Agenda of Greater Christchurch Partnership Committee

Committee Members

Mana Whenua

Dr Te Maire Tau, Jane Huria and Gail Gordon

Christchurch City Council

Mayor Phil Mauger, Councillors Victoria Henstock and Sara Templeton

Environment Canterbury

Chair Craig Pauling, Councillors Grant Edge and Vicky Southworth

Selwyn District Council

Mayor Sam Broughton, Councillors Nicole Reid and Lydia Gliddon

Waimakariri District Council

Mayor Dan Gordon, Deputy Mayor Neville Atkinson and Councillor Niki Mealings

Health

Dr Anna Stevenson

Waka Kotahi (New Zealand Transport Agency - Non-Voting Member)

James Caygill

Director, Greater Christchurch Partnership

Tracy Tierney

Ph 941 6993

Committee Adviser

David Corlett

ph 941 5421

1. TERMS OF REFERENCE Ngā Ārahina Mahinga

1.1. The role of the Committee is to:

i. Foster and facilitate a collaborative approach between the Partners to address strategic challenges and opportunities for Greater Christchurch.

ii. Show clear, decisive and visible collaborative strategic leadership amongst the Partners, to wider stakeholders, agencies and central government and to communities across Greater Christchurch.

iii. Enable Partners to better understand individual perspectives and identify shared objectives and areas of alignment.

iv. Assist information sharing, efficient and effective working, and provide a stronger voice when advocating to others.

v. Establish, and periodically review, an agreed strategic framework to support a collective approach to improving intergenerational wellbeing in Greater Christchurch through addressing strategic challenges and opportunities.

vi. Oversee implementation of strategies and plans endorsed by the Committee and ratified at individual Partner governance meetings, including through the adoption and delivery of an annual joint work programme.

vii. Ensure the Partnership proactively engages with other related partnerships, agencies and organisations critical to the achievement of its strategic functions.

1.2. The functions of the Committee are to:

i. Establish, and periodically review, an agreed strategic framework to support a collective approach to improving intergenerational wellbeing in Greater Christchurch.

ii. As required, develop new and review existing strategies and plans to enable Partners to work more collaboratively with each other and to provide greater clarity and certainty to stakeholders and the community. Existing strategies and plans endorsed by the Greater Christchurch Partnership Committee or endorsed by the UDSIC and inherited by this Committee are published on the Partnership’s website.

iii. Recommend to Partners for ratification at individual partner governance meetings any new or revised strategies and plans.

iv. Adopt and monitor the delivery of an annual joint work programme to deliver on strategic goals and actions outlined in adopted strategies and plans.

v. Undertake reporting on the delivery of adopted strategies and plans, including in relation to an agreed strategic outcomes framework.

vi. Identify and manage risks associated with implementing adopted strategies and plans.

vii. Establish and maintain effective dialogue and relationships (through meetings, forums and other communications) with other related partnerships, agencies and organisations to the support the role of the Committee, including but not limited to:

a. Waka Toa Ora (Healthy Greater Christchurch)

b. Canterbury Mayoral Forum

c. Tertiary institutions and educational partnerships

d. Strategic infrastructure providers

e. Government departments

viii. Undertake wider engagement and consultation as necessary, including where appropriate seeking submissions and holding hearings, to assist the development of any strategies and plans.

ix. Advocate to central government or their agencies or other bodies on issues of concern to the Partnership, including through the preparation of submissions (in liaison with the Canterbury Mayoral Forum as necessary).

x. For the avoidance of doubt, the Committee’s strategic transport functions include:

a. Consider key strategic transport issues, national policies and public transport associated collaborative business cases.

b. Develop the Greater Christchurch component of the Regional Public Transport Plan and recommend to the Canterbury Regional Council for approval, when required.

c. Monitor the delivery of the strategic public transport work programme in Greater Christchurch.

1.3. In undertaking its role and performing its functions the Committee will consider seeking the advice of the Chief Executives Advisory Group.

2. QUORUM AND Conduct of meetings

1.1. The quorum at a meeting of the Committee consists of the majority of the voting members.

1.2. Other than as noted in this Agreement, the standing orders of the administering Council at the time, shall apply.

1.3. Voting shall be on the basis of the majority present at the meeting, with no alternates or proxies.

1.4. For the purpose of clause 6.2, the Independent Chairperson:

i. has a deliberative vote; and

ii. in the case of equality of votes, does not have a casting vote (and therefore the act or question is defeated and the status quo is preserved).

3. MEETING FREQUENCY

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

3.2. The Committee shall meet monthly, or as necessary and determined by the Independent Chair in liaison with the Committee.

3.3. The Committee welcomes external speakers by deputation however the right to speak at meetings must be in accordance with the adopted public deputation guidelines of the Committee.

4. DELEGATIONS

4.1. Establishing, and where necessary, amending, protocols and processes to support the effective functioning of the Committee, including but not limited to those relating to the resolution of conflicting views, communications and public deputations.

4.2. Preparing communication and engagement material and publishing reports relevant to the functions of the Committee.

4.3. Commissioning and publishing reports relevant to the functions of the Committee.

4.4. Undertaking engagement and consultation exercises in support of the terms of reference and functions of the Committee.

4.5. Selecting an Independent Chair and Deputy Chair in accordance with any process agreed by the Committee and the requirements of the LGA 2002.

4.6. Making submissions, as appropriate, on Government proposals and other initiatives relevant to the role of the Committee.

4.7. Appointing, where necessary, up to two additional non-voting observers to the Committee.

5. FINANCIAL DELEGATIONS

5.1. The Committee can make financial decisions within an agreed budget envelope and as long as the decision does not trigger any change to the statutory plans prepared under the LGA 2002, the RMA 1991, or the LTMA 2003.

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Greater Christchurch Partnership Committee

Open Minutes

Date: Friday 13 December 2024

Time: 8.34 am

Venue: Council Chamber, Environment Canterbury,
200 Tuam Street, Christchurch

Present

Chairperson

Members

Jim Palmer , Independent Chairperson

Jane Huria , Mana Whenua

Gail Gordon - Mana Whenua

Mayor Phil Mauger , Christchurch City Council

Councillor Sara Templeton , Christchurch City Council

Chair Craig Pauling , Environment Canterbury

Councillor Grant Edge - Environment Canterbury

Councillor Vicky Southworth , Environment Canterbury - via audio/visual link

Mayor Sam Broughton , Selwyn District Council

Councillor Nicole Reid - Selwyn District Council

Mayor Dan Gordon , Waimakariri District Council

Deputy Mayor Neville Atkinson , Waimakariri District Council

Councillor Niki Mealings , Waimakariri District Council

(Non-Voting Member) James Caygill , Waka Kotahi (New Zealand Transport Agency)

Principal Advisor

Tracy Tierney

Programme Director Greater Christchurch Partnership

Tel: 941 6993

tracy.tierney@ccc.govt.nz

Meeting Advisor

David Corlett

Democracy Services Advisor

Tel: 941 5421

david.corlett@ccc.govt.nz

Website: www.ccc.govt.nz

Karakia mō te Tīmatataka Opening Incantation

Tūtawa mai i runga

Tūtawa mai i raro

Tūtawa mai i roto

Tūtawa mai i waho

Kia tau ai te mauri tū

te mauri ora ki te katoa

Hāumi e, hui e, taiki e

I summon from above

I summon from below

I summon from within

and the surrounding environment

The universal vitality and energy to infuse

And enrich all present

Unified, connected and blessed

1. Apologies Ngā Whakapāha

Committee Resolved GCPC/2024/00010

That the apologies from Dr Anna Stevenson, Councillors Henstock and Gliddon, and Dr Te Maire Tau and be accepted.

Mayor Sam Broughton/Councillor Nicole Reid Carried

2. Declarations of Interest Ngā Whakapuaki Aronga

Chair Palmer noted that he will be vacating the chair at the conclusion of Item 8.

3. Deputations by Appointment Ngā Huinga Whakaritenga

There were no deputations by appointment.

Councillor Templeton joined the meeting at 8.38 during the consideration of Item 4.

4. Confirmation of Previous Minutes Te Whakaāe o te hui o mua

Committee Resolved GCPC/2024/00011

That the minutes of the Greater Christchurch Partnership Committee meeting held on Friday, 9 August 2024 be confirmed.

Deputy Mayor Neville Atkinson/Mayor Phil Mauger Carried

5. Draft Greater Christchurch Transport Plan 2024 Update

Committee Comment

1. The Committee discussed the importance of securing the corridor for Mass Rapid Transport (MRT) and suggested staff come back with a paper on how best to progress this along with timings.

2. The Committee supported the request that a high-level summary of key transport projects that are aligned to the Greater Christchurch Spatial Plan, be provided as part of the next work programme update.

Committee Resolved GCPC/2024/00012

Officer Recommendations accepted without change

Part C

That the Greater Christchurch Partnership Committee:

1. Receives the update on the draft Greater Christchurch Transport Plan.

Mayor Sam Broughton/Mayor Dan Gordon Carried

Mayor Dan Gordon left the meeting at 9:15 am and returned to the meeting at 9:17 am during consideration of Item 6.

6. Mass Rapid Transit (MRT) Project Update

Committee Comment

1. There was discussion around the benefit, from a communications and certainty perspective, of committing to undertake the whole project, rather than committing on a stage by stage basis. This should be considered as part of the report back to the Committee on how best to progress the MRT.

2. Mana whenua representatives noted they were looking forward to the project and clarifying their role in the future.

Committee Resolved GCPC/2024/00013

Officer Recommendations accepted without change

Part C

That the Greater Christchurch Partnership Committee:

1. Receives the update on the Mass Rapid Transit (MRT) project.

Mayor Dan Gordon/Councillor Sara Templeton Carried

Gail Gordon left the meeting at 9.46 am and returned at 9.53 am during the consideration of Item 7.

7. Secretariat and work programme update

Committee Comment

1. Mana whenua would like to be included in any conversations on potential Regional Deals with the Crown, in whichever forum these are occurring.

2. The suggestion was made that consideration be given to the 10% proposed savings in operational budget being redirected to the programme delivery budget to help fund projects the partnership are keen to advance.

Committee Resolved GCPC/2024/00014

Officer Recommendations accepted without change

Part C

That the Greater Christchurch Partnership Committee:

1. Receives and notes the Greater Christchurch Partnership secretariat and work programme update.

2. Endorses investigating further opportunities with the collective Urban Growth Partnerships to work together on common issues and to advocate collectively where it would be advantageous to do so.

3. Notes savings of 10% on the operational budget for the 2025/26 financial year.

Chair Craig Pauling/Deputy Mayor Neville Atkinson Carried

Mayor Mauger left the meeting at 10.42 am during Item 8 and did not return.

8. Joint Housing Action Plan – Phase 1 Findings and Options

Committee Comment

1. Staff were thanked for the information provided to inform opportunities to support increased delivery of affordable housing.

2. There was general support for initiatives as presented.

3. It was noted that if inclusionary housing was to be advanced it would be need to be delivered simultaneously by all partner Councils.

4. There was interest from members in making land available at low or no cost for affordable housing kept in perpetuity.

5. Mana whenua are keen to see the work progress at a faster pace. Also that actions and policies support development of housing to support whānau to return home.

6. Important to discuss the findings and options at individual partner level to canvass which options partners are interested in pursuing or investigating further. Workshops have been booked with partner Councils in February 2025.

Committee Resolved GCPC/2024/00015

Officer Recommendations accepted without change

Part C

That the Greater Christchurch Partnership Committee:

1. Receives and notes this report.

Deputy Mayor Neville Atkinson/Councillor Nicole Reid Carried

Election of a Chair

Committee Resolved GCPC/2024/00016

The Greater Christchurch Partnership Committee resolved that James Caygill be appointed Chairperson of the Greater Christchurch Partnership Committee for the consideration of Item 9.

Mayor Dan Gordon/Mayor Sam Broughton Carried

James Caygill assumed the Chair for the consideration of Item 9.

9. Greater Christchurch Partnership Review
	Committee Comment 1. Members of the Committee expressed their gratitude for the contribution that Jim Palmer has made to the Partnership over many years including as the Independent Chair. 2. Mana whenua expressed their preference for the Committee to retain an Independent Chair which has been their consistent position since being a partner of the Committee. 3. It was agreed that recommendations 2 and 3 be reconsidered at the next Committee meeting. 4. Members are supportive of a review to consider if the Partnership is fit for purpose to meet future needs and opportunities.
	Officer Recommendations Ngā Tūtohu That the Greater Christchurch Partnership Committee: 1. Agrees to undertake a review of the form, function and focus of the Greater Christchurch Partnership to ensure it remains fit for purpose going forward. 2. Agrees to use voting system [A or B] in the election of an Interim Chair. 3. Appoints [ insert name] to Chair the Greater Christchurch Partnership Committee in the interim until the review is concluded, and the committee has considered the recommendations. Noting this is a temporary variation of the Memorandum of Agreement. 4. Delegates to the Chief Executives Advisory Group preparation of a draft Terms of Reference for the review of the form, function and focus of the Greater Christchurch Partnership and the appointment of a suitable, independent reviewer to conduct the review, with the Terms of Reference adopted by the Committee at its March 2025 meeting and inform recommendations to the Committee. The expectation is that the report will be received by the committee in the first half of 2025. 5. Acknowledges Jim Palmer for his contributions to the Greater Christchurch Partnership.
	Committee Resolved GCPC/2024/00017 Part C That the Greater Christchurch Partnership Committee: 1. Agrees to undertake a review of the form, function and focus of the Greater Christchurch Partnership to ensure it remains fit for purpose going forward. 2. Delegates to the Chief Executives Advisory Group preparation of a draft Terms of Reference for the review of the form, function and focus of the Greater Christchurch Partnership and the appointment of a suitable, independent reviewer to conduct the review, with the Terms of Reference adopted by the Committee at its March 2025 meeting and inform recommendations to the Committee. The expectation is that the report will be received by the committee in the first half of 2025. 3. Acknowledges Jim Palmer for his contributions to the Greater Christchurch Partnership. Mayor Dan Gordon/Mayor Sam Broughton Carried

Secretarial note: Recommendation 1, 2 and 3 were moved by Mayor Gordon and seconded by Mayor Broughton with recommendation 3 being put separately.

Karakia – Whakakapi Closing Incantation

Ka whakairia te tapu Restrictions are moved aside

Kia watea ai te ara So the pathway is clear

Kia tūruki whakataha ai To return to everyday activities

Kia tūruki whakataha ai

Hui e, tāiki e Enriched, unified and blesses

Meeting concluded at 11.32 am.

CONFIRMED THIS 7th DAY OF March 2024

Chairperson

5. Secretariat and Work Programme Update
Reference Te Tohutoro:	25/275322
Responsible Officer(s) Te Pou Matua:	Tracy Tierney, Director Greater Christchurch Partnership
Accountable ELT Member Pouwhakarae:	Tracy Tierney, Director Greater Christchurch Partnership

1. Purpose of Report Te Pūtake Pūrongo

1.1 The purpose of this report is to provide the Greater Christchurch Partnership Committee (GCPC) with a secretariat update on activities that support the partnership work programme.

2. Relationship to Partnership Objectives Ngā Whāinga Matua ki te hononga

2.1 This report is to inform the committee on progress towards delivery of the joint work programme and to support effective dialogue and relationships between partners.

3. Officer Recommendations Ngā Tūtohu

That the Greater Christchurch Partnership Committee:

1. Receives and notes the Greater Christchurch Partnership secretariat and work programme update.

4. Secretariat Update

Urban Growth Partnership (UGP) Collaboration Meeting

4.1 Tracy attended a UGP collaboration meeting in Wellington on Tuesday 11 February 2025. This was a combined meeting of UGP Chairs and senior staff to progress the discussions around shared learning and opportunities. Key agenda items included:

· Progress with regional deals – Futureproof, Smartgrowth & Queenstown are all actively pursuing the opportunity.

· Priority Development Area (PDAs) challenges & opportunities – others significantly more advanced with PDAs, key discussion topic when meeting with ministers, GCP connecting with programme leads in other areas to advance our work with PDAs

· Health’s role in partnerships – most keen to have closer relationship with the right people in health both to inform PDA work in term of building healthy communities, planning future facilities and working from the same growth projections, proving challenging for some to connect due to reviews within Health.

· Early thinking around approach to Housing and Business development capacity assessments (HBA) – most holding off until detail available on the updated NPS-UD being made available as part of the next tranche of RMA reform. Everyone keen to see if there is potential to work together for consistency and maybe share service/providers.

· Housing initiatives – Partnerships shared where they are at, some interest in making a collective case to the government for legislative tools to capture value uplift of development to help fund affordable housing.

4.2 The Chairs and staff found the meeting valuable and are keen to continue on a three monthly basis with the next one to be held online.

Regional Housing Steering Group (Canterbury Mayoral Forum)

4.3 Tracy was invited onto the steering group and is acting as a conduit between the regional and sub-regional housing work streams. All GCP work to date on housing has been shared to avoid duplication. An initial workshop was held to try and establish the gaps (and drivers) between current an anticipated housing needs across the region, which are diverse. The consultant team from the Urban Advisory will use the information to help inform a regional action plan. The indicative timeframe for delivery is May 2025.

Te Waipounamu Community Housing Provider Network

4.4 The network brings together community housing providers and their partners operating in the South Island. Its members’ primary activity is to provide community housing solutions for people in housing need. GCP staff attend two monthly meetings to stay current on community needs and programmes being delivered by a wide range of providers including CHP’s and government agencies.

4.5 At the meeting on 13 February key takeaways were that the need across affordable, social, transitional and emergency housing continues to outstrip supply, most believe this situation has worsened over the past 12 months. Of concern is the observed sharp increase in homelessness including families. This reinforces the need for the Joint Housing Action Plan with phase two focusing on implementation.

Canterbury Regional Energy Inventory Workshop

4.6 Tracy attended this workshop. This project was initiated through the Canterbury Mayoral Forum. The Energy Inventory is intended to provide an evidence base of the energy system in Waitaha / Canterbury. The workshop was well attended by representatives from across the energy system who collectively considered energy types, supply and demand, industry growth, resilience and climate change, system shifts/legislation and regulation.

4.7 From a GCP perspective it was helpful to raise the work commencing on Priority Development Areas which was of high interest to some providers and to make connections that will helpful moving forward with the PDA programme.

5. Work Programme Update

5.1 A summary of the GCP work programme is attached [Attachment A]. It provides a brief update on the progress and status of projects progressed year to date.

5.2 Of note is the Mass Rapid Transit (MRT) project which has transitioned from NZ Transport Waka Kotahi to Christchurch City Council as the lead. A report on the next steps for MRT is included in the meeting agenda.

5.3 At the 13 December 2024 a request made as part of the Greater Christchurch Transport Plan item and noted in the minutes:

The Committee supported the request that a high-level summary of key transport projects that are aligned to the Greater Christchurch Spatial Plan, be provided as part of the next work programme update.

5.4 A summary of the Greater Christchurch Transport Work Programme [Attachment B] has been provided for the committee’s information in response to the request.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	GCP Work Programme Summary 2025-02-12	25/277976	18
b ⇩	Greater Christchurch Transport Work Programme	25/376712	19

6. Mass Rapid Transit - Project Update
Reference Te Tohutoro:	25/156704
Responsible Officer(s) Te Pou Matua:	Jane Cameron, Team Leader Strategic Transport, CCC John Bartels, Strategic Projects Lead, GCP Greater Christchurch Transport Managers Group
Accountable ELT Member Pouwhakarae:	Tracy Tierney, Director Greater Christchurch Partnership

1. Purpose of Report Te Pūtake Pūrongo

1.1 The purpose of this report is to provide an update on the Mass Rapid Transit (MRT) project in response to the action of the 13 December 2024 Greater Christchurch Partnership Committee (the Committee) meeting. An update on the wider Greater Christchurch Public Transport Improvement programme of which the MRT is a component is also provided.

2. Relationship to Partnership Objectives Ngā Whāinga Matua ki te hononga

2.1 The MRT project was committed to as a key move as part of the Greater Christchurch Spatial Plan, with public transport improvements part of the strategic response to managing urban growth by the Partnership.

3. Officer Recommendations Ngā Tūtohu

That the Greater Christchurch Partnership Committee:

1. Receive the update on the Mass Rapid Transit (MRT) project next steps

2. Notes that the initial focus of the MRT project development now being led by Christchurch City Council remains consistent with the Hornby to Belfast extents included in the MRT Indicative Business Case (MRT-IBC) and endorsed by the Whakawhanake Kāinga Komiti in May 2023 as the preferred option

3. Endorses the 2025-27 MRT work programme approach outlined in this report which proposes a focus, for this first stage of work, being on:

a. Route protection of the preferred MRT corridor endorsed in the Indicative Business Case

b. Alignment with related Greater Christchurch and Crown work programmes

c. Maintaining a national profile

4. Notes that the preferred option in the MRT-IBC includes proposed improvements to Waimakariri and Selwyn District (District) public transport connections and this alongside longer-term considerations will be included in the next stage of the detailed business case development programme.

5. Notes that consideration of how these future District public transport outcomes will be achieved, will require further actions and tasks to be outlined, timelines developed and a development pathway (including responsible agencies) to be agreed by the Partnership.

6. Notes that a subsequent progress update on the delivery of the MRT and wider Greater Christchurch Public Transport Improvements Programme is intended to be provided to the Greater Christchurch Partnership Committee in late 2025.

4. Background Te Horopaki

4.1 Following the completion of earlier strategic work , in 2017 a Greater Christchurch public transport programme business case was developed and endorsed by the Committee, which is made of three interlinked ‘building blocks’:

· Foundations (core bus routes);

· Rest of network (other bus routes); and

· Mass rapid transit.

Diagram of a diagram of a business case

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4.2 In 2021 an indicative business case for the first two of these components - foundations and rest of network - was developed and endorsed by the Committee. Some of these improvements have now been implemented (such as, improvements to the Port to Port (Airport to Lyttelton) route 8), but the majority remain undelivered as funding is yet to be secured.

4.3 The Indicative Business Case for the MRT (MRT-IBC) was endorsed by the Whakawhanake Kāinga Committee on 12 May 2023, and partner Councils and approved by the NZTA – Waka Kotahi Board in July 2023.

4.4 The MRT-IBC identifies a preferred MRT proposal with a route connecting the central city with the key centres of Riccarton, Papanui, Hornby and Belfast. It incorporates connections between the districts and the Central City and MRT network using direct and express bus services including:

· Better intra-district public transport connections;

· Direct bus services from the districts to the central city, principally using the motorway corridors;

· Express bus connections from the Districts to the MRT system (via interchanges at each terminus i.e Hornby and Belfast); and

· Enhanced park-and-ride facilities.

4.5 The MRT proposal for Greater Christchurch, inclusive of the components listed in dot points above, is shown diagrammatically in Attachment A.

4.6 The MRT-IBC found that travel times for direct bus services to and from the Districts to the City Centre would be faster and offer a better customer experience compared to just connecting District services to the Christchurch City MRT system. This would be similar to an extended MRT system to the Districts but at a significantly lower cost until other responses were justified. There are beneficial reasons why additional District direct and express services connecting to the City MRT are proposed to increase in frequency and destination options as part of an integrated system. This is over and above the planned levels to be initially delivered through PT Futures. However, as it stands this initial uplift in services identified in PT Futures for the Districts, as well as the further work required to support MRT, all remain unfunded through the current National Land Transport Programme (NLTP).

4.7 In 2024 further work was done following the completion of the MRT-IBC to explore the feasibility of staging the MRT system within Christchurch City to stagger the funding required to deliver the project and to better understand the risk associated with urban change and redevelopment potential along the preferred route.

4.8 The MRT- IBC preferred option also noted key steps, that were beyond the scope of the IBC, which are required to support improved public transport servicing into the Districts:

- “Consideration of bus service interconnectivity within the districts, including any proposals under PT Futures, should also be reviewed, and optimised in the context of the MRT offering, to ensure suitable internal district connectivity (Intra-district) and connectivity to MRT”.

- “A service plan should be reviewed to consider if higher frequencies and or higher capacity vehicles would be required beyond the ten-year horizon considered under PT Futures”.

In terms of Park and Ride Facilities:

- “Given the extent of park and rides proposed, ratification of these should be considered beyond this IBC to ensure they are still optimal in context of MRT and the GCSP”.

4.9 As such, further consideration of these key steps will be undertaken.

5. Wider public transport improvement programme – progress update

5.1 The MRT project is one part of a broader public transport improvement programme and supporting pipeline of work. Completing the foundational work in the PT Futures work programme is a critical precursor to grow patronage along core routes to support the case for investment in delivering a MRT system connected to the broader public transport network across Greater Christchurch.

5.2 The PT improvement programme is focused on the delivery of funded improvements and refreshing the investment cases for the next stage of developments to be in a good position when the next National Land Transport Programme (NLTP) is determined in 2027.

5.3 CCC and ECan staff have recently initiated work on establishing more structured governance arrangements to guide the coordinated development and delivery of the PT programme in Christchurch. This includes looking to improve the way communications and reporting to Governors on the overall PT infrastructure improvement pipeline is undertaken.

5.4 Public transport improvement programmes which have received funding in the 2024-27 NLTP and are now being implemented are:

· Funding for the Route 7 (Halswell to Queenspark) frequency uplift (from 15 minutes to 10 minutes) was confirmed at the end of 2024

· National ticketing system (Motu Move) rollout

5.5 Completion of SH75 Halswell Road bus priority lanes, the progression of a CCC low-cost-low-risk infrastructure improvement programme (including, intersection signalling upgrades, enforcement, shelter installations, bus stop upgrades) is being considered through the CCC Annual Plan process. And as noted above, officers are developing a more coordinated programme of work which includes a refresh the investment case for the remainder of the PT Futures Foundations programme. This includes remaining frequency uplifts (routes 1, 5, Orbiter, and direct services to Rolleston, Rangiora and Kaiapoi); and infrastructure improvements (bus lanes and park and ride facilities). Funding was not approved in the NLTP to implement the majority of the planned PT infrastructure upgrades initially proposed.

5.6 Attachment B provides an overview and indicative timing for the Greater Christchurch Public Transport improvement programme pipeline.

6. Alignment to the Greater Christchurch Spatial Plan

6.1 The Greater Christchurch Spatial Plan (GCSP) was developed and extensively consulted on, resulting in the GCSP being endorsed by the Greater Christchurch Partnership Committee on Friday 16 February 2024. In March 2024, all Partner Councils also adopted the GCSP as their Future Development Strategy.

6.2 The GCSP recognises that improvements to the transport system are essential to support housing growth and strong economic performance, to achieve emissions reduction targets, and improve accessibility.

6.3 The purpose of the Greater Christchurch Transport Plan (GCTP) focuses on implementation and identifies the changes required to deliver the opportunity and directions of the Greater Christchurch Spatial Plan. It also outlines the key strategic partnership actions that require a collaborative approach and commitment to succeed.

6.4 The Mass Rapid Transit Project and Public Transport Futures are key components included with the GCTP which will be a key document that will help to deliver the partnership transport changes required to implement the GCSP vision. If the GCTP is endorsed, it supports the more detailed public transport improvement programme and would also likely be reported upon to the Committee as part of the ongoing monitoring and reporting framework.

7. Mass rapid transit project – next steps

7.1 The development of the MRT-IBC phase of this project was funded and led by NZTA-Waka Kotahi. As noted at the 13 December 2024 GCPC meeting, the project has now been transitioned to CCC to lead the next phase as the work becomes more grounded within Christchurch City.

7.2 In taking on the project leadership role for the MRT project, CCC officers are seeking to develop a programme of work which strikes the right balance between:

· Continuing to deliver what has been endorsed by the Partnership to date in the MRT-IBC along the preferred corridor within Christchurch City boundaries; and

· Working with Greater Christchurch and Crown partners to maintain a national profile for project as a whole.

8. Proposed 2025-27 MRT work programme approach

8.1 CCC staff are scoping up a work programme focused on the following proposed components:

· Detailed Business Case development with an initial focus on route protection of the preferred MRT corridor

· Alignment with related Greater Christchurch and Crown work programmes

· Maintaining a national profile

8.2 The next stage of MRT planning will include consideration of District connections. This is considered to a separate phase of the overall MRT Project that will need its own specific response to be determined by the Partnership beyond 2027, including any additional detailed business case development.

Detailed Business Case development: route protection

· Progressing work on the Detailed Business Case for route protection and progressing work on a District Plan designation to protect the land required along the Hornby to Belfast corridor as per the approved MRT-IBC.

· Detailed scoping of this work is progressing. Two technical hand-over workshops were held with NZTA’s MRT consultants at the end of last year. The initial planning phase will focus on what technical work CCC (as the road controlling authority) needs to prepare to progress a District Plan Notice of Requirement process.

· The initial stage will also involve establishing the resources available to us within existing baselines and what can be achieved within the budget. This includes, confirming the extent to which additional technical work is required to confirm land acquisition requirements. For example, the hand-over workshops with NZTA and the MRT consultant group has established that there are ‘higher risk’ parts of the corridor where work needs to be completed (such as, the route through Hornby and a confirmed route around the bus exchange in the central city).

Alignment with related work programmes

· The MRT work programme will be closely aligned with the:

· Wider Greater Christchurch Spatial Plan implementation, specifically the Priority Development Area programme with the purpose of unlocking growth in the key centres across the sub-region.

· The development of Greater Christchurch’s transport network in the future must also not isolate or preclude or prevent the development of Māori land and settlements to their fullest extent possible. This includes, ensuring Māori Land is not used or taken for public infrastructure required to service development on adjoining or proximate land.

· NZTA State Highway improvement programme for Hornby and Airport Access.

· Roll-out of the underpinning ‘building blocks’ of the PT Futures foundations programme and connections to the Districts.

Maintaining a national profile

· Maintaining the profile of the MRT project nationally in the lead-up to the next funding triennium will be critical.

· Refreshed communications material will be prepared to support this as well as make clear the community benefits of delivering the PT Improvements Programme.

· As a starting point, the project was recently submitted jointly with NZTA to Te Waihanga Infrastructure Commission for consideration in the Infrastructure Priorities Programme, which if successful, will significantly increase its national prominence.

8.3 To support the operational delivery and continued building of the investment case for the MRT project, CCC propose establishing a project steering group to guide the programme comprising membership across Greater Christchurch and Crown investment partners.

8.4 Technical advice prepared by AECOM in late 2023 to assist in scoping the next stage of project development following the MRT-IBC, highlighted recent experience from proposed route protections elsewhere in New Zealand that the maximum lapse period for route protection designation in urban areas is generally limited to 20 years. Proposals for longer than 20-year lapse periods have not been favoured by Commissioners due to the imposition it places on landowners.

8.5 This means that delivery of the MRT route between Hornby and Belfast within a 20-year route protection lapse period is achievable, if funding is secured. It is expected the uplift in the Districts PT services and infrastructure could also occur over this period to align with this. Future expansion of the MRT route, including the potential for extending into the Districts is anticipated to occur beyond this 20 year ‘window’. Progressing route protection for any future MRT extensions now is unlikely to be supported by Commissioners and considered high risk due to the imposition on landowners. Rather route protection should be progressed as part of a future business case once there is funding certainty for both PT Futures and MRT.

9. Strengthening Services to the Districts

9.1 Officers note that urban development and population growth and demand for public transport services in the Selwyn and Waimakariri Districts in particular continues at pace. This is creating pressure on existing bus services into the City Centre and connections to other destinations.

9.2 While currently unfunded, progressing the initial service uplifts to existing PT services in the Districts is part of the next steps for the PT Futures Foundations work noted above. Securing the funding for PT Futures will deliver significant service uplifts for direct services from Rangiora, Kaiapoi, Rolleston and Lincoln to the City Centre in response to changes in demand. This will be confirmed through the PT Futures detailed business case for service improvements.

9.3 We note the Partner Councils desire to ensure the long-term public transport opportunities and connections with the Districts are preserved. This will be well coordinated with the wider MRT project to ensure that services and infrastructure are well aligned and provide good connectivity outcomes for Greater Christchurch.

9.4 The Transport Managers Group will consider and plan how the work on bus service inter-connectivity within the districts, frequency improvements, network optimisation, future connectivity to MRT and stations, and requirements for supporting infrastructure such as Park & Ride can be included and delivered within the current sequencing of proposed Business Cases for public transport.

9.5 District officers will consider longer term aspects of district development (e.g. route identification and protection) that may be led by the individual Council. This could relate to opportunities identified through the Districts own strategic and spatial planning endeavours. This would be subject to support from the Districts governors.

9.6 Coordination will continue to be through the Greater Christchurch Partnership. Officers will continue to update the Committee as this work progresses.

9.7 While it is acknowledged that in the long term once the MRT system is established along the preferred route that it could ultimately extend further into Selwyn and Waimakariri. This is beyond the preferred option identified in the MRT-IBC and the next steps proposed by this report, which reflects the agreed Partnership approach to date on transport and MRT.

10. Current Funding Available to Progress the MRT Project

10.1 As the Committee is aware, there is no funding available for MRT prioritised in the 24-27 NLTP. In the absence of NLTP prioritisation in this funding cycle a staged approach is being taken to progress the project.

10.2 To progress the project over FY25/26 and FY26/27 will require a mix of utilising in-house capability and the re-allocation of OPEX funding from existing baselines for supplementary professional advice that cannot be sourced internally. Staff are in the process of establishing the level of OPEX funding and internal capability that can re-prioritised to progress this work over this period.

10.3 CCC and ECan have allocated LTP funding to progress MRT detailed business case development between FY27/28 and FY29/30:

	FY27/28	FY28/29	FY29/30
CCC	$166,140	$2.883 mill	$1.813 mill
ECan	$3.2 mill	$2.6 mill	$1.6 mill

10.4 The scoping currently underway is with a view to devising an approach to the detailed business case development and progressing the designation process to protect the preferred route that keeps the annual funding requirements within acceptable limits but maintains the momentum on the MRT project’s development

10.5 It is acknowledged that all Partners are operating in a fiscally constrained environment. Given the lack of funding available for this city shaping initiative, the next phase needs to involve all Partners identifying the funding and staff resourcing opportunities each can contribute to support making progress on the MRT project development, and pursuing advocacy opportunities for external funding, particularly across the next five years.

11. Next Steps

11.1 The proposed next steps from this report are:

· CCC Officers will scope and begin to implement the proposed 2025-27 MRT work programme, in consultation with Partners.

· The Greater Christchurch Transport Managers will determine the response needed to advance the Districts component of the MRT-IBC related to enhanced PT services and infrastructure to complete the future Greater Christchurch PT network identified by the endorsed MRT-IBC preferred option. This is in addition to that already Identified by PT Futures which will continue to progress.

· A more structured PT delivery work programme will be implemented, using the indicative MRT and PT Futures Programme as a base, across partner agencies to guide and deliver the wider PT Improvement Work Programme. This will include a refresh of communications messaging and collateral.

· Provide a subsequent progress update to the Greater Christchurch Partnership Committee on the above next steps in December 2025.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	The Greater Christchurch MRT Proposal from MRT IBC	25/261361	29
b ⇩	Indicative Greater Christchurch Public Transport improvement programme pipeline and timeframes	25/268862	30

7. Greater Christchurch Transport Plan
Reference Te Tohutoro:	24/1577183
Responsible Officer(s) Te Pou Matua:	Jesse Burgess, Chair of the Transport Managers Group
Accountable ELT Member Pouwhakarae:	Tracy Tierney, Director Greater Christchurch Partnership

1. Purpose of Report Te Pūtake Pūrongo

1.1 The purpose of this report is to present the Greater Christchurch Partnership Committee (GCPC) with the draft Greater Christchurch Transport Plan for their review. It also provides an overview of the development process for the plan itself and next steps.

2. Staff Recommendations Ngā Tūtohu

That the Greater Christchurch Partnership Committee:

1. Receive the Draft Greater Christchurch Transport Plan for review.

2. Note the next steps for the Greater Christchurch Transport Plan.

3. Confirm if further wider Partner Governance briefings are required.

3. Background

3.1 In 2022, the Greater Christchurch Partnership and the Crown established an Urban Growth Partnership for Greater Christchurch. This partnership of central government, local government and mana whenua is focused on shared objectives related to affordable housing, emissions reduction, and creating liveable and resilient urban areas.

3.2 The Greater Christchurch Spatial Plan[1] (GCSP) was developed and extensively consulted on, resulting in the GCSP being endorsed by the Greater Christchurch Partnership Committee on Friday 16 February 2024. In March 2024, all Partner Councils also adopted the GCSP as their Future Development Strategy.

3.3 The GCSP recognises that improvements to the transport system are essential to support housing growth and strong economic performance, to achieve emissions reduction targets, and improve accessibility.

3.4 The GCSP highlights the transformational shift required to achieve long-term outcomes for Greater Christchurch. The transport shift is encompassed within Opportunity 6: Prioritise sustainable and accessible transport choices to move people and goods in a way that significantly reduces greenhouse gas emissions and enables access to social, cultural and economic opportunities.

3.5 The partnership developed a Joint Work Programme[2] which identifies the development of a Greater Christchurch Transport Plan as a key initiative, to plan and coordinate the development of an integrated transport system.

4. Development approach

4.1 A working group, including staff from partner Councils, have developed the draft GCTP, reporting into the Transport Managers Group (TMG) and Senior Officials Group (SOG).

4.2 The scope agreed to focus on:

4.2.1 Building on the narrative of the Spatial Plan by describing what is meant by each direction under Opportunity 6.

4.2.2 Grouping existing and planned transport activities by the directions of the Spatial Plan

4.2.3 Putting emphasis on foundational and high priority actions that will occur in the next 3 years, as planned for in the Regional Land Transport Plan/ Long Term Plan/ National Land Transport Plan.

4.2.4 Signalling changes and investment that we should undertake in the 4 to 10 years horizon to realise the vision of the Spatial Plan.

4.3 The drafting of the document is a result of a collaborative partner approach, based on feedback throughout the development process to shape the plan and ensure it takes a best for Greater Christchurch perspective.

5. Greater Christchurch Transport Plan

5.1 The purpose of the Greater Christchurch Transport Plan focuses on implementation and identifies the changes required to deliver the opportunity and directions of the Greater Christchurch Spatial Plan (GCSP).

5.2 It also outlines the key strategic partnership actions that require a collaborative approach and commitment to succeed.

5.3

The GCTP focuses largely on achieving the outcomes of opportunity six of the GCSP, however it is intrinsically link to all other projects and initiatives within the joint work programme and as such will be a key document to inform other projects as shown in Figure 1:

5.4 While this Transport Plan focuses on delivering the GCSP (Figure 2), it is important to note that there are regional and local transport priorities that sit outside the Spatial Plan. The GCTP has been developed so that it provides a set of principles, actions and sub actions to guide partners in implementation. It doesn’t preclude partners from progressing their own aspirations or priorities that sit outside the scope of this document.

5.5 These wider transport aspirations respond to the safety, resilience, environmental, operational, and maintenance needs of the network. They overlap and build upon the actions within this plan, and add further value to Greater Christchurch, its communities, and the economy. These are reflected within their respective local Council and regional strategies and lie outside of the scope of this plan.

5.6 Figure 2:

5.7 Through the development process partners identified four principles that provide the foundation for guiding the partnership as we travel towards achieving the Greater Christchurch Transport Vision for 2050. These are:

5.7.1 Work in partnership, committed to achieving the spatial plan vision.

5.7.2 Seek sustainable funding and investment solutions to deliver transport infrastructure and services.

5.7.3 Prioritise the safety of our communities and transport users.

5.7.4 Deliver a fit for purpose road and transport network.

5.8 Changes required to implement the transport opportunity for both the directions and principles are outlined throughout the full document and as standalone action plan. These are presented as high-level actions with a set of sub-actions supported by indicative timeframes, agency involvement, any key dependencies, level of funding that may be required.

5.9 It is also important to note that this document is not a statutory document. Rather than overriding any decision-making processes within central, regional or local government, it is intended to be used as an input into each partner’s processes.

5.10 The intention is for the full draft GCTP to be endorsed by the GCPC at the May 2025 meeting without the requirement to further consult with the community or have partner governance adopt the plan. This is due to the plan giving effect to the GCSP without proposing any matters of wider significance or committing partners to funding.

5.11 While formal adoption is not being proposed, we are interested to understand if the GCPC see value in the wider partner governance receiving briefings on the GCTP to raise awareness and a shared understanding of its role and purpose.

5.12 It is understood that not all transport changes identified in the GCTP will align with central government priorities as set out in the Government Policy Statement on Land Transport 2024-27. It is intended for the GCTP to demonstrate how the partnership plans to realise the opportunities identified in the GCSP through implementation of transport changes over the next 10 years. As such, the GCTP has been prepared in a way to allow flexibility to accommodate shifts in political priorities while maintaining a core focus on the partnerships long-term transport aspirations and what is required to deliver on these.

5.13 The Plan identifies key partner actions that will require a partnership approach to implementation. Should the Plan be endorsed the GCPC, the Senior Officials Group will oversee the progress with the implementation of the GCTP that will be operational coordination delivered through the Transport Manager Group.

5.14 Progress reporting to the committee would be aligned to the broader GCSP monitoring and reporting framework that is currently under development.

5.15 The Spatial Plan will be reviewed every five years, incorporating the latest release of census information from Stats NZ. In accordance with the NPS-UD 2020, the Future Development Strategy component of the plan will be reviewed every three years. The joint work programme should be reviewed and updated at least every three years to coincide with council’s long term planning processes to ensure the partnership prioritises and adequately resources the delivery of the Spatial Plan (and its future iterations).

5.16 This will ensure that future iterations of the plan can respond to changing demographic, social, economic and cultural factors facing the partnership.

6. Next Steps

6.1 We seek the Committee’s feedback on the desire for wider partner governance to be briefed on the GCTP prior to May 2025, noting we are not proposing the plan to be formally adopted by partner governance.

6.2 Subject to the review by the GCPC in March 2025, the full draft GCTP document will be designed (using in-house resource). The final plan will be provided to the May 2025 GCPC meeting for their endorsement. Subject to the plan being endorsed it will be made publicly available through the Greater Christchurch Partnership and partner Council websites, where appropriate.

6.3 The implementation progress will be coordinated through the Transport Managers Group and overseen by the Senior Officials Groups. Progress reporting to the committee would be aligned to the broader GCSP monitoring and reporting framework.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Draft Greater Christchurch Transport Plan 2025	25/278109	35

9. Greater Christchurch Partnership Review
Reference Te Tohutoro:	25/122896
Responsible Officer(s) Te Pou Matua:	Chief Executive Advisory Group
Accountable ELT Member Pouwhakarae:	Tracy Tierney, Director Greater Christchurch Partnership

1. Purpose of Report Te Pūtake Pūrongo

1.1 The purpose of this report is to consider and approve the Terms of Reference for a review of the form, function and focus of the Greater Christchurch Partnership to ensure it remains fit for purpose going forward.

2. Relationship to Partnership Objectives Ngā Whāinga Matua ki te hononga

2.1 The Partnership is a joint committee formed to take a collaborative approach to address strategic challenges and opportunities for Greater Christchurch. The review provides an opportunity for partners to reflect on the efficiency and effectiveness of the committee in meeting their collective objectives now and in the future.

3. Officer Recommendations Ngā Tūtohu

That the Greater Christchurch Partnership Committee:

1. Approves [Option 1 or 2] as the Terms of Reference for the Greater Christchurch Partnership Review (Attachment A).

2. Agrees to the appointment of an Interim Chair until the review is concluded, and the committee has considered the recommendations. Noting this is a temporary variation of the Memorandum of Agreement.

3. Agrees that if more than one nomination is received for the Interim Chair, to use voting system [A or B] in the election of an Interim Chair.

4. Appoints [insert name] to the role of Interim Chair the Greater Christchurch Partnership Committee until the review is concluded.

4. Context/Background Te Horopaki

Terms of Reference for the Greater Christchurch Partnership Review

4.1 The Partnership has effectively been in place for 20 years. There have been significant changes over that period that will continue into the future, so it is timely and healthy to review the Partnership to see if it is set up to succeed to meet the outcomes that Partners are seeking.

4.2 The committee at its meeting on 13 December 2024 agreed to undertake a review of the form, function and focus of the Greater Christchurch Partnership to ensure it remains fit for purpose going forward.

4.3 The committee delegated to the Chief Executives Advisory Group (CEAG) preparation of a draft Terms of Reference for the review, subject to the committee’s approval. Subsequent to approval of the Terms of Reference, CEAG has the delegated authority to appoint a suitable, independent reviewer to conduct the review with the expectation that the report will be received by the committee in the first half of 2025.

4.4 A similar review undertaken by the Greater Wellington Urban Growth Partnership took approximately three months for the reviewer to complete all interviews, consider findings, identify options and prepare a draft report for the Chief Executives initial review. For the GCP review, subject to when an independent reviewer is confirmed, the draft report would likely be available by mid to late June. This would mean the report would be included in the committee agenda for the 8 August meeting (agenda circulated on 31 July).

4.5 Given the timing of receiving the report will be nearing the end of the joint committee’s triennium meeting cycle, the committee could choose to either receive the report, consider the findings and agree subsequent actions or provide recommendations for consideration of the incoming committee after the October local body elections. These options can be considered once the report is received.

4.6 Draft Terms of Reference are provided for the committees’ consideration (Attachment A).

4.7 Option 1 (preferred) - is based on the current Memorandum of Agreements stated purpose, role and functions. However, it does provide wide enough scope to consider alternate organisational models if it is considered by the reviewer that they would more efficiently and effectively deliver partner outcomes.

4.8 Option 2 – is a wider review. It proposes additional inclusions that consider the foundational value proposition of the Greater Christchurch Partnership and more directly considers Canterbury wide outcomes including the interplay with the Canterbury Mayoral Forum. Noting that neither mana whenua nor the crown are represented at the Canterbury Mayoral Forum.

4.9 Mana whenua support the review and have highlighted the importance of whichever option is approved by the committee, that they are engaged with in a meaningful way. Mana whenua have provided key questions in the Terms of Reference that they would like addressed as part of the review.

Appointment of an Interim Chair

4.10 As the current Chair stood down from the role as of 31 December 2024, it is recommended that an interim chair be appointed until the review is completed and the committee has considered the recommendations.

4.11 The alternative is that a Chair is appointed at the start of each committee meeting. This is not recommended as it does not allow the Chair time for input into the agenda prior to the meeting or provide continuity between meetings.

4.12 Nominations for an Interim Chair can be called for at the meeting. If more than one nomination is received, then the committee must first agree which voting system to adopt [A or B] before a vote takes place.

4.13 System A

· requires that a person is elected or appointed if he or she receives the votes of a majority of the members of the local authority or committee present and voting; and

· has the following characteristics:

i. there is a first round of voting for all candidates; and

ii. if no candidate is successful in the round there is a second round of voting from which the candidate with the fewest votes in the first round is excluded; and

iii. if no candidate is successful in the second round there is a third, and if necessary subsequent round of voting from which, each time, the candidate with the fewest votes in the previous round is excluded; and

iv. in any round of voting, if 2 or more candidates tie for the lowest number of votes, the person excluded from the next round is resolved by lot.

4.14 System B

· requires that a person is elected or appointed if he or she receives more votes than any other candidate; and

· has the following characteristics:

i. there is only 1 round of voting; and

ii. if 2 or more candidates tie for the most votes, the ties is resolved by lot.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	GCP Review Draft Terms of Reference	25/321458	66