree an implementation funding CEAG Approach Low LTCCP 1 year formula between the Council funded partners.

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6.29 Monitoring and Review ƒ The Strategy develops sound information on which to base growth

management policy. It is important that the information used for 6.29.1 Explanation growth management be kept up to date.

Monitoring provides a mechanism to inform decision‐making bodies about the ƒ Commit to establishing an on‐going implementation of a sub‐regional consequences of actions, and changes in society and the environment, in order state of the environment monitoring approach by combining regional to determine effectiveness and the need for further action. and territorial authority monitoring and reporting approaches, including economic, social, health, cultural and environmental monitoring. For monitoring to provide meaningful information for decision‐making, it needs ƒ There is regional consistency in monitoring and integration of to have good quality, robust data and a well‐conceived data management information. system. The aim of many monitoring programmes is to recognise ‘cause and effect’ relationships and linkages – what has changed, what are the trends and ƒ There is continuous improvement in understanding the drivers of how does this relate to any policy or action. growth to ensure informed planning occurs.

ƒ Identify and manage risks effectively. Developing indicators helps to focus monitoring efforts. The CCC already has well‐developed indicator programmes, which will be integrated with the ƒ Develop Key Performance Indicator reporting processes, to be identified partnership council’s monitoring information for the Strategy. Once indicators as part of implementation plans. are developed it is important to re‐check that the information generated will be directly useful for measuring the outcomes desired.

6.29.2 Growth Issues

ƒ Ensure indicators are kept relevant through indicator feedback. If a desired outcome is achieved, then monitoring efforts might be transferred to something else that requires attention.

ƒ Need cooperation between Environment Canterbury, Selwyn, Waimakariri and Christchurch Councils with ongoing communication.

6.29.3 Key Approaches

Page 130 of 214 6.29.4 – Monitoring and Review Actions Explanation Lead Support Type Cost Links Imp. Tools Timing Agency Agencies Estimate 1 Monitor growth management drivers and trends in demographics, growth and development, including: ƒ Uptake rates and land availability; ƒ Migration to determine its relationship to growth rates and growth impact in the area; ƒ Housing affordability; ƒ Rural subdivision; and ƒ Community well‐being at a sub‐regional level 2 Maintain the integrity of the This should occur every three‐five years strategy through regular update and or at the discretion of the Strategy review. partners, when there is a substantial change affecting the assumptions that underlie the Strategy. 3 Settlement Pattern monitoring 4 Demographic monitoring and projection 5 Wider monitoring framework 6 Undertake a skills gap analysis which anticipates labour force needs in the next ten years.

8 Monitor the health of aquatic ECan CCC, SDC, ecosystems. WDC

9. Provide annually to Environment CCC, ECan Internal Ongoing Canterbury statistics on reuse, SDC, recycling, composting and waste WDC disposal. 10. Monitor, and report as required, ECan CCC, Project Low Monitoring 3‐10 years the impacts and outcomes of SDC, ongoing waste disposal at the WDC, regional landfill at Kate Valley NZTA

11 Monitor the creation of new blocks CCC, ECan, Ongoing Low Monitoring Ongoing for rural living, and the percentage SDC, NZTA Approach Programme of growth within the Strategy area, WDC which is occurring in the rural zone

12 Monitor and support the actions of ECan, lead agencies to maintain security CCC, of electricity supply to Greater SDC, Christchurch. WDC

Page 132 of 205 7 Implementation governance and executive levels. Legislative backing should be used to reinforce resources and sustain an agreed Strategy rather than coerce Successfully anchoring the Strategy is a critical success factor if it is to participation and compliance. effectively steer future growth in the Greater Christchurch area. 7.1 Strategy Implementation Principles The key tools for implementation across the boundaries of the various local authorities have been identified as: The following principles have been developed and agreed to underpin Strategy implementation.

ƒ A new chapter in the Regional Policy Statement on urban Effective Strategy Governance and Management. growth, settlement patterns and infrastructure, covering the

Greater Christchurch area; Dedicated governance and management arrangements are needed to ƒ Amendments to the RLTS to incorporate the strategic transport maintain focus, commitment and momentum to growth strategies. system for the area; Implementation needs to be lead across and between agencies at all levels. These arrangements have been developed, tested and refined ƒ Amendments to LTCCP’s; during the Strategy development. ƒ City and District plan changes; ƒ Identifying priorities in the Land Transport New Zealand’s, and The focus is on developing an organisational culture within and between Transit New Zealand’s 10 year programmes; and each of the Strategy partners that recognises growth management as a core function with consideration as to the mandate for a regional level of ƒ Seeking a Crown grant for transportation funding gaps. leadership.

This chapter describes and assesses the application of each of these tools Co‐ordinated Planning, Management and Resources and identifies the roles of the Partners in implementation. Potential gaps in the legislative framework are also identified that, if resolved, could Part of the development of organisational culture is to recognise and strengthen implementation. promote synergies between Strategy partners wherever possible, and to introduce new and smarter ways of doing this. This could include Despite the limitations of existing legislation, it is possible to successfully preparing City and District plan changes in joint formats, undertaking manage growth under a non‐statutory regime with the collective combined processes and generally resourcing implementation agreement of Strategy partners to voluntary mandate. Strategy mechanisms in a joint manner wherever practical and feasible. effectiveness is partly a product of the quality of relationships at

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An Integrated Sub‐regional Approach to Address Both Rural and Urban Clear Action Specification Issues To be effective, actions have been developed beyond generalised The Strategy has focussed on sub‐regional growth issues, recognising the statements of intent. This promotes more credible decision‐making and interrelationships and dependencies between urban and rural areas. The agreement, and reduces the rework element at later stages of plan strategies are not simply ‘urban’ in focus. alignment and detailed implementation.

Community Engagement Explicit Spatial Framework for Growth

Community engagement and support is critical to the ongoing success of All strategies reviewed have an integrated spatial plan for the allocation of this strategy. The community will continue to be engaged through the key uses and infrastructural requirements, including clearly defined urban Regional Policy Statement review, District Plan processes and other plans limits, relating to long‐term growth forecasts. and strategies drafted under the Local Government Act and Land

Transport Management Act.. Spatial plans provide a tool for communicating key Strategy issues in a straightforward manner. Effective Tangata Whenua Engagement Robust Growth Targets Issues for Tangata Whenua include both protection and development of resources. Treaty relationships have been reflected in governance and Growth strategies need to reflect a clear vision, good research and market management arrangements and are considered in the context of existing reality. While it is tempting to have a desired growth target, the engagement arrangements. consequences of failure have significant negative consequences for integrated land‐use, infrastructure and financial planning. Maori will see more pronounced demographic change than the general population in terms of growth and age structure. The Strategy recognises Estimates for allocations of growth over space and time are robust as they this. will be incorporated into a wide range of planning and policy documents. There is a large public accountability around getting this right, so a Protection mechanisms for Maori are least effective at site level with commitment has been made to monitoring. individual consents. Sub‐regional approaches are the most effective as this is where the broad spatial allocation of development occurs and where the greatest opportunity for influence occurs.

Page 148 of 214 Commitment to Monitoring Trends and Forecasts Effective Central Government Engagement

Growth forecasts underpin the Strategy. They will flow through into Engagement with central government is essential given that both local services planning and funding. They will influence the local community and central government agencies must both respond to growth demands. and property market and how they respond to meeting changing needs, An agreed position on planning assumptions and Strategy direction will or supporting urban change programmes that have benefits that will only provide a strong platform for effective implementation to occur. It is be enjoyed largely by future generations. about leading with one vision and one voice on the key growth management issues. Forecasts are uncertain and warrant the highest priority for ongoing monitoring to ensure they are based on the best research and kept up to Full Recognition and Involvement of Other Growth Managing Agencies date. There is a pattern of high growth areas under‐estimating growth and low growth areas over‐estimating growth. It is critical that non‐council growth managing agencies (e.g. government departments, utilities and sector groups) have full recognition and When the assumptions for growth become universally adopted by all participation in Strategy implementation. All agencies can benefit by planning and response agencies as a basis for long term decisions and having good planning information to work to and clarity on where investment, there is significant accountability back to the lead development activity is likely to take place. organisations. Accordingly the Strategy proposes properly resourced and timely monitoring and research. Cross‐sectoral coordination groups assist in communications and aligning activities and mechanisms for establishing and maintaining these are Alignment of Planning and Policy Documents provided for by Strategy actions.

The Strategy needs to be considered in the context of all linked Comprehensive Understanding of Transport and Land‐use Relationships documents. A starting point must be a common understating and acceptance of growth forecasts and spatial and temporal allocation of The land use and transport relationship is a very significant determinant of development. Formal agreement to regional level principles is required. Strategy costs and many physical outcomes. Testing the impacts of Document alignment is a formal action in the Strategy. growth allocation decisions requires robust information and effective modelling tools. Common plan review dates can significantly improve the effectiveness of plan alignment.

Page 149 of 214 Live, Work, Play Balance 7.2.1 Legislative Mechanisms

A balanced approach has been proposed where there is provision for Long‐Term Council Community Plan’s residential, business, open space and recreation land. Local government must promote sustainable community well‐being and Greenfields vs Urban Renewal make democratic local decisions on behalf of their communities. Within this framework, sections 11 and 12 of the LGA confer wide powers of The Strategy requires substantial encouragement for intensification in general competence on regional councils and territorial authorities to give order for it to be realised (e.g. incentives, partnerships, local government effect to this purpose. investment). One of the barriers to urban intensification is cultural where there is a strong legacy of lower density living and a lack of awareness of The LGA requires the preparation of a plan that records the outcomes a alternative higher density design. Often the lack of awareness translates community seeks and details how the activities of the council contribute into resistance to higher density forms of housing. Approaches are towards achieving the community outcomes. This plan is the LTCCP. advanced where shared common green space and low‐rise buildings can Coordination of responsibilities of local authorities is facilitated through be developed to make more efficient use of land, increase affordability triennial agreements. and achieve the densities required to enable urban forms to be more sustainable. The LTCCP can provide a useful framework for integrated sub‐regional growth management, provided there is a high degree of cooperation and 7.2 Implementation Mechanisms agreement between partner councils on the outcomes being sought and the actions to be taken. There are a range of mechanisms that will be utilised to implement the Strategy. These include tools underpinned by legislation, non‐statutory The LGA provides the scope for raising revenue for growth related agreements and local and central government initiatives. The key infrastructure and all the partner councils (with the exception of ECan mechanisms are outlined as follows: which does not currently have the legal mandate) have developed a Development Contributions Policy. Key issues are the appropriate allocation of costs between new and existing communities. There are risks in funding programmes from development contributions as cash flows are determined by development activity. This risk is greatest in areas where development cycles have a wide swing.

Page 150 of 214 The relationship between the activity and the development contribution at a local level. A reasonable expectation can be formed that the intended needs to be clear, the introduction of large increases needs to take into outcomes of the Strategy will be achieved through such a planning account mitigation of potentially adverse social, health, cultural and process. financial/economic effects. Close attention needs to be given to the requirement to carry out consultation with affected parties. The RMA, however, does not provide a clear or complete framework for integrated sub‐regional growth management. The efforts being made by End outputs for development contributions should be considered in the larger (urban) parts of the country in growth management (Auckland, Bay development of the Strategy. Tools that enable robust development of Plenty, Christchurch, and Nelson/Tasman) suggest some national level contributions include good forecasts, allocation of growth both spatially guidance may be warranted to enable consistency and reduce reinventing and over time, and detailed asset management plans and services policies the wheel. that define levels of service. There are other deficiencies in the RMA, such as its ability to address The process of Strategy formulation has had regard to the procedural urban issues (given a natural resource management bias), the nebulous requirements of the LGA Act so as to provide a robust Strategy. mandate for regional bodies to show leadership in urban regional planning and the inability of the subdivision and land use consent process Resource Management Plans to deliver integrated urban areas. The RMA can work well on the basis that strategic planning has already been undertaken and the RMA plans The area is subject to a range of district and regional plans, and regional and decision‐making process is at the finer end of delivery. strategies intended to promote sustainable management of natural and physical resources. Although there is no overt recognition of the need for As noted above, the LGA provides the most appropriate and responsive strategic growth management, the inferences such as the need to protect framework for raising revenue to address the financial impacts of growth. resource availability for future generations have been used to justify Plans under the RMA, however, have a crucial role in defining important urban planning initiatives to date. factors that underpin the calculation of development contributions including the location and type of development, yields, levels of service The key principles of a sub‐regional growth strategy and spatial and identification of benefits. frameworks are matters that require cross boundary consistency and cooperation. The Regional Policy Statement is an appropriate umbrella A draft change to the Regional Policy Statement is outlined in Appendix (i). document for seeking this consistency. The rigours of the background The amendment will include: analysis and process of consultation required under the RMA will ensure ƒ Sub‐regional growth limits; the RPS provides an effective empirical basis for Strategy implementation ƒ Growth sequencing;

Page 151 of 214 ƒ Infrastructure integration; well aligned to achieving good strategic growth management with a range ƒ Land use and transportation corridors; of flexible tools available, including the road user pricing. The effectiveness of outcomes will be determined by how well the tools ƒ Sub‐regional open space framework; provided are applied. ƒ Key strategy elements and principles of live work and play; ƒ Environmental limitations; A scoping paper outlining the role of the RLTS in Strategy implementation ƒ Methods of implementation; and and how the RLTS could be amended to anchor and reflect the Strategy can be found in Appendix (ii). It describes: ƒ Anticipated environmental results. ƒ The links between the Strategy and transport, in particular the land use Regional Land Transport Strategy (RLTS) transport corridors approach, to ensure there are good linkages between activity patterns across local government boundaries. The Land Transport Act 1998 (LTA) requires a regional council to have a ƒ The key requirements of the LTMA 2003 including describing the Land transport Strategy. The Land Transport Management Act 2003 Government’s approaches to transportation funding through: (LTMA) addresses funding and integration between spheres of government engaged in the planning and funding of transport - The Land Transport New Zealand’s national 10 year infrastructure. programme;

- Transit New Zealand’s 10‐year programme; and Land transport outcomes must be identified as part of the Strategy to contribute to achieving an integrated, safe, responsive and sustainable - Crown grant approach to funding transport gaps. land transport system. Strategic options for achieving land transport ƒ Details a process for changing the RLTS through an integrated land use outcomes must be identified. Requirements to engage interest groups in strategic transport systems (including corridors) approach to meet the the policy process are set out. Governments requirements that key transport projects are supported by the RLTS. To be effective, the RLTS must be informed by the Strategy. This means that it is very important to recognise the need for rigorous analysis of Acquiring Land for Community Benefit transport issues as part of Strategy development. Implementation of the Strategy is unlikely to benefit much from the Although there are tools within this legislation that will aid Strategy powers of land acquisition that councils have under the Public Works Act implementation, they are relatively new and have not been well tested. 1981 (PWA). Nevertheless the legislation offers much. The purpose of the legislation is

Page 152 of 214 Two key issues identified for mixed‐use urban consolidation programmes An Urban Design Protocol has been initiated by the Ministry for the within a growth management strategy arise from the exclusion of such Environment to promote good urban design. programmes from the definition of ‘public work’. These are the: The Strategy has been developed with awareness of these activities ƒ Inability to apply compulsory acquisition provisions to commercial occurring in central government, so as to promote alignment and foster a uses; and partnership approach between the area and central government ƒ Requirement to offer land back to the previous owner where it is not required for the public work it was acquired for. Other non‐statutory mechanisms may extend to:

ƒ Economic instruments such as road pricing, or private public Unless there are amendments to the legislation, it is not envisaged that partnerships to promote specific development outcomes; implementation of the Strategy will include the compulsory acquisition of land under the PWA. ƒ Development implementation agencies;

ƒ Practice and design guidelines; 7.2.2. Non‐statutory Mechanisms ƒ Accords and Heads of Agreement; Central government recognises that non‐statutory tools are an important ƒ Joint ventures; contributor to promoting good growth management outcomes. It has been investigating whether current urban change mechanisms are ƒ Demonstration projects; and sufficient. This has identified the need to have new tools in place at ƒ Education and advocacy. national, regional and local government level to implement ‘transformational’ projects such as strategic regeneration sites and 7.2.3 Urban Change Tools and Mechanisms transport corridors that are vital to national freight and people movement. The implementation of growth management strategies involves the use of a mix of regulatory and non‐regulatory tools. For example, central city Central government has also launched ‘Sustainable Cities’, one of the four revitalisation and intensification is often better assisted through the use of priority issues identified in the Sustainable Development Programme of proactive planning tools such as a development implementation agency Action. The Sustainable Development Programme, set up in 2003, is rather than, for example, solely through the: developing operating principles for policy development in central government. The goal of the sustainable cities priority issues is that “our ƒ Establishment of urban limits and associated measures in cities are healthy, safe and attractive places where business, social and regional policy statements and district plans; and/or cultural life can flourish”.

Page 153 of 214 ƒ Introduction of lower rates/development contributions in central city intensification areas. The committee would be formally constituted under the provisions of the LGA 2002 and would be established for a 3 ½ year period until September Development implementation agencies, to assist in growth Strategy 2010, see Appendix (viii). implementation, have been successful in Australia and the UK. 7.4.3 Partner Council, Joint Hearings Panels

7.3 Role of Strategy Partners in Implementation The partner Councils will consider the establishment of Joint Hearings Panels for matters to be considered under the Resource Management Act ƒ Christchurch City Holdings Ltd (district plan matters, plan changes, resource consents, notices of ƒ Ngāi Tāhu requirements), where there are likely to be a sub‐regional issue on impact ƒ Land Transport New Zealand or the consideration on a sub‐regional basis in relation to the Strategy is ƒ Transit New Zealand highly desirable. ƒ Canterbury District Health Board ƒ Others where appropriate

7.4 Co‐ordinated Planning, Management and Resourcing

7.4.1 Joint Hearings Committee

It is proposed that a Joint Hearings Committee will be formed to consider all submissions on the Strategy and make recommendations back to the partner councils. This Committee would comprise three representatives from each partner council together with an Independent Chair (non elected member).

7.4.2 Joint Implementation Committee

It is proposed that a Joint Implementation Committee be established comprising the four partner Councils to overview and drive the Strategy implementation.

Page 154 of 214 8 Acknowledgements Canterbury District Health Board Dr Mel Brieseman The Urban Development Strategy has been developed on a collaborative University of Canterbury Dr Simon Kingham and partnership basis. Thank you to Forum members and staff past and Ngāi Tāhu Dave O’Connell, Craig Pauling present from Christchurch City Council, Environment Canterbury, Selwyn NZ Property Council Rob Churcher District Council, Waimakariri District Council and Transit NZ who have Parliamentary Commissioner for the Environment Dr Morgan Williams worked on this project. Also thank you to staff from government, community and private organisations who have contributed their time, expertise and efforts. 8.2 Chief Executives Christchurch City Council Dr Lesley McTurk 8.1 Urban Development Strategy Forum (2006) Environment Canterbury Dr Bryan Jenkins Elected Members Selwyn District Council Paul Davey Forum Chair ‐ Bob Parker Waimakariri District Council Jim Palmer Waimakariri District Council ‐Councillors: Kath Adams and Kevin Felsted Transit New Zealand Rick van Barneveld (Dan Gordon, Alternate)

Christchurch City Council – Councillors: Helen Broughton, Sally Buck, Bob 8.3 The Strategy Management Team (2006) Shearing and Sue Wells (Mayor Garry Moore, Alternate) Chair ‐ Project Leader Technical Ken Tremaine Selwyn District Council – Councillors: Debra Hasson and Annette Foster (Jens Christensen and Malcolm Lyall, alternates) Project Leader Governance Bill Wasley Environment Canterbury – Councillors: Richard Budd, Alec Neil (Ross UDS Forum Chair Bob Parker Little, Alternate) Selwyn District Council Nick Regnault Waimakariri District Council Simon Markham Key Stakeholders Christchurch City Council Carolyn Ingles, Karen Banwell, Sarona Iosefa Transit New Zealand‐ Colin Knaggs Environment Canterbury Laurie McCallum, Alice Ann Wetzel Ministry of Education Neville Smith Transit New Zealand Steve Higgs Palms Mall Max Percaskey Communications Consultant ‐ Grant Mangin Federated Farmers Pam Richardson Chamber of Commerce‐ Peter Townsend/ Steve Collins

Page 155 of 214 9 Glossary Social Policy adopted a rental affordability Accessibility Access in simple terms, refers to the ability to threshold based on rents being between 25% to reach a location or service within an acceptable 30% of gross income. amount of time, money or effort. Good accessibility depends upon a range of factors such Agricultural Agricultural land includes four land cover/use as proximity to desired services or locations, Land categoriese from th National Resources Inventory travel alternatives available, speed of travel, cost (NRI): forestland, cropland, pastureland, and of travel and so on. It does not equate to rangeland. mobility, which refers to ease of movement. Amenity Value Those natural or physical qualities and Activity Centre Key commercial/business centres identified in as characteristics of an area that contribute to focal points for the transport network and peoples’ appreciation of its pleasantness, suitable for more intensive mixed‐use aesthetic coherence, and cultural and recreational development. attributes. Amenity is important in both the public and private domain and includes the Adaptive An adaptive approach is one using a structured, enjoyment of sunlight, privacy and quiet. approach iterative process of optimal decision‐making using a system of monitoring with the aim to reduce Biodiversity The variety of life forms; the different plants, uncertainty over time. animals and micro organisms, the genes they contain and the ecosystems they form. It is usually considered at three levels; genetic Adaptive The integration of design, management, and diversity, species diversity and ecosystem Management monitoring to systematically test assumptions in diversity. order to adapt and learn. Brownfield A piece of industrial or commercial property that Affordable Secure accommodation for the wider population Development is abandoned or underused and possibly Housing whose measurement is linked to the household’s environmentally contaminated, especially one ability to meet their housing costs, while leaving considered as a potential site for redevelopment. sufficient income to maintain an acceptable standard of living. The Royal Commission on

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Business as Baseline scenario that examines the community. Usual consequences of continuing current trends in population, economy, planning, technology and Community What occurs when roads, rail corridors or poor human behaviour. Severance accessibility create a barrier between parts of the community. Central City The centre of Christchurch City bounded by Fitzgerald, Moorhouse, Bealey and Rolleston Concentration A development Strategy that plans for more Avenues. Option dense urban fabric starting from the Christchurch city centre, focal points, public spaces, and from Central The CBD or downtown is the central district of a there develop areas step by step. This approach Business city, usually characterised by a concentration of sets a clear limit on development outside a District (CBD) retail and commercial buildings. Although demarcation line of the city’s edge. It is designed applicable to any city, both terms usually refer to to separate urban and suburban areas from rural larger cities. and open space areas.

City Centre City Centre is similar to CBD or downtown in that Congestion Where travel time or delay is in excess of that both serve the same purpose for the city, and normally incurred under light or free flow travel both are recognisable by a higher‐than‐usual conditions. It occurs when travel demand urban density as well as the tallest buildings in a approaches system capacity. Congestion has both city. a spatial and temporal component.

Cluster Concentrating development on smaller lots on a Consolidation This development Strategy plans for future urban Development portion of a larger site to protect the integrity of Option development to occur within existing built areas the green infrastructure, and provide more or with limited expansion of the existing cities and efficient provision of services. towns in the urban development study area.

Community Identified goals of communities in relation to the Corridor A geographical area usually defined by one or Outcomes present and the future for the social, economic, more motorways, roadways, waterways or other environmental and cultural well‐being of the physical elements and the immediate surrounding

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area, including collector routes that have similar for administrative, judicial, electoral, or other characteristics. purposes: as an administrative unit especially of a Cycleway A portion of a roadway reserved for preferential town or city established for the performance of a or exclusive use by cyclists indicated by signage special governmental function. and pavement markings or an off road pathway constructed for cycle use. Ecological sites An area of land having a distinctive combination of soils, climatic, topographic and natural biotic Demand Strategies to reduce the demand for a resource, (predominantly vegetation) features that may Management such as water or road space, rather than supply require special management. more of the resource. Transportation demand management techniques include increasing Flood Plain Low, flat, periodically flooded lands adjacent to transportation choices, adopting land‐use rivers, lakes and oceans and subject to patterns that encourage non‐automobile forms of geomorphic (land‐shaping) and hydrologic (water transportation, and trip reduction or carpooling flow) processes. programs. Water demand management techniques include water metering, on‐site reuse Geographic GIS technology is used to develop overlay maps water‐efficient fixtures, and outdoor watering Information that depict resources or features such as soil limits. System types, population densities, land‐uses, transportation corridors, waterways, etc. Density The amount of residential, commercial or industrial development permitted on a parcel of Greenfield Clean and undeveloped land on the urban land. It is usually measured in dwelling units per Development periphery. A parcel of land not previously hectare or floor space/area ratio. developed beyond that of agriculture or forestry use; virgin land. Dispersal Development outside of compact urban and Option village centres along routes and in rural Groundwater The area under which is shallow unprotected countryside in low‐density development. Recharge Zone reserves of water that is the source Christchurch’s pristine potable drinking water Districts A territorial division (as of a nation, region or city) supplies.

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satisfy some of an area's development needs. In Growth Area An area of Greater Christchurch where residential Christchurch in the 1990’s infill occurred by growth will occur in the future. subdividing single titles, often with less than desirable development and streetscape. High Density A high number of housing units per hectare. In Residential the urban development Strategy area that is a Infrastructure The basic facilities, services, and installations range of 30‐50 dwelling units; this leaves needed for the functioning of a community or sufficient space for the development of roads, society, such as transportation and parks and other public facilities. communications systems, water and power lines, and public institutions including schools, post Housing Broadly is defined as the mortgage affordability offices, and fire stations. Affordability for housing in NZ. It is assessed by comparing the average weekly earnings with the median Inner City This is the area of Christchurch that lies within dwelling prices and mortgage interest rate. the four avenues of Bealey, Moorhouse, Fitzgerald and Rolleston. This serves as the core Impervious Surfaces of land where water cannot infiltrate of Christchurch City providing for commercial, Surface back into the ground such as roofs, driveways, industrial and residential activities. streets and parking lots. Total imperviousness means the actual amount of surface taken up Intensification Redevelopment of existing neighbourhoods, with impervious surfaces. areas corridors or commercial areas at higher densities.

Industrial Site or sites selected in order to locate and Key Access Those roads identified as significantly linking Development construct an industrial operation in facilities that Routes regionally important destinations such as ports, accommodate its specific manufacturing, airports and towns. processing, or distribution needs and in accordance with a plan for its expansion, Live, work and “Live, work and play” is a concept that seeks to relocation, or start‐up as a new venture. play provide opportunities for people to meet most of their daily needs within the local area that they Infill Use of vacant property within a community to live

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community or neighbourhood. Low Density The number of housing units per hectare. In the Residential urban development Strategy area that is a range New Economy The New Economy describes the evolution from of 10 ‐ 15 single‐family homes, this leaves an industrial/ manufacturing based economy to a sufficient space for the development of roads and knowledge based economy other public facilities. Nodal Concentrating new development into centres development with existing infrastructure capacity and serviced Medium Density The number of housing units per hectare. In the by public transport. Residential urban development Strategy area that up to 30 dwelling units, this leaves sufficient space for the Open Space Open space is defined as protected lands and development of roads, parks and other public waters that are owned and managed by Banks facilities. Peninsula District Council, Christchurch City Council, Environment Canterbury, Selwyn and Mixed Use Areas where several uses are allowed in a Waimakariri District Councils, Department of Development pedestrian‐ and transit‐friendly design. These Conservation and any other Crown owned land, zones usually include retail, residential, including non‐profit land trusts. Open space commercial and civic uses. consists of any parcel or area of land and water that is devoted to 1) the preservation of natural Mode A particular form of travel, including airplanes, resources; 2) the managed production of automobiles, buses, carpools, cycling, rail, single resources (forest and farm land); 3) outdoor occupant vehicles, walking and waterborne recreation; 4) preservation of historic and cultural vessels. property; 5) protection of scenic landscapes; and 6) protection of public health, safety and welfare. Neighbourhood Provides convenience shopping for nearby Commercial residents (i.e., within less than 10 minutes drive Ponding Area The process, occurring after a rainfall, when Districts of centre). Services to reinforce the water gathers in low‐lying areas throughout a neighbourhood and community identity. May be watershed. This is true for areas at that the base associated with public facilities such as parks, of the Port Hills in Christchurch. schools and libraries to provide a focal point for

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Precautionary Where there is a lack of full scientific certainty a Principle precautionary approach should be adopted Sustainable Managing the use, development and protection towards proposed activities particularly where Development/ of natural and physical resources in a way, or at a those whose effects are unknown or are not fully Management rate, which enables people and communities to understood. See adaptive management. provide for their social, economic and cultural well‐being and for their health and safety while: Public Passenger transport service, including taxi sustaining the potential of natural and physical Passenger services, to the public on a regular basis using resources to meet the reasonably foreseeable Transport vehicles that transport more than one person for needs of future generations; compensation, usually but not exclusively over a safeguarding the life supporting capacity of air, set route or routes from one fixed point to water, soil and ecosystems; and another. avoiding, remedying or mitigating any adverse effects of activities on the environment. Regional A business and shopping centre with more than Commercial 100 offices, stores, entertainment and dining Traffic calming Physical structures on roads used to reduce Centre facilities, anchored by one or more department vehicle speeds, and restore a safe route for and grocery stores, and having 3,000 to 93,000 pedestrians and cyclists, including kerb square meters of retail space. extensions, centre islands, speed bumps and roundabouts. River The total area of land from which a single river Catchments collects ground water runoff. Traffic volume The number of vehicles on a motorway, roadway or any other transportation route in a given time Sedimentation Sand and silt carried in and deposited by stream period. or rivers. Transport Roads, rail, ports, airports, park and ride sites, Stormwater The management of runoff to provide controlled Network bus stop shelters, walkways, cycleways and other Management release rates to receiving systems, typically physical elements used for the movement of through the use of detention/ retention facilities people and goods. such as ponding areas, swales and lakes.

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Unconfined Low‐density development that unfolds from the growth or edges of cities and towns. It is primarily Towns are small to medium sized areas with sprawl residential in use containing houses on large lots smaller concentrations of populations that have a thereby consuming land, automobile‐oriented, comparative amount of economic and social and designed without regard to its surrounding. infrastructure.

Urban Design Urban design is about the overall structure and Rural areas tend to have smaller populations and function of a place, as well as how it looks and greater land areas. feels. The Ministry for the Environment describes urban design as being about making the Versatile Soils Versatile soils are soils of high quality (usually connections between people and places, between containing Class I and II soils) that have high value public and private space, between the natural and for intensive agricultural development, have high built environment, between movement and energy use efficiency for production and high urban form, and between the social and pollution buffering capacity. economic purposes for which urban space is used. Vision A shared and aspirational statement and image of Urban Limit Lines drawn on planning maps around developed where we would like to be in the future. areas showing where urban land ends and rural land begins. . Wastewater Wastewater is the liquid product from a sewage treatment plant. Urban, Town Broadly, the main factors determining whether an and Rural Areas area is considered urban, town or rural are Wetland Permanently or intermittently wet areas, shallow absolute population size, space (land area), the water and land water margins that support a ratio of population and economic and social natural ecosystem of plants and animals that are organisation. adapted to wet conditions.

Urban areas are characterised by relatively large, concentrated populations, which have access to elements of economic and social infrastructure.

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Appendix (i)

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Appendix (ii) Explanation of changes to the UDS Action Plan between adoption and the current update (2007-2009)

Page 165 of 214 ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.2.4.1 Health and Wellbeing Develop an integrated monitoring programme CDHB WDC, SDC, CCC, 2008 ? ECan

6.2.4.2 Health and Wellbeing Continue to support and participate in local service mapping to MSD CDHB Ongoing Beginning / identify and rectify local service gaps Commencing

6.2.4.3 Health and Wellbeing Assess local and regional government policies for their potential CCC CDHB, WDC, Ongoing On Track / CCC gradually integrating HIA impacts on health outcomes, and their suitability for formal health SDC, ECan Ongoing into policy process where impact assessment appropriate. 6.2.4.4 Health and Wellbeing Set formal links through a health action forum between the CDHB, CDHB ECan, WDC, 2007 ? Primary Healthcare Organisations and local government to monitor CCC, SDC, health issues. PHO’s

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.3.4.1 Education Investigate the potential for shared community and school facilities. MoE MSD, CCC, SDC, Ongoing Beginning / WDC, ECan Commencing

6.3.4.2 Education Establish working group which includes education providers to CCC MoE, Dept of TBC Review Needed May need to be re‐examined for research demographic knowledge and community and economic Labour, SDC, appropriateness. Balance trends for providing education programmes WDC between community needs and economic needs leaves this a difficult programme to action at this stage. 6.3.4.3 Education Ensure planning for and/or provision of additional and expanded CCC, WDC, SDC MoE Ongoing On Track / Underway for SWAP and Belfast. education facilities early childhood education, state primary and Ongoing Will be needed for secondary schools and public libraries to meet growth demands in or intensification but not yet affected by development of growth areas and consolidation areas. occuring. 6.3.4.4 Education Emphasise the importance of the role and support the tertiary CCC UC, Lincoln U, Ongoing Improvement MOU between UC and CCC. education sector CPIT Needed More needed in this area.

6.3.4.5 Education Work with school Boards of Trustees to protect and enhance school CCC, SDC, WDC MoE, Schools Ongoing On Track / Part of CCC's Open Space areas of open space for community use Ongoing Strategy

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing

6.5.4.1 Open Space, Sports, Create a range of and the equitable distribution of high quality public CCC WDC, SDC, Ongoing On Track / Covered by Open Space Strategy Leisure and Recreation spaces that are consistent with the Urban Design Protocol MfE, ECan, Ongoing NZHPT 6.5.4.2 Open Space, Sports, Initiate a co‐ordinated approach to the identification, planning ECan SDC, CCC, WDC, TBC Improvement Ongoing operational liaison Leisure and Recreation provision and maintenance of a regional strategic open space DoC Needed regarding Waimakariri RP but including a regional park network. little strategic work. 6.5.4.3 Open Space, Sports, Provide additional open space, active and passive recreational CCC ECan, WDC, Ongoing On Track / Covered by Open Space Strategy Leisure and Recreation facilities and leisure facilities to meet the future urban growth needs SDC Ongoing of the region.

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.6.4.1 Community Develop a health and social services plan to ensure health and social CCC SDC, WDC, 2007 Beginning / Brief has been developed and Development services are planned and located so accessible for client groups. MSD CDHB, Commencing meetings with partners are Support Ministry for Social Development welfare and health mapping MoH, MoE, taking place. project WINZ, NZ Police, DIA, MEM SPARC, NGOs, NZ CSS 6.6.4.2 Community Develop an integrated programme for monitoring demographic and ECan, CCC, SDC, Statistics NZ, 2007 Improvement Priority for first half of 2008. #13 Development social change across the sub region investigating: How Communities WDC MCH, MSD, Needed This is a joint project which will are evolving; emerging needs; mapping of needs, services and DHB need a strong lead resources, and; life‐cycle ‐ being supportive of critical of life stages accountability identified ‐ UDSIMG will progress. 6.6.4.3 Community Initiate a programme to share information across local and national DIA SDC, WDC, 2007 Improvement As above Development networks for capacity building within organisations CDHB, MoH, Needed MoE, WINZ, NZ Police, DIA, MEM, SPARC, NGOs, NZ CSS

ID Subject Action Lead Agency Support Original Status Comment

Page 167 of 214 Agencies Timing 6.7.4.1 Tangata Whenua Investigate the development of housing on MR873 land adjoining WDC ECan, TRONT 2007/2008 Beginning / Woodend through the preparation, consultation and adoption of an Commencing agreed Outline Development Plan for that area 6.7.4.2 Tangata Whenua Facilitate the development of Maori Land where this aligns with the Relevant Maori UDSIC Ongoing ? Strategy land owners

6.7.4.3 Tangata Whenua Complete the preparation of Iwi and Hapu Management Plans ‐ This TRONT CCC, SDC, WDC Ongoing ? will allow for Tangata Whenua to meet both their protection and development aspirations. 6.7.4.4 Tangata Whenua Establish and maintain an area Tangata Whenua and Maori contact ECan TRONT 2007 On Track / Database exists and is database for consultation on resource consents, heritage values and Ongoing periodically updated but it is environmental impacts. unclear how much it is being used by other partners 6.7.4.5 Tangata Whenua Develop an area cultural heritage framework. ‐ This will include TRONT ECan 2008 ? developing a robust cultural assessment process and undertaking a cultural and archaeological survey ‐ Sets up a process of identification, consultation and engagement of Maori that have a cultural and traditional relationship as kaitiaki with a proposed growth area 6.7.4.6 Tangata Whenua Undertake further investigation of Iwi demographics for the area to CCC ECan, SDC, 2009 Too Soon Will integrate with Monitoring better understand future population growth, housing and WDC programme (6.6.4.2) once employment needs running.

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.8.4.1 Cultural Heritage Establish a cultural heritage technical working party to improve ECan, CCC SDC, WDC, HPT, TBC Improvement Not yet happening ‐ linkages collaboration and approaches Tangata Needed between CCC and MKT good Whenua sign but progress very slow. 6.8.4.2 Cultural Heritage Develop heritage overview that summarises cultural heritage ECan CCC, SDC, WDC, TBC Beginning / Initial RPS heritage options knowledge, providing a basis for heritage Strategy development HPT, Tangata Commencing paper produced Whenua

6.8.4.3 Cultural Heritage Develop a regional cultural heritage Strategy. ECan CCC, SDC, WDC, TBC Beginning / Initial RPS heritage options HPT, DOC Commencing paper produced Tangata Whenua

Page 168 of 214 6.8.4.4 Cultural Heritage Investigate the potential for expanding existing heritage grant funds CCC SDC, WDC, 2007 Improvement across Greater Christchurch. Trust funds should be investigated ECan Needed alongside Conservation and Open Space Covenants (and associated grants), financial and other incentives as alternative approaches to heritage protection.

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.9.4.1 Urban Design Develop urban design strategies through collaboration and resource CCC WDC, SDC, TBC On Track / L3/L4 plan change being #16 sharing among strategy partners to ensure all urban development ECan, Transit Ongoing worked on. Urban design panel conforms with the principles of good urban design. ‐ Urban design starts May/June. strategies will reduce the risk of poor quality consolidation or greenfields development that will not deliver expected outcomes. The strategies will include appropriate implementation tools that ensure individual site developments are designed to fit into the local environmental and building context to promote sustainable urban form. 6.9.4.2 Urban Design Prepare Structure Plans for key activity centres based on principles of CCC WDC, SDC, As Too Soon good urban design. ‐ Activity centres are a key component of the ECan, Transit Identified Strategy. They provide the focus for intensification areas where residential density is increased. Community facilities, public transport, and commercial and retail activity will be provided for and promoted in these key activity centres. Structure Plans provide the means of establishing a framework for these centres and will ensure quality living spaces with good amenity and a range of opportunities 6.9.4.3 Urban Design Outline Development Plans for intensification and greenfield areas, CCC, WDC, SDC MED As On Track / RPS Change No. 1 mandates are in place and provision is made for a variety of uses based on the Identified Ongoing ODPs principles of good urban design ‐ Outline Development Plans provide a means of establishing a sound overall framework for new subdivisions, providing certainty for developers while setting the parameters within which they have flexibility and choice. 6.9.4.4 Urban Design Develop a programme for planned intensification areas. CCC Transit, HPT 2007‐2009 On Track / Urban Form work being #6 Ongoing undertaken by CCC in first half of 2008 will inform planning of intensification areas. Intensification paper progressing towards CCC sign‐ off

Page 169 of 214 6.9.4.5 Urban Design Prepare a prioritised activity centre capital investment programme for CCC, WDC, SDC UDSIC Ongoing On Track / Under development at CCC. public spaces to support the proposed Strategy regional settlement Ongoing staging ‐ Council investment in the high quality public spaces associated with town or activity centres can act as a catalyst to encourage private investment and set a benchmark for private developments. It provides a signal to the market that the Councils are serious about Strategy outcomes and provides higher levels of amenity and environmental quality in the areas where increased density is proposed. 6.9.4.6 Urban Design Prepare appropriate regulatory changes incorporating Low Impact CCC, WDC, SDC ECan, MFE Ongoing On Track / SWAP and Belfast planning Urban Design and Development (LIUDD) principles into building Ongoing incorporate LIUDD principles. requirements for new low density developments 6.9.4.7 Urban Design Prepare plan changes for the Central City and other activity centres, CCC, WDC, SDC, HPT Ongoing On Track / Plan changes are underway for rural centres, and residential and rural areas to ensure future ECan Ongoing the Central City around L3 and developments meet minimum urban design outcomes ‐ Plan L4 ‐ design including bulk and variations or changes to incorporate urban design considerations in location. Consulation around district plans covering the main areas of development would go some the issues and options has way to preventing poor quality developments. Some consideration closed and a tender has been also needs to be given to ensure that any plan or variation changes do prepared for the Section 32 not make it harder to develop in the areas where the Strategy report. Central B2 ‐ design envisages development thereby encouraging development in other controls have tenders in. areas and encouraging integrated development.

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.10.4.1 City and Town Centre Implement the Stage II Central City Revitalisation Strategy CCC CECC, CDC, 2007‐2011 On Track / Central C ity Revitalisation is #9 Revitalisation CCHL Ongoing progressing to schedule. A presentation to UDSIC is likely from CCC staff invovled in the next two months. 6.10.4.2 City and Town Centre Advocate and facilitate Central City development CCC CCHL 2007‐2011 On Track / Revitalisation Ongoing

6.10.4.3 City and Town Centre Identify sites for new visitor accommodation in the Central City. CCC NZ Hotel 2007‐2016 On Track / Revitalisation Council, Motel Ongoing Association 6.10.4.4 City and Town Centre Facilitate the development of visitor accommodation CCC NZ Hotel 2007‐2016 On Track / Revitalisation Council, Motel Ongoing Association

Page 170 of 214 6.10.4.5 City and Town Centre Develop Master Plans for Precinct and redevelopment areas within CCC Private Sector, 2007‐2021 On Track / Revitalisation the Central City HPT Ongoing

6.10.4.6 City and Town Centre Acquire and redevelop strategic, under‐utilised Central City sites and CCC CCHL 2007‐2011 On Track / Intensification Framework in Revitalisation scope and launch commercial redevelopment incentives programme Ongoing development focusing on sustainability 6.10.4.7 City and Town Centre Create incentives to produce affordable housing in the Central City ‐ CCC HNZ, CCC, SDC, 2007‐2011 Beginning / Research on affordable housing #9 Revitalisation Examine options for creating affordable housing ‐ Implement report WDC Commencing will inform recommendations for creating affordable housing

6.10.4.8 City and Town Centre Amend the City Plan to improve the design of new residential CCC Ongoing On Track / L3/L4 Plan Change Revitalisation developments in the Central City Ongoing

6.10.4.9 City and Town Centre Monitor housing developments in the Central City and prepare a CCC Ongoing Beginning / Research on affordable housing Revitalisation triennial housing monitoring report ‐ Monitor for range of variable, Commencing will inform housing design, people accommodated etc. 6.10.4.10 City and Town Centre Renovate the City Mall CCC 2007‐2009 On Track / Revitalisation Ongoing

6.10.4.11 City and Town Centre To improve the lanes within the Central City develop a plan for CCC 2007‐2016 On Track / Revitalisation improving Central City lanes ‐ Upgrade one Central City lane per year Ongoing

6.10.4.12 City and Town Centre Improve Bus Exchange capacity CCC ECan High On Track / Bus Exchange development Revitalisation Priority Ongoing scheduled to begin in 2009 ‐ finalisation of land purchase underway. 6.10.4.13 City and Town Centre Implement bus priority corridors CCC ECan Priority Beginning / First 3 corridors through Revitalisation Commencing consultation and due to CCC for design soon. Should be in place by end of 2008. Briefs for further 3 being drafted. 6.10.4.14 City and Town Centre Investigate and establish, in partnership with others, a dedicated CCC, CCHL Ngai Tahu Set up by Beginning / Proposal adopted by CCC ‐ #10 Revitalisation city revitalisation agency to develop and administer programmes; to properties and Sept 2007, Commencing launched as part of 2009‐2019 assemble key redevelopment sites; and to tender land for specific other private Amendme LTCCP process. redevelopment proposals. Benchmark framework of the agency sector nt to CCHL against other related organisations in New Zealand and overseas developers. SOI for 08/09 fy 6.10.4.15 City and Town Centre Better manage parking in the Central City ‐ Review parking CCC 2007‐2010 On Track / Parking Strategy in place. Plan Revitalisation management options ‐ Implement recommendations of parking Ongoing Change also being worked on. management study

Page 171 of 214 6.10.4.16 City and Town Centre Ensure Structure plans provide for activity centre development or CCC, SDC, WDC As Too Soon #17 Revitalisation redevelopment that enhance public space and facilities Identified

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.11.4.1 Biodiversity and Ensure the Regional Policy Statement adequately addresses regionally ECan CCC, SDC, WDC, Ongoing On Track / Chapter review progressing Ecosystems and nationally important indigenous biodiversity including DoC Ongoing during 2008 enhancement and retention of key habitat areas. 6.11.4.2 Biodiversity and Support the implementation of national and regional biodiversity ECan CCC, SDC, WDC TBC Met / Regional Biodiversity Strategy Ecosystems strategies. Completed adopted July 2007 6.11.4.3 Biodiversity and Promote provisions within the NZ Coastal Policy Statement to ECan CCC, SDC, WDC, TBC On Track / NZCPS published November 07 Ecosystems adequately address nationally and regionally important indigenous DoC Ongoing and Board of Enquiry biodiversity, and key habitat areas. established. 6.11.4.4 Biodiversity and Complete the inclusion of provisions in City and District plans for the CCC SDC, WDC, DoC TBC Beginning / Biodiversity Strategy supports Ecosystems promotion, protection and enhancement of indigenous biodiversity. Commencing City& district plan outputs. Work has been undertaken to support Banks Peninsula District Plan policy proposals before the environment court. City Plan team is responsible for the introduction and implementation of plan changes. 6.11.4.5 Biodiversity and Identify, protect and create biodiversity sites as part of growth area, CCC, SDC, WDC ECan, DOC, TBC On Track / South West area plan includes Ecosystems via outline development planning and subdivision processes. TRONT Ongoing biodiversity protection and development concepts 6.11.4.6 Biodiversity and Develop partnerships with Ngai Tahu to explore sustainable use and TRONT CCC, SDC, WDC, TBC Improvement Ecosystems enhancement of biodiversity, particularly Ki Uta Ki Tai and 2025 Ngai DOC, ECan Needed Tahu 6.11.4.7 Biodiversity and Develop “Mountains to Sea” strategic concept plan CCC SDC, WDC, DOC TBC Beginning / Currently being developed by a Ecosystems Commencing private trust

6.11.4.8 Biodiversity and Ensure sufficient vegetation mass within urban areas to improve CCC SDC, WDC, TBC On Track / Area plans include biodiversity Ecosystems environmental, cultural and aesthetic outcomes particularly in ECan Ongoing and open space frameworks. intensification growth areas.

ID Subject Action Lead Agency Support Original Status Comment

Page 172 of 214 Agencies Timing 6.12.4.1 Freshwater, Estuaries Develop integrated approaches to water resource management, ECan WDC, SDC, TBC On Track / NRRP in hearing stage during and the Coast considering the water cycle: rainfall (and potential effects of climate CDHB (C&PH), Ongoing 2007‐2008 change) aquifer and stream recharge, water supply, stormwater, CCC wastewater and coastal effects. 6.12.4.2 Freshwater, Estuaries Develop a protocol for the integrated management of water through CCC CDHB, SDC, TBC On Track / The surface water strategy and the Coast the system. ‐ The strategy would provide a vision for freshwater and WDC, CCC Ongoing currently being developed will coastal water management. Based on the principles of Low‐Impact look at long term management Urban Design and integrated catchment management. issues for stormwater. LIUD processes are being established for new greenfield areas in addition to Integrated Catchment Management programmes particularly for Belfast and SW 6.12.4.3 Freshwater, Estuaries Prepare Integrated Catchment Management Plans to assist with CCC, SDC, WDC ECan 2010 Beginning / ICMP will be done on the Styx #18 and the Coast coordinated decision‐making in relation to surface water Commencing and the Halswell Rivers. management. 6.12.4.4 Freshwater, Estuaries Develop guidelines for controlled discharge of sediment to air and CCC ECan, WDC, TBC ? and the Coast water, through controls on earthworks, vegetation disturbance, and SDC stream crossings, construction and the provision of adequate riparian margins. 6.12.4.5 Freshwater, Estuaries Naturalise waterways and connect riparian and terrestrial habitats. CCC, SDC, WDC ECan TBC On Track / Part of Surface Water Strategy, and the Coast Ongoing and also part ongoing part of Greenspace work program. 6.12.4.6 Freshwater, Estuaries Educate and inform the community and the private sector about good ECan SDC, WDC, CCC Ongoing On Track / Ten‐year River Guardians and the Coast land management practices to improve natural waterways and Ongoing scheme commenced 2007 ultimately estuary and harbour health. 6.12.4.7 Freshwater, Estuaries Provide information on sustainable planting, stream care and ECan (Living SDC, WDC, CCC TBC On Track / Numerous publications available and the Coast drought‐tolerant landscaping to increase the occurrence of planting Streams) Ongoing but no general publications list consistent with biodiversity actions or coordination. 6.12.4.8 Freshwater, Estuaries Promote, collaborate, educate and encourage low impact urban ECan All energy TBC Improvement Not currently progressing and the Coast design to provide for efficient water use and re‐use and land use that providers, CCC Needed is appropriate to the surrounding natural values. 6.12.4.9 Freshwater, Estuaries Provide incentives and mechanisms for efficient water use. ECan CCC, SDC, WDC, TBC Improvement Exact progress unclear but re‐ and the Coast MFE Needed strcuture at Ecan aimed at raising profile of water. 6.12.4.10 Freshwater, Estuaries Monitoring and adaptive management of aquatic ecosystems. ECan WDC, SDC, CCC TBC ? and the Coast

Page 173 of 214

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.13.4.1 Outstanding Identify regionally significant landscapes and develop landscape ECan CCC, SDC, WDC, RPS On Track / RPS Review process includes Landscapes protection policy in the Regional Policy Statement DOC, HPT Review Ongoing Regional Landscape Study Period 6.13.4.2 Outstanding Develop a Lyttelton Harbour/Whakaraupo Landscape Protection CCC Private 2009 Too Soon Landscapes Programme Partners 6.13.4.3 Outstanding Establish a consistent cross boundary approach to protect and CCC, SDC, WDC ECan, DOC TBC ? Landscapes manage significant landscapes

6.13.4.4 Outstanding Ensure Outline Development Plans address the protection of CCC, SDC, WDC ECan, DOC, HPT TBC ? Landscapes significant landscapes and where appropriate restore, natural/cultural/heritage landscape features 6.13.4.5 Outstanding Present to the NZ Coastal Policy Statement Review the relevant ECan CCC, SDC, WDC, NZCPS On Track / NZCPS published November 07 Landscapes landscape issues at stake DOC Review Ongoing and Board of Enquiry Period, established. 2006/07

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.14.4.1 Air Quality Develop Air Plan provisions for Kaiapoi and Rangiora. ECan WDC 2007 On Track / NRRP Chapter 3 variation Ongoing adopted for consultation

6.14.4.2 Air Quality Resolve and implement a Clean Heat Strategy for Kaiapoi and ECan WDC 2008 ? Rangiora. 6.14.4.3 Air Quality Develop an industrial emissions programme. ECan CECC, CMA 2008 Review Needed May need review for clarity of objectives

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.15.4.1 Natural Hazards and Develop an agreed scenario for Greater Christchurch of the scale, UDSIC ECan, CCC, TBC ? Climate Change timing and effects of climate change as a basis for planning policy WDC, SDC, development. MFE, MED 6.15.4.2 Natural Hazards and Advocate for and apply a national policy framework that will reduce UDSIC ECan, CCC, TBC ? Climate Change greenhouse gas emissions. WDC, SDC, MFE, MED

Page 174 of 214 6.15.4.3 Natural Hazards and Investigate options for managing existing and future development in UDSIC CCC Ongoing > Climate Change areas at risk from coastal flooding, flooding and earthquake risk.

6.15.4.4 Natural Hazards and Provide sufficient coastal buffer zones to allow for natural coastal UDSIC CCC Ongoing ? Climate Change processes and inland migration of coastal ecosystems.

6.15.4.5 Natural Hazards and Upon adoption use this Strategy as a basis for Civil Defence CDEM Group CCC, SDC, WDC, 2007 Met / Being intiated Climate Change Emergency Management planning. ECan Completed

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.16.4.1 Population and Labour Undertake a skills gap analysis which anticipates changing labour force CCC SDC, WDC, TBC Beginning / Part of Economic Development Force needs in the next ten years. CDC, ENC, CECC Commencing Framework ‐ see below

6.16.4.2 Population and Labour Develop in conjunction with Central Government an immigration UDSIC CDC, ENC, TBC Too Soon Force policy which meets the future labour force needs of the South Island. CECC, SDC, WDC, CCC 6.16.4.3 Population and Labour Investigate and quantify the benefits of opportunities necessary to CDC, ENC CCC, CECC SDC, TBC ? Force retain the ‘youth’ component of the labour force. WDC

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.17.4.1 Business Land Develop Business Land Management Strategy for the sub region that CCC WDC, SDC, CDC 2008 On Track / An Economic Development #11 includes strategic directions for: Commercial activity, with regard to Ongoing Framework is being developed the provision of adequate and appropriately located land for as the overarching document retailing, administration, office, finance, commerce and ancillary for economic activity. Many leisure and entertainment activities; Industrial activity, with regard actions in the Business Land to the provision of adequate and appropriately located land for Section have origins in the manufacturing, transport and storage, construction, wholesale Commercial Strategy. Actions trade, agriculture, natural resources and utilities; and Employment, are being formed into a work with regard to attracting and maintaining a skilled workforce. programme to be put forward in May/June). 6.17.4.2 Business Land Develop a central city commercial activity retention and facilitation CCC CDC 2006‐2009 On Track / Part of the Central City Strategy. programme targeting retail anchor activity, entertainment, leisure and Ongoing tourist accommodation.

Page 175 of 214 6.17.4.3 Business Land Develop an office distribution plan that supports the central city and CCC WDC, SDC, 2006‐2010 On Track / Analysis to understand the #11 provides direction in regard to the location of all types of office CDC, The Ongoing context of office movement activity, with the exception of large scale, high quality office Property and trends is the first step of an development. In particular, providing direction as to the location of Council office distribution plan. This ‘new economy’ office space. was initiated for the Central City but also takes into account the wider city. 6.17.4.4 Business Land Develop a retail distribution plan to provide direction in regard to CCC WDC, SDC, 2006‐2013 Beginning / This is an activty that will be an #11 the location of additional retail floorspace, with a specific focus on Transit, ECan, Commencing action from the Commercial population growth areas and activity centres. CDC, The Strategy Review ‐ May Property Council 6.17.4.5 Business Land Prepare plans for consolidation of activity centres to ensure new or CCC, SDC, WDC Transit, MED Ongoing Beginning / This is an activty that will be an expanded commercial areas are developed in an integrated manner. Commencing action from the Commercial Strategy Review ‐ May 6.17.4.6 Business Land Investigate options for the downsizing, rezoning or promotion of CCC 2006‐2013 Beginning / This is an activty that will be an mixed use activity for those activity centres no longer fulfilling a Commencing action from the Commercial sustainable commercial economic role and function. Strategy Review ‐ May 6.17.4.7 Business Land Define the role and function of existing and potential industrial SDC CDC, SDC, TBC ? #11 nodes with regard to locational criteria, growth projections and WDC, ECan, environmental constraints. Transit 6.17.4.8 Business Land Develop an industrial distribution plan to provide direction in regard CCC CDC, SDC, TBC Beginning / Analysis of industrial #11 to the location of new and/or expanded industrial nodes. WDC, ECan, Commencing movement and trends will be Transit initiated in early 2008, this sits under the Economic Development Framework and will be an objective of a business land management strategy. 6.17.4.9 Business Land Prepare neighbourhood and/or area plans to ensure new, changing CCC, SDC, WDC Transit, ECan As Too Soon Part of the Economic #17 and/or expanded industrial areas are developed in an integrated Identified Development Framework manner. Priority areas are identified as being: South‐West quadrant of Christchurch; Sydenham; Eastern fringe of Central City; Belfast; Rolleston; Lincoln; and Rangiora 6.17.4.10 Business Land Promote and facilitate the revised role and function of industrial CCC CDC, SDC, Ongoing Too Soon Part of the Economic nodes. WDC, ECan, Development Framework Transit 6.17.4.11 Business Land Assist relevant organisations in promoting the Greater Christchurch CDC CDC, SDC, 2006‐2013 Improvement Needs disussion about area nationally and internationally for business development. WDC, ECan, Needed appropriate methods of delivery Transit

Page 176 of 214 6.17.4.12 Business Land Review regulatory processes that control the establishment and UDSIC CDC, SDC, At First Too Soon operation of industrial activities. WDC, ECan, Review Transit 6.17.4.13 Business Land Develop a staging programme for the release of industrial land CCC CDC, SDC, TBC Too Soon #11 based upon infrastructure constraints and achieving consolidation WDC, ECan, objectives. Transit

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.18.4.1 Activity Centers and Establish where and to what extent consumer demand exists in CCC, SDC, WDC TBC Too Soon This is an activty that will be an Corridors respect of existing activity centres and their public and private roles action from the Commercial and functions. Strategy Review ‐ May 6.18.4.2 Activity Centers and In the Christchurch City Plan, review existing activity centres and CCC TBC Beginning / Outline completed for an Urban #6 Corridors consolidation focal points and retain or remove as appropriate. Commencing Form Study of which this will form part 6.18.4.3 Activity Centers and In the city and district plans, identify and rezone as appropriate CCC, SDC, WDC Ongoing Too Soon Corridors further activity centres and consolidation focal points

6.18.4.4 Activity Centers and Identify and remove unnecessary impediments to business CCC, SDC, WDC CDC, ENC Ongoing Beginning / Part of the Economic Corridors investment and growth. Commencing Development Framework

6.18.4.5 Activity Centers and Defend appeals on Variation 86 to the Christchurch City Plan on retail CCC 2009 Met / Corridors distribution. Completed

6.18.4.6 Activity Centers and Finalise and adopt the draft Commercial Strategy. CCC 2007 On Track / Due in May following review Corridors Ongoing

6.18.4.7 Activity Centers and Promote area nationally and internationally for business and living CCC CDC, ENC, Ongoing Improvement Needs disussion about Corridors WDC, SDC Needed appropriate methods of delivery

6.18.4.8 Activity Centers and Investigate the use of suburban railway stations and corridors to CCC OnTrack, Toll Ongoing Beginning / Urban Form Study will inform. Corridors reinforce activity centres NZ Commencing

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing

Page 177 of 214 6.19.4.1 Business Infrastructure Form a partnership to sustain pressure on network utility operators ECan, CECC Transpower, TBC ? and central government to develop, improve and maintain modern, Trustpower, cost‐competitive electricity infrastructure for surety of supply. Meridian Energy, Orion, CCC, WDC, SDC. 6.19.4.2 Business Infrastructure Develop a co‐ordinated plan for the provision of high functioning CCC ECan, WDC, TBC On Track / CCNL have been set up under telecommunications infrastructure for equitable access across the sub SDC, All Ongoing CCHL to put fibre optics in region. Telecommunica ground starting with the Central tions providers City.

6.19.4.3 Business Infrastructure Co‐ordinate an audit of current and planned sub regional CCC MED, CDC ENC, TBC ? infrastructure to highlight any issues of quality and resilience. SDC, WDC, Transit, Orion, Telecom, Transpower, OnTrack

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.20.4.1 Integrated Land Use, Reflect within the LTCCPs the infrastructure costs required to UDSIC CCC, SDC, 2010‐2011 Beginning / Part of 2009‐2019 LTCCP work. #5 Infrastructure and support the long term sub‐regional growth pattern, including staging WDC, ECan Commencing Funding and timing

6.20.4.2 Integrated Land Use, Ensure that development contribution policies, and in particular units CCC SDC, WDC 2010‐2011 On Track / Economic Sustainability Infrastructure and of demand, reflect the infrastructure costs arising from development ‐ Ongoing Modelling is in early stages. Funding Ensure that development contributions as far as practical fund the infrastructure costs arising from growth in accordance with the sub regional settlement pattern. 6.20.4.3 Integrated Land Use, Ensure that central government, in particular LTransit and Transit NZ, UDSIC LTransit, SDC, 2007 On Track / Infrastructure and are aware of the critical timing for the transport funds necessary to WDC, ECan, Ongoing Funding underpin the key elements of the Strategy Transit

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.21.4.1 Stormwater Align stormwater discharges to land or water with the operative CCC, SDC, WDC ECan Ongoing On Track / ICMPs are being developmed for NRRP. Ongoing Area Plans catchments starting

Page 178 of 214 with SWAP

6.21.4.2 Stormwater Prioritise and improve treatment of existing discharges to give effect CCC, SDC, WDC ECan Staged On Track / to the operative NRRP starting Ongoing 2007 6.21.4.3 Stormwater Ensure Christchurch International Airport has stormwater protection ECan CCC, CIAL 2008 On Track / Consultants report prepared plans and programmes that protect the pristine water quality of Ongoing and ready for design and costing groundwater recharge zone 1 during 2008. 6.21.4.4 Stormwater Upgrade Christchurch City’s storm water treatment systems to CCC ECan Ongoing ? provide for the consolidation anticipated by the strategy

6.21.4.5 Stormwater Appropriate provision for protection from potential flooding, allowing ECan CCC, SDC, WDC Ongoing On Track / Variation 6 and ongoing liason for high ground water zones, within identified growth areas Ongoing with district authorities on IMCPs

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.22.4.1 Wastewater Prepare a Wastewater Strategy for growth areas using a collaborative, CCC SDC, ECan, TBC Improvement / Not Happening at this stage cross boundary approach C&PH Review Needed

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.23.4.1 Water Supply Develop a Water Supply Strategy across the area. CCC SDC, ECan, 2009 On Track / Draft to be completed by C&PH Ongoing September 2008.

6.23.4.2 Water Supply Develop protocol for cross boundary water supply infrastructure SDC CCC TBC ? management 6.23.4.3 Water Supply Develop Terms of Reference for a technical group involving the CCC SDC, WDC, Within 6 Improvement / Not currently planned ‐ see partner councils that: Comprises officers from each council; Includes ECan months of Review Needed Waste Water Strategy shared funding of joint projects; Shares information; and has a shared WS funding regime where appropriate and cost effective to provide joint Strategy infrastructure.

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing

Page 179 of 214 6.24.4.1 Waste Minimisation All partner councils consult with communities on the goal of zero All partner ECan TBC On Track / Zero Waste Goal adoped by waste reduction targets in their waste management plans ‐ councils Ongoing Christchurch other TLA's should Implement solid waste management plans of the Districts confirm their goals. CCC is implementing a new kerbside service that will collect all recyclables and organics from households and commercial putrescibles. Aim to reduce waste by at least 60% 6.24.4.2 Waste Minimisation Proximity to Eco‐Depots (refuse and recycling centres) CCC ECan, SDC, TBC On Track / Three CCC eco‐depots remain in WDC Ongoing proximity to residents (most within 10km radius). New private refuse stations are established to service commercial collectors. 6.24.4.3 Waste Minimisation Ensure appropriate development surrounding the existing Eco‐Depots CCC ECan, SDC, TBC On Track / Eco‐depots located in (to protect against reverse sensitivity). WDC Ongoing unchanged industrial areas.

6.24.4.4 Waste Minimisation Consider options for requiring the recovery of resources from the CCC ECan, SDC, TBC On Track / CCC Cleanfill by‐law to prohibit waste stream, including construction and demolition materials WDC Ongoing the disposal of man made materials in cleanfills (a NZ first). This has resulted in nummerous C&D sorting facilities around the city. Other TLAs could follow‐ suit to prevent "leakage" of waste. 6.24.4.5 Waste Minimisation All partner councils establish effective waste minimisation strategies CCC SDC, WDC, High On Track / CCC is implementing its Towards to reduce the waste disposed at the regional landfill at Kate Valley. MFE, CECC Priority Ongoing Zero Waste Plan and Solid Waste Education Plan.

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.25.4.1 Rural Residential Develop a rural residential zoning policy and assessment criteria for SDC CCC, ECan, 2007 ? #6 use by all the Strategy partners, incorporating best‐practice WDC development of rural residential lots, for example clustering, and the use of design and landscape controls. 6.25.4.2 Rural Residential Reflect in the City and District Plans the locations for rural residential CCC, SDC, WDC ECan 2007/08 Improvement Rural Land Study to be lots identified in the Strategy Settlement Pattern. Needed undertaken

Page 180 of 214 6.25.4.3 Rural Residential Monitor the creation of new blocks for rural living, and the CCC, SDC, WDC Internal Ongoing Improvement Connected to overall monitoring percentage of growth within the Strategy area, which is occurring in but Needed framework development which the rural zone. reported is a priority for first half of 2008 on at each review 6.25.4.4 Rural Residential Review the effectiveness of this aspect of the Strategy at the first full UDSIC CCC, ECan, SDC, 2010 Too Soon review. WDC

6.25.4.5 Rural Residential At the first strategy review look at opportunities for rural residential CCC 2010 On Track / CCC has asked that this be to be provided within CCC boundaries Ongoing brought forward as part of its submission on RPS PC1.

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.26.4.1 Transport Amend the 2005‐2015 Canterbury RLTS to support the adopted ECan RLTC, SDC, 2007 On Track / 2008‐2018 dRLTS agreed for #7 Strategy WDC, CCC, Ongoing consultation by Ecan in October Transit, 2007, hearings set for OnTrack March/April 2008 6.26.4.2 Transport Develop an implementation plan to give effect to the RLTS ECan RLTC, SDC, 2007 Met / CTRIP 2007 endorsed October #7 WDC, CCC, Completed 2007 Transit 6.26.4.3 Transport Investigate and implement appropriate funding and cost sharing ECan RLTC, SDC, 2007 Met / Transport funding assistance #4 mechanisms for sub regional transport projects, such as: National WDC, CCC, Completed package submitted to Land Transport Fund (national and regional funding), government Transit, Government in October 2007 grants, rates and other council revenues, Toll New Zealand’s, OnTrack, based on CTRIP. Discussions development contributions, public private partnerships (through LTransit, MOT ongoing. negotiated agreements), and funding support from local authority investments. 6.26.4.4 Transport Develop and implement a Travel Demand Management Strategy and ECan SDC, WDC, TBC On Track / Study underway ‐ consultation #7 Action Plan for Greater Christchurch. CCC, Transit Ongoing to occur in first half of 2008.

6.26.4.5 Transport Further develop and implement walking and cycling strategies while CCC SDC, WDC, Ongoing ? CCC Pedestrian Strategy about continuing to implement existing strategies. Transit, C&PH to be reviewed to include Banks Peninsula. This and cycling strategies to be implemented. 6.26.4.6 Transport Complete integrated land use and transport studies for the South‐ Transit ECan, LTransit 2010 On Track / #4 Western (CRETS) and Northern Corridors (Northern Links Study) to CCC, SDC, WDC Ongoing examine intra‐regional linkages.

Page 181 of 214 6.26.4.7 Transport Set up a Strategy transport group of the Urban Development Strategy UDSIC Transit, SDC, 2007 Met / Implementation Committee (UDSIC) to coordinate transport planning WDC, CCC, Completed and funding including opportunities for park and ride, public LTransit, ECan passenger transport, commuter rail, cycle and walkways. MoT, ONTRACK, Treasury 6.26.4.8 Transport Extending the public passenger transport strategy to encompass all ECan CCC, SDC, TBC On Track / #4 of Greater Christchurch WDC, Transit Ongoing

6.26.4.9 Transport Develop a transport funding program to implement strategic UDSIC Transit, SDC, 2007 On Track / #4 transport projects. WDC, CCC, Ongoing LTransit, ECan, MoT, Treasury

6.26.4.10 Transport Negotiate a transport funding package between the region, local UDSIC Transit, SDC, TBC On Track / #4 authorities and central government. WDC, CCC, Ongoing LTransit, MoT ECan 6.26.4.11 Transport Reinforce reverse sensitivity boundaries for the Christchurch CCC ECan, SDC, Ongoing On Track / RPS PC1 will resolve this issue. International Airport , Lyttelton Port and other strategic transport WDC, LPC, Ongoing corridors. CIAL, Transit

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.27.4.1 Energy and Develop and implement a sustainable energy strategy that promotes ECan Fed Farmers, Ongoing ? Telecommunications energy efficiency and renewable energy for domestic and commercial CECC, CCC, users. SDC, WDC 6.27.4.2 Energy and Lobby for infrastructure development that ensures security of CCC Orion, Main TBC Improvement / Central Government Telecommunications electricity supply. Power, Review Needed responsibility ‐ lack of expertise. Transpower, SDC, WDC, ECan 6.27.4.3 Energy and Strategy partners adopt and advocate energy efficiency standards. ECan CCC, SDC, WDC TBC ? Telecommunications

Page 182 of 214 6.27.4.4 Energy and Develop a coordinated plan for the provision of high functioning CCC ECan, SDC, TBC ? Telecommunications telecommunications infrastructure equitably across the sub region WDC and all telco providers 6.27.4.5 Energy and Emphasise, through the annual plan, what are the envisaged spatial CCC, SDC, WDC Ongoing ? Telecommunications directions for urban development and the main networks that will be upgraded/modernised/extended.

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.28.4.1 Governance, Establish a sub‐regional joint committee (UDSIC), at a governance Mayors and CCC, SDC, Apr‐07 Met / #2 Collaboration, level involving partner councils, to operate to September 2010 Regional Chair WDC, ECan, Completed Partnership and Transit, Community Tangata Engagement Whenua 6.28.4.2 Governance, Appoint an Independent Chair to the sub regional joint committee UDSIC CCC, SDC, 2007 Met / #2 Collaboration, on the recommendation of the Mayors and Regional Chairman. WDC, ECan, Completed Partnership and Transit Community Engagement 6.28.4.3 Governance, Ratify a Memorandum of Agreement (see Appendix v for terms of UDSIC CCC, SDC, WDC, 2007 Met / Collaboration, reference). ECan, Transit, Completed Partnership and Tangata Community Whenua Engagement 6.28.4.4 Governance, Define and agree on the programme and resources to implement the UDSIC CCC, SDC, Annually Improvement #3 Collaboration, Strategy. Allocating adequate resources for successful WDC, ECan but with 3 Needed Partnership and implementation is fundamental to Strategy implementation. year Community horizon Engagement 6.28.4.5 Governance, Adopt and implement a formal risk management Strategy for UDSIC CCC, SDC, 2008 Improvement Risk Management Strategy will #2 Collaboration, managing resourcing and conflict. WDC, ECan Needed be presented to UDSIC in the Partnership and coming months following Community discussion by IMG Engagement

Page 183 of 214 6.28.4.6 Governance, Develop a communications Strategy to maintain high levels of UDSIC CCC, SDC, 2008 Improvement #8 Collaboration, awareness of growth management issues in the community. WDC, ECan, Needed Partnership and Transit Community Engagement 6.28.4.7 Governance, Establish a Strategic Partner Forum for on‐going input to UDSIC Strategic 2007 Met / #2 Collaboration, implementation Partner Orgs Completed Partnership and Community Engagement 6.28.4.8 Governance, Partner councils ensure that Statements of Intent of council owned UDSIC TBC ? #14 Collaboration, enterprises are aligned to reflect the strategic directions and Partnership and outcomes of this Strategy Community Engagement 6.28.4.9 Governance, Produce a Strategy Implementation Plan every three years as a basis UDSIC Strategic Ongoing Improvement Strategy implemenatation plan #3, #20 Collaboration, for detailed growth management through agency plans (preceding Partner Orgs Needed for years 2‐3 will be driven off Partnership and the LTCCP). this action plan and preented Community to UDSIC in the comign months. Engagement Following trienial implementation plans will flow out of UDS review 6.28.4.10 Governance, Develop a community engagement programme to take into account UDSIC Strategic 2007 Improvement #19 Collaboration, the principles of collaboration and to develop awareness and Partner Orgs Needed Partnership and understanding of issues as a foundation for agreement, commitment Community and action. Engagement

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.29.4.1 Central Government Advocate to central government on behalf of Greater Christchurch to UDSIC CCC, WDC, SDC, Ongoing On Track / Engagement and ensure that national legislation meets local needs and provides a ECan, Transit Ongoing Commitment framework for local action.

6.29.4.2 Central Government Ensure LTNZ and Transit 10‐year plans reflect the Strategy objectives UDSIC CCC, WDC, Ongoing On Track / #4, #7 Engagement and SDC, ECan, Ongoing Commitment Transit, RLTC, LTNZ

Page 184 of 214 6.29.4.3 Central Government Develop and implement an annual briefing and engagement Independent UDSIC, Mayors 2007 On Track / Engagement and programme for central government including key Ministers and Chair and and Regional Ongoing Commitment advisors. Implementation Chair, CCC, Adviser WDC, SDC, ECan 6.29.4.4 Central Government Brief Greater Christchurch MP’s on implementation progress and Implementation All Ongoing On Track / Engagement and issues of relevance Adviser Ongoing Commitment

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.30.4.1 Funding Establish the capital needed to support large scale sub‐regional UDSIC SDC, WDC, 2009 Too Soon #5, #12 infrastructure. Identifying capital needs for the next decade. CCC, ECan Possible sources of funding as well as shortfalls is the key first step to knowing larger scale growth‐related costs. 6.30.4.2 Funding Identify the costs of growth, in particular the secondary network CCC SDC, WDC, CCC, TBC Beginning / Project proposal completed to infrastructure costs arising from consolidation at the neighbourhood ECan, Transit, Commencing develop a cash flow model to level. The aim of this exercise is to obtain more detailed costs of Treasury ascertain at the macro/ growth as well as a comparison between the costs of consolidation conceptual level cost of growth and greenfields development. of the UDS settlement pattern, and also the risks to Council associated with that growth including development outside of the location and t 6.30.4.3 Funding Implement a financial/development contributions policy for growth CCC, SDC, WDC ECan, Transit 2010‐2011 Too Soon related expenditure. This may also include a sub‐regional development contribution policy for key infrastructure and also ensure alignment across the area partner councils. There is a need to mitigate the effects of on‐going growth by recovering from developments costs which fall outside the area being developed and which impact on district‐wide and sub‐regional infrastructure. 6.30.4.4 Funding Develop a policy position in conjunction with the strategic Open Space UDSIC SDC, WDC, CCC, TBC Too Soon Strategy on the use of targeted “green rate” for the purchase and ECan protection of land for open space and the protection of ecological areas, heritage and significant landscapes. It is appropriate for to plan, fund and recover a yet to be agreed level of costs incurred in providing sub‐regional open space. A sub‐regional funding approach may be appropriate as opposed to the wider region.

Page 185 of 214 6.30.4.5 Funding Engage with and seek formal commitment from central government UDSIC CCC, SDC, WDC, TBC Too Soon to widen the existing funding base of local government where there Transit, LTNZ, are on‐going growth related costs. Engaging with central government MOT to seek a broadening of current approaches is critical. 6.30.4.6 Funding Investigate the potential use of sub‐regional funds held by various UDSIC WDC, SDC, CCC, TBC ? agencies, for growth related infrastructure provision. Identify current Transit, MED, wealth in the area that can be used as a source of funding for growth‐ Treasury, LTNZ related infrastructure and research.

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.31.4.1 Monitoring and Monitor growth management drivers and trends in demographics, UDSIC CCC, SDC, Ongoing Improvement Establishment of a combined #13 Review growth and development, including: Uptake rates and land WDC, ECan, Needed monitoring programme for all availability; Migration to determine its relationship to growth rates Statistics NZ demographic elements of the and growth impact in the area; Housing affordability; Rural UDS is a priority for the IMG int subdivision; and Community well‐being at a sub‐regional level eh first half of 2008. Preliminary discussions with Stats NZ are due to take place in early April. 6.31.4.2 Monitoring and Review Establish a joint research and shared information protocol between ECan CCC, SDC, WDC, 2008 Improvement Establishment of a combined agencies playing a significant part in growth management. Transit Needed monitoring programme for all demographic elements of the UDS is a priority for the IMG int eh first half of 2008. Preliminary discussions with Stats NZ are due to take place in early April. 6.31.4.3 Monitoring and Review The outcomes of detailed investigations, central and local government UDSIC CCC, SDC, WDC, Ongoing On Track / policy decisions and Court decisions that may affect the assumptions ECan, Transit Ongoing underpinning the Strategy will be assessed on an annual basis and a decision made on the need for amendment to the Strategy. Maintaining the integrity of the plan can be achieved through regular review and updating 6.31.4.4 Monitoring and Review The commencement review of the Strategy will occur in 2010 or at UDSIC CCC, SDC, WDC, 2010 Too Soon the discretion of the Strategy partners, when there is a substantial ECan, Transit change affecting the assumptions that underlie the Strategy.

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing

Page 186 of 214 6.32.4.1 Resourcing Identify the specific actions and operation budgets necessary to UDSIC CCC, SDC, 2008 On Track / #2 Implementation implement the Strategy, specifically for the 2008‐2010 financial WDC, ECan, Ongoing years. Unless implementation is adequately resourced, Transit recommended actions will not be implemented. 6.32.4.2 Resourcing Agree an implementation funding formula between the Council UDSIC CCC, SDC, 2007 Met / #2 Implementation partners. WDC, ECan, Completed Transit

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.33.4.1 Policy Instruments: Integrate implementation policy instruments UDSIC 2007 Improvement Development and Needed Integration of Plans and Policies 6.33.4.2 Policy Instruments: Prepare a Chapter 12A of the Regional Policy Statement. The RPS ECan CCC, SDC, WDC, 2007 Met / #1, #6 Development and change will provide specific guidance on where growth and Transit Completed Integration of Plans intensification will occur. Other mechanisms may be considered and Policies where the location or timing of urban areas cannot be as precisely determined, however, the Strategy Partners will collectively work towards the identification of growth boundaries as a preferred management mechanism. The Change will determine the overall extent of Greater Christchurch through setting metropolitan urban limits and working towards specific rather than indicative lines on the map: Greenfield growth areas – where council processes have established a clear boundary these will be included in the RPS change, otherwise indicative boundaries will be used; Rural residential – a list of criteria for assessing the location and form will be included; and Intensification areas – the central city within the four avenues is the priority area. A clear boundary using the existing L2, L3 and L4 zones from Christchurch will be shown. A two year programme of work will establish these more specifically for future inclusion in the RPS. 6.33.4.3 Policy Instruments: Develop consistent approaches to policy and plan preparation eg UDSIC CCC, SDC, WDC, Ongoing Improvement Development and common review dates to facilitate alignment of Long‐Term Council ECan, Transit Needed Integration of Plans Community Plan’s and Transit State Highway Funding. and Policies

Page 187 of 214 6.33.4.4 Policy Instruments: When preparing or reviewing any strategy and planning document, CCC, SDC, WDC, UDSIC Ongoing On Track / Alignment will be through Development and consider alignment and consistency with the Strategy and its ECan, Transit Ongoing normal CCC processes. Internal Integration of Plans Implementation Plan. communicaitons procedures and Policies being developed to ensure UDS framework is implemented. Some of the bigger city wide strategies already take the UDS into account ie community facilities and Library 2025 6.33.4.5 Policy Instruments: Each partner Council to reference the adopted UDS as a strategic CCC, SDC, WDC UDSIC 2009 or Too Soon The UDS will be referenced at Development and document in their respective LTCCPs, noting that adoption of policies earlier as start of CCC LTCCP as Integration of Plans or actions which are inconsistent with the Strategy will need to be appropriat overarching policy direction, as and Policies negotiated with other Strategy partners in terms of the Memorandum e well as the relationship to the of Agreement guiding strategy implementation (appendix iv). RLTS as basis for policy direction and expenditure.

ID Subject Action Lead Agency Support Original Status Comment Agencies Timing 6.34.4.1 Resiliance and Assess the area’s vulnerability to change factors, particularly climate ECan CCC, SDC, WDC At Review Too Soon Adaptation change. 6.34.4.2 Resiliance and Undertake a risk assessment for the Strategy. This should be UDSIC CCC, SDC, WDC 2008‐09 Too Soon Adaptation undertaken in year 2 of the Strategy’s implementation. The assessment should cover mitigation, adaptation and resiliency where necessary.

Page 188 of 214 Appendix (iii) Statutory Compliance

Page 189 of 214

Resource Management Act 1991 Local Government Act 2002 Land Transport Management Act 2003 Outcomes and Planning Outcomes and Planning Outcomes and Planning Section 5: “The purpose of this Act is to promote Section 4: Treaty of Waitangi Section 3(1): Purpose “ …to contribute to the aim the sustainable management of natural and Section 10: Purpose of local of achieving an integrated, safe, responsive and sustainable land transport system”. physical resources.” government…enabling democratic decision Section 6: Matters of national importance making…promoting social, economic Section 12: Land transport programmes “ a land transport programme (must) take into account how Section 7: Other matters environmental and economic well-being of communities in the present and for the future. each activity … Section 8: Treaty of Waitangi Section 91(2): Process for identifying community a) assists economic development; and outcomes “...allow communities to discuss the b) assists safety and personal security; and relative importance and priorities of identified outcomes to the present and future social, c) improves access and mobility; and economic, environmental and cultural well-being of d) protects and promotes public health; and the community…" e) ensures environmental sustainability Section 91(3): Identify other organisations and groups and if practicable, secure their agreement Schedule 6: Consequential amendments to the process. Section 175 (2): Land Transport Act 1998 Section 15: Triennial Agreement. “… (l) identify land transport outcomes sought by Section 273: Transitional provision. the region and the strategic options for achieving these outcomes”. Section 93: Long-term council community plan (LTCCP). Section 4 Treaty of Waitangi Decision-Making and Community Views Decision-Making and Community Views Decision-Making and Community Views

Section 32: Duties to consider alternatives assess Section 14(1)(h): Principles relating to local Section 175 (2) of the Land Transport Act 1998: benefits and costs. authorities: sustainable development - take into “…. (i) take into account the need to encourage

Page 190 of 214 Resource Management Act 1991 Local Government Act 2002 Land Transport Management Act 2003 account social, economic and cultural well-being; persons and organisations preparing regional land quality of the environment and the foreseeable transport strategies to provide early and full needs of future generations. opportunities for persons and organisations listed in Section 179 (1) to contribute to the Section 77(1)(b)(i): Benefits and costs of each development of those regional land transport option in relation to a decision. strategies Section 81 (1), (a), (b), and (c): Contributions to decision making by Maori Section 82(1): Principles of consultation. Section 83: Special consultative procedure.

Implementation Implementation Implementation Section 31: Duty to gather information, and Section 91(1): Identify community outcomes Section 175 (2) Land Transport Act 1998 monitor and keep records. every six years. Content of a Strategy Section 79: Review of policy statements and Section 92: Obligation to report against plans - not later than 10 years after the statement community outcomes. or plan becomes operative. Section 93: Review of Long Term Council Community Plan

Page 191 of 214 Appendix (iv) Memorandum of Agreement – Urban Development Strategy Implementation

Page 192 of 214 MEMORANDUM OF AGREEMENT Section 1 Objective The objective of this Agreement is to:

Establish the principles and approach to implementation, monitoring and ESTABLISHING review between the parties in order to facilitate co-operation, collaboration and co-ordination of growth management responsibilities in the Greater PRINCIPLES AND APPROACH TO THE Christchurch area. IMPLEMENTATION OF THE GREATER CHRISTCHURCH URBAN DEVELOPMENT Section 2 General Principles STRATEGY The parties to this Agreement:

2.1 SUPPORT the aim of the Strategy to provide a comprehensive sub- regional framework for growth management to address a wide BETWEEN range of key sub-regional issues relative to economic, social, health, cultural, environmental and developmental objectives for the region.

2.2 RECOGNISE AND SUPPORT the established voluntary, co- CHRISTCHURCH CITY COUNCIL, SELWYN DISTRICT operative and co-ordinated approach to growth management in the COUNCIL, WAIMAKARIRI DISTRICT COUNCIL AND area and that such an approach between regional and local CANTERBURY REGIONAL COUNCIL (Environment government and relevant community sector groups be continued Canterbury) and fostered. 2.3 ENDORSE the use the Strategy as the primary sustainable Strategy for the area and to be used by regional and local government and community sectors to co-operatively manage growth in the area. The Strategy is also to be promoted to central government and agencies as the basis for engagement and action in respect of the area.

3 Urban Development Strategy Approach 2.4 RECOGNISE that the Strategy provides a policy and planning framework which will guide growth management in the area over 3.1 The parties to this Agreement will continue to support the the next 35 years but within the context of a 50-year period. implementation, monitoring and review of the Strategy. 2.5 COMMITMENT to the implementation of approaches to the funding 3.2 All parties have a responsibility both collectively and individually to: of growth related infrastructure that will utilise a number of funding ƒ Acknowledge the agreed outcomes of the Strategy process in the mechanisms together with appropriate area and local funding development and application of policy and programmes as they affect mechanisms. the area and commit to the implementation of outcomes as The parties to the Agreement also ACKNOWLEDGE: appropriate through statutory planning instruments and policy processes as well as capital works and service delivery programmes. 2.6 The benefits of growth management planning and the need to share responsibility for such planning between the parties in ƒ Have regard to the objectives and principles contained in the Strategy consultation with key sector groups and in consultation with the in undertaking programmes and activities. community. ƒ Undertake co-operative and co-ordinated delivery of programmes

2.7 The Strategy Implementation Committee has been established to ƒ Adopt a “no surprises approach” to implementing the Strategy. ensure that the approved recommendations and associated actions ƒ Act in accordance with the collaborative approach and contribute to are taken up by each party both on an individual and collective the implementation of agreed Strategy outcomes. basis as defined by the Strategy. ƒ Promote a co-ordinated approach to growth management consistent 2.8 The Strategy plan provides for more effective strategic planning on with the agreed outcomes of the Strategy. a regional and sub-regional basis and will facilitate co-ordination between the parties in terms of infrastructure and service provision, ƒ Integrate social, health, economic, cultural and environmental public works, policy development, environmental management and management of their areas within a sub-regional context. general planning activities. ƒ Develop a sub-regional decision-making process amongst the parties 2.9 The matters contained in this agreement may be appropriately to deal with matters of sub-regional significance which affect local included in the 2007 Triennial agreement. communities.

Page 194 of 214 Section 4 Implementation, Monitoring and Review issue is given fair and reasonable consideration prior to formal consideration by the Committee The parties to this agreement have: ƒ Endorsed the Strategy as the primary growth management Strategy For the purposes of conflict resolution the following procedures should for the area and each agency will have regard to in its planning, apply: budgetary and programme activities, and infrastructure provision. ƒ Any member(s) of the UDSIC may feel that further discussion, ƒ Endorsed the Strategy as the basis for collaborative management of evaluation or consideration is required prior to moving forward on a growth in the area by all local government in the area, Tangata particular matter. Whenua, relevant community sector groups and government agencies ƒ It is proposed that in such situations, any member(s) may request ƒ Committed to participate in the implementation, monitoring and review the referral of such matters for further review. It is noted that this of the Strategy in accordance with the arrangements outlined in the mechanism is not for the purposes of creating any delay but solely to approved Strategy. ensure matters have been given adequate consideration.

ƒ Initiated action to enable the implementation of the agreed principles ƒ If any matter is referred for review, the review is to be undertaken by and priority actions contained in Strategy strategies and associated the UDS Implementation Adviser in conjunction with the Chairman implementation plan. and two UDSIC members. The review group is to include the member or at least one of the members, who requested that a ƒ Committed to not adopting policies or actions which are inconsistent matter be reviewed. The Chairman shall select the two members of with the outcomes sought by the Strategy, without them being first the UDSIC who will participate in the review group having regard to negotiated with the other partners. the nature of the matter being reviewed. After consideration of the matter, the review group will report back to the UDSIC on the outcome. Section 5 Resolution of Conflicting Views in the UDS Implementation Committee ƒ Requests for reviews shall be made at any meeting of the UDSIC. The Chairman shall be the final arbiter of what matters are to be The parties acknowledge the need for a mechanism to resolve conflicting referred for review. Review requests must be accompanied by points of view that may arise during the initial three year implementation reasons. period and a mechanism by which any member(s) of the UDS ƒ Review requests are to be made without other committee members Implementation Committee may request its use to ensure that any matter or criticising the request. The ability to make such a request in a non-

Page 195 of 214 threatening environment is part of “this is the way we do our This agreement takes effect on the date it is signed by all parties. business” approach Canterbury Regional Council

Chairman Section 6 Interpretation Chief Executive ƒ Local government means the Canterbury Regional Council,

Christchurch City Council, Selwyn District Council and Waimakariri District Council. Christchurch City Council

ƒ Greater Christchurch area means that land within the administrative Mayor areas of the city and the districts (defined as the area) and includes Chief Executive that part of the administrative area of the Canterbury Regional Council as it relates to the city and districts. Any questions of interpretation of this agreement are to be raised with the Selwyn District Council parties to the agreement and collectively resolved. Mayor The parties agree to act in good faith in respect of implementing this Chief Executive agreement.

Waimakariri District Council This agreement will run until the first review of the Strategy. Mayor

Chief Executive

Page 196 of 214 Appendix (v) Terms of Reference: Governance, Management and Technical Arrangements

1. Implementation Committee 2. Independent Chair 3. Chief Executives Advisory Group 4. Implementation Management Group 5. Implementation Advisor 6. Strategic Partners Forum 7. Communications Team 8. Transportation Project Team

1 Urban Development Strategy - Implementation ƒ Establishing the Strategic Partners Forum Committee (UDSIC) ƒ Selecting and appointing an Independent Chairman, appointing a Strategy Implementation Advisor after considering recommendations 1.1 Terms of Reference from the Chief Executives Advisory Group A joint committee of the Christchurch City Council, Waimakariri District ƒ Implementing a Memorandum of Understanding as adopted by the Council, Selwyn District Council, Canterbury Regional Council and Tangata Committee to provide a basis for developing working relationships Whenua be established to implement the Greater Christchurch Urban and the resolution of any conflict Development Strategy and Action Plan . The joint Strategy Implementation Committee be delegated authority to 1.2 Membership implement the Strategy Action Plan in accordance with the following ƒ That representation be comprised of three representatives as functions: appointed by the contributing authorities, including the Mayors and ƒ Growth management leadership Regional Council Chairman, and a Tangata Whenua representative. ƒ Overseeing the implementation of the Strategy ƒ That an Independent Chairman (non elected member), to be ƒ Ensuring organisation systems and resources support the Strategy appointed by the Committee, chair the Committee on the implementation recommendation of the Mayors and Regional Chair ƒ Taking responsibility for progressing those actions specifically ƒ That the standing membership be limited to 14 members (including allocated to the Strategy Implementation Committee in the Strategy Independent Chair), but with the power to co-opt up to a maximum of and ensuring implementation occurs two additional non-voting members from the Strategic Partner Forum ƒ Monitoring and reporting progress against milestones where required to ensure effective UDS implementation. ƒ Over viewing the management of the risks identified in implementation 1.3 Purpose ƒ Reviewing and recommending adjustments to the Strategy The role of the Strategy Implementation Committee is to:

ƒ Identifying and resolving any consultation inconsistencies between ƒ Ensure that the statements of intent of council owned companies are the Strategy and subsequent public consultation processes of the aligned to reflect the strategic directions and outcomes of the partner councils Strategy. ƒ Facilitating consultation with the community

Page 198 of 214 ƒ Oversee the implementation of the Strategy, in particular the actions ƒ Formal committee under Local Government Act 2002, (Section 30 for the next 3 years. Schedule 7).

ƒ Take responsibility for progressing those actions specifically allocated to the “UDS Implementation Committee” in the Strategy and making sure the implementation does occur. The challenges 1.5 Focus and Approaches here should not be under estimated. It involves in many situations, a ƒ Update the UDS Implementation Plan every third year as a basis for different way of working and not just doing one’s own thing. detailed growth management through agency plans (preceding the LTCCP). ƒ Monitor progress against milestones. ƒ Inevitably there will be changes in the operating climate for growth ƒ Review and adjust the Strategy if circumstances change. management. This could include changed partner Council priorities ƒ Identify and resolve any consultation inconsistencies between the or government policy changes. Strategy and subsequent public consultation processes of the partner councils. ƒ For the implementation of all actions, develop appropriate methods and processes for community engagement that take into account the ƒ Implement actions through partner council policy instruments such principles of collaboration, and of developing awareness and as the proposed changes to the Regional Policy Statement (Area), understanding of issues as a foundation for agreement, commitment Regional and District Plans, LTCCP’s, Triennial Agreements, the and action. RLTS Review (area) and partnerships between local government and other bodies such as health and education service providers. ƒ Translate into each action the continuing high levels of community awareness of growth management issues generated from the ƒ Co-ordinate actions across the implementation agencies as needed Strategy. This reflects the importance of community engagement in to avoid inconsistencies. Partner councils should align with the Strategy implementation. It helps enable the needs of special Strategy, unless aspects are re-negotiated and agreed through the interest groups, such as elders and disabled, to be taken into UDSIC. account in Actions.

1.4 Committee Characteristics ƒ Establish protocols to ensure that implementation of Strategy actions are consistent with the agreed communications Strategy. ƒ Monthly meetings for 18 months then bimonthly ƒ Individual actions should all contribute to the wider aims of the ƒ Serviced by a partner Council to be recommended by Chief Strategy and not detract from key principles of communication and Executives Advisory Group collaboration e.g. consistent use of branding.

Page 199 of 214 ƒ As sufficient powers of delegation to facilitate the Strategy, provide advice to the partner councils and other implementation agencies, sponsor a monitoring and review framework and focus on implementation within a wider Greater Christchurch settlement pattern.

ƒ The UDSIC has to have sufficient powers and vision to operate in a growth management leadership and advocacy role

- Inadequate resourcing for implementation

- Uncoordinated and conflicting Council strategies

- Conflicts between the partner Councils

- Negative responses from the Strategic Partner Forum

- Force majeure

- Significant alteration to the funding base for key infrastructure

- Public response impacting on Strategy substance and timeframes

Page 200 of 214 ƒ Ensure that timeframes/targets set by the Committee are achievable 2 Urban Development Strategy-Independent and achieved Chair Liaison with UDS Implementation Advisor to include

2.1 Terms of Reference ƒ Information sharing

The Independent Chair should perform the role in a manner that ensures ƒ Development of time lines for specific tasks; full participation by all Implementation Committee members and others (Implementation Advisor and Partner Council staff) so to achieve ƒ Development of agendas; implementation of the Strategy. ƒ Management of issues as they arise;

Role ƒ Communication with interested persons including public and The role of Chairman is one of facilitation, leadership and advocacy with an stakeholder groups. emphasis on consensus decision making and anchoring Strategy Liaison with other people or groups as is appropriate implementation effectively through the partner Councils. ƒ In conjunction with UDS Implementation Advisor, liaise with staff; ƒ Chair meetings of the UDSIC ƒ Facilitate the provision of additional specific information and expert ƒ Provide key advice on courses of action to progress the committee in advice to the Committee if required; its deliberations and outcomes ƒ Chair the Strategic Partners Forum; ƒ Manage public communication processes in relation to implementation ƒ Maintain effective working relationships with the appropriate Maori strategies that are related to governance matters groups. ƒ Other responsibilities as may be decided by the UDSIC ƒ Provide key advice on matters to enable progress of the Committee in ƒ Coordination of joint approaches to Central Government in relation to its deliberations and outcomes; growth management issues ƒ Provide specific advice to the Committee as is appropriate to facilitate ƒ Manage meeting agendas in conjunction with UDS Advisor successful implementation of the Strategy;

ƒ Provide a facilitative style of Chairmanship that enables quality ƒ Manage public communication processes in relation to strategies participation and outcomes being developed;

ƒ Prime responsibility for all public communication in relation to the ƒ Assertiveness – Can diplomatically assert views where required. governance aspects of implementation; Appropriately self-confident

ƒ Special liaison with partner Council Mayors and Regional Chair in ƒ Leadership Style – A balance between clear directions and relation to specific issues that may arise; consultation with others. Is a proven leader

ƒ Operate in a manner that recognises political sensitivities and the ƒ Personal Organisation – A well-organised and natural forward planner communication of issues to the public; ƒ Innovation – Can look at new and different solutions to ƒ Liaise with the UDS Advisor in relation to development of documents issues/problems. A creative thinker for public information. ƒ Change Orientation – Receptive and positive attitude towards change;

2.2 Skills ƒ Decisiveness – Can weigh things up quickly and come to an ƒ Ability to run meetings appropriate decision and provide positive and balance direction;

ƒ Knowledge of Greater Christchurch and issues ƒ Communication Skills – Excellent oral and written communication ƒ Knowledge of Council process(es) skills – clear and concise style;

ƒ Interpersonal skills ƒ Stability – Has a stable disposition and measured approach in all ƒ Possess a “presence” types of situations – including crises. ƒ Skilled at co-ordinating view points of meeting attendees ƒ Sufficient meeting experience to achieve decision making ƒ Media skills. 2.3 Attributes

ƒ Interpersonal Skills – Has an ability to develop relationships quickly with other people at all levels and from diverse backgrounds

ƒ Teamwork – Has a strong team orientation. Can build and facilitate teamwork and has a consultative style

ƒ Lateral Thinking – Good probing mind

Page 202 of 214 3 Urban Development Strategy-Chief Executives ƒ Other implementation agency Chief Executives may be invited to become members as considered appropriate. Advisory Group (CEAG)

3.3 Meeting Frequency 3.1 Terms of Reference ƒ Bi-monthly ƒ Promote the Strategy within the culture of each of their organisations ƒ Assess the impact on their organisations of requests for internal resources

ƒ Support the setting aside of sufficient funding to complete the Strategy

ƒ Review achievement of action milestones

ƒ Focus on inter-organisation process and document alignment

ƒ Advise the UDSIC where necessary

ƒ Assist with effective and consistent internal communication

ƒ Recommend the appointment of the UDS Implementation Advisor to the UDSIC.

3.2 Membership

ƒ UDS Independent Chair (to chair CEAG)

ƒ All partner Chief Executives,

ƒ UDS Implementation Advisor.

4 Urban Development Strategy-Implementation 4.2 Membership Management Group (UDSIMG) ƒ UDS Implementation Advisor (Chair)

4.1 Terms of Reference ƒ UDS Independent Chair ƒ Two senior representatives (Chief Executive delegate) from each ƒ Select and recommend the appointment of the UDS Implementation Advisor to the Chief Executives Advisory Group partner Council ƒ One representative from Land Transport New Zealand and one ƒ Oversee the Implementation Plan in particular the action milestones with the UDSIC from Transit New Zealand. ƒ One representative from each of the Transport and ƒ Receive regular reports from the UDSIC Communications Project Teams ƒ Undertake and report on action monitoring and risk management issues via the UDSIC to the UDS ƒ Others as co-opted from time to time by the Implementation Management Group ƒ Maintain close links between UDS and any other related strategies for implementation to help achieve a broadly based 4.3 Meeting Frequency sustainable development outcome ƒ Monthly ƒ Review all action outputs prior to UDS Implementation Committee presentation

ƒ Ensure that systems and resources are functioning effectively

ƒ Ensure that any related studies and investigations are drawn to the attention of the UDSIC in order to avoid duplication of effort

ƒ Liaise with the Chief Executives to ensure good understanding and ownership of the project within each of the participating organisations

5 Urban Development Strategy - Implementation ƒ Liaise as and when necessary with the Chairperson and members of Advisor the UDSIC ƒ Brief partner councils, Strategic Partners Forum, and other agencies 5.1 Terms of Reference on implementation progress on at least an annual basis ƒ Facilitate forums and encourage community participation ƒ Leading and planning the implementation of the Strategy and managing the resources that are employed to achieve the agreed ƒ Promote the aims of this study within the context of sustainable objectives development outcomes

ƒ Day to day project management, including planning, organising and ƒ Establish and maintain administrative and information support control of the physical and financial resources provided by the three systems and resources principal partners for the implementation of the Strategy ƒ Make submissions on central and local government and other ƒ Prepare tender briefs and provide the UDSIC with a detailed agencies policies and plans to promote alignment with the UDS evaluation and recommendation on all proposals received ƒ Manage the communication plan and lead communication on issues ƒ Convene meetings of the UDS Implementation Management as they arise

ƒ Manage the budget for the Strategy, with accounting assistance from ƒ Support the Independent Chair on Governance issues. the appointed partner Council

ƒ Report to the UDSIC on key issues arising from Actions and on the Responsible to: risk profile ƒ Chief Executive’s Advisory Group ƒ Provide input in to the community engagement Strategy

ƒ Liaise between Strategic Partners Forum (SPF), the UDSIC and the Reports to: UDSIMG ƒ Chair UDS Implementation Committee on behalf of the Chief ƒ Convene and provide support to the SPF Executive’s Advisory Group. ƒ Request meetings of the Chief Executives Advisory Group as

appropriate

5.2 Purpose:

ƒ To co-ordinate and support the activities and objectives of the Strategy, assist in the management of and overseeing Strategy implementation and ensuring it becomes anchored in the partner organisations.

5.3 Qualifications and Experience

ƒ Hold a relevant tertiary qualification in commerce/ management/planning or similar

ƒ Proficient financial management skills and high level of computer literacy.

5.4 Skills and Attributes

ƒ Have an understanding of the nature and processes of growth management.

ƒ Have effective communication and relationship building skills, including ability to present confidently to audiences. Need to engage with range of groups and individuals.

ƒ Show commercial awareness and sound judgement and have excellent operational and administrative skills

ƒ Have strong planning and organisational skills

Page 206 of 214 6 Urban Development Strategy-Strategic ƒ Open invitation for members of both the SPF and the UDSIC attend each others meetings. Partners Forum (SPF)

6.2 Membership 6.1 Terms of Reference ƒ UDSIC Independent Chair (Chairman) ƒ Provision of information and input to the UDS Implementation - Canterbury Employers Chamber of Commerce Committee to enable sound decision making. Work collaboratively - Canterbury District Health Board with the UDSIC to utilise respective agency skills and knowledge or if required collective knowledge of SPF to identify solutions to issues - University of Canterbury related to UDS implementation. - Te Runanga o Ngāi Tāhu

ƒ Monitor, by acting in a community audit role in respect of the - Maori implementation of UDS, against milestones. - Social Agencies

ƒ Raise issues for discussion within the SPF meetings to be taken to - Environmental Agencies the UDSIC. - Transit NZ

ƒ Develop issues/recommendations that have not been solicited by the - Land Transport New Zealand (LTNZ) UDSIC and present these to the committee. - Christchurch Polytechnic Institute of Technology

ƒ Provide feedback and or recommend to the UDSIC which will include - Lincoln University all of the opinions and positions of the SPF participants. SPF - Ministry of Education

participants will be able to present, in person, their differing views to - Representative of the development community the UDSIC to ensure their position is appropriately articulated. ƒ Others as appropriate ƒ Proxy representation is permitted. Proxies must come prepared for Communication meetings and may not propose different organisational agendas to those already raised by the usual representative. ƒ Communication between the SPF and the USDIC will be both formal ƒ One representative from each organisation. written report and by personal representation.

ƒ A major focus of the communication between the two groups will be on building relationships, trust and honest interaction.

6.3 Meeting Frequency 8 Urban Development Strategy Transportation ƒ Bi-monthly Team

7 Urban Development Strategy-Communications 8.1 Terms of Reference – to be determined Team 8.2 Reporting Arrangement to UDS Management Group 7.1 Terms of Reference Communications team will maintain high levels of awareness of growth 8.3 Meeting Frequency – to be determined management issues in the community, including maintenance of the value of the UDS brand. The Team will also be responsible for the effective sharing of information on development trends and policy development with community organisations.

7.2 Reporting Arrangements to UDS Management Group

7.3 Meeting Frequency

ƒ Monthly

Page 208 of 214 Appendix (vi) Existing Planning Framework

Page 209 of 214 Local Government Act 2002 (LGA) and freight activities all have a key role to play in future transport provision. The The purpose of this Act is to provide for democratic and effective local government RLTS also recognises that land-use planning and transport must be closely that recognises the diversity of New Zealand communities. The Act states the integrated in order to achieve the environmental, social and economic outcomes powers of local government, promotes the accountability of local authorities to their sought by the people of Canterbury. communities, and provides for local authorities to play a broad role in promoting the social, economic, environmental, and cultural well-being of their communities, Long Term Community Plans (LTCCP) taking a sustainable development approach. LTCCP’s are based on accountability to the community. They describe the activities of the Council, set out the community outcomes planned for the district or Resource Management Act 1991 (RMA) city in which they relate, and provide a long term focus for Council decisions and The Act is concerned with the sustainable management of natural and physical activities. The Plans also provide integrated decision-making and co-ordination of resources. This means managing these resources to provide for the community’s resources of the Council, and give the public the opportunity to participate in the social, economic, and cultural wellbeing, and for their health and safety, whilst decision-making. ensuring the needs of future generations and the life-supporting capacity of air, water, soil and ecosystems are not compromised. The Act also requires adverse City and District Plans effects on the environment to be avoided, remedied or mitigated. City and District Plans are concerned with the sustainable management of the resources in the district or city to which they relate, and set out the manner in Regional Policy Statement (RPS) which Councils intend to deal with their functions under the RMA. The matters The Regional Policy Statement provides an overview of the resource management included in the Plans relate to land-use, consideration of future population issues in the region. It sets out how natural and physical resources are to be changes, avoidance of natural hazards, energy and waste management, the managed in an integrated way to promote sustainable management. There are effects of housing, business and rural activities, neighbourhoods and communities, four parts which, outline the context within which resource management is recreation and open spaces, transportation and utility services, design and developing in New Zealand, identify issues and how they are to be solved and sets heritage and growth and subdivision. out the processes needed for achieving a co-ordinated and integrated approach to resource management by regional and district councils .

Regional Land Transport Strategy (RLTS) The RLTS identifies Canterbury’s future land transport needs, the roles of all modes of transport and provides a direction for the development of the land transport system for the next 10 years. It balances economic, social and environmental considerations to provide direction for the provision of transport for the movement of people and freight. It stresses that roads are for a variety of modes and purposes and that active transport modes, public passenger transport

Appendix (vii) Additional Documents

(Documents that have been used as background material in the development of the Strategy Reports form part of research undertaken for the Strategy

Document Purpose Date Urban Development Strategy: Scenario development Initial investigation to identify and assess previous scenario work and assemble March 2004 information on relative costs and benefits of broad patterns of development. Urban Development Strategy: Development of Scenarios for Strategy - Sets out the key assumptions and criteria for the development and assessment of March 2004 Assumptions and criteria scenarios for the Strategy. Summary of Council/District Approaches to Growth and Development Summary of each Council’s approach to growth, highlighting particular growth April 2004 areas and zoning provisions. Industrial Activities – Issues Paper Outlines the legislation, issues, and trends in relation to Industrial activity within the April 2004 Metropolitan area. Summary of previous consultation for the Strategy Evaluate community views on issues for the Metropolitan area based on previous May 2004 studies and consultation within the districts and City. Existing Urban Growth Directions For Metropolitan Christchurch Summary of the current direction of urban growth for district and regions covering May 2004 Strategy area. Christchurch’s Future Population Prospects: Some reflections on Overview of the dynamics of population growth in the Greater Christchurch Area. June 2004 Projections Methodology and Changing Dynamics Technical Report on Assessment of Urban Form Scenarios Results of an assessment of alternative forms of urban development for Greater June 2004 Christchurch. Assessment of Residential Development Trends and Opportunities – Indicates likely nature of long term residential need and associated land June 2004 Future Residential Land Needs requirements for Strategy area. (Addendum August) Community Facilities Issues Paper Overview of Issues in the Metropolitan area for Community Facilities. June July 2004 Issues Paper on Rural Land The report provides a summary of the resources of and issues for rural land within June 2004 the Strategy area. Open Space – Issues & Challenges To identify issues of open space for the Greater Urban Area. June 2004

Page 212 of 214 Issue Paper on Commercial Activity Describes the main trends concerning commercial activity. June 2004 Transport – Issues Paper Identification of transport issues June 2004 Urban Development Strategy Assessment Criteria - Indicators Draft Set of Indicators August 2004 UDS Report #1 (August 2004) - Report on Draft Assessment Criteria (and Draft a set of Assessment Criteria (and Indicators) to be developed for the August 2004 Indicators) assessment of UDS options. UDS Report #2 (August 2004) - Information Maps and Constraints Maps concerning various geographic information layers influencing current and August 2004 future development in the UDS area. UDS Report #3 (August 2004) - Report on Key Issues A draft list of key issues identified by staff for the Strategy. August 2004 Natural Environmental and Resources issues and trends summary Key natural environmental and resource issues August 2004 UDS Report #1 (September 2004) - Report on revised Assessment Criteria Revised list of Assessment Criteria recommended for adoption by the Forum to be September 2004 (and Indicators) used in the assessment of options UDS Report #2 (September 2004) - Draft Options for the UDS Outlines the broad concepts of the draft options September 2004 UDS Report #1 - Report on Final Draft Assessment Criteria (and A final draft list of assessment criteria recommended for adoption by the Forum to September 2004 Indicators) be used in the assessment of options Urban development Strategy: Assessment of concept options Summary of results of an assessment of the concept options in terms of Criteria October 2004 Criteria 16: impacts on strategic infrastructure 16: Impacts on Strategic Infrastructure Assessment of Concept Options – Criteria 15: Impacts on Land – Sets out the land requirements by census area unit for the assessment of concept November 2004 Landbank “cushion” options. The land areas relate to residential development only. Concept Options: Projection of the number of households and consequent land requirements by November 2004 Household/job projections and land requirements geographic division for the concept options. Assessment of Concept Options - Criteria 1: Future Economy and Summary of the results of an assessment of the concept options in terms of November 2004 Distribution Criteria 1: Future Economy and Distribution. Based on the projected job distribution by Tim Heath 10 November 2004. Urban Development Strategy Growth Scenario Assessment – Cost of Prepared to assist with the assessment of four growth options for metropolitan December 2004 Infrastructure Required to Serve Growth Christchurch – estimates of the infrastructure costs of new residential development for four infrastructure types; water, waste, land drainage and solid waste, recycling and disposal.

Page 213 of 214 UDS Report Item #1 – Draft Assessment of Options Provides the draft assessment of options for Forum review, and to consider these December 2004 options and the comparison of results for use during the public consultation. Draft UDS Area Industrial Strategy Supporting Document to assist in the development of the Urban Development December 2004 Strategy as well as being integrated into other Strategies. Urban Development Strategy Assessment of concept options - Variations Two variations on the Consolidation Urban Form Option (requested by the Forum January 2005 on the Consolidation concept option in December 2004). Urban Development Strategy Variations on the Consolidation Concept Technical Weighting Assessment. January 2005 Option - Technical report (UDS Concept Options: Variants of consolidation option - technical report 31/1/05 Analysis of Built Form Changes Assess changes in built form occurred in Greater Christchurch (house sizes and January 2005 units built). UDS Report Item #2 – Assessment of additional Consolidation Options Provides the assessment results of two additional “Consolidation Options” February 2005 requested by the UDS Forum, and to indicate whether these should be included in the consultation on Options scheduled for April-May 2005. Christchurch Urban Development Strategy – Introduction to Issues Public Consultation Document on Issues for the Greater Christchurch area. February 2005 Urban Development Strategy: Strategy Preparation - Roading and Identifies the number of people / households that can be served by existing and March 2005 Network Utility Service Capacities committed roading and network utility services. Greater Christchurch Urban Development Strategy – Options Booklet Public consultation booklet summarising issues and presenting the urban form April 2005 options for the Greater Christchurch. Urban Development Strategy: Work Programme and Resource Needs Identifies the work that needs to be done in the next stage of the Urban April 2005 Land use and settlement Development Strategy. Overview of Consultation Options Review of the communication and consultation undertaken for promoting and June 2005 receiving feedback on the Options for the UDS. Interim Summary of Submissions on the UDS Options Provides an interim summary and analysis of results from the public consultation of July 2005 options - “So many options which one will you choose”. Formal Review of Amended Project Plan Formal review of the amended Project Plan for the Greater Metropolitan November 2005 Christchurch Urban Development Strategy.

Page 214 of 214 Amended Project Plan -Greater Christchurch Urban Development Strategy Changes to, Scope; Governance and Management Structure, Mandates; Work November 2005 – Phase II stream & Deliverables, Consultation and Implementation. Literature Review of Housing Preferences Review of housing preference research to identify key determinants and social January 2006 change aspects which affect housing preferences. A Review of Housing Affordability Provides a preliminary view on housing affordability in the context of the Greater January 2006 Christchurch Urban Development Strategy. Community Charter Guiding principles and directions for Greater Christchurch. March 2006 Health Impact Assessment of UDS Options Predicting the potential effects of policies on the health and wellbeing of the April 2006 affected populations. Residential Development Capacity Analysis Undertaking an analysis of residential development capacity within the study area. June 2006 Growth Area Assessment The purpose of the work is to allocate and identify metropolitan growth, analyse June 2006 urban form methods to achieve intensification or managed urban extensions of the Metropolitan area, then based on this analysis develop criteria for the evaluation of growth options. Inquiry by Design Technical Report The record of the spatial planning undertaken to deliver the preferred UDS option January 2007 for growth management.

Page 215 of 214 Acronyms used in the Strategy AMPs Asset Management Plans LTNZ Land Transport New Zealand CBD Central Business District MCH Ministry for Culture and Heritage CCC Christchurch City Council MfE Ministry for the Environment CCHL Christchurch City Holdings Ltd MoE Ministry of Education CDC Canterbury Development Corporation MoH Ministry of Health CDEM Civil Defence Emergency Management MoT Ministry of Transport CDHB Canterbury District Health Board MSD Ministry of Social Development CEAG Chief Executives Advisory Group NGOs Non Government Organisations CECC Canterbury Employers Chamber of Commerce NRRP Natural Resources Regional Plan CIAL Christchurch International Airport Ltd NZCSS NZ Council of Social Services CMA Canterbury Manufacturers Assn NZCPS NZ Coastal Policy Statement CREDS Canterbury Regional Economic Development Strategy NZTS NZ Transport Strategy CRETS Christchurch, Rolleston And Environs Transport Study PHAC Public Health Advisory Committee DIA Department of Internal Affairs PPPs Private Public Partnerships DCP Development Contributions Policy QoL Qualify of Living DoC Department of Conservation RLTS Regional Land Transport Strategy ECan Environment Canterbury RMA Resource Management Act ECE Early Childhood Education RPS Regional Policy Statement ENC Enterprise North Canterbury SDC Selwyn District Council GCTIP Greater Christchurch Transportation Implementation Plan SoE State owned enterprises GCTS Greater Christchurch Transport Statement SPARC Sport and Recreation New Zealand HIA Health Impact Assessment SPF Strategic Partners Forum HNA Health Needs Assessment TAs Territorial Authorities HPT Historic Places Trust TLAs Territorial Local Authorities ICOMOS International Committee on Monuments and Sites TNZ Transit New Zealand LA Local Authority TRONT Te Runanga o Ngai Tahu LGA Local Government Act UDS Urban Development Strategy LTCCP Long Term Council Community Plan UDSIC Urban Development Strategy Implementation Committee LTA Land Transport Act UDSIMG Urban Development Strategy Implementation Management Group LTMA Land Transport Management Act WINZ Work and Income New Zealand WDC Waimakariri District Council

Index pages Index pages Accessibility Christchurch International Airport Activity Centres City Plan Addington Climate Change Affordable Housing Cluster Development Agricultural Land Commercial Aidanfield Community Development Air Quality Community Outcomes (COs) Archaeology Congestion Ashley River Consolidation Asset Management Plans (AMPs) Corridors Avon River Cultural Heritage Banks Peninsula Cycleway and Cycling Barrington Demand Management Belfast Density Biodiversity Development Contributions (DCs) Bishopdale District Plan (DP) Boundaries Districts Drinking Water Bromley Dwelling Units Brownfield Development Ecology Burwood Economic Development Bus Economy Bus Exchange Ecosystem Business as Usual Edgeware Canterbury Development Corporation (CDC) Education Canterbury District Health Board (CDHB) Education Canterbury Plains Electricity Central Business District (CBD) Employment Central City Employment Central Government Energy Centre Revitalisation Energy Efficient Christchurch Environment Christchurch City Council (CCC) Environment Canterbury (ECan)

Index pages Index pages Estuary I-Zone Floodplain Joint Committee Freight Joint Hearings Committee Funding Kaiapoi Geographic Information Systems (GIS) Key Access Routes Governance Labour Force Greater Christchurch Lake Ellesmere (Te Waihora) Greater Christchurch Urban Development Strategy Lake Forsythe (Waiwera) (UDS) Land Transport New Zealand (LTNZ) Greenfield Land Use Ground Water Landscapes Groundwater Recharge Zone Leadership Growth Areas Leisure Growth Management Lincoln Halswell Linwood Harewood Live, work and play Hazards Local Government Act (LGA) Health Long-Term Council Community Plan (LTCCP) Health Low Density Residential Heathcote Lyttelton Hillmorton Lyttelton Harbour Hornby Lyttelton Port Households Maori Reserve 873 (MR873) Housing Masham Immigration Medium Density Residential Impervious Surface Merivale Implementation Middleton Industrial Mixed Use Development Industrial Development Mode Infill Monitoring Infrastructure Motorways Inner City Natural Resources Islington Natural Resources Regional Plan (NRRP)

Page 218 of 214 Index pages Index pages Neighbourhood Commercial Districts Riccarton Neighbourhoods River Catchments New Economy Rolleston Ngai Tahu Rural Noise Contour Rural Amenity Open Space Rural Town Option A – Consolidation Sedimentation Option B – Concentration Selwyn District Council (SDC) Option C -- Dispersal Selwyn River Outline Development Plan (ODP) Settlement Pattern Papanui Shirley Parks Sockburn Partner Councils Sport Pedestrians St Martins Pegasus Staging Ponding Area Stormwater Population Sub Regional Centres Port Hills Sumner Prebbleton Sustainable Development Precautionary Principle Sydenham Preferred Option Te Waihora - Lake Ellesmere Projections Telecommunications Rail Templeton Rangiora Tourism Recreation Town Centre Regional Commercial Centre Traffic Calming Regional Land Transport Strategy (RLTS) Traffic Volume Regional Policy Statement (RPS) Transit New Zealand (Transit) Residential Transport Resilience Transport Oriented Development Resources Tuahiwi Resourcing Unconfined Growth Retail Urban Design

Page 219 of 214 Index pages Urban Development Urban Growth Boundary (UGB) Utilities Versatile Soils Vision Waimakariri District Council (WDC) Waimakariri River Waiwera - Lake Forsythe Walking Wastewater Water West Melton Wetlands Wigram Woodend Woolston Zoning

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