Agenda of Greater Christchurch Partnership Committee

Committee Members

Greater Christchurch Partnership Interim Chair

Chair Craig Pauling

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

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)

Ian Duncan

Director, Greater Christchurch Partnership

John Bartels

Ph 941 8456

Democracy Services 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 7 March 2025

Time: 9.03am

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

Present

Members

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)

Mayor Sam Broughton , Selwyn District Council

Councillor Lydia Gliddon , 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

Principal Advisor

Tracy Tierney

Programme Director Greater Christchurch Partnership

Tel: 941 6993

tracy.tierney@ccc.govt.nz

Meeting Advisor

David Corlett

Democratic Services Advisor

Tel: 941 5421

david.corlett@ccc.govt.nz

Website: www.ccc.govt.nz

Karakia mō te Tīmatataka Opening Incantation

Whakataka te hau ki te uru 

Whakataka te hau ki te tonga

Kia mākinakina ki uta 

Kia mātaratara ki tai 

E hī ake ana te atakura 

He tio, he huka, he hau hū 

Tīhei Mauri Ora 

Cease the winds from the west 

Cease the winds from the south 

Let the breeze blow over the land 

Let the breeze blow over the sea 

Let the red-tipped dawn come with a sharpened air. 

A touch of frost, a promise of a glorious day 

Election of a Chair

Committee Resolved GCPC/2025/00001

The Greater Christchurch Partnership Committee resolved that Chair Craig Pauling be appointed Chairperson of the Greater Christchurch Partnership Committee for todays meeting.

Gail Gordon/Mayor Dan Gordon Carried

Environment Canterbury Chair Craig Pauling assumed the Chair.

1. Apologies Ngā Whakapāha

Committee Resolved GCPC/2025/00002

That the apologies from Councillor Henstock, James Caygill and Dr Anna Stevenson for absence, and Jane Huria for a late arrival be accepted.

Mayor Phil Mauger/Mayor Sam Broughton Carried

2. Declarations of Interest Ngā Whakapuaki Aronga

There were no declarations of interest recorded.

3. Deputations by Appointment Ngā Huinga Whakaritenga

There were no deputations by appointment.

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

Committee Resolved GCPC/2025/00003

That the minutes of the Greater Christchurch Partnership Committee meeting held on Friday, 13 December 2024 be confirmed.

Councillor Niki Mealings/Councillor Grant Edge Carried

5. Secretariat and Work Programme Update

Committee Comment

1. In reference to the government directions watching brief, changes to the Building Consent Authority could bring opportunity. It was noted that this is being discussed at the Canterbury Mayoral Forum. The Secretariat will stay connected.

2. Commencement of the blue-green strategy was queried, this was not prioritised by the Committee in this years’ work programme so has not been progressed at this stage.

3. It was noted that the work programme doesn’t include forward looking milestones which would be useful to see. Reporting to the Committee will change from the next meeting, in May, when the Greater Christchurch Spatial Plan Implementation Plan and annual report will be provided. This will include forward work programme including key actions and milestones.

Officer Recommendation accepted without change

Committee Resolved GCPC/2025/00004

Part C

That the Greater Christchurch Partnership Committee:

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

Mayor Sam Broughton/Councillor Grant Edge Carried

6. Mass Rapid Transit - Project Update
	Committee Comment 1. The work of staff was acknowledged. It was noted that at a meeting with Minister Bishop last week there was a positive conversation around MRT. A priority is to make sure the corridors are protected. 2. Members are keen to progress this work at pace and provide support to Christchurch City Council who are leading this work. Funding may need to be brought forward to better resource the project. 3. It was noted the next Committee report is planned for the end of the year. The Mayors and Chair would like to continue to advocate for MRT with the Minister and so would like an interim update that could support a further conversation. The timing for this update is to be confirmed.
	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.
	Committee Resolved GCPC/2025/00005 Part C 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. 7. Requests that staff prepare an update to support the Committee with their conversations with the Minister. Mayor Phil Mauger/Councillor Sara Templeton Carried

7. Greater Christchurch Transport Plan

Committee Comment

1. Mana whenua reiterated their position that Māori reserve land be must be protected through any transport implementation.

2. The impact of RMA Fast Track applications was queried. Staff noted it is too early to say yet. However, the impact of any decisions will be considered in terms of both the GC Transport and Spatial Plans to see if amendment required.

3. At this stage partners do not require individual briefings.

Officer Recommendation accepted without change

Committee Resolved GCPC/2025/00006

Part C

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.

Mayor Sam Broughton/Councillor Sara Templeton Carried

Councillor Templeton left the meeting at 10.26 am during Item 8 and returned at 10.29 am during the same item.

8. Joint Housing Action Plan Partner Council Briefing Update

John Bartels, Strategic Projects Lead, Greater Christchurch Partnership tabled a presentation which he spoke to. Feedback was received that while some options were not favoured i.e. inclusionary zone and targeted rates, everything should be progressed to the next stage to provide the detail required to inform decision making.

Attachments

a Joint Housing Action Plan Partner Council Briefing Update

9. Greater Christchurch Partnership Review
	Committee Comment 1. Option 1 was supported by the Committee. However, the Committee would like to add in the key question from option 2 “What opportunities are there to enhance either the combined work of the GCP and CMF to advance Canterbury’s diverse interests?” 2. Chair Pauling was elected to the position of Interim Chair unopposed.
	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 Resolved GCPC/2025/00007 Part C That the Greater Christchurch Partnership Committee: 1. Approves Option 1 as the Terms of Reference for the Greater Christchurch Partnership Review (Attachment A) 3. 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. 4. Appoints Chair Craig Pauling to the role of Interim Chair the Greater Christchurch Partnership. Mayor Sam Broughton/Mayor Dan Gordon Carried

Karakia – Whakakapi Closing Incantation

Given by Chair Craig Pauling

Meeting concluded at10.50 am.

CONFIRMED THIS 6th DAY OF MAY 2025

5. Draft Canterbury Regional Public Transport Plan 2025–35
Reference Te Tohutoro:	25/619503
Responsible Officer(s) Te Pou Matua:	Len Fleete, Senior Strategy Advisor Sonia Pollard, Public Transport Strategy and Planning
Accountable ELT Member Pouwhakarae:	John Bartels, Director Greater Christchurch Partnership

1. Purpose of Report Te Pūtake Pūrongo

1.1 The purpose of this report is to seek the Greater Christchurch Partnership Committee’s (Committee) endorsement of the amended Draft Canterbury Regional Public Transport Plan 2025–35. It also requests the Committee to recommend to the Canterbury Regional Council that the Draft Canterbury Regional Public Transport Plan 2025–35 be approved and adopted when considered at the July 2025 Council meeting.

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

2.1 Clause 9.2 x. (b) of the Memorandum of Agreement establishing the Greater Christchurch Partnership Committee states that one of the Committee’s strategic transport functions is to:

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

3. Officer Recommendations Ngā Tūtohu

That the Greater Christchurch Partnership Committee:

1. Confirms the minutes from the Greater Christchurch Partnership Committee Canterbury Regional Public Transport Plan 2025-35 Hearings Panel Deliberations meeting of 20 March 2025.

2. Endorses the amended Draft Canterbury Regional Public Transport Plan 2025–35 as recommended by the Greater Christchurch Partnership Hearings Panel.

3. Recommends that the Canterbury Regional Council adopt the amended Draft Canterbury Regional Public Transport Plan 2025–35.

4. Notes that the Greater Christchurch Partnership Hearings Panel will be discharged at the point the final Canterbury Regional Public Transport Plan 2025-2035 is adopted by the Canterbury Regional Council.

4. Context/Background Te Horopaki

Background

4.1 The Canterbury Regional Public Transport Plan (RPTP) 2018–28 has been in effect for six years. A refresh of the Plan has been underway for the past 18 months to incorporate legislative, strategic, and policy changes since 2018. The updated Plan is targeted for completion and adoption by Environment Canterbury in July 2025.

4.2 The refresh process has been coordinated through the Greater Christchurch Partnership Committee (GCPC), with the Canterbury Regional Transport Committee (CRTC) overseeing matters outside the Greater Christchurch boundary. In mid-2024, a draft Plan was presented to the respective committees, and two Hearings Panels were convened to manage engagement, review submissions, and deliberate on proposed amendments.

4.3 The refreshed Canterbury Regional Public Transport Plan 2025-2035 consultation was held between 25 September and 24 October. Almost 800 individuals and groups provided feedback on the draft Plan.

4.4 Hearings were held between 18 and 25 November 2024 at Environment Canterbury (ECan). A total of 65 submitters were originally scheduled to be heard.

4.5 The submission and hearing process concluded on 20 March 2025, when the respective panels deliberated on the proposed changes to the draft Plan.

4.6 Staff are seeking the Committee to confirm the minutes from the Greater Christchurch Partnership Hearings Panel Deliberations meeting of 20 March 2025 [Attachment A]. The GCP Hearings Panel is considered a subcommittee of the Greater Christchurch Partnership Committee and as such they have overall responsibility for the GCP Hearings Panel.

GCP RPTP Hearings and deliberations

4.7 The GCP Hearings Panel, comprising Deputy Mayor Atkinson (Waimakariri District Council), Councillor Reid (Selwyn District Council), Councillor Templeton (Christchurch City Council), and Councillor Edge (Environment Canterbury), resolved to approve the proposed amendments to the Draft Canterbury Regional Public Transport Plan 2025–35 as outlined in Section 5 of the Officers’ Hearing Report.

4.8 A marked-up version of the amended Draft Canterbury Regional Public Transport Plan 2025–35 has been provided to the committee [Attachment B].

4.9 Changes to the plan are visible throughout the marked-up plan in the following colour categories:

· Red text - Inaccuracies, typographical errors, and design/layout revisions.

· Green text - Recommended changes from the Officers’ Report, endorsed by the Hearings Panels.

· Blue text - Additional changes recommended by the Hearings Panels.

4.10 A summary of the key amendments on the Draft Canterbury Regional Public Transport Plan 2025–35 as a result of the submission and hearing process include:

· On-demand Services: Expanded criteria for introducing on-demand services, allowing them in areas where traditional public transport does not operate but where population and demand assessments indicate viability.

· Specialist Services: Amended school assist bus timing conditions in the policy explanation.

· Trials and Innovation: Updated actions to reference the National Ticketing Solution and its potential for trialling fare adjustments.

· Integrating Public Transport with Land Use: Added network utility operators to the list of stakeholders involved in integrating public transport with land use.

· Customers Travelling with Domestic Pets: Expanded actions to ensure ongoing monitoring of pet travel numbers and regular review of carriage conditions.

· Aligning the RPTP with recent NZ Transport Agency (NZTA) guidelines on increasing the private share of public transport expenditure released after the consultation process began.

· Updating references from the Sustainable Public Transport Framework (SPTF) to the Land Transport Management Amendment Act 2023, following NZTA’s submission.

· Adjusting the timing of public transport improvements due to limited funding availability in the National Land Transport Programme (NLTP) 2024–27, which has delayed delivery of the PT Futures programme.

· Correcting typographical errors and improving document layout and readability.

4.11 The Committee is asked to endorse the amended Draft Canterbury Regional Public Transport Plan 2025–35 [Attachment C] as recommended by the Greater Christchurch Partnership Hearings Panel. If the Committee, does not agree with the GCP Hearings Panel's recommendation that the matter be referred to the Canterbury Regional Council for further consideration at its July meeting.

5. Next Steps

5.1 The revised Canterbury Regional Public Transport Plan 2025-2035 will be presented to the Canterbury Regional Council 30 July meeting for adoption.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	UNCONFIRMED Greater Christchurch Partnership Hearings Panel Minutes 20 March 2025	25/770479	20
b ⇩	Marked up Draft Regional Public Transport Plan RPTP 25-35	25/770483	26
c ⇩	Final Draft Regional Public Transport Plan RPTP 25-35	25/935286	103

6. Greater Christchurch Transport Plan Endorsement
Reference Te Tohutoro:	25/611958
Responsible Officer(s) Te Pou Matua:	Jesse Burgess, Chair of the Transport Manager Group
Accountable ELT Member Pouwhakarae:	John Bartels, Director Greater Christchurch Partnership

1. Purpose of Report Te Pūtake Pūrongo

1.1 The purpose of this report is present the final Greater Christchurch Transport Plan to the Greater Christchurch Partnership Committee for endorsement.

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

2.1 The partnership developed a Joint Work Programme^{^[1]} 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 to achieve the outcomes set out in the Greater Christchurch Spatial Plan.

3. Officer Recommendations Ngā Tūtohu

That the Greater Christchurch Partnership Committee:

1. Receives and endorses the Greater Christchurch Transport Plan.

2. Notes the final designed Greater Christchurch Transport Plan will be circulated to members separately prior to the meeting.

3. Approve the Director of the Greater Christchurch Partnership to make any final editorial updates to correct typographical, formatting or minor design errors identified within the document.

4. Notes the next steps for reporting on the progress of the Greater Christchurch Transport Plan.

4. Context/Background Te Horopaki

4.1 The final Greater Christchurch Transport Plan document will be provided under separate cover prior to the meeting.

Background

4.2 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).

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

4.4 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.

4.5 The draft Greater Christchurch Transport Plan was presented to the Greater Christchurch Partnership Committee in March for the review. The Committee had no feedback on the plan and indicated it did not require wider partner governance briefings on the transport plan, noting we are not proposing the plan to be formally adopted by partner governance.

4.6 Environment Canterbury did hold a briefing on the transport plan for its Council on 1 May.

4.7 The final Greater Christchurch Transport Plan will be circulated to members under separate cover prior to the meeting.

4.8 Any amendments of minor effect to design or to correct minor errors are consider of an operational nature and would be approved by the Director of the Greater Christchurch Partnership.

4.9 Subject to the plan being endorsed it will be made publicly available through the Greater Christchurch Partnership and partner Council websites, where appropriate.

5. Next steps

5.1 Subject to the plan being endorsed it will be made publicly available through the Greater Christchurch Partnership and partner Council websites, where appropriate.

5.2 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	Greater Christchurch Transport Plan (Under Separate Cover)

7. Joint Housing Action Plan - Phase 2 Actions
Reference Te Tohutoro:	25/617949
Responsible Officer(s) Te Pou Matua:	John Bartels, Director Greater Christchurch Partnership
Accountable ELT Member Pouwhakarae:	John Bartels, Director Greater Christchurch Partnership

1. Purpose of Report Te Pūtake Pūrongo

1.1 To provide the proposed Phase 2 actions for the Greater Christchurch Partnership Committee’s (Committee) endorsement. It outlines the phased approach for returning to the Committee with further details on the anticipated costs, opportunities and challenges of implementing each of these actions.

1.2 This report follows on from the workshop discussions and feedback provided at the 7 March 2025 Committee meeting on the options to progress as Phase 2 actions of the Joint Housing Action Plan (JHAP).

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

2.1 The development and implementation of the Joint Housing Action Plan (JHAP) was committed to as part of the Greater Christchurch Spatial Plan and is a work programme priority for the Greater Christchurch Partnership (Partnership).

3. Officer Recommendations Ngā Tūtohu

That the Greater Christchurch Partnership Committee:

1. Receives this report.

2. Endorses the Joint Housing Action Plan - Phase 2 actions as detailed in Attachment A.

3. Notes that the work on the Phase 2 actions has been sequenced into three tranches, allowing actions that have limited upfront financial implications to be progressed most quickly.

4. Context/Background Te Horopaki

4.1 Joint Housing Action Plan (JHAP) Phase 1 findings and options were presented at the 13 December 2024 Committee meeting as part of a workshop and feedback provided. The materials presented at this workshop were informed by two documents prepared as part Phase 1 work:

· JHAP Phase 1 Findings report

· JHAP Phase 1 - Indicative Economics Assessment report.

4.2 From the Phase 1 investigations it was found that the most effective levers available to partners to positively impact social and affordable housing are:

· Partners leveraging land holdings;

· Accessing fundings and financing for housing developments;

· Pro-housing policy changes that support Mana Whenua, Community Housing Providers and Community Housing Trusts (CHPs/CHTs) in generating more affordable housing; and

· Partnering and advocacy to influence external settings and levers out of control of the GCPC e.g. Government legislation, investment attraction.

4.3 Building on Phase 1 of the Joint Housing Action Plan, Ōtautahi Community Housing Trust (ŌCHT) has continued efforts to amend its Trust Deed—through a Private Bill—to operate beyond Christchurch City Council boundaries. With Council support confirmed in December 2024, the Private Bill has been drafted and is ready for introduction to the House of Representatives. Officers will look to update the Committee as it progresses.

4.4 Four Partner briefings were completed by the relevant council officers and supported by the secretariat across February 2025.

4.5 John Bartels presented a summary of the feedback received at these briefings from elected members at the 7 March 2025 Committee meeting. This highlighted that the majority of the options were supported as Phase 2 actions. As actions this involves completing the work necessary to inform decision making by Partners.

4.6 From the Partner briefings there were three options which had received mixed feedback: 1) undertaking the next stages of assessment and scoping for Inclusionary Zoning; 2) assessing and scoping a targeted rate; and 3) advocacy for Inclusionary Zoning in Resource Management Act reforms.

4.7 The workshop with the Committee at the March 2025 meeting resulted in support for those options that had received mixed feedback to be progressed, such as Inclusionary Zoning, but only doing the minimum work required at this stage to identify high level costs involved in the process of implementing these actions and likely implications.

4.8 Officers will complete the work necessary to provide Committee members with a clearer picture of the anticipated range of costs to Partners for implementing each action, alongside the forecast social and affordable housing yield drawn from the Phase 1 Indicative Economic Assessment report.

4.9 This approach maximises the effective use of Partner resources in providing this next level of detail on each action whilst recognising the range of views across Committee members on proceeding with various actions.

4.10 The proposed actions for Phase 2 of the Joint Housing Action Plan are outlined in Attachment A. These actions have been categorised for completion over different time horizons, as three distinct tranches:

· Tranche 1 - Progress now: So that the Committee can consider and ideally Partners can make decisions to implement within the FY25/26;

· Tranche 2 - Assess and scope: Complex actions that have significant impacts, which need to be further assessed and scoped for the Committee to consider and Partners to make decisions to implement beyond the FY25/26;

· Tranche 3 - On hold: Awaiting clarification of Government legislation or policy to enable assessment of the whether the action can be implemented.

4.11 There was additional feedback from the Committee at the March workshop with Mana Whenua identifying housing for its people as a high priority. This included Mana Whenua needing support to help realise the desired housing for Māori across Greater Christchurch area. A specific action has been introduced into Phase 2 of the JHAP to explore a ‘navigator’ role for progressing new housing opportunities for Mana Whenua.

4.12 Other feedback related to the approach to advocacy on having inclusionary zoning (affordable housing value capture) included as part of the Resource Management Act reforms. The tangible advocacy ‘asks’ have been further detailed as part of the Phase 2 actions for consideration by the Committee.

4.13 A presentation that summarises the approach taken to identifying the Phase 2 actions for the Joint Housing Action Plan is included as Attachment B. This reflects the input and feedback provided by the Committee and Partner Council as part of this process.

5. Next Steps

5.1 The proposed next steps from this report are:

5.1.1 Secretariat to work with members of the Housing Working Group to progress the Phase 2 actions as outlined in Attachment A. This includes coordination of any required internal activities e.g. working with policy teams to determine the appropriate policy amendment wording.

5.1.2 Officers will continue to monitor the progress made on the Private Bill to allow Ōtautahi Community Housing Trust to expand its area of operation and provide updates to the Committee as it advances.

5.1.3 The Housing Working Group to return to the Committee with a report on the first tranche of ‘Progress Now’ category of Phase 2 actions. The aim is for the timing of this Committee report to align with Partner Councils' annual planning processes to enable endorsed recommendations to be integrated into their 2026/27 Annual Plan processes.

5.1.4 Subsequent reports will be prepared by the Housing Working Group to the Committee on those Phase 2 actions in the second tranche of ‘Assess and scope’ category. These are anticipated to be provided within the next 12-18 months to best inform upcoming annual and long-term plans by Partners. These timeframes reflect the complexity and significance of these actions.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	JHAP Phase 2 - Proposed Actions	25/944481	260
b ⇩	Presentation - Summary of approach to identify JHAP Phase 2 - Proposed Actions	25/944830	261

8. Greater Christchurch Spatial Plan - Implementation Plan 2024-27
Reference Te Tohutoro:	25/598372
Responsible Officer(s) Te Pou Matua:	John Bartels, Strategic Projects Lead Jenny Wilkinson, Programme and Relationship Advisor
Accountable ELT Member Pouwhakarae:	John Bartels, Director Greater Christchurch Partnership

1. Purpose of Report Te Pūtake Pūrongo

1.1 The purpose of this report is present the Greater Christchurch Spatial Plan – Implementation Plan 2024-27 as detailed in Attachment A, for endorsement by the Greater Christchurch Partnership Committee (Committee).

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

2.1 The implementation plan is a key tool for the delivery of the Future Development Strategy and outcomes sought by the Greater Christchurch Spatial Plan.

3. Officer Recommendations Ngā Tūtohu

That the Greater Christchurch Partnership Committee:

1. Notes this report.

2. Receive and endorse the Greater Christchurch Spatial Plan – Implementation Plan 2024-27 as detailed in Attachment A.

4. Context/Background Te Horopaki

4.1 The Greater Christchurch Partnership has completed the Future Development Strategy (FDS) as required by the National Policy Statement on Urban Development (NPS-UD) through the development of the Greater Christchurch Spatial Plan adopted in 2024. Noting that Spatial Plans have a wider focus that aims to balance various needs such as housing, transportation, environmental protection and economic development.

4.2 The form and content of implementation plans is not currently prescribed in the NPS-UD. In undertaking the development of this plan, a review of draft and endorsed plans from other urban growth partnerships was undertaken. The structure and content of the Greater Christchurch implementation plan is similar to the other plans however the implementation action section in particular is tailored to Greater Christchurch.

4.3 Clause 3.18 of the NPS-UD introduces a requirement to have an implementation plan for the FDS that is updated annually. The implementation plan does not form part of the FDS and there is no requirement to consult. This means that it does not have statutory weight but is intended to set out what the partners, both individually and collectively, will do to implement the FDS. As the Greater Christchurch Spatial Plan was developed jointly there is a collective requirement to implement and monitor progress.

4.4 The Partnership has been working on delivery of the Joint Work Programme outlined at a high level in the Spatial Plan. Regular work programme updates have been provided to the Committee. The Greater Christchurch Partnership Implementation Plan (Implementation Plan) seeks to formalise the work programme and provide a longer term view. It also provides greater detail including specific actions, timing and indicative costs to help inform subsequent investment decisions to be made by Partners through annual and long term plan processes.

4.5 Consistent with the NPS-UD, the implementation plan will be reviewed annually to reflect progress made across the year in delivering the Greater Christchurch Spatial Plan.

4.6 The Implementation Plan has been developed collaboratively through the Planning Managers Group, Senior Officials Group and directly with project leads, particularly in relation to the Priority Areas. The key role of the secretariat is co-ordination and reporting on the Implementation Plan to the Committee.

4.7 There are additional actions that contribute to Greater Christchurch Spatial Plan outcomes which the Partners currently undertake as ‘Business as Usual’. These include important community infrastructure and open space activities as well as other projects and activities that are the responsibility of individual partners. These have been excluded from the actions in this Implementation Plan as they do not require cross-organisational leadership by the partnership to be achieved. Although not included in this document, they are an important part of delivery for the Greater Christchurch sub-region as a well-functioning urban environment.

4.8 As noted in the Implementation Plan the leadership model and structure may change as a result of the Greater Christchurch Partnership Review. The plan can be amended as necessary, with any change to be reflected in the next annual review of the Implementation Plan in 2026.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Greater Christchurch Spatial Plan - Implementation Plan 2024-27	25/944506	269

9. Greater Christchurch Spatial Plan Annual Report 2025
Reference Te Tohutoro:	25/88266
Responsible Officer(s) Te Pou Matua:	Jenny Wilkinson, Programme and Relationship Advisor John Bartels, Strategic Projects Lead Senior Officials Group
Accountable ELT Member Pouwhakarae:	John Bartels, Director Greater Christchurch Partnership

1. Purpose of Report Te Pūtake Pūrongo

1.1 The purpose of this report is to present the inaugural Annual Report for 2025 and provide an overview of the Monitoring and Reporting Framework for the Greater Christchurch Spatial Plan (Spatial Plan) to the Greater Christchurch Partnership Committee (Committee).

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

2.1 Monitoring and reporting progress towards delivery of the Greater Christchurch Spatial Plan outcomes including the joint Future Development Strategy, is fundamental to informing future decision making.

3. Officer Recommendations Ngā Tūtohu

That the Greater Christchurch Partnership Committee:

1. Notes the content of this report.

2. Receives this Annual Report 2025 as detailed in Attachment A.

4. Background

4.1 It is just over a year since the Greater Christchurch Spatial Plan (Spatial Plan) was adopted by all partner Councils in March 2024 as their Future Development Strategy (FDS) as required by the National Policy Statement on Urban Development (NPS-UD). Noting that Spatial Plans have a wider focus that aims to balance various needs such as housing, transportation, environmental protection and economic development.

4.2 The partnership must undertake monitoring as required by the National Policy Statement on Urban Development as part of its commitment to the FDS which will inform future development capacity assessments.

4.3 The inaugural Annual Report (Attachment A) aims to provide an overview of the approach to monitoring and reporting, using currently available data to set a baseline for future reporting. It considers what has happened and changed over the previous 12 months and how that might impact the directions and opportunities within the Spatial Plan. The Implementation plan takes the learnings from the annual report to help inform the future work programme.

4.4 It should be noted that the Spatial Plan is still in the very early stages of implementation for most projects and initiatives. It is likely that noticeable progress towards achieving the overarching directions and opportunities included in the Spatial Plan could take a number of years.

4.5 There has been a previous desire communicated by both the Committee and its wider partner governance to improve visibility of progress and reporting against the Spatial Plan and agreed work programme priorities.

5. Key findings from the Annual Report

What’s changed in Greater Christchurch?

5.1 Key external factors impacting on Greater Christchurch are that:

· The economy performed well in 2024 over the previous year.

· Long-term trends show most economic indicators remain positive and are on par with the rest of New Zealand.

· Population growth is strong.

· Growth is contributing to housing pressure - Housing prices are increasing faster than other parts of New Zealand.

· Households have lower average incomes than the New Zealand average - This gap in household incomes is likely to grow further if the trend over last 5 year continues.

· Housing affordability continues to worsen for both homeowners and renters - As a measure of housing affordability, there is considerable housing stress across Greater Christchurch. Consistent with the above average rises in house prices and declining affordability, there is an increase in rents as more people cannot afford to buy a home. This has the potential to feed greater rental stress across households into the future.

What does that mean for the Greater Christchurch Spatial Plan?

5.2 The long term outcomes sought by the Spatial Plan are over the next 30 years. As it has only been a year since the plan was adopted, it is too soon to tell if the external environment or actions taken by the Partnership have had a measurable impact.

5.3 Government policy to increase land supply in effect enables development in most areas of Greater Christchurch. This is potentially helpful for increasing overall housing supply however could reduce the demand for intensification as envisaged by the plan. Planning tools are increasingly limited in their ability to influence the outcomes sought in the plan. The Partnership will need to look for opportunities to invest, lead, co-ordinate and to influence others to achieve change.

5.4 The importance of progressing the investment in the journey to Mass Rapid Transit (MRT) as a ‘city shaping’ initiative is fundamental to achieving many of the outcomes of the Spatial Plan. It is hoped that MRT will be included in the next Waka Kotahi NZ Transport Agency National Land Transport Programme 2027-30. Partners collective commitment to progressing public transport investment will be critical to unlocking the future of MRT.

5.5 The trends over the past 12 months have been mostly consistent with assumptions used when developing the plan. Therefore, the plan remains relevant and fit for purpose. Of concern over this period however is worsening housing affordability per capita. The indicators provide further evidence to support the Partnerships continued focus on progressing the Joint Housing Action Plan.

6. Monitoring and Reporting development and approach

6.1 There is currently no specific guidance from the Ministry for the Environment on what is required to monitor or report on spatial plans beyond NPS-UD requirements. Other Urban Growth Partnerships are also working through how to effectively monitor their plans beyond reporting on tactical actions being completed as part of their work programmes/implementation plans.

6.2 The following outcomes are intended to be achieved by the development of a Greater Christchurch Spatial Plan Monitoring and Reporting Framework:

6.3 Fulfil the legislative requirements of the NPS-UD by developing a Greater Christchurch Residential Development and Housing Dashboard, largely focussed on one of the spatial plan opportunities.

6.4 Strategic monitoring and evaluation through a set of headline indicators of the broader opportunities in Spatial Plan.

6.5 Track implementation plan and operational progress.

6.6 It has been challenging to identify a range of key indicators that focus on outcomes so that the effectiveness of any interventions can be tracked over time and that are measured consistently across the partnership. One gap in particular are wellbeing measures now that the Canterbury Wellbeing Survey is no longer undertaken. The approach to data sources has been to:

· Use existing data sources

· Focus on fewer, but meaningful key indicators

· Combine reporting requirements as far as possible

· Ensure the processes are efficient and sustainable

6.7 The approach to monitoring and a data requirement will take an iterative approach and will develop over time as new data sets and relevant key performance indicators become available or are developed.

6.8 There are three indicators identified within the annual report that are still under development. Mana whenua is best placed to lead the approach to measuring the protection, restoration and enhancement of sites and areas of significance to Māori with support from the Greater Christchurch Partnership. Data sets to support two indicators have been identified but were not available by the time of finalising the report and will be reported in the 2026 Annual Report.

7. The Greater Christchurch Spatial Plan Monitoring and Reporting Framework

7.1 As the Spatial Plan has a 30-year horizon, progress will take time and the external environment the partnership operates within will change. Monitoring key indicators over time will show whether trends are heading in the right direction and help the partnership to assess the effectiveness of its implementation actions.

7.2 The framework will enable future decision-makers to track progress against the intent of the plan, enabling them to identify where progress is consistent with the partnership’s aspirations, or where it is off track, and a different approach may be required.

7.3 The proposed framework needs to reflect the external environment as well as specific spatial plan headline indicators and implementation action progress. Figure 1 provides an overview of the layered approach to the framework that include an environmental scan, strategic monitoring and evaluation and operational progress reporting.

Figure 1: Framework for Greater Christchurch Spatial Plan Monitoring and Reporting

8. Greater Christchurch Partnership Reporting Overview

8.1 The cycle for partnership reporting is proposed to align with Councils financial year (1 July – 30 June) and align to the quarterly governance meetings throughout the year which are usually held in August, November, March, May.

8.2 A Greater Christchurch Residential Development and Housing Dashboard that will track key housing metrics will also go live on the GCP website later this year.

8.3 Regular reporting to the Greater Christchurch Partnership Committee is summarised in Table 1:

Table 1: Summary of Greater Christchurch Partnership reporting

Level of reporting	Timeframe (Quarterly reporting commences with each financial year)	Reporting focus
Annual Report	Annually – Q1 (August annually)	· Environmental Scan – What’s changed in Greater Christchurch? · GCSP Headline indicators – How are we tracking? Monitoring trends and indicators · Financial Summary
Implementation Plan	Six monthly – Q1/Q3	· Implementation Plan reviewed and updated (annually Q1) · Implementation Plan progress reporting (Q3)
Priority Areas programme	Six monthly – Q1/Q3	· Priority Area Tracker for reporting progress on the Priority Areas (PAs) programme.

9. Data sets and sources

9.1 The 2024 Infometrics Greater Christchurch Regional Economic Profile (Attachment B) has been used to form the basis for the environmental scan and some data within the annual report.

9.2 The Spatial Plan is focused on the Greater Christchurch urban extent which includes parts of three territorial authorities: Christchurch City, Selwyn District and Waimakariri District. The report summarises the current key metrics for the Greater Christchurch area, which includes the council geographical boundary outside of the Greater Christchurch Urban extent. This is outlined further within relevant sections of the Annual Report. Where available, information showing trends over the past 10 years has been provided.

9.3 The profile provides a summary of key metrics in March 2024 when the GCSP was adopted by Councils so provides an appropriate baseline.

9.4 The Spatial Plan will be reviewed every five years, incorporating the latest release of census information from Stats NZ. This will ensure that future iterations of the plan can respond to changing demographic, social, economic and cultural factors. In accordance with the National Policy Statement Urban-Development 2020, the Future Development Strategy component of the plan will be reviewed every three years following the preparation of the latest Housing and Business Development Capacity Assessment.

9.5 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).

10. Next Steps

10.1 Monitoring and reporting will be shared with the Committee on a periodic basis as outlined in Table 1.

10.2 A Greater Christchurch Residential Development and Housing Dashboard that will track key housing metrics will also go live on the GCP website in mid/late 2025.

10.3 All reporting will be made available to the public on the GCP website following it being shared with the Committee.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Greater Christchurch Spatial Plan - Annual Report 2025	25/935399	292
b ⇩	Greater Christchurch Economic Profile 2024	25/753874	310

10. Priority Areas Programme Update
Reference Te Tohutoro:	25/617817
Responsible Officer(s) Te Pou Matua:	John Bartels, Strategic Project Lead, Greater Christchurch Partnership
Accountable ELT Member Pouwhakarae:	John Bartels, 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 (Committee) with a progress update on the Priority Areas Programme and regular reporting to the Committee going forward.

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

2.1 Priority Areas are a key component of the Greater Christchurch Spatial Plan (Spatial Plan) and will be a key tool to progressing shared objectives through the Urban Growth Partnership’s Joint Work Programme and Implementation Plan.

3. Officer Recommendations Ngā Tūtohu

That the Greater Christchurch Partnership Committee:

1. Notes and receives the update on the Priority Areas Programme.

2. Notes that Priority Area progress reporting to the Greater Christchurch Partnership Committee will be provided every six months and commence in December 2025.

4. Context/Background Te Horopaki

Background

4.1 The Priority Areas were identified in the Greater Christchurch Spatial Plan and adopted by all partners in early 2024 – Figure one provides an overview of these areas.

Figure 1: Priority Areas for Greater Christchurch

4.2 The Priority Areas are further categorised as follows:

Priority Areas	Purpose
Priority Areas arising from the Te Tiriti Partnership	The Priority Areas for Greater Christchurch include areas arising from Te Tiriti Partnership. This recognises that supporting the prosperous development of kāinga nohoanga on Māori Reserves and within urban areas is a priority to be progressed on the basis of Te Tiriti o Waitangi relationships, and as part of partners giving effect to mana whenua’s priorities and expectations.
Priority Regeneration Area	Eastern Christchurch has been identified as a Priority Regeneration Area. This is to recognise the need for a partnership approach to maximise opportunities for regeneration of housing and business areas in appropriate locations, improve accessibility to this area, including its significant recreational assets; and support this area to adapt to the impacts of climate change and to strengthen resilience.
Priority Development Areas	The Priority Development Areas have been identified through technical evaluation and include areas that offer significant opportunities for change in Greater Christchurch. These areas provide the opportunity to accelerate development in locations that will support the desired pattern of growth.

4.3 Priority Areas are a key tool from the Urban Growth Agenda in key locations where successful development gives effect to a Spatial Plan. They provide a mechanism for coordinated and focused action across multiple agencies to inform, prioritise and unlock public and private sector investment.

4.4 Priority Areas:

· Offers the opportunity for accelerated and/or significant development

· Is complex, in that achieving successful development at the required pace and scale requires a partnership approach

· Is in a key location where successful development gives effect to a spatial plan.

4.5 Advancing the Priority Areas was identified by the Greater Christchurch Partnership Committee as a high priority initiative in the 2024/25 GCP Work Programme.

5. Establishing the Priority Area Programme

5.1 The focus of the partnership has shifted from spatial planning to implementation, complemented by monitoring and reporting. Progressing the work on Priority Areas reflects this shift in focus.

5.2 The Secretariat has worked collaboratively with the identified Priority Area leads in each Council and Mana Whenua since late 2024 to identify priorities, understand barriers and develop an initial baseline for each Priority Area. This work has been synthesised into a summary one-pager, included as Attachment A. It provides a clear overview of the focus of the Priority Areas Programme and will feature in regular reporting.

5.3 Partners are at varying stages of progress with each respective Priority Area and that progress of each of these areas will vary in terms of pace and timing between the identifies areas. This reflects the prioritising of efforts based on the available resources directed to each Priority Area as well as any sequencing of activities.

5.4 The Senior Officials Group (SOG) will act as the Priority Areas Steering Committee, with senior representatives from other key organisations outside of the Partnership to be invited into the relevant Priority Areas discussion as and when required. This approach has been taken to provide flexibility and adaptability, cognisant of the Partnership Review and its recommendations.

6. Regular Reporting

6.1 Regular reporting is necessary to drive collaboration, enable coordinated action and give appropriate oversight using a consistent format. Reporting has been developed to be streamlined for Officers whilst maximising its effectiveness.

6.2 The format of regular reporting will take the form of a small number of slides that make up the Priority Areas Tracker for the Committee. It has been developed by drawing upon the body of practice and learnings from similar reporting by other Urban Growth Partnerships.

6.3 The intent is for the Senior Officials Group (SOG) as the Steering Committee for implementing the Spatial Plan to receive the Priority Area Tracker initially every two months.

6.4 The frequency of reporting balances the enabling of appropriate oversight with providing Partners and Priority Area Leads with sufficient time to meaningfully progress next steps on complex projects and actions.

Next Steps

6.5 Reporting will be provided through to the Senior Officers Group every two months starting June 2025.

6.6 Regular reporting to the Committee through the Priority Area Tracker will be provided every six months starting December 2025.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Greater Christchurch Priority Areas - Summary One-Pager	25/944532	368

11. Secretariat Update
Reference Te Tohutoro:	25/654475
Responsible Officer(s) Te Pou Matua:	John Bartels, Director Greater Christchurch Partnership
Accountable ELT Member Pouwhakarae:	John Bartels, 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 (Committee) 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 in the 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 update.

4. Secretariat Update

Secretariat Staff Update

4.1 Tracy Tierney departed from the Director of the Greater Christchurch Partnership (GCP) role on 11 April 2025. Cognisant of the GCP review underway, John Bartels has moved into the Director role on a fixed term basis until June 2026. This provides seamless continuity, experienced leadership of the secretariat and continued implementation of the Partnership’s agreed priorities and work programme.

4.2 Resourcing is currently being reviewed by John Bartels across the agreed priorities to determine those that may require additional external support to maintain momentum and ensuring sufficient capacity within the secretariat. It is intended for this to funded through existing budgets.

GCP Review Update and Interim Chair of Chief Executives Advisory Group (CEAG)

4.3 Martin Jenkins, led by Sarah Baddeley and Cat Moody, have been appointed as the independent reviewers to complete the Greater Christchurch Partnership Review (Review) as per the terms of reference approved by the Committee at its March meeting. The secretariat has provided support with arranging interviews with committee members and other stakeholders. Interviews have largely been completed and will be concluded this month. The report and any recommendations of the Review will be presented to the committee at its August meeting.

4.4 A report was presented to CEAG on 6 May, that sought the appointment of an interim chair of the CEAG until the review is concluded. Tracy Tierney was confirmed as interim chair of CEAG following the last meeting in March but has since left GCP. On the basis of maintaining efficiency and continuity, an interim Chair of CEAG was drawn from the standing members.

4.5 Jeff Millward was nominated and appointed to the role of interim chair of CEAG. This interim arrangement will be reassessed by CEAG following the outcome of the Review.

Fast Track Bill Update

4.6 At the last Committee meeting in March 2025, there was a request from members to receive an update on the Fast Track Bill Projects and any implications on the Greater Christchurch Spatial Plan. An overview of the process and projects relevant to Greater Christchurch is summarised in Attachment A.

4.7 At this stage in the process, it’s difficult to anticipate which projects will be approved and the likely impact of the fast-track projects on the implementation of the Spatial Plan. However, if all of the projects were to be approved, of the nearly 8,400 additional homes indicatively provided for across the listed projects located in Greater Christchurch, over 7,000 would be developed in greenfield locations outside the areas identified for future growth in the Spatial Plan.

Resource Management Act Reforms

4.8 On 24 March 2025, the New Zealand Government announced a comprehensive overhaul of the Resource Management Act (RMA), introducing two new legislative frameworks: the Planning Act and the Natural Environment Act. The reforms aim to replace the RMA with a more enabling planning system that supports economic growth and infrastructure development while protecting the environment. Key features include a presumption in favour of land use, unless there is a significant adverse effect on others' property rights or the natural environment; standardised zoning; simplified national direction; and the requirement for regional spatial plans to identify areas for future urban development.

4.9 The Government's approach seeks to streamline planning processes and enhancing property rights. This includes narrowing the scope of effects management to focus on externalities, excluding matters such as effects on trade competition.

4.10 Additionally, the reforms aim to strengthen environmental compliance monitoring and enforcement through the establishment of a national compliance regulator with regional presence. The Government plans to introduce the new legislation before the end of 2025, marking a significant shift towards a more liberal planning system.

4.11 The Government’s Expert Advisory Group had prepared a set of principles to guide the reforms within its RMA Reform Blueprint. The fact sheet that summarises this and aligns it against Cabinet decision making has been included in Attachment B.

4.12 All Partners are working to consider the likely impacts from the Blueprint’s recommendations to support the formulation of organisational positions. The secretariat is working across Partners through the Planning Managers Group, to monitor the development of these and aligning these wherever possible.

Canterbury Regional Deal – Working Group (Canterbury Mayoral Forum)

4.13 In late April 2025, John Bartels was invited to join the officer level working group to support preparation of a Regional Deal proposal for Canterbury. This provides an opportunity for the secretariat to provide support and input from a Greater Christchurch Partnership perspective into the development of a Canterbury regional proposal.

Regional Housing Steering Group (Canterbury Mayoral Forum)

4.14 Work on the Waitaha Canterbury Regional Housing Strategic Plan (Plan) is well progressed. John was invited onto the steering group in place of Tracy to serve as a conduit between the regional and sub-regional housing work streams. John met with the consultant team from the Urban Advisory to share information and learnings from the work completed to date through the Partnership’s Joint Housing Action Plan and to avoid duplication. Approval by the Canterbury Mayoral Forum of the final version of the Plan is anticipated in mid 2025.

Te Waipounamu Community Housing Provider Network

4.15 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. John Bartels attends the monthly meetings to stay current on community needs and programmes being delivered by a wide range of providers including community housing providers and government agencies. Of concern is the observed sharp increase in homelessness including families, which members have started to consistently gather data to demonstrate need.

4.16 At the meeting on 10 April the key takeaways remain 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. The importance of this has grown as the Ministry of Housing and Urban Development (MHUD) moves into its ‘Active Purchaser’ role. Working with the community housing sector to actively direct the funding for social and affordable housing in specific locations/ areas, the number of houses and the type of housing delivered. It reinforces the need for the Joint Housing Action Plan with phase two focusing on Partners working together on delivery.

Te Waihanga’s Infrastructure Priorities Programme (IPP)

Mass Rapid Transit (MRT) Application to Round One

4.17 As the Committee will be aware from the March Mass Rapid Transit (MRT) Update, the MRT project was submitted jointly by Christchurch City Council (CCC) with NZTA to Te Waihanga Infrastructure Commission for consideration in the first round of IPP applications in December 2024. If successful, this will significantly increase its national prominence.

4.18 In late April CCC officers were advised that the outcome of Te Waihanga’s assessment will be publicly released in mid-2025. The secretariat will work with CCC staff to assist in sharing the outcome of Te Waihanga’s assessment of the MRT project with the Committee.

PT Futures Application to Round Two

4.19 Te Waihanga opened a second round for IPP submissions closing on 17 April. At the 7 March Senior Officers Group meeting there was support for putting in a submission for PT Futures due to the programme being foundational to the success of MRT in the future.

4.20 CCC Officers took the lead in preparation of the joint application with ECan on behalf of the Partnership. Communication was provided to all GCP Committee members outlining the intent for an application on behalf of the partnership. The final application submitted on 17 April drew upon the previously completed PT Futures combined business case and in consultation with GCP partner staff. It is anticipated Te Waihanga will advise the outcome of its assessment in late 2025.

GCP Budget Update

4.21 The secretariat operational costs remain under budget with only the operational budget invoiced to partners for the current financial year. The current financial year 2024/25 budget summary is outlined in Table 1.

Table 1 – FY2024/25 Secretariat Operating Budget

Expense	Approved FY2024/25	Full Year Forecast FY2024/25	Variance
Operating Costs -Staff costs & independent chair -Mana whenua advisory -Administration (printing, catering, adhoc) -Advice & Communications -CCC Overhead (accommodation, IT, support)	600,000 100,000 10,000 70,000 50,000	471,163 73,500 4,458 93,840 65,000	128,837 26,500 5,542 -23,840 -15,000
FY2024/25 Opex total	830,000	707,961	122,039
Carry forward from last financial year	82,000		82,000
FY2024/25 Forecast Surplus			204,039

4.22 Staff costs and the independent chair represent the areas with the most savings due to the independent chair role having concluded earlier than anticipated in December 2024 and staff vacancies within the secretariat.

4.23 The recent GCP Review currently underway is an unbudgeted activity and this has been accommodated with the current advice and communication budget.

4.24 The 2025/26 budget was reviewed [Table 2] and further savings of $85,100 identified through reductions in consultants, salaries and other operational costs which represents a 10% reduction on the approved budget. The CCC corporate overhead has historically been charged on a nominal, arbitrary basis. The increase in the budget is reflective of actual costs.

Table 2 – FY2025/26 Secretariat Operating Budget

Expense

LTP Budget FY 2025/26

Proposed amendments

Approved

Budget FY

2025/26

Operating Costs

-Staff costs & independent chair

-Mana whenua Advisory

-Administration (printing, catering, adhoc)

-Advice & Communications

-CCC Overhead (accommodation, IT, support)

610,000

100,000

10,000

70,000

50,000

(110,000)

(30,000)

(10,000)

64,900

500,000

70,000

10,000

60,000

114,900

Total

840,000

(85,100)

754,900

4.25 It should be noted that with the reduction of budget for FY2025/26 it is not anticipated there will be any underspend in the coming financial year’s operational budget.

4.26 Regarding the forecast FY2024/25 surplus, the Chief Executive Advisory Group (CEAG) have approved the carry forward of a modest $40,000 buffer with the balance of the surplus returned to Partners on a pro-rata basis.

4.27 The carry forward of some funds reflects the reduced operational budget envelope for FY2025/26 and allowing some flexibility in accommodating the outcomes of the Review, whilst managing the potential need to request partners for an out of cycle contribution.

4.28 When the Long-Term Plan budgets were developed, CEAG were supportive of putting an estimated sum aside for the Programme Delivery Budget and Engagement/Consultation [Table 3] annually to try and avoid the out of cycle requests for funding that have happened previously.

4.29 The Senior Officials Group agreed that the Programme Delivery budget of $150,000 and $80,000 Engagement & Consultation budget would only be invoiced if there was an identified need and an approved project plan. The current GCP work programme focus has not required the use of these budgets for the FY2024/2025. The large support for the work programmes has been delivered through secretariat/partner resource time and through the use of the secretariat operational budget.

Table 3 – Project Funding Balances

Project Balances as at 30/04/2025	Programme Delivery (underspend from GCSP & GC2050 projects)	485,956
Project Balances as at 30/04/2025	Kāinga Nohoanga Strategy	6,522
Project Budget contribution for 25/26 year	Programme Delivery	150,000
Project Budget contribution for 25/26 year	Engagement & Consultation	80,000

4.30 The project funding balance for FY2024/25 will carried forward into the 2025/26 financial year.

4.31 The secretariat has commenced development of a three-year Programme delivery budget and will work with Senior Officials Group members to finalise. This multi-year view will assist in the forecasting of future funding requirements, aligned to the available funding and support decision making. This work is intended to leverage off the actions identified within the Implementation Plan 2024-27.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Fast Track Projects Overview and Implications for the GCSP	25/723601	374
b ⇩	Government Fact Sheet - Resource Management Act Reform	25/831785	379