Greater Christchurch Urban Development Strategy Update - He Rautaki Whakawhanake-ā-tāone mō Waitaha
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Greater Christchurch
Urban Development Strategy Update
He Rautaki Whakawhanake-ā-tāone mō Waitaha
AUGUST 2016
Purpose of this document
Te aronga o te rautaki
This document updates the 2007 Greater Christchurch Urban Development Strategy (the Strategy) to respond
to the significant events and changes that have occurred since its release. It does not replace the 2007 Strategy,
but rather complements it.
The 2007 Strategy was developed to ensure coordinated planning across Greater Christchurch. This Update
builds on the work and the consultation undertaken for the 2007 Strategy. It brings the Strategy up to date,
incorporating relevant material from the many consultation and planning processes of the last five years.
The 2007 vision is retained, and the principles and strategic goals have been revised. The Update identifies
priority actions for partnership collaboration which address today's major challenges and opportunities.
It also sets out an intention for community engagement leading to a full strategy review from 2018.
Resilience has been one of the guiding principles of the Strategy that has become a critical consideration since
its development. The Resilient Greater Christchurch Plan and this Strategy Update were developed concurrently,
and their integration has been considered throughout the process. They support and reinforce each other.
This Strategy Update was adopted by the strategy partners in August 2016.
Published in August 2016 by
Canterbury Regional Council, Christchurch, New Zealand for
the Greater Christchurch Urban Development Strategy partners.
Contact
Canterbury Regional Council
Private Bag 345, Christchurch 8140
www.greaterchristchurch.org.nz
Citation
Greater Christchurch Urban Development Strategy Update 2016.
Canterbury Regional Council Report R16/8, Christchurch.
ISBN
ISBN 978-0-947507-43-5 (print)
ISBN 978-0-947507-44-2 (web)
i Greater Christchurch Urban Development Strategy Update 2016
Contents
He rārangi upoko
Purpose of this document......................................................................................................................................... i
Why this Strategy is important..................................................................................................................................iii
1. What we want to achieve – Ngā whāinga roa.........................................................................................................1
2. How we got here – He kupu whakataki................................................................................................................. 5
2.1 The strategy partners.................................................................................................................................... 5
2.2 Greater Christchurch Urban Development Strategy 2007............................................................................. 6
2.3 Implementing the Strategy........................................................................................................................... 7
2.4 Canterbury earthquake sequence................................................................................................................ 7
2.5 Updating the Urban Development Strategy.................................................................................................. 7
2.6 Values and expectations of the community.................................................................................................. 8
2.7 What happens now?..................................................................................................................................... 9
2.8 Future community engagement................................................................................................................... 9
3. What we did to respond to the earthquakes – Ngā mahi kua mahia.....................................................................11
4. Our changing opportunities and challenges – Ngā angitu me ngā wero.............................................................. 15
5. What we are going to do – Ngā mahi matua........................................................................................................16
5.1 How we work – visible and collaborative leadership....................................................................................16
5.2 Supporting the Resilient Greater Christchurch Plan.....................................................................................16
5.3 Monitoring and review................................................................................................................................. 17
5.4 Priority actions............................................................................................................................................ 17
6. Recovery plans and programmes – Ngā mahere me ngā kaupapa..................................................................... 20
7. What informed the Update – Te pūtake o te Rautaki........................................................................................... 26
7.1 A changing population................................................................................................................................ 26
7.2 Housing...................................................................................................................................................... 30
7.3 Healthy communities..................................................................................................................................35
7.4 Enhanced natural environments................................................................................................................. 38
7.5 Natural hazards...........................................................................................................................................41
7.6 Sustaining the economy............................................................................................................................. 43
7.7 Integrated and managed urban development............................................................................................. 44
Glossary................................................................................................................................................................. 48
Abbreviations......................................................................................................................................................... 49
Lists of figures and tables....................................................................................................................................... 50
Photo credits........................................................................................................................................................... 51
Useful links..............................................................................................................................................................52
Greater Christchurch Urban Development Strategy Update 2016 ii
Why this Strategy is important
Te hiringa o te rautaki
Message from the strategy partners
The Greater Christchurch Urban Development This Strategy Update allows the significant and
Strategy is a forward-looking document preparing extensive earthquake recovery work over the last
our region for the future. The 2007 Strategy put in five years to be integrated into the Strategy so that
place a vision and guiding principles. It cemented it continues to guide and strengthen us. It provides
the partnership and collaborative approach for a basis for our ongoing collaboration and leadership,
addressing issues that spanned council and political and a platform for further conversations. This allows
boundaries. A strength of the Strategy is the the activities and services of our organisations to be
voluntary commitment it represents. aligned to provide greater benefits to communities.
Some of these benefits have been realised already,
Due to the foresight of visionary local government with significant investments in Greater Christchurch
leaders, the Greater Christchurch area was better made with confidence, because of the direction
prepared for the earthquakes than we would provided by the Strategy.
otherwise have been. The 2007 Strategy provided
a sound basis for recovery planning following the Eight years on from the Strategy's release, and over
earthquakes, including for land use planning. Having five years after the major earthquakes, Greater
an agreed plan for the future meant we could move Christchurch remains in a period of uncertainty
quickly and with confidence to respond to many and change. We have taken stock of the current
of the challenges posed by the earthquakes. The situation, readjusted priorities, and set a programme
Strategy has been a key tool for increasing resilience of work to ensure the Strategy stays current and is
in Greater Christchurch, and this will continue and implemented when and where it is needed most.
be strengthened through the Resilient Greater The Update is not a full review of the Strategy –
Christchurch Plan. it is not the right time for that yet. Instead we have
The Strategy Update now provides a roadmap for reflected on what the community has said in the
the future as we move from recovery to regeneration, many consultation processes over the past few
recognising that we have many environmental, years, and have incorporated this into the Update.
social, cultural and economic challenges and The Update signals plans to engage the community
on a new vision for Greater Christchurch and sets
opportunities that reflect the events of the past
out a programme for a future review of the Strategy.
five years. It recognises the leadership role of and
strengthening partnerships among local government, The strategy partners are committed to the Greater
Te Rūnanga o Ngāi Tahu, New Zealand Transport Christchurch Urban Development Strategy's vision
Agency, Canterbury District Health Board and and the priority actions of this Update. We encourage
central government agencies. you all to contribute to its implementation.
Dame Margaret Bazley Lianne Dalziel David Ayers Kelvin Coe
Chair of Commissioners, Mayor, Christchurch Mayor, Waimakariri Mayor, Selwyn
Environment Canterbury City Council District Council District Council
Tā Mark Solomon Murray Cleverley Jim Harland Kelvan Smith
Kaiwhakahaere, Chair, Canterbury Regional Director Southern, Director, Greater
Te Rūnanga o Ngāi Tahu District Health Board New Zealand Transport Agency Christchurch Group of DPMC
iii Greater Christchurch Urban Development Strategy Update 2016
He mihi nā Tā Mark Solomon
E topa atu rā taku manu taki i te tihi o Aoraki Matatū, ko tōna reo mihi ka tuku atu i te hau ki ngā mānia o Waitaha nei.
Tēnā tātou i runga i tēnei kaupapa whakahirahira, e kīa nei, He Rautaki Whakawhanake-ā-tāone mō Waitaha.
Mā te whirika o te taura takata, mā te taukaea o te aroha anō hoki, ka moanaruatia te whāriki o Ōtautahi.
Nā, i runga i tērā kai te mihi, kai te mihi, tēnā rā koutou katoa.
The update of the Urban Development Strategy is a significant milestone for Greater Christchurch. This document
reflects the work that has been collectively achieved since the Strategy was first published in 2007, and in
particular in the period following the 2010 and 2011 earthquakes. It also demonstrates the importance of working
together in partnership to address community needs and expectations for future urban growth and development.
The Update not only celebrates what has been achieved to date, but also continues to show the way forward for
our combined organisations.
Ngāi Tahu's role, with the support of our partners, is to ensure that future development is consistent with creating
spaces and places in which residents want to live. This includes supporting the ability of whānau and their
communities to maintain their relationship with their ancestral lands, and enhancing the Ngāi Tahu sense of
identity and belonging in the region. Mō tātou, ā, mō kā uri ā muri ake nei – for us and our children after us.
He muka harakeke, he whītau tangata.
The harakeke is woven with the human strand
– binding people and places together.
Greater Christchurch Urban Development Strategy Update 2016 iv
1. What we want to achieve
What we want to achieve – Ngā whāinga roa
Ngā whāinga roa
Vision
By the year 2041, Greater Christchurch has a vibrant inner city and suburban
centres surrounded by thriving rural communities and towns, connected by
efficient and sustainable infrastructure.
There is a wealth of public spaces ranging from bustling inner city streets to
expansive open spaces and parks, which embrace natural systems, landscapes
and heritage.
Innovative businesses are welcome and can thrive, supported by a wide range
of attractive facilities and opportunities.
Prosperous communities can enjoy a variety of lifestyles in good health and
safety, enriched by the diversity of cultures and the beautiful environment
of Greater Christchurch.
Principles
Ensuring Greater Christchurch is a liveable, safe, sustainable Kirwee
and healthy place through:
Leadership – Hautūtanga Integration – Kōtuitanga
Providing visible leadership, being Integrating environmental, land
1 ambitious in our aspirations, making
decisions, taking action, inspiring
use, infrastructure, social, cultural,
economic and governance goals,
people to participate, accepting working with the environment, and
responsibility, and ensuring the using the best available information
impacts and outcomes are monitored, and evidence in decision making,
reviewed, communicated and policies, plans and activities.
managed effectively.
Regeneration – Haumanutanga
Partnership – Kotahitanga
Recognising the effects of the
Working in collaborative relationships Canterbury earthquakes across
to achieve mutually agreed goals with Greater Christchurch and supporting
continued commitment to clear and rebuilding, urban renewal, and the Burnham
effective communication, engagement, restoration and enhancement of the
information sharing and equal environmental, economic, social,
participation in decision making. sport, recreational, health and cultural
wellbeing of people and communities.
Resilience – Māiatanga
Increasing the capacity of individuals, Equity – Tōkeketanga
whānau, communities, institutions, Treating people fairly and with respect,
businesses and systems to survive, and recognising the different needs
adapt and thrive no matter what and aspirations of people, groups
kinds of chronic stressors and acute and communities, mō tātou, ā, mō
shocks they experience. kā uri ā muri ake nei – for us and
our children after us.
Innovation – Auahatanga
Using creative, adaptable, culturally
appropriate and resourceful
approaches and solutions to
address issues.
1 Greater Christchurch Urban Development Strategy Update 2016
Ashley /
Rakahuri
River
Fernside Rangiora
Pegasus
Woodend
Tuahiwi
What we want to achieve – Ngā whāinga roa
Key
UDS Greater
Christchurch area
N
Urban growth area
Residential red zone
Territorial authority Swannanoa
inland boundary
Roads Kaiapoi
Brooklands
Waimakariri Spencerville
River
Belfast
Bishopdale
New Brighton
Christchurch Shirley
Papanui
Airport
St Albans
West Melton
Church Corner Christchurch
City
Riccarton
Linwood
Avon Heathcote 1
Sydenham Estuary/Ihutai
Hornby
Templeton Spreydon
Sumner
Prebbleton
Halswell
Lyttelton
Rolleston Lyttelton
Rāpaki Harbour /
Whakaraupō
Governors Bay Diamond
Harbour
Springston Lincoln
Tai Tapu
Selwyn /
Waikirikiri
River Figure 1: The Greater Christchurch
area. It includes the eastern parts
of Waimakariri and Selwyn Districts
and the urban and some rural
areas of Christchurch City including
Lyttelton Harbour/Whakaraupō
Lake Ellesmere/
Te Waihora
Greater Christchurch Urban Development Strategy Update 2016 2
Strategic goals
What we want to achieve – Ngā whāinga roa
Healthy communities Prosperous economies
▪▪ The distinct identities and sense of place of the ▪▪ Land, water and other valued resources are able
towns, suburbs and city areas are recognised to be used sustainably and within agreed limits.
and enhanced.
▪▪ Adequate land for commercial and industrial
▪▪ Ngāi Tahu is able to reinforce and re-establish uses is available in appropriate locations.
connections with ancestral land, waterways and The rebuilding and regeneration needs of
other taonga, and enhance the Ngāi Tahu sense businesses are well addressed.
of identity and belonging in the region.
▪▪ Economic development embraces innovation
▪▪ People and communities have equitable
and technology, and is supported by effective
access to a range of integrated community
and efficient transport and infrastructure.
infrastructure, facilities and services, including
education, health, sport, recreation and core ▪▪ A collaborative and connected business
council services. environment supports workforce education
▪▪ Individuals, whānau and communities are and retention.
empowered to participate and engage with Integrated and managed urban development
strategy partners.
▪▪ Clear boundaries for urban development are
▪▪ The increasing diversity of the population defined and maintained. The urban area is
and communities is recognised, and reflected consolidated by redeveloping and intensifying
in strategies, plans, programmes and projects. existing urban areas.
▪▪ With good urban design, neighbourhoods ▪▪ New urban development is well integrated with
and their centres include communal spaces, existing urban areas. Sufficient land is available to
are liveable, walkable, safe and attractive, meet needs for regeneration and future land use.
and have good connectivity and accessibility.
1 ▪▪ Buildings and homes incorporate sustainable
▪▪ We understand and plan for risk from natural and
other hazards, including flooding, seismic activity,
building principles and innovative design so
sea level rise and climate change.
that they are warm, safe and accessible.
▪▪ A network of vibrant and diverse key activity
▪▪ Housing offers a more diverse range of types
and neighbourhood centres supports the
and sizes. Affordable housing provides for
the needs of different people and groups. Christchurch central city, incorporates mixed-use
and transport-orientated development, supports
▪▪ Ngāi Tahu whānau are able to develop increased density and diversity of housing, and
papakāinga/kāinga nohoanga, and use Māori provides access to community facilities.
reserve land to provide for their economic,
social and cultural wellbeing. ▪▪ An efficient, reliable, safe and resilient transport
system for people and businesses reduces
Enhanced natural environments dependency on private motor vehicles,
▪▪ Groundwater quality and quantity are promotes active and public transport,
maintained or improved. and improves accessibility for all people.
▪▪ Indigenous biodiversity, ecosystems and ▪▪ Key public transport corridors and routes are
mahinga kai values are protected and enhanced. identified and protected. The transport network
▪▪ The many values of the coastline, estuaries, can readily adapt to new technology and modes.
wetlands and waterways are recognised ▪▪ Infrastructure, including transport, is resilient,
and restored, and their ecosystem services timely and affordable, and comprehensively
are recognised. integrated with land use planning.
▪▪ Resource efficiency is supported by energy ▪▪ Strategic regional and sub-regional infrastructure,
and water conservation, waste minimisation including Lyttelton Port and Christchurch
and local food production.
International Airport, service and utility hubs,
▪▪ Air quality is improved and maintained. and existing and future corridors, is protected.
3 Greater Christchurch Urban Development Strategy Update 2016
What we want to achieve – Ngā whāinga roa
1
The determinants of health and
wellbeing have influenced the
strategic goals of the Strategy
Determinants of health and wellbeing
are factors that contribute to
the state of health of people
and communities. These
factors may be biological,
socioeconomic, psychosocial,
behavioural, environmental
or social in nature. How
we plan and develop our
neighbourhoods, towns
and cities impacts on these
determinants of health
and wellbeing. It also
contributes to the conditions
in which people live and work,
their access to facilities and
services, their lifestyles and
their ability to develop strong
social networks.
Figure 2: The determinants of health and wellbeing
Greater Christchurch Urban Development Strategy Update 2016 4
2. How we got here
How we got here – He kupu whakataki
He kupu whakataki
The planning, design and management of our urban areas have long-term impacts on the people and the
communities who live there. Our quality of life, social amenity, health and wellbeing are strongly influenced
by the quality of the environments where we live, work, learn and play.
The Greater Christchurch Urban Development Strategy was developed to ensure that Greater Christchurch
remains a great place to live in the future.
This document updates the 2007 Strategy to respond to the significant events and changes that have occurred
since its release. It does not replace the 2007 Strategy, but rather complements it. This Strategy Update was
adopted by the strategy partners in August 2016.
2.1 The strategy partners
The strategy partners have agreed to work The Urban Development Strategy Implementation
collaboratively to achieve the Strategy's vision Committee (UDSIC), a joint committee established
and shared goals with and on behalf of the wider under the Local Government Act 2002, governs
community. They have a statutory responsibility and leads the partnership. It is supported by
for, or significant interest in, the future development regular meetings at chief executive and senior
of Greater Christchurch. The partners are: management level.
▪▪ Christchurch City Council (CCC);
▪▪ Waimakariri District Council (WDC); Canterbury District Health Board
▪▪ Selwyn District Council (SDC); The Canterbury District Health Board is a
partner. Its involvement acknowledges the
▪▪ Environment Canterbury;
legislative requirements of district health
2 ▪▪ Te Rūnanga o Ngāi Tahu; boards to promote and protect the health of
▪▪ New Zealand Transport Agency (NZTA); people and communities, promote the inclusion
and participation in society and independence
▪▪ Canterbury District Health Board (CDHB); and
of people with disabilities, and reduce health
▪▪ Greater Christchurch Group within the outcome disparities between various
Department of the Prime Minister and population groups.
Cabinet (DPMC).
Te Rūnanga o Ngāi Tahu
The Treaty of Waitangi is the foundation of an intergenerational relationship between Ngāi Tahu and
the Crown, and the Ngāi Tahu Settlement was an important transition point to a new era of cooperation.
Te Rūnanga o Ngāi Tahu represents Ngāi Tahu Whānui in the Treaty relationship with the Crown.
The Canterbury Earthquake Recovery Act 2011 (CER Act) recognised the Ngāi Tahu Claims Settlement Act
1998 and, in this way, the Crown–Ngāi Tahu relationship. The Recovery Strategy for Greater Christchurch:
Mahere Haumanutanga o Waitaha, developed under the CER Act, gave effect to this relationship by
recognising Te Rūnanga o Ngāi Tahu as a strategic partner, and since 2011 Ngāi Tahu have sat at the UDSIC
table alongside local government. The Greater Christchurch Regeneration Act 2016 also includes
Te Rūnanga o Ngāi Tahu as a strategic partner.
Ngāi Tahu Whānui interests in Greater Christchurch are represented by Te Rūnanga o Ngāi Tahu, who
have responsibility for protecting and advancing tribal interests, and by Ngā Papatipu Rūnanga, who
represent mana whenua interests. In this Update, the term 'Ngāi Tahu' includes the six Papatipu Rūnanga
and associated whānau and rōpū of greater Christchurch. Each have specific interests in particular areas.
The six Papatipu Rūnanga are Te Ngāi Tūāhuriri Rūnanga, Te Hapū o Ngāti Wheke (Rāpaki), Te Rūnanga o
Koukourārata, Te Taumutu Rūnanga, Wairewa Rūnanga and Ōnuku Rūnanga.
5 Greater Christchurch Urban Development Strategy Update 2016How we got here – He kupu whakataki
Central government New Zealand Transport Agency
The Canterbury Earthquake Recovery Authority The New Zealand Transport Agency was
(CERA) was a partner from 2011 to 2016. involved in developing and adopting the 2007
Following the disestablishment of CERA, Strategy and has remained an important part
its partnership role with the UDSIC has been of the partnership.
filled by the Greater Christchurch Group NZTA's purpose is to deliver a transport
within the Department of the Prime Minister system and sector that are effective, efficient,
and Cabinet. safe, responsible and resilient. 2
2.2 Greater Christchurch Urban Development Strategy 2007
Greater Christchurch has few physical barriers to urban growth, particularly to the north,
west and southwest. The communities, economies and environments of Selwyn and
Waimakariri Districts and Christchurch City are strongly linked, with large numbers of
people commuting to work in Christchurch; reliance on services and infrastructure
provided in one district but servicing the wider area; and rivers, groundwater, the coast
and other natural features crossing political boundaries.
In the 1990s the populations of Selwyn and Waimakariri Districts were growing fast, and
the three districts were seeing significant suburban greenfield growth. This development
was not coordinated at the sub-regional level, raising concerns about its effects on the
transport system and other infrastructure, on the natural environment, and on economic,
social and cultural outcomes.
In 2003, a voluntary agreement was initiated between CCC, WDC, SDC, Banks Peninsula District Council[1],
Environment Canterbury and Transit New Zealand (now NZTA) to work collaboratively on a long-term growth
strategy for a defined sub-regional area called Greater Christchurch.
The 2007 Strategy was developed with significant community consultation on options for where and how
to undertake urban development in Greater Christchurch. The community's preference was to consolidate
development around well-defined urban and rural town centres rather than to allow unconstrained greenfield
development. This preference was reflected in the Greater Christchurch Urban Development Strategy adopted
by the partner Councils as policy in 2007 under the Local Government Act 2002.
1. Banks Peninsula District Council amalgamated with Christchurch City Council in 2006
Greater Christchurch Urban Development Strategy Update 2016 6The 2007 Strategy sets out an approach to managing 2.4 Canterbury earthquake sequence
How we got here – He kupu whakataki
growth and providing for community wellbeing in
Greater Christchurch to 2041 that includes: Three years after the release of the 2007 Strategy,
and very shortly after the update of the Action Plan,
▪▪ providing for 70 percent of the anticipated
a series of earthquakes struck Greater Christchurch
growth in Christchurch City, and the remaining
30 percent in Selwyn and Waimakariri Districts; in 2010 and 2011. These resulted in death and injury,
and substantial damage to land, buildings and
▪▪ increasing the proportion of housing infrastructure. Flow-on effects were felt in transport,
growth provided through good-quality
housing availability and community amenities, and
urban intensification, rather than greenfield
continue to influence people's lives.
development, from 23 percent in 2006 to
60 percent by 2041; The value of the Strategy partnership was
▪▪ signalling the phasing of development to enable demonstrated through the recovery period.
infrastructure to be provided in a timely and Structures originally established to drive
efficient way; implementation of the Strategy were expanded to
▪▪ providing a living environment that supports inform decision making and monitoring of recovery
healthy communities; work. The Strategy itself informed many of the
recovery plans and programmes, especially the
▪▪ giving residents easy access to employment,
Land Use Recovery Plan (LURP). A Recovery Strategy
education, and leisure, health and community
Advisory Committee was established that had the
facilities and services;
same members as the UDSIC.
▪▪ developing business centres and employment
opportunities in new growth areas;
2.5 Updating the Urban
▪▪ revitalising Christchurch's central city;
Development Strategy
▪▪ ensuring new growth areas are well connected
to wider road and rail networks; and The 2007 Strategy recognised that many growth
issues cross council and political boundaries –
▪▪ providing a range of transport choices, including
2 public transport, cycling and walking.
a primary reason for working closely together to
achieve the Strategy. Maintaining and strengthening
The 2007 document included an Action Plan, the partnership, and providing visible and
which was updated in August 2010. collaborative leadership, are critical for ensuring
regeneration over the next few years and beyond.
2.3 Implementing the Strategy
The Recovery Strategy for Greater Christchurch:
After the Strategy was released in 2007, the Mahere Haumanutanga o Waitaha (Recovery
strategy partners set out to implement it, including Strategy) provided guidance for the recovery
by establishing the Urban Development Strategy from 2012 to April 2016.
Implementation Committee and the supporting
governance groups. In 2015 the strategy partners agreed to update
the 2007 Strategy to reflect the changes in Greater
Significant work went into anchoring the growth
management objectives of the Strategy into Resource Christchurch and the range of planning activity and
Management Act 1991 (RMA) documents, including community consultation undertaken by the Recovery
a proposed new chapter within the Canterbury Strategy's partners since 2007. They also wanted
Regional Policy Statement (CRPS). This was to ensure the goals and integrated responses to the
progressed under Proposed Change 1 (PC1), which earthquakes were carried forward.
was publicly notified in July 2007. The intention
The partners remain committed to the vision of the
of PC1 was to establish the land use distribution,
2007 Strategy. The principles and goals have been
housing densities and new growth areas across
updated to reflect the significant changes in Greater
Greater Christchurch. In 2010, at the time of the
first Canterbury earthquake, appeals against the Christchurch since 2007.
proposed change were being progressed in the This document brings the Strategy up to date,
Environment Court. incorporating relevant material from recent
Work to implement the actions in the Action Plan consultation and planning processes. It also identifies
relating to wider environmental, social, cultural and priorities for partnership collaboration in the short
economic wellbeing was ongoing. to medium term (Section 5).
7 Greater Christchurch Urban Development Strategy Update 20162.6 Values and expectations
How we got here – He kupu whakataki
Te Rūnanga o Ngāi Tahu and Papatipu
of the community Rūnanga have produced a number of plans
and strategies that provide guidance on the
In consultation on the 2007 Strategy,
management of natural, physical, cultural
the community asked for a focus on:
and historic resources within the region. These
▪▪ more concentrated urban development with documents also state Ngāi Tahu aspirations for
a defined boundary, with particular attention earthquake recovery and rebuild.
to well-defined existing urban centres;
Plans and strategies include:
▪▪ protecting aquifer water quality, ecosystems,
landscapes and productive land; ▪▪ Ngāi Tahu 2025 – the tribal vision for the
future and prime strategic document of
▪▪ affordable travel choices;
Te Rūnanga o Ngāi Tahu;
▪▪ public passenger transport integrated with
commercial and residential development; ▪▪ Whakaoratia Ōtautahi: Ngāi Tahu
Aspirations for Christchurch Recovery
▪▪ transport, infrastructure and community facilities and Rebuild (2011);
are integrated with land use;
▪▪ The Mahaanui Iwi Management Plan (2013)
▪▪ enhanced community character, sense of place, – an iwi planning document identifying
cultural identity, heritage and diversity; and Ngāi Tahu issues and objectives on key
▪▪ quality urban design. matters in the region, including urban
development, which must be taken into
Since 2007, the partners have consulted the account through RMA processes; and
community as part of many planning processes,
including: ▪▪ Te Kōwatawata: The Dawn of a New City
▪▪ the Christchurch City Health and Wellbeing Profile; (2015) – a summary of Ngāi Tahu and Ngā
Mātā Waka earthquake recovery efforts,
▪▪ Share-an-Idea consultation in 2011 in preparation and the collective visions, aspirations and
for the CCC's development of the draft Central goals that these efforts were based on.
City Plan;
2
▪▪ development of a range of recovery plans
and programmes;
▪▪ Councils' 2015–2025 Long Term Plans and
30-year infrastructure strategies; and
▪▪ 100 Resilient Cities project and its Greater
Christchurch Preliminary Resilience Assessment
(2015) and Resilient Greater Christchurch
Plan (2016).
Greater Christchurch Urban Development Strategy Update 2016 8In consultation processes since 2007, people 2.7 What happens now?
How we got here – He kupu whakataki
have asked for:
This Strategy Update is a basis for the partners
▪▪ stronger leadership; to continue to collaborate across Greater
▪▪ better communication and collaboration Christchurch and continue to advance recovery
within and between local government and and regeneration initiatives.
with communities in decision making and The Strategy will continue to be implemented
participatory processes; through other programmes and documents
such as the CRPS and district plans, the Regional
▪▪ a long-term perspective in working to achieve
Land Transport Plan, the Greater Christchurch
sustainability and resilience; Transport Statement, and Councils' Long Term
▪▪ more engaged and empowered individuals Plans. Figure 3 shows how it relates to such plans
and communities; and strategies as well as to relevant legislation.
Implementation will also involve agreements
▪▪ more equitable outcomes in council decisions; between the strategy partners, central government,
▪▪ an active approach to celebrating, protecting other agencies, communities and community
and enhancing values significant to Ngāi Tahu, organisations.
both historic and contemporary; This Strategy Update identifies priority actions that
will be the focus for the partnership over the next two
▪▪ actions to realise opportunities to reflect
to three years (Section 5). The 2010 Action Plan has
a more representative, shared history in the
not yet been updated. It is intended that in 2016–17
urban environment; the actions that are still relevant and are a priority for
▪▪ neighbourhood centres and hubs that provide implementing the Strategy will be advanced.
facilities and services at a local level; As required by the Local Government Act 2002,
2 ▪▪ a people-friendly city; the Councils developed their 30-year Infrastructure
Strategies for 2015–2045. These took account of
▪▪ affordable and diverse housing; the LURP and wider recovery land use processes
▪▪ recognition of the needs of the non-profit sector; and decisions. The first priority action in this
Strategy Update is to 'identify, research and collate
▪▪ designing with nature, not against it; information on housing and business provision and
▪▪ a green city, respecting environmental limits and development capacity'. This will inform the Councils
when they develop infrastructure strategies in 2018
protecting ecosystems and their services;
for the next 30 years.
▪▪ protected and rejuvenated waterways that
reflect mahinga kai values, are ecologically 2.8 Future community engagement
healthy and are suitable for recreation;
From 2017 strategy partners intend to engage more
▪▪ local food production and food security; widely with stakeholders and residents of Greater
Christchurch to renew the vision for the Strategy, and
▪▪ reduced risk from natural hazards and from the
identify what is important for Greater Christchurch
impacts of climate change such as sea level rise
over the next 30–40 years.
and more intense storms;
This feedback will be the starting point for developing
▪▪ consideration of the needs of businesses and a comprehensive replacement Strategy, including
the economy; a review of the settlement pattern in 2018. The
▪▪ safer and more accessible transport and urban future full review will develop a strategy to plan for
beyond 2041. This future strategy will provide for
environments; and
land use and urban development, and put in place
▪▪ a network of resilient and high-quality urban implementation mechanisms, before the next review
centres, linked by rapid transit. of the relevant district plans.
9 Greater Christchurch Urban Development Strategy Update 2016How we got here – He kupu whakataki
Urban Development Strategy
Implementation Committee
Urban Development Strategy Priority Actions
Governs and provides leadership
The strategic direction set in the
Greater Christchurch
Urban Development Strategy
Vision Land use and
Principles growth management
Informs regulated through
Strategic Goals
Priority Actions
Action Plan
Implemented by
Resilient Greater Long Term Plans Canterbury Regional Policy
Christchurch Plan under the Local Government Act 2002 Statement Regional Plans
Mahaanui Iwi
Community Engagement Greater Christchurch Management Plan
Transport Statement District Plans
Monitoring, Reporting and
Research
Regional Land Transport Plan under the Resource
Management Act 1991
2
under the Land Transport
Management Act 2003
Community Outcomes
in Councils' Long Term Plans Resilient Greater
Christchurch Plan
Regeneration Plans
Recovery Plans
under the Greater Christchurch
Regeneration Act 2016
Other strategies and plans, such as
▪▪ Canterbury Regional Economic
Development Strategy
▪▪ Christchurch Economic
Development Strategy
▪▪ Canterbury Water Management
Strategy
▪▪ Regional approach to managing
natural hazard risk
Partnership Groups
▪▪ Chief Executive Advisory Group
▪▪ Urban Development Recovery
Management Group
Figure 3: Relationship of the Urban Development Strategy to the strategies, policies and plans of the strategy
partners and relevant legislation
Greater Christchurch Urban Development Strategy Update 2016 10What we did to respond to the earthquakes – Ngā mahi kua mahia
3. What we did to respond to the earthquakes
Ngā mahi kua mahia
The Canterbury earthquake sequence impacted The Greater Christchurch Regeneration Act 2016
severely on Greater Christchurch. Most homes replaced the CER Act in April 2016. The new Act
experienced some form of damage and up to 20,000 recognises the shift in emphasis from recovery
homes were lost in the short term.[2] Between to regeneration, including the establishment of
10,000 and 15,000 homes became uninhabitable in Regenerate Christchurch and Ōtākaro Limited.
3 Christchurch alone.[3] Over 4,500 businesses ceased It provides for regeneration plans, which are similar
trading and a range of commercial centres and to recovery plans but have more specified
community facilities were closed until they could be development processes, including stronger
repaired or redeveloped. The transport network was involvement of local organisations.
also extensively affected, both by immediate damage
UDSIC is building relationships with the new entities
and by changes to land use patterns. There was a
to ensure work programmes are aligned with theirs,
subsequent focus on land use decisions for natural
and to take into account one another's objectives.
hazard management.
It works with central government through the Greater
In response to the earthquakes, Greater Christchurch Christchurch Group of the Department of the Prime
communities quickly formed groups to help those Minister and Cabinet.
in need. The wider New Zealand public donated
The task of recovering from the earthquakes
generously to earthquake response efforts. People
brought complex and unprecedented challenges.
helped each other to deal with the difficult situations
It required coordination to identify needs and
the earthquakes created.
priorities more effectively, reallocate existing
Central and local government responded with new resources and engage community partners.
legislation, a recovery strategy, and recovery plans Existing structures were adapted, and new structures
and programmes (Figure 4). To have a government established, to address the recovery needs of
presence in Greater Christchurch, the Canterbury affected communities and support coordination
Earthquake Recovery Authority was established and with public, non-profit, voluntary agencies and
the Minister for Canterbury Earthquake Recovery private stakeholders. There are many lessons to
appointed. The Canterbury Earthquake Recovery Act learn on what could have been done differently or
2011 provided CERA and the Minister with special better. Information on lessons learned in Greater
powers to help Greater Christchurch recover. Christchurch can help influence planning and build
capability for future events.
2. Land Use Recovery Plan
3. Independent Hearings Panel, 2015, Decision 1 Strategic
Directions and Strategic Outcomes
11 Greater Christchurch Urban Development Strategy Update 2016What we did to respond to the earthquakes – Ngā mahi kua mahia
Food Resilience Network
The Food Resilience Network
wants to make Christchurch the
best edible garden city in the
world, where all people have
access to healthy, affordable
and locally grown food. Being
food resilient supports health
and wellbeing, self-reliant
communities, lifelong learning,
a thriving local food economy,
stewardship of public green
spaces and a diverse garden city.
Mt Pleasant Community Centre
After the February 2011
earthquake, local residents
established a farmers market at
the centre as the area had few
food shops. This market continues
to operate and is now run by the
Mt Pleasant Community Centre
and Residents Association as a
sustainable social enterprise.
3
The Association also established
a temporary community centre,
is rebuilding its damaged
community centre, continues to
run community events and has
created a community response
and resilience plan.
Māori Recovery Network
The Māori Recovery Network
was set up as an emergency
response to provide support
and access to services for
those whānau most in need.
The network was led by
Ngāi Tahu in collaboration
with Ngā Mātā Waka
organisations from across
the country.
Greater Christchurch Urban Development Strategy Update 2016 12What we did to respond to the earthquakes – Ngā mahi kua mahia
Greater Christchurch
Urban Development
Strategy after over three Canterbury Water Metro Strategy
years of development Management Strategy
Health Impact Travel Demand Update of the Urban Christchurch City
Assessment of the Strategy Development Strategy Health and Wellbeing
2007 Strategy Action Plan Profile
2007 2008 2009 2010 2011
Major earthquake – Major earthquake –
September 2010 February 2011
Establishment
3 of the Canterbury
Earthquake Recovery
Authority
Figure 4: Timeline of key documents for Greater Christchurch since 2007
13 Greater Christchurch Urban Development Strategy Update 2016What we did to respond to the earthquakes – Ngā mahi kua mahia
Canterbury Regional Greater Christchurch Regional Land Greater Christchurch
Policy Statement Freight Infrastructure Transport Plan Urban Development
Statement Strategy Update
Greater Christchurch Mahaanui Iwi Canterbury Regional Greater Christchurch Resilient Greater
Transport Statement Management Plan Public Transport Plan Preliminary Resilience Christchurch Plan
Assessment
2012 2013 2014 2015 2016
3
Recovery Strategy for Greater Te Kōwatawata: The
Christchurch: Mahere Dawn of a New City
Haumanutanga o Waitaha
Land Use Recovery Community in Mind:
Plan: Te Mahere He Puāwai Waitaha –
Whakahaumanu Tāone a flourishing Waitaha
Christchurch Central
Recovery Plan: Te Mahere
'Maraka Ōtautahi'
Lyttelton Port Recovery Plan: Te Mahere
Whakarauora i Te Pūaha o Ōhinehou
Natural Environment
Recovery Programme
for Greater
Christchurch:
Whakaara Taiao
Economic Recovery
Programme for Greater
Christchurch: Christchurch Central Streets & Spaces Design
Te Whakaara Tahua Guide: Ngā Huanui me Wāhi, Ārahi Hoahoa
Greater Christchurch Urban Development Strategy Update 2016 144. Our changing opportunities and challenges
Our changing opportunities and challenges – Ngā angitu me ngā wero
Ngā angitu me ngā wero
To achieve the Strategy's vision, we need to understand the challenges and opportunities in Greater Christchurch.
The key issues from 2007 of population, household and labour force growth are still relevant. The earthquakes
have added other challenges.
The key opportunities and challenges for Greater Christchurch now
Planning for regeneration in a period Consolidating and intensifying urban areas
of uncertainty Existing and future urban land must be used more
As we move into regeneration, Greater Christchurch efficiently to achieve a range of social, economic
is still in a period of some uncertainty. Trends and and environmental benefits.
issues are still emerging, important decisions are yet
to be made such as on the future of the residential Managing water, and protecting, enhancing
red zones, and many people are dealing with ongoing and working with our natural environment
difficulties. We therefore need to include resilience as We need to protect the sources of drinking water,
a part of everything we do. improve the quality of urban waterways, protect and
expand areas of indigenous biodiversity, and promote
Responding to the needs of a changing mahinga kai values.
population
Housing, health, transport and other services will Adapting to the impacts of climate change
need to adapt to meet the needs of a population that We need to work with nature to adapt to the changing
is ageing and becoming more culturally diverse. climate, sea level rise and more extreme weather
events, and mitigate the extent of future change by
Recognising the Treaty partnership in all aspects reducing our greenhouse gas emissions.
of urban development
4 Active and appropriate involvement of Ngāi Tahu is Adjusting to a changing economy
needed in all aspects of urban development. Greater Christchurch has a strong economic base
and the earthquake rebuild provided jobs and
Ongoing health and wellbeing challenges increased economic activity. However, we need to
The earthquakes intensified some existing challenges adapt to declining rebuild activity and respond to
for people's health and wellbeing. They also created future opportunities in tourism and technology.
new issues, particularly in relation to psychosocial
recovery. Integrating infrastructure, transport and
land use
Improving the quality, choice and affordability Changes in land use and new development,
of housing particularly since the earthquakes, require
We will need higher residential densities, and more integrated planning and investment in infrastructure.
diversity and choice in housing with access to existing An especially important focus is a transport system
infrastructure, community facilities, public transport that moves people and freight efficiently.
and jobs.
Providing transport choice
Supporting key activity centres and We need well-designed, walkable neighbourhoods
neighbourhood centres as focal points to encourage and enable more people to use active
We need to recognise the importance of having and public transport more often.
neighbourhood meeting places, and community
facilities and services that support the needs of
individuals and whānau. Such facilities and services
also need to keep up with growth and adapt to the
particular needs of each community.
15 Greater Christchurch Urban Development Strategy Update 20165. What we are going to do
What we are going to do – Ngā mahi matua
Ngā mahi matua
5.1 How we work – visible and Resilient Greater Christchurch Plan
collaborative leadership In December 2013, Christchurch was selected
The strategy partners are committed to showing by the Rockefeller Foundation to take part in
visible leadership and using a collaborative approach the global 100 Resilient Cities Network (100RC).
to address issues faced in Greater Christchurch. 100RC is dedicated to helping cities around the
The governance and implementation of the Strategy world become more resilient to the physical,
are coordinated through groups established at
social and economic challenges that are a
various levels of the strategy partners. The Urban
Development Strategy Implementation Committee growing part of the 21st century. 100RC defines
has overall responsibility. urban resilience as:
A Stakeholder Forum will be established in 2017 to The capacity of individuals, communities,
provide broader views to UDSIC, and advise it on how businesses and systems to survive, adapt
best to liaise and engage with the wider communities
of Greater Christchurch. and grow, no matter what chronic stresses
and acute shocks they experience.
Uncertainty is part of life. Factors that increase
uncertainties in Greater Christchurch include: Resilience thinking accepts that chronic
▪▪ altered growth patterns; stressors, such as poverty and homelessness,
and acute shocks, like earthquakes and flooding,
▪▪ demographic changes;
rarely happen in isolation. By considering shocks
▪▪ new regeneration legislation and organisations; and stressors at the same time, communities are
▪▪ decisions on residential red zones; and able to be more responsive to adverse events
and deliver core functions and services more 5
▪▪ the continuing rebuild activity.
effectively in both good times and bad.
Wider issues – such as planning for multiple hazards,
and changes to national planning legislation and The September 2015 Preliminary Resilience
direction – add further complexity. Assessment identified four critical issues:
▪▪ participative leadership and governance;
5.2 Supporting the Resilient Greater
Christchurch Plan ▪▪ securing a prosperous future;
Resilience is critical to recovering from disasters and ▪▪ understanding and responding to future
other stressors across all economic, social, cultural challenges; and
and environmental aspects. It has become a critical
consideration for all partners and communities during ▪▪ connected neighbourhoods and
the recovery from the earthquakes, and it is important communities.
to carry this forward into the regeneration period.
Further investigation of these issues and the
The Resilient Greater Christchurch Plan is
complementary to and helps inform and implement identification of projects and policies to address
this Strategy. Integrating the intentions of the them led to the Resilient Greater Christchurch
Resilient Greater Christchurch Plan into the Strategy Plan. Councils finalised and adopted it in
is an important part of this Strategy Update and August 2016.
future strategy review.
Greater Christchurch Urban Development Strategy Update 2016 165.3 Monitoring and review 5.4 Priority actions
What we are going to do – Ngā mahi matua
The Strategy must continue to be monitored and To progress the vision and strategic goals of the
reviewed periodically so that it remains relevant and Strategy, a number of actions need to be taken within
appropriate to the needs of Greater Christchurch in the next few years.
a changing environment. A monitoring and reporting The priority actions in Table 1 are intended to provide
framework will establish the indicators and data a pragmatic action programme before the full review
sources the partners will use to track the progress of the Strategy from 2018. They have been developed
of the implementation of the Strategy, and provide to address the Greater Christchurch issues requiring
information on where changes may be required in the collaboration and coordinated effort of strategy
the future. partners and other supporting organisations. They
represent the areas where the partners can make real
Half-yearly reports are to be prepared and provided gains in the short term. While they are intended to
to UDSIC. These reports will provide information on progress the strategic goals of the Strategy, they do
the progress made on the priority actions, indicator not explicitly address all goals.
tracking, and the progress on achieving the strategic
The priority actions acknowledge and build on the
goals of the Strategy.
priority actions from the 2007 Strategy and 2010
A review of the Strategy, and the development of a Action Plan.
new strategy to address urban development and During 2016 UDSIC has been considering the critical
regeneration and long-term wellbeing are proposed strategic issues for Greater Christchurch that would
for 2018. The review will also take into account the benefit from collaborative partnership until the
information gathered through the monitoring and Strategy is fully reviewed. These are included in
reporting framework. this Update.
Table 1: Priority actions
Action Lead Agencies When
5 a. Understanding current and future land use
and housing needs UDRMG All partners 2016–17
Identify, research and collate information on land use,
housing and business provision and development capacity.
Ensure ongoing monitoring of the objectives, policies
and settlement pattern as set out in Chapter 6 of the
Canterbury Regional Policy Statement.
Take account of changes to national direction through
legislation and regulatory documents.
b. Monitoring and reporting
Develop a robust Urban Development Strategy Monitoring UDRMG All partners Development
and Reporting Framework that: 2016–17
▪▪ monitors progress of the strategic goals, priority
actions, and demographic, social, health, economic and
environmental changes in Greater Christchurch;
▪▪ builds on and integrates with other monitoring
processes at local, regional and national levels,
including the central government whole-of-recovery
monitoring and the Canterbury Wellbeing Index
and Survey; and
▪▪ gives effect to Policy 6.3.11 Monitoring and Review in
Chapter 6 of the Canterbury Regional Policy Statement.
17 Greater Christchurch Urban Development Strategy Update 2016What we are going to do – Ngā mahi matua
Action Lead Agencies When
c. Reviewing the Strategy
Identify actions in the 2010 Action Plan that are UDRMG All partners 2016–17
still relevant. through a
Undertake community engagement aligned with a collective and
2017–18
communications strategy to refine the vision for collaborative
Greater Christchurch. process
2018–19
Develop and implement a new strategy to address urban
development and regeneration and long-term wellbeing.
d. Implementing the Resilient Greater Christchurch Plan
Increase resilience of Greater Christchurch by providing UDSIC All partners Ongoing
governance oversight and ensuring the implementation
and integration of the Resilient Greater Christchurch Plan.
e. Ngāi Tahu values and aspirations
Ensure Ngāi Tahu cultural and heritage values and UDRMG All partners Ongoing
aspirations are recognised and incorporated into all plans
and strategies to achieve tangible outcomes by:
▪▪ giving effect to the Mahaanui Iwi Management Plan and
other iwi planning documents.
f. Healthy communities
Improve the health of communities through supporting UDRMG All partners Ongoing
the continuation and enhancement of the Healthy
Christchurch partnership, by promoting: 5
▪▪ a Health in all Policies (HIAP) approach and Integrated
Assessments for significant strategies and plans,
including consideration of regeneration plans;
▪▪ psychosocial wellbeing in Greater Christchurch;
▪▪ housing quality improvement options so that all people
have warm and dry homes;
▪▪ the benefits of housing built using a universal design
approach to increase the accessible housing stock in
Greater Christchurch; and
▪▪ the application of the strategic guidance in the
Christchurch Central Streets & Spaces Design Guide:
Ngā Huanui me Wāhi, Ārahi Hoahoa.
g. Housing provision
Increase the development of affordable and diverse UDRMG All partners, 2016–18
housing and appropriate residential intensification by: MBIE
▪▪ investigating and reporting on the uptake of
mechanisms and processes that provide for
intensification and affordable housing options.
Provide recommendations on how these could be
refined and improved in the future;
▪▪ promoting residential intensification opportunities
available through land use planning documents; and
▪▪ developing a Greater Christchurch housing policy.
Greater Christchurch Urban Development Strategy Update 2016 18You can also read
