Agenda of Waipapa Papanui-Innes-Central Community Board

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Waipapa

Papanui-Innes-Central Community Board

Open Minutes

Date: Thursday 15 May 2025

Time: 4 pm

Venue: Board Room, Papanui Service Centre,
Corner Langdons Road and Restell Street, Papanui

Present

Chairperson

Deputy Chairperson

Members

Emma Norrish

Simon Britten

Pauline Cotter

Sunita Gautam

Victoria Henstock

Ali Jones

Jake McLellan

John Miller (via audio/visual link)

Emma Twaddell

Principal Advisor

Emma Pavey

Manager Community Governance

Tel: 941 5107

emma.pavey@ccc.govt.nz

Meeting Advisor

Mark Saunders

Community Board Advisor

Tel: 941 6436

mark.saunders@ccc.govt.nz

Website: www.ccc.govt.nz

Part A Matters Requiring a Council Decision

Part B Reports for Information

Part C Decisions Under Delegation

Karakia Tīmatanga

The agenda was dealt with in the following order.

1. Apologies Ngā Whakapāha

Part C

There were no apologies received.

2. Declarations of Interest Ngā Whakapuaki Aronga

Part B

There were no declarations of interest recorded.

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

Part C

Community Board Resolved PCBCC/2025/00024

That the minutes of the Waipapa Papanui-Innes-Central Community Board meeting held on Thursday, 10 April 2025 be confirmed.

Victoria Henstock/Pauline Cotter Carried

4. Public Forum Te Huinga Whānui

Part B

4.1

Ruby-Grace Miller

Local student, Ruby-Grace Miller, spoke to the attached presentation regarding pedestrian safety at the intersection of Fitzgerald Avenue and St Asaph Street.

The Board requested that staff investigate the issue and suggestions for improving pedestrian safety at the intersection of Fitzgerald Avenue and St Asaph Street, including extending the signal time for pedestrians crossing the road.

Attachments

a Public Forum Presentation - Ruby-Grace Miller

4.2

Jennifer Dalziel

Local resident, Jennifer Dalziel, spoke regarding distributing the attached Dudley Design Guide to residents in the area for their better understanding of the design principles and specifications applicable to the Dudley Character Area.

The Board requested staff advice on distributing the Dudley Design Guide, or a QR code linking to it, to residents in the Dudley Character Area for their better understanding of the implications of being in the area.

The Board also requested advice on including a direct link to the Design Guide in LIMs for properties in the area where the Character Area Overlay is noted in those LIMs.

Attachments

a Dudley Design Guide

4.3

Holy Trinity Church

Rev'd Lisa MacInnes, Vicar of Holy Trinity Church, addressed the Board on the Church’s activities, including the Op Shop and assistance to people experiencing homelessness in their area.

The Board sought to promote the Church’s Op Shop, acknowledging its good work in supporting people experiencing homelessness in the area, and thanked them for their work.

5. Deputations by Appointment Ngā Huinga Whakaritenga

Part B

There were no deputations by appointment.

6. Presentation of Petitions Ngā Pākikitanga

Part B

There was no presentation of petitions.

7. Correspondence

Community Board Resolved PCBCC/2025/00025 Officer recommendations accepted without change

Part B

That the Waipapa Papanui-Innes-Central Community Board:

1. Receives the information in the correspondence report.

Jake McLellan/Simon Britten Carried

8. Dunedin Reserve- Change part of the reserve classification to Local Purpose (Community) Reserve

Community Board Resolved PCBCC/2025/00026 Officer recommendations accepted without change

Part C

That the Waipapa Papanui-Innes-Central Community Board:

1. Receives the information in the Dunedin Reserve- Change part of the reserve classification to Local Purpose (Community) Reserve report.

2. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Pursuant to Section 24 (1)(b) of the Reserves Act 1977, under delegated authority from the Christchurch City Council, as administering body determines that the classification of that area of reserve described in Schedule A below be changed from Recreation Reserve to Local Purpose (Community) Reserve.

Schedule A

· Area A – 852m2

· Description – Area A SO 615322 being part of Reserve 4912 comprised in Gazette Notice 1957 p2327 (See plan in section 3 of the report)

4. Recommends that the Chief Executive exercise the discretion of the Minister of Conservation under Section 24 of the Reserves Act 1977 (power delegated to the Council Chief Executive) to change the classification of Area A SO 615322 being part of Reserve 4912 (Dunedin Reserve) from Recreation Reserve to Local Purpose (Community) Reserve by notice in the New Zealand Gazette.

5. Authorises the Manager Property Consultancy to do all things necessary and make any decisions at his sole discretion related to implementing the above resolutions including to finalise all processes and documentation to complete the reclassification.

Ali Jones/Sunita Gautam Carried

9. Langdons Road at Chapel Street Intersection - Proposed Extension of Parking Restrictions

Community Board Resolved PCBCC/2025/00027 Officer recommendations accepted without change

Part C

That the Waipapa Papanui-Innes-Central Community Board:

1. Receives the information in the Langdons Road at Chapel Street Intersection - Proposed Extension of Parking Restrictions Report.

2. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Revokes any previous resolutions pertaining to traffic controls made pursuant to any bylaw to the extent that they are in conflict with the parking or stopping restrictions described in resolution 4 below.

4. Approves that, in accordance with Clause 7 of the Christchurch City Council Traffic and Parking Bylaw 2017, the stopping of all vehicles be prohibited at all times on the north-eastern side of Langdons Road commencing at a point five metres north west of the prolongation of the north-western kerb of Chapel Street and extending in a south-easterly direction for a distance of 24 metres as shown on plan LANGDON01, Issue 2, dated 31 March 2025, refer Attachment A to the agenda report.

5. Approves that these resolutions take effect when parking signage and/or road markings that evidence the restrictions described in this staff report are in place (or removed in the case of revocations).

Ali Jones/Jake McLellan Carried

10. Proposed Road Names - 140 Prestons Road

Community Board Resolved PCBCC/2025/00028 Officer recommendations accepted without change

Part C

That the Waipapa Papanui-Innes-Central Community Board:

1. Receives the information in the Proposed Road Names - 140 Prestons Road Report.

2. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Approves the following new road and lane names for 140 Prestons Road (RMA/2022/2624)

a. Road 1 - Newquay Avenue

b. Road 2 - Padstow Loop

c. Road 3 - Holywell Street

d. Road 4 - Launceston Street

e. Road 5 - Camborne Street

f. Road 6 - Seaton Way

g. Road 7 - Exmouth Drive

h. Lane 1 - Sidmouth Lane

i. Lane 2 - Callington Lane

Emma Norrish/Ali Jones Carried

11. Waipapa Papanui-Innes-Central Community Board Area Report - May 2025

Community Board Resolved PCBCC/2025/00029 Officer recommendations accepted without change

Part B

That the Waipapa Papanui-Innes-Central Community Board:

1. Receives the information in the Waipapa Papanui-Innes-Central Community Board Area Report - May 2025.

Ali Jones/Sunita Gautam Carried

12. Elected Members’ Information Exchange Te Whakawhiti Whakaaro o Te Kāhui Amorangi

Part B

Board members updated each other on recent events, and issues of relevance to the Board arising at Council, including in relation to:

· Upcoming works in Courtenay Street

· Papanui Bush Planting Day

Karakia Whakamutunga

Meeting concluded at 4.38 pm.

CONFIRMED THIS 12^th DAY OF JUNE 2025

Emma Norrish

Chairperson

7. Notice of Motion - Courtenay Street
Reference Te Tohutoro:	25/890492
Elected Member Te Mema Pōti:	Pauline Cotter, Deputy Mayor and Councillor for Innes
Accountable ELT Member Pouwhakarae:	Mary Richardson – Chief Executive

1. Purpose and Origin of the Report Te Pūtake Pūrongo

1.1 The purpose of this report is to provide the Waipapa Papanui-Innes-Central Community Board with a Notice of Motion submitted by Councillor Cotter and the associated Council Officer advice.

1.2 Pursuant to Standing Order 22, the following Notice of Motion was submitted by Councillor Cotter.

2. Notice of Motion to the Waipapa Papanui-Innes-Central Community Board

That the Waipapa Papanui-Innes-Central Community Board:

1. Notes that Courtenay Street traffic volumes have increased more than 30% since the opening of the Christchurch Northern Corridor (CNC).

2. Notes that an increase of more than 30% triggers an investigation under the Downstream Effects Management Plan (DEMP), which is a Board Plan priority project. Consequently, this makes investigation of the issues along Courtenay Street a Board priority.

3. Requests advice on options to bring forward the renewal of Courtenay Street.

4. Requests urgent advice on safety improvements, including removing the deep dish channels, and investigating the intersection of Courtenay Street, Trafalgar Street, and St Albans Street since the removal of the roundabout.

3. Resource Impact of the Notice of Motion

3.1 The provision of advice and options will require varying levels of resource and advice from the following Council teams:

· Transport Unit:

· Asset Management

· Asset Planning

· Project Management

· Traffic Operations

· Parking Compliance

· Travel Demand Management

· Technical Services and Design Unit:

· Transport

· Survey

· Programme Management Office

· Communications and Engagement

· Engagement Team

4. Background/Context Te Horopaki

Downstream Effects Management Plan

4.1 The Notice of Requirement (NOR) for the Christchurch Northern Corridor (CNC) put obligations on Council to “ensure downstream effects are appropriately managed and to: […] Implement measures to avoid, remedy or mitigate such effects, where these are more than minor, in a timely and cost effective manner and where appropriate and practicable”, for a period of up to ten years from the opening.

4.1.1 The CNC had a staged opened in December 2020, so the obligations are taken to be applicable until around December 2030.

4.1.2 The NOR further went on to define “more than minor” as being over 30% increases in traffic volumes from the baseline (2018 counts) as a result of the opening of the CNC.

4.1.3 At the time of writing, the Independent Traffic Engineer has assumed no background growth; meaning that they believe all traffic increases on these streets is due to the opening of the CNC. Once the latest census data is available this will be a point of discussion, as the assumption makes a big difference: a compounded 1% background growth rate from the baseline would mean that a street that is unaffected by the CNC would expect to see almost 13% growth by 2030.

4.2 For Courtenay Street, traffic volumes have increased by over 30%.

4.2.1 This was first breached in the March 2024 counts. At that time street renewal works were being carried out on Innes Road, so it was felt that this could be unrepresentative due to traffic re-routing to avoid the works, so would not qualify as being as a result of the opening of the CNC.

4.2.2 However, the latest counts (March 25) remain above the threshold (38.5% increase) despite works being completed on Innes Road.

Asset Condition

4.3 The possibility of a full renewal of Courtenay Street has been touted for a number of years and was at one stage on the Council’s Long Term Plan but the funding was reprioritised towards repairing earthquake-damaged assets. There has been some discussion that enabling works had been completed (e.g. undergrounding of services), although staff do not have detail of the specifics of any pre-work completed at this time.

4.4 In October 2024, Council staff briefed the Board on the transport programmes including the Street Renewals Programme. During this briefing, the renewal of Courtenay Street was identified as a project meeting the criteria for renewal but not selected.

4.4.1 The Board was invited to provide feedback on this list. At the time the Board did not request that Courtenay Street be substituted into the allocated list.

4.4.2 However, staff have indicated that this is a rolling process and there is flexibility to substitute projects, particularly later in the programme.

4.5 Staff held an Information Session with the Board on 15 May 2025, to discuss the issues on Courtenay Street.

4.5.1 Staff noted that the condition of the underlying road structure was mostly good, as were the conditions of the kerb and channel. Due to this, the street did not rank as a high priority for a street renewal.

4.5.2 However, the road surface condition is poor. From an asset perspective this makes it a good candidate for re-surfacing, so it currently sits on the draft programme for FY28/29.

Network and Operational Concerns

4.6 Courtenay Street is a short residential street in St Albans (~210m long), connecting St Albans Street with Westminster Street. It is classified as a collector road under the District Plan. However, the corridor is not suited to the volumes and types of users currently seen.

4.6.1 Recent traffic counts show over 3,700 vehicles per day using the street.

4.6.2 There is an access into St Albans School by the Westminster/Courtenay intersection, which anecdotally causes high pedestrian usage along Courtenay Street.

4.6.3 The carriageway is narrow - typically 9m wide - and is further constrained by deep dish channel, high camber and parking on both sides. Council have received reports of damage to vehicles from passing vehicles.

4.6.4 The footpaths are also narrow – typically 1.5m wide or less. Anecdotally this can cause problems for users of pushchairs and wheelchairs, particularly on rubbish collection days.

4.6.5 Courtney Street currently has deep dish kerb and channel but St Albans Street and Westminster Street at either end are both newer designs with flat kerb and channel.

4.7 Safety concerns have been raised with staff, however, from empirical data this would not be a priority area:

4.7.1 In the past 10 years there have been 7 reported accidents in the Westminster/Courtenay Street area, of which only 1 is serious.

4.7.2 Average speeds are mostly appropriate for the residential nature of the street: average speed is around 35km/h, and the 85%ile is 42km/h.

4.7.3 However, Council has received concerns from the community about perceived safety, particularly around the school.

5. Officer Advice

Any Current Related Work Underway / Achievability of the Notice of Motion

5.1 Staff have been monitoring traffic volumes and speeds on Courtenay Street biannually, as a requirement under the NOR. This is true of all streets within the area potentially affected by the opening of the CNC (as defined by the Independent Traffic Engineer).

5.2 As this stage, this qualifies for investigation under DEMP due to the 30% increase in traffic volumes, on this basis, staff are beginning to look at options to manage the impacts of the increased traffic volumes. However, as the latest counts were only completed in March 2025 – and results supplied to the team in April 2025 - this is only at a very early stage.

5.3 It is likely there are a number of options for managing the impacts of the increased traffic volumes, such as:

5.3.1 The likely staff recommended option would be to initiate a project for a full street renewal along Courtenay Street, using budget from the DEMP programme. This could include investigation of refinements to the intersection with Trafalgar/St Albans Streets. However, staff would note that this is subject to support from the Independent Traffic Engineer and Community Board approval.

5.3.2 It may also be possible for the Board to reallocate funding from existing Street Renewals within their Board area to complete the same work.

5.3.3 Any street renewal would require public consultation, and approval from the Community Board (and possibly Council). There are also a number of risks with this approach due to the geometry of the corridor, including, but not limited to:

· Substantial parking loss

· Further increases in traffic volumes

· Higher speeds and/or installation of speed management devices

· Loss of deep dish channel may require expensive drainage solutions

· Potential for contamination (e.g. coal tar) may increase costs

· Unknown level of underground services – potential need to relocate/deepen

5.4 Based on a previous design for a street renewal along this street, and allowing for inflation and additional costs for minor improvements to the intersection with Trafalgar/St Albans Streets, staff believe a high-level estimate of $2m is appropriate. Noting the risk items:

5.4.1 If this were to be drawn entirely from the DEMP programme, this would leave around $5.5m of available funds to deal with ongoing monitoring and any further identified effects for the remaining ~5 years defined under the NOR.

Financial Implications / Capex and Opex Funding Sources

5.5 In order to prepare staff advice and options report, staff would need to carry out the following tasks:

· Review Courtenay Street usage in context of the wider network

· Ensure that asset data is complete and correct, and any proposed intervention will adequately resolve the issues

· Check for other issues that other teams are investigating that could impact the project, particularly in relation to things like lighting, school access, parking, and traffic operations

· Review this information in light of the previously produced designs and estimates to ensure they are appropriate

· Discuss with the Communications and Engagement team to ensure alignment with other messages from Council

· Write options report, and have review by management

· Attend Community Board meeting

Preparation of advice would only be expected to require internal resource.

5.6 As a high level estimate, staff believe the total cost for this could be in the region of $40,000.

5.6.1 However, this is highly dependent on the complexity of the technical advice received.

5.6.2 Much of this would be covered by Council overheads (existing staff time) and would not be charged to the project. The charge to the project for this work would be expected to be around $18,000.

5.7 This would require the individuals involved to re-prioritise other works.

5.7.1 The most significant impact on other work would be for the Project Manager. This would mean they have less time available to deal with other projects they are involved with, namely: Flockton Street; Cranford Street bus lanes; ongoing DEMP monitoring; Wigram/Hayton; Pound and Ryans Corridor; and the final closeout of Linwood Village.

5.7.2 The Asset teams may be pulled away from the development of programmes for future years, and the scoping of other projects. The overall impact of this is likely to be small.

5.7.3 The design teams from TSD may need to re-prioritise their workloads temporarily, causing other projects to be delayed slightly. The effect on the overall programme is expected to be small.

Other Considerations (e.g. Risks, impacts on Mana Whenua, climate change, accessibility, Annual Plan/Long Term Plan implications)

5.8 No other relevant considerations in relation to staff completing the advice.

6. Legal Advice

6.1 Legal input was obtained as part of preparing officer advice.

Signatories Ngā Kaiwaitohu

Officer Advice Provided by

Jacob Bradbury – Manager Planning & Delivery Transport

Naomi Soper – Senior Legal Counsel

Approved By

Mary Richardson – Chief Executive

Attachments Ngā Tāpirihanga

There are no attachments to this report.

8. Sutton House - Lease to The Sutton Heritage House and Garden Charitable Trust
Reference Te Tohutoro:	25/975698
Responsible Officer(s) Te Pou Matua:	Kathy Jarden, Team Leader Leasing Consultancy
Accountable ELT Member Pouwhakarae:	Andrew Rutledge, General Manager Citizens and Community

1. Purpose and Origin of the Report Te Pūtake Pūrongo

1.1 The purpose of this report is to seek approval from the Waipapa Papanui-Innes-Central Community Board to grant a new lease to The Sutton Heritage House and Garden Charitable Trust for a period of 20 years.

1.2 The report is staff generated as the lease currently held by the Trust is due to expire on 23 June 2025.

2. Officer Recommendations Ngā Tūtohu

That the Waipapa Papanui-Innes-Central Community Board:

1. Receives the information in the Sutton House - Lease to The Sutton Heritage House and Garden Charitable Trust Report.

2. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Approves the granting of a lease to The Sutton Heritage House and Garden Charitable Trust for a period of 20 years including renewals for a nominal annual rental of $1 for the land and buildings located at 20 Templar Street, Richmond.

4. Delegates authority to the Manager Property Consultancy to do all things necessary and make any decisions at his sole discretion that are consistent with the intent of this report to implement the resolutions above including but not limited to conclude and administer the lease.

3. Executive Summary Te Whakarāpopoto Matua

3.1 In 2018, the Council accepted the property at 20 Templar Street, Richmond as a gift from Land Information New Zealand (LINZ), conditional on acceptance of a lease arrangement with the Trust.

3.2 The lease with the Trust is due to expire on 23 June 2025.

3.3 Officers recommend a new 20-year lease to provide stability and certainty for the Trust’s continued contribution to the Christchurch arts and heritage community.

4. Background/Context Te Horopaki

4.1 The land and buildings are located at 20 Templar Street and comprised of two parcels of land, having an area of approximately 1060 square metres more or less with legal description being Part Rural Section 33 and contained in title 958751 issued on 19 August 2020.

4.2 Area of lease labelled “20 Templar Street” excluding red X area.

4.3 The land is a park in accordance with section 138 of the Local Government Act 2002. The internal asset owner is the Botanic Gardens & Garden Parks team.

A house with a porch and plants

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4.4 Since the commencement of the current lease, the Trust has significantly contributed to cultural and community enrichment through artist residencies, public engagement, heritage preservation, and garden restoration. (Refer to Attachment A)

4.5 The Trust has:

· Established and maintained an Artist-in-Residence programme that supports local and international creatives.

· Hosted numerous open days, tours, educational programmes, and events.

· Initiated restoration efforts in line with the conservation plan for the garden. Reinstated lost heritage features such as original garden gates and studio curtains.

· Acquired valuable Bill Sutton memorability for educational use.

4.6 Their continued stewardship of Sutton House aligns with Council’s strategic goals around heritage conservation and community enrichment.

4.7 A new lease will enable long-term planning and development of additional programmes by the Trust.

4.8 The Botanic Gardens team has engaged a consultant to undertake the conservation plan for the gardens and a landscape architect has developed an action plan for the Trust to implement on the grounds within their lease area.

Options Considered Ngā Kōwhiringa Whaiwhakaaro

4.9 The following reasonably practicable options were considered and are assessed in this report:

4.9.1 Grant a new lease for 20 years (Preferred Option).

4.9.2 Grant a shorter-term lease (e.g. 5-10 years).

4.9.3 Do not renew the lease.

4.10 The following options were considered but ruled out:

4.10.1 Council to Manage the Property Directly – Ruled out due to high operational costs, lack of specialist expertise, and reduced efficiency compared to the Trust’s proven model.

4.10.2 Open Market Expression of Interest (EOI) for a New Operator – Ruled out to maintain continuity, preserve community relationships, and avoid risks associated with replacing a well-established and effective operator.

Options Descriptions Ngā Kōwhiringa

4.11 Preferred Option: Grant a new lease for 20 years

4.11.1 Option Description: Grant a new lease for 20 years.

4.11.2 Option Advantages

· Long-term stability supports programming and heritage preservation, proven community value.

4.11.3 Option Disadvantages

· Long-term commitment may reduce future flexibility.

4.12 Option 2 - Short Term Lease – grant a lease for 5 – 10 years.

4.12.1 Option Description: Grant a shorter-term lease.

4.12.2 Option Advantages

· Allows more frequent review.

4.12.3 Option Disadvantages

· Undermines planning certainty and may discourage further investment.

4.13 Option 3 - No Lease Renewal.

4.13.1 Option Description: Terminate the lease June 2025.

4.13.2 Option Advantages

· Opens potential for alternate use.

4.13.3 Option Disadvantages

· Loss of proven operator, programming, and momentum

Analysis Criteria Ngā Paearu Wetekina

4.14 The following criteria were used to evaluate the lease options:

4.14.1 Alignment with Council Objectives

· The extent to which the option supports the Christchurch City Council’s goals for heritage preservation, community engagement, and cultural enrichment.

4.14.2 Operational and Financial Sustainability

· Whether the option enables sustainable, cost-effective operation of the property with minimal financial burden on ratepayers.

4.14.3 Continuity and Track Record

· The demonstrated ability of the operator to deliver consistent and high-quality outcomes for the community and to care for a heritage asset.

4.14.4 Community Benefit and Public Access

· The degree to which the option maintains or enhances public access, educational opportunities, and participation in cultural programming.

4.14.5 Feasibility and Risk

· Practicality of implementation, including risk of disruption, reputational impact, and potential delays or gaps in the use and maintenance of the site.

5. Financial Implications Ngā Hīraunga Rauemi

Capex/Opex Ngā Utu Whakahaere

	Recommended Option - 20-year lease	Option 2 - Short Term lease	Option 3 - No Lease
Cost to Implement	Staff time to prepare and manage lease	Staff time to prepare and manage lease	Staff time to manage the day-to-day activities at the property.
Maintenance/Ongoing Costs	Tenant and Council	Tenant and Council	Council
Funding Source	Current Operational budgets	Current Operational budgets	Council – additional staff resources
Funding Availability	Within current operational budgets	Within current operational budgets	Not budgeted
Impact on Rates	Contemplated in existing forecasts	Contemplated in existing forecasts	Increase staff time and maintenance costs

5.1 The Trust independently funds operational and routine maintenance costs. No significant additional costs are expected for Council.

5.2 Council retains responsibility for capital repairs beyond the scope of routine maintenance.

6. Considerations Ngā Whai Whakaaro

Risks and Mitigations Ngā Mōrearea me ngā Whakamātautau

6.1 There are minimal risks associated with granting the lease. The Trust has a proven track record of effective site management and community engagement.

Legal Considerations Ngā Hīraunga ā-Ture

6.2 Statutory and/or delegated authority to undertake proposals in the report:

6.2.1 Local Government Act 2002 – section 138(2).

6.2.2 Community Boards have been given the authority to grant leases or licences for a maximum term of 35 years to any person or body over parks, and to authorise staff to sign all required documentation. (Part 3 – Sub Part 1 – Community Boards Delegations Register)

6.3 Other Legal Implications:

6.3.1 The legal consideration is application of the above in addition to the “Leasing Council Property Policy”.

6.3.2 Where there is one logical lessee for a public property, the Council will deal unilaterally with that lessee. In this instance, the Trust was established with the principal objects being to celebrate the life and work of Bill Sutton; establish the former home garden and buildings as a cultural, educational and visitor destination and establishment of the former home, studio and garden as a public house and garden museum. This conforms with the Lease Policy.

Strategy and Policy Considerations Te Whai Kaupapa here

6.4 The required decision:

6.4.1 Aligns with the Christchurch City Council’s Strategic Framework. <enter text>.

6.4.2 Is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy. The level of significance was determined by <enter text>.

6.4.3 Is consistent with Council’s Plans and Policies - Lease Policy.

6.5 This report supports the Council's Long Term Plan (2024 - 2034):

6.6 Parks, Heritage and Coastal Environment

6.6.1 Activity: Parks Heritage Management

· Level of Service: 6.9.1.2 Maintain Parks scheduled heritage buildings - 90% of scheduled maintenance completed according to planned programme - 65% of scheduled heritage buildings that are open or occupied are maintained at condition level 1 or 2.

Community Impacts and Views Ngā Mariu ā-Hāpori

6.7 The decision affects the following wards/Community Board areas:

6.7.1 Waipapa Papanui-Innes-Central.

6.8 The Community Boards view has not been canvassed for a new lease.

6.9 A public notice was placed on the Council’s website advising of the intention to grant a new lease.

Impact on Mana Whenua Ngā Whai Take Mana Whenua

6.10 The decision does not involve a significant decision in relation to ancestral land, a body of water or other elements of intrinsic value, therefore this decision does not specifically impact Mana Whenua, their culture, and traditions.

6.11 The decision does not involve a matter of interest to Mana Whenua and will not impact on our agreed partnership priorities with Ngā Papatipu Rūnanga.

6.12 There is no material change to the land and buildings which would have an impact on land, culture and traditions.

Climate Change Impact Considerations Ngā Whai Whakaaro mā te Āhuarangi

6.13 The proposals in this report are unlikely to contribute significantly to adaptation to the impacts of climate change or emissions reductions.

6.14 Ongoing garden maintenance contributes positively to the urban environment.

7. Next Steps Ngā Mahinga ā-muri

7.1 Upon Community Board approval, Council officers will formalise the 20-year lease agreement with the Trust.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Sutton House Five Year Report	25/978522	25

In addition to the attached documents, the following background information is available:

Document Name – Location / File Link

Not applicable

Signatories Ngā Kaiwaitohu

Author

Kathy Jarden - Team Leader Leasing Consultancy

Approved By

Angus Smith - Manager Property Consultancy

Nicky Brown - Deputy Director Botanic Gardens Mona Vale

Rupert Bool - Head of Parks

9. Tree Planting Plan for Petrie Park
Reference Te Tohutoro:	25/953867
Responsible Officer(s) Te Pou Matua:	Toby Chapman (Urban Forest Manager)
Accountable ELT Member Pouwhakarae:	Andrew Rutledge, General Manager Citizens and Community

1. Purpose and Origin of the Report Te Pūtake Pūrongo

1.1 The purpose of this report is to seek approval for the planting of new trees within Petrie Park in alignment with the attached Tree Planting plan.

1.2 The report is in response to the adoption of the Urban Forest Plan which seeks to increase canopy cover across the city.

1.3 The report also seeks approval for the We Are Richmond concept plan proposed for Petrie Park.

2. Officer Recommendations Ngā Tūtohu

That the Waipapa Papanui-Innes-Central Community Board:

1. Receives the information in the Tree Planting Plan for Petrie Park Report.

2. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Approves the planting of trees within Petrie Park in alignment with Agenda Report Attachment A.

4. Approves the concept plan provided by We Are Richmond (Agenda Report Attachment B) subject to funding being acquired and all consenting requirements being met.

3. Executive Summary Te Whakarāpopoto Matua

3.1 The Urban Forest Plan was adopted in 2023 and includes an objective of increasing canopy cover within our parks from 23% to 40% by 2040. To meet this objective, Council has implemented an Urban Forest Planting program.

3.2 Staff have worked closely with the We Are Richmond group who have a strong presence in the park along with a number of initiatives that they have underway.

3.3 The We Are Richmond group also provided a concept plan for the park which was included within the consultation material as well as their own consultation process. The plan includes such features as a shelter, bench seats, garden beds and murals.

3.4 To provide the We Are Richmond group with the ability to proceed with funding applications, staff are also proposing that the board approve the attached concept plan subject to funding being sourced and any consenting requirements being met.

4. Background/Context Te Horopaki

4.1 The Petrie Park planting plan went out for public feedback on 21 February 2025 and ran through to 10 March 2025.

4.2 The proposed plan will result in 43 new trees being planted within the park, increasing the canopy cover from 26% to 37% once the trees reach maturity. A large proportion of the planting will take place in the Southern quadrant where the Bowling club once functioned.

4.3 The images below show the proposal for the planting and what it could potentially look like once the trees have reached maturity:

An aerial view of a neighborhood

AI-generated content may be incorrect.

4.4 The feedback received was mostly positive however one respondent raised concerns about ongoing maintenance and another raised concerns about shading on their property.

4.5 Staff will be maintaining all trees once planted for the first seven years using our own in-house team. Maintenance will include watering, pruning and mulching. After seven years the trees will be inputted to our contracted maintenance program.

4.6 The plans have been developed using a recession plane to help reduce shading impact. While we cannot avoid shading all together, this model does assist in ensuring it is managed to the same extent as would occur if a resident’s neighbour was constructing a new building.

4.7 The We Are Richmond group have been very active in this park holding a number of community planting days to establish flower beds and creating murals. The group have developed a concept plan for what they believe would be serve the community. This plan has been considered within the planting plan to ensure it enhances the group’s efforts.

4.8 The group’s plan includes nature play areas, the addition of new planting beds, dog activity features, bench seats and a covered area. In order for these features to be established within the park, funding will be required, however before funding can be raised, the group require some certainty that they will be able to proceed in fulfilling the plan.

4.9 The group would like to seek approval of the concept plan from the board to provide them with some certainty that if they meet their funding and consenting applications (if required) they will be able to proceed with implementation.

4.10 The We are Richmond concept plan has been included within this report as an attachment.

4.11 The following related information session/workshops have taken place for the members of the meeting:

Date	Subject
23 July 2023	Briefing from Richmond Community Garden/We are Richmond

Options Considered Ngā Kōwhiringa Whaiwhakaaro

4.12 The following reasonably practicable options were considered and are assessed in this report:

4.12.1 Approve the Tree Planting Plan and We Are Richmond Concept plan.

4.12.2 Approve just the planting plan.

4.12.3 Alter the Planting plan to reduce shading on the Southern Property.

4.13 The following options were considered but ruled out:

4.13.1 Decline the planting plan and We Are Richmond Concept plan - Given the largely positive feedback through Consultation and the commitment for Council to increase canopy cover within our parks in alignment with the adopted Urban Forest Plan, staff do not feel that declining the planting plan and concept plan as a viable option.

4.13.2 Alter the Planting plan to reduce shading on the Southern Property - Staff have used the recession plane method which follows the same guidelines that would apply if a building was being located on the same property. Staff also feel the shade modelling shows the worst case scenario once the trees have reached full maturity. To make a noticeable difference to the shading, a large number of trees would need to be removed and the plans have already provided a considerable setback from the boundary.

4.13.3 Approval of the We Are Richmond Concept plan without conditions - Staff have not put this through as budget is not currently allocated for these works and an analysis on the works hasn’t been undertaken to see if any consents are required. If the plan is approved without conditions, Council may find itself in a position where it approves something that it cannot fund or something that cannot be progressed due to consenting requirements.

Options Descriptions Ngā Kōwhiringa

4.14 Preferred Option: Approval of planting and Concept plan.

4.14.1 Option Description: Board approve both the appended Urban Forest Planting Plan and the We Are Richmond concept plan.

4.14.2 Option Advantages

· The Urban Forest Planting plan would assist Council in meeting the targets set out in the Urban Forest Plan

· The feedback on the planting plan was largely well received

· We Are Richmond have put considerable work into their concept plan and feel that it meets the needs of the local community

· Approving the plan subject to funding becoming available and all consent requirements being met provide the We Are Richmond group with a level certainty as they move forward with any fundraising or funding applications

4.14.3 Option Disadvantages

· There was a concern raised about shading on a property to the south of the park. This person may not be pleased with the planting.

4.15 Board approve the planting plan only.

4.15.1 Option Description: Board will approve the planting plan without the We Are Richmond concept plan.

4.15.2 Option Advantages

· The Urban Forest Planting plan would assist Council in meeting the targets set out in the Urban Forest Plan

· The feedback on the planting plan was largely well received

4.15.3 Option Disadvantages

· We Are Richmond would not have certainty moving forward and risk applying for funding to support something that may not gain approval later

Analysis Criteria Ngā Paearu Wetekina

4.16 Ability to increase canopy cover in alignment with the Urban Forest Plan

4.17 Overall feedback from consultation

4.18 Ability for projects to proceed within the park

4.19 Risk to Council with regards to funding and consents

5. Financial Implications Ngā Hīraunga Rauemi

Capex/Opex Ngā Utu Whakahaere

	Recommended Option	Option 2 – Approval of just planting
Cost to Implement	$29,000 (includes 7 years establishment maintenance)	$29,000 (includes 7 years establishment maintenance)
Maintenance/Ongoing Costs	$0 (included in implementation costs)	$0 (included in implementation costs)
Funding Source	Better off funding Budget	Better off funding Budget
Funding Availability	Existing	Existing
Impact on Rates	Nil	Nil

5.1 As there is no funding commitment to the We Are Richmond group, there is not financial difference between the preferred option and option 2.

6. Considerations Ngā Whai Whakaaro

Risks and Mitigations Ngā Mōrearea me ngā Whakamātautau

6.1 The availability of trees can be challenging. If not all trees and plants are available, staff will push planting out to 2026.

6.2 We Are Richmond may come back to Council and seek funding to fulfill the concept plan.

Legal Considerations Ngā Hīraunga ā-Ture

6.3 Statutory and/or delegated authority to undertake proposals in the report:

6.3.1 Under the Reserves Act, Community Boards have the delegation to “determine to plant, maintain and remove trees on reserves within the policy set by the Council”

6.4 Other Legal Implications:

6.4.1 There is no legal context, issue, or implication relevant to this decision.

Strategy and Policy Considerations Te Whai Kaupapa here

6.5 The required decision:

6.5.1 Aligns with the Christchurch City Council’s Strategic Framework. with a particular focus on a green, liveable city.

6.5.2 Is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy. The level of significance was determined by assessing the impact the decision will have on the city which is low.

6.5.3 Is consistent with Council’s Plans and Policies. The planting plan forms a key component of the implementation of the Councils Urban Forest Plan.

6.6 This report supports the Council's Long Term Plan (2024 - 2034):

6.7 Parks, Heritage and Coastal Environment

6.7.1 Activity: Parks and Foreshore

· Level of Service: 6.8.2.1 Increasing tree canopy in Parks - A net increase in total number of trees is achieved (1:2 replacement policy), with a minimum of 50% of the trees being medium to very large species

Community Impacts and Views Ngā Mariu ā-Hāpori

6.8 Consultation started on 21 February and ran until 10 March 2025. An email was sent to two key stakeholders.

6.9 Consultation details including links to the project information shared on the Kōrero mai | Let’s Talk webpage was advertised via:

6.9.1 A social media post on the We are Richmond Facebook group,

6.9.2 Flyers delivered to properties neighbouring the park,

6.9.3 Signs installed in the park with a QR code to the consultation webpage.

6.10 Staff attending a community BBQ event run by We are Richmond – distributing flyers and sharing information about the tree planting plan with attendees.

6.11 The Kōrero mai | Let’s talk Petrie Park page had 264 views throughout the consultation period.

6.12 Summary of Submissions Ngā Tāpaetanga

6.13 Submissions were made by one organisation and 14 individuals. A full table of submission feedback is available on Kōrero mai | Let’s talk.

6.14 Submitters were asked how important certain aspects of the tree planting plan were, what aspects were of concern and whether they felt we ‘got this tree planting plan right’.

6.15
Nine submitters felt the tree planting plan was right, as shown in the graph below. Four submitters felt the plan was somewhat right and two submitters didn’t know / weren’t sure.

6.16 Submitters were asked to rate the importance of various aspects when increasing the tree cover in this park. As shown below, the top three aspects were: attracting birds and insects, planting native trees, and providing enough shade.

6.17 Submitters were asked whether they were concerned about various aspects when increasing the tree cover in this park. Submitters were able to select more than one concern. While most submitters had no concerns, four mentioned the loss of open space and three mentioned potential hazards. Other concerns mentioned were:

· Fruiting trees leaving rotten fruit

· Ensuring CCC collaboration with the community

6.18 Submitters gave additional feedback on the tree planting plans and other aspects of the park which can be viewed in the submission tables available on Kōrero mai | Let’s talk.

Impact on Mana Whenua Ngā Whai Take Mana Whenua

6.19 The decision does not involve a significant decision in relation to ancestral land, a body of water or other elements of intrinsic value, therefore this decision does not specifically impact Mana Whenua, their culture, and traditions.

6.20 The planting is in alignment with the Council’s Urban Forest Plan which sought feedback from Mana Whenua and is in alignment with the Iwi Management Plan

6.21 The decision does not involve a matter of interest to Mana Whenua and will not impact on our agreed partnership priorities with Ngā Papatipu Rūnanga.

Climate Change Impact Considerations Ngā Whai Whakaaro mā te Āhuarangi

6.22 The decisions in this report are likely to:

6.22.1 Contribute positively to adaptation to the impacts of climate change.

6.22.2 Contribute positively to emissions reductions.

6.23 Tree Planting will assist Council in offsetting its emissions and also coping with the impacts of climate change.

7. Next Steps Ngā Mahinga ā-muri

7.1 Once the plan has been approved, staff will work with We Are Richmond to organise the planting of the trees within the park

7.2 We Are Richmond will proceed with securing funding and ensuring all consents required to fulfill their plans are met.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Petrie Planting Plan	25/969039	37
b ⇩	We Are Richmond Concept Plan	25/969040	48

In addition to the attached documents, the following background information is available:

Document Name – Location / File Link

Not applicable

Signatories Ngā Kaiwaitohu

Authors

Toby Chapman - Manager Urban Forest

Jonathan Hansen - Arborist

Approved By

Al Hardy - Manager Community Parks

Rupert Bool - Head of Parks

10. Cross Reserve - play space renewal concept plan
Reference Te Tohutoro:	25/578339
Responsible Officer(s) Te Pou Matua:	Barbara Heise, Project Manager Community Parks Play and Recreation
Accountable ELT Member Pouwhakarae:	Andrew Rutledge, General Manager Citizens and Community

1. Purpose and Origin of the Report Te Pūtake Pūrongo

1.1 The purpose of this report is to seek approval from the Waipapa Papanui-Innes-Central Community Board for the proposed concept design for the play space renewal at Cross Reserve located at 10 Cross Street, Phillipstown.

1.2 The report is staff generated.

2. Officer Recommendations Ngā Tūtohu

That the Waipapa Papanui-Innes-Central Community Board:

1. Receives the information in the Cross Reserve - play space renewal concept plan Report.

2. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Approves the concept design for the play space renewal at Cross Reserve as set out in Attachment A to this report.

4. Request staff to proceed with the development of the detailed design and construction phase.

3. Executive Summary Te Whakarāpopoto Matua

3.1 Cross Reserve is included in the Community Parks Planned Play Space Renewals. The play space is scheduled to be renewed based on its age and overall condition.

3.2 The renewal will provide significant improvements to the play and recreation needs of the community surrounding the local area.

3.3 The concept plan (Attachment A) incorporates feedback from public consultation conducted from 25 March to 12 May 2025.

3.4 The estimated cost of the renewal is expected to be within the approved budget.

3.5 Upon approval of the proposed concept design, the detailed design process will commence. Construction of the proposed design is expected to begin in spring 2025.

4. Background/Context Te Horopaki

4.1 Cross Reserve, located at 10 Cross Street, Phillipstown, is situated in a residential area with pedestrian access from both Cross Street and Nursery Road.

4.2 The reserve currently has a play space consisting of

· a modular play structure

· a swing set

· a springer

· a slide and

· two see-saws

4.3 One of the seesaws was renewed in 2019 and can be maintained within the new play space. All other equipment needs to be removed due to its age and limited remaining life span.

Figure 1: Cross Reserve– aerial view (Source: Parks Asset Map)

4.4 The renewal will also improve accessibility by providing a connecting path to the play area and an accessible picnic table to provide families with a safe space to gather and share kai.

4.5 Public consultation for the play space renewal was conducted through early engagement meetings in April 2025 as well as through the Korero Mai process via https://letstalk.ccc.govt.nz from 29 April 2025 - 12 May 2025. For more details, please refer to the “Community Impacts and Views Ngā Mariu ā-Hāpori” below.

4.6 The draft concept plan, refer figure 2 below, that was published for consultation proposed bringing the play space closer to the north-western corner of the reserve to strengthen the connection with the adjacent Phillipstown Community Hub and also provide improved passive surveillance and make the play space safer.

4.7 The plan also responds to the feedback received during early engagement to include a basket swing and more nature play elements.

Figure 2: Cross Reserve– draft concept plan for consultation April 2025
A map of a park

AI-generated content may be incorrect.

Options Considered Ngā Kōwhiringa Whaiwhakaaro

4.8 The following reasonably practicable options were considered and are assessed in this report:

· Option 1 - The Community Board adopt the proposed concept design for the Cross Reserve play space renewal, allowing commencement of the detailed design and construction to commence in spring 2025.

· Option 2 - The Community board does not approve the concept design and requests that staff consider alternative designs.

· Option 3 - Do nothing, leaving the existing play equipment “as is”.

Options Descriptions Ngā Kōwhiringa

4.9 Preferred Option: Option 1

· Option Description: The Community Board adopt the proposed concept design and allow the project to progress to detailed design and construction.

· Option Advantages

§ The community receives a new play space that aligns with feedback provided and creates a space for the wider community to enjoy.

· Option Disadvantages

§ No major changes can be made to the concept design without risking delayed delivery or increased costs.

o Alternative Option – Option 2

· Option Description: Consideration of alternative design and re-consultation.

· Option Advantages

§ The Community Board could offer an alternative suggestion to the proposed concept design.

§ The community could offer additional feedback for inclusion in an alternative design.

· Option Disadvantages

§ This option would impact on the allocated budget as the new playground design and associated cost would be funded from within the current budget. It is likely that this would impact the size and amount of play elements we would be able to include in a revised plan.

§ The play space renewal would be delayed by approximately four to six months.

o Alternative Option – Option 3

· Option Description: Do nothing, leaving the existing play equipment “as is”.

· Option Advantages

§ The Community Board would be able to re-allocate the budget to the renewal of alternative play spaces.

· Option Disadvantages

§ Due to the age of the play space, equipment would soon become unsafe to play on and would have to be removed from the reserve which in turn would lead to a reduction of the level of services we provide to the community.

Analysis Criteria Ngā Paearu Wetekina

4.10 The draft concept design, refer figure 2 above, was developed under consideration of the feedback we received during early engagement. Creating a better entrance to the park and creating a connection the Phillipstown Community Hub was raised as an important factor for residents to connect with the place and to embrace it as an outdoor space where families can enjoy play, recreational activities and relax. In response to this, we will re-arrange the bollard fence opening and install an asphalt path connection from the corner of Nursery Road and Cross Street.

4.11 As it was reported that there was regular unwanted behaviour throughout the shrubs and planting along the back of the reserve, the play space will be pulled in closer to the street to make it more visible and increase safety for users. We will also work with the operational team to investigate options to reduce the shrubs to increase visibility throughout.

4.12 We have also incorporated two picnic tables to replace the old bench seats to provide better places for families to gather. One picnic table will be in close proximity to the play space, the other one will be a bit further away along Nursery Road to also allow for a hangout space for teenagers and/or provide a space for quieter place away from the busy play space for those that may be sensitive to noise but would still like to enjoy the outdoors. We also heard that the park is sometimes used for controlled family visits and a separate space could also benefit these users.

4.13 Stakeholders from the Phillipstown Community Hub voiced a strong interest in being more involved with Cross Reserve and would like to strengthen the relationship between the reserve and the community hub. Inclusion of shrubs with edible fruit (e.g. raspberries) in the design, managed by Phillipstown Community Hub, were discussed and are reflected in the design. Whether these can be incorporate in the final design is subject to further conversations with the Phillipstown Community Hub and operational staff to understand how the collaboration could work moving forward.

4.14 Students from the Tētēkura (Ōtautahi Transition Education Centre) showed a particular interest in having improved opportunities to play. The two items that stood out in the conversation was a basket swing as well as pull-up bars or a way to exercise for older children that wanted to be more physically active. We also found that the strong interest in swings was confirmed through voting at the Phillipstown Community Hub Fall Gala event. We therefore integrated a swing set with a basket seat, a toddler seat and a flat seat into the design. The basket swing will be made accessible for all abilities by providing a stable safety surface.
While submissions through the Kōrero mai | Let’s Talk page suggested three swings would be insufficient, due to budget constraints we are unable to provide more swings at this time.

4.15 The results from the voting with tokens at the Phillipstown Community Hub also showed a strong interest in modular structures, climbing and nature play. We therefore integrated these elements and integrated nature play throughout the play space to allow kids to use their imagination and travel along a path of logs, posts and a platform throughout the space. The modular structure also incorporates a slide.

4.16 As the area is seeing an increase in young families, we also incorporated a rocker into the design and will maintain the existing seesaw which is still in good condition.

4.17 The honeycomb spinner appeals to a wide age range and was also incorporated into the design.

4.18 While the inclusion of a rubbish bin was reported as desirable by many stakeholders, we are unable to accommodate this request as, in general, we do not install bins in neighbourhood parks but only in sports parks and parks with intensified use. At this stage Cross Reserve does not meet these criteria.

4.19 The concept design was published on Kōrero mai | Let’s Talk (Cross Reserve play space renewal | Kōrero mai | Let’s talk) and received three responses, refer Summary of Submissions Ngā Tāpaetanga below.
The submissions were considered prior to finalising the design:

· Allowance for more swings
Due to budget constraints we are unable to provide more swings.

· General state of the play space and wider park
The state of the play space will be addressed through the renewal and operational staff will investigate options to improve visibility and density of shrubs to improve the overall appearance of the park

· Accessibility for wheelchairs
Due to budget restrictions not all areas of the play space could be created in an accessible manner. However, staff have incorporated all-ability access to the picnic table and basket swing and the safety surface will be installed in-ground easing access to other areas of the play space for wheelchairs

· Existing seesaw
A forceful landing on the existing seesaw was raised. While we are unable to replace the see saw with an alternative one due to budget constraints. The seesaw is generally compliant with the NZ Play Safety Standards, but staff will review the landing supports to see whether this can be improved.

· Path network arounds trees
New paths are out of scope for this project and currently unfunded.

· Concerns over vandalism with planting edible garden
The edible garden element still needs further discussion with the Phillipstown Community Hub who have offered to look after it. If this is not possible, we will divert back to low level basis planting.

· Installation of a rubbish bin
As per 4.18 above, we are unable to install a rubbish bin.

4.20 Staff also reviewed an early cost estimate of the draft concept design. A potential risk of building cost being above budget was identified and to mitigate this risk, the modular structure was changed to a slightly smaller version. The change of the modular structure also led to a re-arrangement of some other play items, such as nature play, to allow for the required fall zones and free spaces as per the NZ Play Safety Standards. While the tunnel element is no longer included, this is offset with a double slide instead of a single slide and a stairwell for easier access for younger children.

The final concept plan, subject to Community Board approval, is attached to this report as Attachment A. Also refer to figure 3 below.

Figure 3: Cross Reserve– concept plan for approval June 2025
A map of a park

AI-generated content may be incorrect.

5. Financial Implications Ngā Hīraunga Rauemi

Capex/Opex Ngā Utu Whakahaere

	Recommended Option Option 1 – Renew as per concept plan	Option 2 – Alternative design	Option 3 – Leave “as is”
Cost to Implement	$ 139,000.00	$ 150,000.00	Decommissioning of old assets, approximately $10,000
Maintenance/Ongoing Costs	Covered by existing maintenance budget	Covered by existing maintenance budget	Covered by existing maintenance budget
Funding Source	Community Parks Renewal Budget	Community Parks Renewal Budget	N/A
Funding Availability	$ 139,000.00	$ 139,000.00	$ 139,000.00
Impact on Rates	N/A	N/A	N/A

· The cost to implement is based on an initial estimate and is yet to be confirmed. This usually occurs during the construction tender phase.

· Council staff anticipate being able to manage small budget shortfalls through minor amendments to the play equipment or other suitable measures.

6. Considerations Ngā Whai Whakaaro

Risks and Mitigations Ngā Mōrearea me ngā Whakamātautau

6.1 Implementation costs are based on anticipated product supply, installation and wider construction costs. There is a risk that these costs could change due to product availability and supply. Final cost of construction will be confirmed during the tender phase and may vary from the current cost estimate. If costs escalate over the approved budget, Council staff will manage small shortfalls through minor amendments to the design.
Should there by major implications to the level of service, Council staff will discuss these with the Community Board before proceeding further with the project.

Legal Considerations Ngā Hīraunga ā-Ture

6.2 Statutory and/or delegated authority to undertake proposals in the report:

6.2.1 Approve the location of, and construction of, or alteration or addition to, any structure or area on parks and reserves provided the matter is within the policy and budget set by the Council (Part D – Sub Part 1 – Community Boards – Pg 96).

6.3 Other Legal Implications:

6.3.1 There is no legal context, issue, or implication relevant to these decisions.

Strategy and Policy Considerations Te Whai Kaupapa here

6.4 The required decision:

6.4.1 Align with the Christchurch City Council’s Strategic Framework that our residents have the opportunity to actively participate in community and city life, have a strong sense of belonging and identity, and feel safe.

6.4.2 Are assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy. The level of significance was determined by the level of decision impacting on a low number of residents and a small change to the two Reserves.

6.4.3 Are consistent with Council’s Plans and Policies: Physical Recreation and Sports Strategy 2002.

6.5 This report supports the Council's Long Term Plan (2024 - 2034):

6.6 Parks, Heritage and Coastal Environment

6.6.1 Activity: Parks and Foreshore

· Level of Service: 6.0.1 All Community Parks are managed and maintained in a clean, tidy, safe, functional, and equitable manner (Maintenance) - 90% Maintenance Plan key performance indicators are achieved

Community Impacts and Views Ngā Mariu ā-Hāpori

6.7 Early engagement with the Phillipstown Community Hub (the Hub), Canterbury Refugee Centre and Tētēkura (Ōtautahi Transition Education Centre) started in March 2025. A workshop was hosted by the Phillipstown Community Hub that was attended by stakeholders of all three organisations as well as several students of Tētēkura.

6.8 Staff invited Kidsfirst and Te Hohepa Te Kohanga Reo to share their views on the play space renewal but did not receive any specific feedback.

6.9 Staff shared a basic aerial plan at early meetings. Stakeholder feedback was sought on the general aspiration for the park, how it was being used by the community, where the best placement for the new play space would be and the play types they would like to see reflected.

6.10 Feedback received at the workshop showed:

· The park is used by families with young children, older kids after school as well as visitors to the Hub, Refugee Centre and by students of Tētēkura.

· The park does not have a real entrance, making it difficult to access. It is also not well connected to the Philipstown Community Hub. Improving the entrance and access into the reserve was a recurring theme.

· There is great interest in creating more seating spaces for families to gather and enjoy quality time together while using the park.

· Concerns about the planting along the fence line which was very dense in parts and is frequently used for anti-social activities (e.g. toileting, drug use).

6.11 Tētēkura School students created a collage of images to show items they would like to see at Cross Reserve. These included:

· Basket swing(s)

· Pull up bar (gym/exercise)

· Basketball hoop

· Rubbish bins

· Picnic tables

· Flying fox

· Tunnel slide

· Ramp (with handrail) to enclosed bark area

The image collage is attached to this report in Attachment C.

6.12 On 5 April 2025 staff attended the Phillipstown Community Hub Fall Gala event with token voting boxes to collect feedback on preferred play elements to be included in the play space renewal.

6.13 A total of 241 tokens were received in the token voting box for the play elements options:

A blue bar graph with white text

AI-generated content may be incorrect.

6.14 Consultation on the concept plan started on 29 April 2025 and ran until 12 May 2025.

6.15 The Kōrero mai | Let’s talk page had 125 views throughout the consultation period.

Summary of Submissions Ngā Tāpaetanga

6.16 Submissions were made by seven individuals. All submissions are available in Attachment B.

6.17 All submitters expressed some support for the proposed concept plan. Submitters’ main concerns were related to:

· The design and wider maintenance of the park

· The layout of the play space and seating

· Equipment proximity to trees and shading

· Anti-social behaviour

Supplementary information

6.18 Four submitters provided feedback using the quick poll function rating the concept design on a scale from one to five stars. Three submitters rated the concept with five stars and one submitter rating the concept design as four stars.

Impact on Mana Whenua Ngā Whai Take Mana Whenua

o These decisions do not involve a significant decision in relation to ancestral land, a body of water or other elements of intrinsic value, therefore these decisions do not specifically impact Mana Whenua, their culture, and traditions.

o These decisions do not involve a matter of interest to Mana Whenua and will not impact on our agreed partnership priorities with Ngā Papatipu Rūnanga.

Climate Change Impact Considerations Ngā Whai Whakaaro mā te Āhuarangi

o The decisions in this report are likely to:

· Contribute positively to emissions reductions, in that local residents will continue to have access a play facility within walking distance and therefore may choose not to drive to other playgrounds.

· Additionally adding play value and improved amenities to Community Parks, such as Cross Reserve creates a local meeting hub for the community which may encourage families to utilise local facilities and walk/scooter to the park, rather than drive.

7. Next Steps Ngā Mahinga ā-muri

o If the Community Board approves the proposed concept plan for Cross Reserve, Council staff will continue to deliver the play space and progress to the detailed design phase, followed by tendering contracts for delivery and beginning construction in spring 2025.

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Cross Reserve Concept Design	25/1019853	59
b ⇩	Cross Reserve play space renewal submission table	25/1019752	60
c ⇩	Cross Reserve_early engagement feedback Tētēkura_25March2025	25/1032994	61

In addition to the attached documents, the following background information is available:

Document Name – Location / File Link

Not applicable

Signatories Ngā Kaiwaitohu

Authors

Barbara Heise - Project Manager - Community Parks

Kiran Skelton - Engagement Advisor

Approved By

Bridie Gibbings - Manager Operations - Parks Development

Al Hardy - Manager Community Parks

12. Standing Orders Amendment - Notices of Motion
Reference Te Tohutoro:	25/955212
Responsible Officer(s) Te Pou Matua:	Mark Saunders, Kaitohutohu Hāpori – Community Board Advisor
Accountable ELT Member Pouwhakarae:	Andrew Rutledge, General Manager Citizens and Community

1. Purpose and Origin of the Report Te Pūtake Pūrongo

1.1 The purpose of this report is to seek a decision from the Waipapa Papanui-Innes-Central Community Board to amend the Community Board’s Standing Orders 22.1 and 19.3 relating to notices of motion and the timeframe required for a notice of motion to be submitted to the Chief Executive.

1.2 The report is staff generated to ensure that the decision-making requirements of Part 6 of the Local Government Act 2002 (the Act) are met and that there is the opportunity to provide timely information and advice to support good decision making by Community Boards.

2. Officer Recommendations Ngā Tūtohu

That the Waipapa Papanui-Innes-Central Community Board:

1. Receives the information in the Standing Orders Amendment - Notices of Motion Report.

2. Notes that the decision in this report is assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy.

3. Revokes Standing Order 22.1 and 19.3, and replaces it with the following wording, in order to amend the timeframe for a notice of motion to be delivered to the Chief Executive:

a. 22.1 Notice of intended motion to be in writing

Notice of intended motions must be in writing signed by the mover, stating the meeting at which it is proposed that the intended motion be considered, and must be delivered to the Chief Executive at least 10 clear working days before such meeting, or a shorter time at the discretion of the Chief Executive. [Notice of an intended motion can be sent via email and include the scanned electronic signature of the mover.]

Once the motion is received and accepted by the Chief Executive, he or she must give members notice in writing of the intended notice of motion at least 2 clear working days before the date of the meeting at which it will be considered.

b. 19.3 Requirement to give notice

A member must give notice to the Chief Executive at least 10 clear working days before the meeting, or a shorter time at the discretion of the Chief Executive, at which it is proposed to consider the motion. The notice is to be signed by not less than one third of the members including vacancies. Notice can be sent via email and include the scanned electronic signatures of members. If the notice of motion is lost, no similar notice of motion which is substantially the same in purpose and effect may be accepted within the next six months.

3. Executive Summary Te Whakarāpopoto Matua

3.1 Under the Local Government Act 2002 (the Act) all local authorities are required to adopt a set of Standing Orders (schedule 7, clause 27(1)). The Act sets out in Schedule 6 the requirements for local authority planning, decision-making and accountability.

3.2 A notice of motion is a motion given in writing by a member in advance of a meeting in accordance with Standing Orders.

3.3 There are two provisions within Standing Orders relating to timeframes that a notice of motion is required to be delivered to the Chief Executive:

3.3.1 Provision 22.1 states that a notice of motion must be delivered to the Chief Executive at least five clear working days before the meeting they are to be considered at.

3.3.2 Provision 19.3, relating to a notice of motion where an elected member wishes to propose a revocation, states that a notice of motion must be delivered to the Chief Executive at least five working days before the meeting it is to be considered at.

3.4 The Chief Executive has identified that more notices of motion are being submitted and anticipates the volume could increase during an already busy period.

3.5 The current timeframe with five days’ notice does not align with the agenda report deadlines and does not usually allow sufficient time for the matter to be reviewed or for council officer advice to be provided to ensure that it meets the requirements of the Act.

3.6 To address this, it is recommended that Standing Orders 22.1 and 19.3 are amended to require that a notice of motion must be delivered to the Chief Executive at least 10 clear working days before the meeting at which it is proposed to be considered.

3.7 The recommended amendment includes that the Chief Executive has discretion to consider and accept notices of motion submitted in a shorter timeframe where there is a statutory or legislative timing issue relative to the motion, or the matter can be dealt with sooner if sufficient information is readily available from council officers.

4. Background/Context Te Horopaki

4.1 Under the Act all local authorities are required to adopt a set of Standing Orders (schedule 7, clause 27(1)).

4.2 The Act provides that an amendment to Standing Orders requires a vote of not less than 75% of the members present at the meeting (schedule 7, clause 27(3)).

4.3 Council officers are reviewing the Council’s current Standing Orders, to consider matters that have been raised and compiled since Standing Orders were last amended, 2025 governance guidance and model Standing Orders provided by Local Government New Zealand and good practice. Information and opportunities for input regarding this will be provided to the Council and Community Boards in coming months.

4.4 The Act also sets out the obligations of local authorities with regard to the making of decisions (schedule 6).

4.5 The timeframe relating to the submission of notices of motion is a matter that has been raised since Standing Orders were last adopted, with regard to the provision of council officer advice and compliance with the decision-making requirements of the Act.

4.6 The current Standing Orders for Community Boards require that a notice of motion must be delivered to the Chief Executive at least five clear working days before such meeting.

4.7 At its meeting on 16 April 2025, the Council amended its Standing Orders (which apply to Council and committee meetings) to require that a notice of motion must be delivered to the Chief Executive at least ten clear working days before such meeting, or a shorter time at the discretion of the Chief Executive. To ensure consistency across Council, it is preferred that Community Boards align their practice with regard to the 10 clear working day timeframe.

4.8 This Council term, the number of notices of motion has increased and those submitted often require detailed and complex information to be compiled at short notice to try to ensure that the decision is compliant with the Act, Council policy and requirements for decision-making.

4.9 It is currently a busy time for the organisation with work programmes and financial commitments set or under consideration and notices of motion can have an impact on these matters. The current five-day timeframe can cause challenges as they require staff to divert resources away from current work, in order to provide advice to ensure that decision-making requirements are met.

4.10 The five day working period for notices of motion to be submitted can impact on the timeframe elected members have to consider the motion, the information and advice received or for the matter and proposed motion to be visible to the public.

4.11 The number of notices of motion that have been submitted have increased this term. In the 2019 – 2022 term, there were a total of 15 notices of motion submitted and accepted. This term there have been 28 notices of motion submitted so far, with four submitted in the first few months of 2025. To note, these numbers do not include notices of motions that have been submitted but declined by the Chief Executive under the provisions allowed for in Standing Orders.

4.12 In comparison, Auckland Council advised they have a timeframe of 5 clear working days, and have received a total of five notices of motions this term. Wellington City Council’s timeframe is not less than four weeks, and they have received two notices of motions this year.

Options Considered Ngā Kōwhiringa Whaiwhakaaro

4.13 The following reasonably practicable options were considered and are assessed in this report:

4.13.1 Amend Standing Orders, clauses 22.1 and 19.3 as proposed.

4.13.2 Make no changes to Standing Orders.

Options Descriptions Ngā Kōwhiringa

4.14 Preferred Option: Amend Standing Orders, clause 22.1 and 19.3.

4.14.1 Option Description: Amend Standing Orders, section 22.1 and 19.3 so that a notice of motion must be delivered to the Chief Executive at least 10 clear working days before the meeting, or a shorter time at the discretion of the Chief Executive.

4.14.2 Option Advantages

· To ensure that any notice of motion considered by the Community Board is received with adequate time to ensure that the requirements for decision-making in the Act are met and that sufficient council officer advice can be provided.

· Manages the impact on existing workloads and work programmes for the organisation.

· Allows for advice to be provided to elected members in a timely manner and if accepted, for the proposed motion to be visible to the public on the Agenda, as opposed to requiring a Supplementary Agenda.

· Provides consistency across Council by aligning the Community Boards practise with the Council’s Standing Orders (which apply to Council and committee meetings).

4.14.3 Option Disadvantages

· No disadvantages have been identified. Elected members will still have an opportunity to submit a notice of motion. The Chief Executive, will also have discretion to consider and accept notices of motion submitted outside of the 10 clear working day timeframe where there is a statutory or legislative timing issue relative to the motion, or the matter can be dealt with sooner if sufficient information is readily available from council officers.

4.15 Make no changes to Standing Orders.

4.15.1 Option Description: Make no changes to Standing Orders.

4.15.2 Option Advantages

· There is no change to the current procedure.

4.15.3 Option Disadvantages

· The Chief Executive may decline a notice of motion where the Community Board may not meet the decision-making requirements of the Act, due to having insufficient time to receive and consider officer advice regarding the matter.

· Can impact existing workloads and work programmes as staff prepare advice for the notice of motion.

· Can impact the timeframe elected members have to consider the motion, the information and council officer advice received or for the matter and proposed motion to be visible to the public.

· Is inconsistent with the Council’s Standing Orders (which apply to Council and committee meetings).

Analysis Criteria Ngā Paearu Wetekina

4.16 To enable elected members to consider a motion it is necessary that they receive sufficient comment, information and advice to ensure that consideration and decision making meet the decision-making requirements of the Act.

5. Financial Implications Ngā Hīraunga Rauemi

5.1 There are no costs associated with the recommended amendment to Standing Orders.

6. Considerations Ngā Whai Whakaaro

Risks and Mitigations Ngā Mōrearea me ngā Whakamātautau

6.1 The recommended decision addresses the risk of the Council not complying with the decision-making requirements of the Act. It also reduces the risk that the council officers do not have sufficient time to provide information and advice to enable elected members to consider a matter fully or the public to be aware of the matter and information or advice provided.

Legal Considerations Ngā Hīraunga ā-Ture

6.2 Statutory and/or delegated authority to undertake proposals in the report:

6.2.1 Community Boards are able to amend Standing Orders, the Act provides that an amendment to Standing Orders requires a vote of not less than 75% of the members present at the meeting (schedule 7, clause 27(3)).

6.3 Other Legal Implications:

6.3.1 Standing Orders must meet the requirements of the Local Government Act 2002 and the Local Government Official Information and Meetings Act 1987.

Strategy and Policy Considerations Te Whai Kaupapa here

6.4 The required decision:

6.4.1 Align with the Christchurch City Council’s Strategic Framework.

6.4.2 Are assessed as low significance based on the Christchurch City Council’s Significance and Engagement Policy. The level of significance was determined by nature of the amendment recommended.

6.4.3 Are consistent with Council’s Plans and Policies.

6.5 This report supports the Council's Long Term Plan (2024 - 2034):

6.6 Governance

6.6.1 Activity: Governance and Decision Making

· Level of Service: 4.1.22 Provide services that ensure all Council, and Committee meetings are held with full statutory compliance - 98% compliance

Community Impacts and Views Ngā Mariu ā-Hāpori

6.7 The decision affects all Community Board areas.

6.8 Prior to the Council meeting of 16 April 2025, Community Board Chairs provided feedback that they preferred a ten clear working day timeframe to submit a Notice of Motion. The Council approved this timeframe for Council and committee meetings, instead of the original Officer Recommendation of 15 clear working days.

Impact on Mana Whenua Ngā Whai Take Mana Whenua

6.9 The amendment to Standing Orders does not involve a significant decision in relation to ancestral land, a body of water or other elements of intrinsic value, therefore this decision does not specifically impact Mana Whenua, their culture, and traditions.

6.10 The decision does not involve a matter of interest to Mana Whenua and will not impact on our agreed partnership priorities with Ngā Papatipu Rūnanga.

Climate Change Impact Considerations Ngā Whai Whakaaro mā te Āhuarangi

6.11 The proposals in this report are unlikely to contribute significantly to adaptation to the impacts of climate change or emissions reductions.

7. Next Steps Ngā Mahinga ā-muri

7.1 A decision amending the Community Board’s Standing Orders will take immediate affect for its meetings.

Attachments Ngā Tāpirihanga

There are no attachments for this report.

In addition to the attached documents, the following background information is available:

Document Name – Location / File Link

Standing-Orders adopted 6 April 2017.pdf

Local Government Act 2002 No 84 (as at 01 October 2024), Public Act Contents – New Zealand Legislation

Signatories Ngā Kaiwaitohu

Author

Mark Saunders - Community Board Advisor

Approved By

Emma Pavey - Manager Community Governance, Papanui-Innes-Central

John Filsell - Head of Community Support and Partnerships

13. Waipapa Papanui-Innes-Central Community Board Area Report - June 2025
Reference Te Tohutoro:	25/840891
Responsible Officer(s) Te Pou Matua:	Emma Pavey, Community Governance Manager Papanui-Innes-Central
Accountable ELT Member Pouwhakarae:	Andrew Rutledge, General Manager Citizens and Community

1. Purpose of Origin of the Report Te Pūtake Pūrongo

1.1 This monthly staff-generated report provides the Board with an overview of initiatives and issues current within the Community Board area.

2. Officer Recommendations Ngā Tūtohu

That the Waipapa Papanui-Innes-Central Community Board:

1. Receives the information in the Waipapa Papanui-Innes-Central Community Board Area Report - June 2025.

3. Community Support, Governance and Partnership Activity

3.1 Community Governance Projects

Activity	Detail	Timeline	Strategic Alignment
Youth Recreation	Staff are working in collaboration with youth focussed organisations to discuss potential opportunities in the Papanui, Innes and Central ward areas. These include: Staff are supporting two youth events to be held in the Papanui ward.	Ongoing	Te Haumako Te Whitingia Strengthening Communities Together Strategy
Youth Safety	A youth space has opened in Northlands Mall with the support of the Board’s Better Off Fund, in collaboration with Papanui Youth Development Trust and Te Ora Hou. Participation numbers have been steady with young people using the space after school hours, often prior to catching buses from the bus exchange. Staff are supporting Youth Week with numerous activities being held in the Northlands Mall.	Ongoing	Te Haumako Te Whitingia Strengthening Communities Together Strategy
Shirley Community Reserve	The Board resolved for staff to initiate the process to design an on‑budget community building on the Reserve that will enable mixed use. The Working Party has met for a second time to progress the project.	Ongoing	Te Haumako Te Whitingia Strengthening Communities Together Strategy
Revitalisation of Petrie Park	Consultation on the Petrie Park tree planting plan has closed, and a report is anticipated in June or July for Board approval.	Ongoing	Te Haumako Te Whitingia Strengthening Communities Together Strategy
Safety Initiatives - CPTED	The CPTED report the Board funded with its Better Off Fund for MacFarlane Park has been completed and presented back to the Board. Further discussions underway about the future planning for the MacFarlane Park area.	Ongoing	Te Haumako Te Whitingia Strengthening Communities Together Strategy
MacFarlane Park	Staff have initiated conversations with the Shirley Hawks Rugby League to discuss future requirements of the Club and levels of support required.	Ongoing	Te Haumako Te Whitingia Strengthening Communities Together Strategy
Civil Defence Emergency Management (CDEM) Community Resilience Plans	Local staff, with the assistance of the CDEM team, are working with community organisations within the Papanui, Innes and Central wards on their Emergency Response/Community Resilience Plans that will support their communities during adverse events. We Are Richmond, Avebury House, Eastern Community Sport and Recreation Inc, Delta Trust and Riverlution have worked together to develop their area specific plan, while the Phillipstown Hub has also developed a plan. The groups in Shirley are also developing a plan with cross-area support enabling ideas and solutions to be shared. Staff are also working with Te Ora Hou, and St Albans Residents Association on developing plans. The collegial work between organisations has been a highlight of the process with each organisation contributing together to develop their plans.	Ongoing	Te Haumako Te Whitingia Strengthening Communities Together Strategy
Community Pride Garden Awards	These awards are in partnership with Keep Christchurch Beautiful’s Street and Garden Awards. Participating Boards award certificates to residents and businesses who maintain their street-visible gardens to a high standard.	Completed	Te Haumako Te Whitingia Strengthening Communities Together Strategy

3.2 Community Funding Summary

The balance of the Board’s funding pools at the time of writing is currently as follows subject to subtraction of the grants proposed through the reports to this meeting as shown:

2024/25 Waipapa Papanui-Innes-Central Discretionary Response Fund (DRF)
*Approved Board Projects:* · Summer with your neighbours; Youth Recreation; Community Liaison; Youth Development Fund; Community Pride Garden Awards
AVAILABLE BALANCE (at time of writing):	$17,422
*Proposed DRF Grants (subject to approval at this meeting):* · Mairehau Library towards security for library volunteers and members	*Recommended:* $1,200
*Prospective remaining balance (if all recommendations accepted):*	*$16,222*

2024/25 Waipapa Papanui-Innes-Central Youth Development Fund (YDF)

YDF grants approved so far this financial year:

· Grant to Disharn Noda towards travelling to Tahiti for a cultural exchange

· Grants to Katia and Elena Ashmore towards the costs of attending the National Secondary Schools' Brass Band Course 2024

· Grant to Laura Powley towards participating in the Avonside Girls' High School French Trip to Angers

· Grant to Olivia Zeng towards the costs of attending the Aspire (Dance) Programme at Convergence Dance Studio

· Grant to Natalia Kay towards competing in the Deaf World 3v3 Basketball Championships at Gallaudet University, Washington DC

· Grant to Ollie Dysart towards representing the South Island at the ITKD Taekwondo National Championships 2024 in Palmerston North

· Grant to Villa Maria College for Oriana Puhiatau towards playing in the 1st XI Football Team attending the New Zealand Secondary Schools Tournament in Blenheim

· Grant to Tiana Olney towards attending the Outward Bound Classic Course

· Grant to Jorja Ashley McCaughan towards competing at the NZCAF Aerobics Nationals in Queenstown

· Grant to Lauren Dyet towards travelling with the Mixx U19 Korfball Team to the National Championships in Taiwan

· Grant to Badminton Canterbury Inc. applicants towards attending the NZ Junior Team Badminton Championships in Palmerston North

· Elsha Brocherie towards travelling with her team to the Korfball Club Championships in Adelaide, Australia

· Rhys Lewis towards competing at The World VEX Robotics Championships in Dallas, USA

· Alisa Wada towards the costs of representing New Zealand at the FISU Summer World University Games 2025 for Artistic Gymnastics in Germany

$300

$300 & $300

$500

$100

$500

$350

$100

$300

$200

$500

$260

$400

$500

AVAILABLE BALANCE (at time of writing):

$2,890

3.3 The Mayor’s Welfare Fund

The Mayor’s Welfare Fund provides financial support to families and individuals in the community who are in extreme financial distress. It is a last resource when people have exhausted other appropriate sources such as Work and Income New Zealand (WINZ). The criteria and instructions on how to apply can be found here: Mayors Welfare Fund - all you need to know.

3.4 Upcoming Community Events and Activities

· Volunteer Events

Visit this link for the variety of volunteer events held around the city, and this link to volunteer at a Council-produced event. There is also information at this link on becoming a Graffiti Programme volunteer, or register at this link to join the Parks Volunteers Team.

Some planting events are eligible for Children's University (CU) credits, and family-friendly. Schools can be supported by the ‘connect and grow’ planting programme: Manaaki Taiao – Nurture Nature.

Or find other opportunities to volunteer in your community at this link, whether it be sharing your passion for art at the Art Gallery, helping the Friends of the Library, joining the Friends of the Botanic Gardens, or any of the number of volunteer opportunities listed on the site for Volunteering Canterbury.

Papanui Bush Community Planting Day – 14 June, 9am-12.30pm – find out more here

· FRESH Events 2025

Information on events from Youth & Cultural Development (YCD) is available at this link.

· Other upcoming community events and festivals in the city

Visit this link for the variety of community events and festivals held around the city. You can also visit the What’s On site, for one-off and regular events like:

· Matariki Glow Show – 8 June, 10-10.40am and 12-12.40pm at Isaac Theatre Royal - The Matariki Glow Show is a giant-scale glow-in-the-dark show for children, families, and educators celebrating Matariki in a unique and magical way.

· Tīrama Mai - powered by Orion and Connetics– 18-22 June - The event will span Te Puna o Waiwhetū Christchurch Art Gallery and The Arts Centre Te Matatiki Toi Ora, but works will also be positioned along Worcester Boulevard, and at Riverside Market.

The free cultural festival, produced by Christchurch City Council brings together an array of artistic, lighting and cultural displays, including performances and storytelling. Talks, short films and more will also feature at the Gallery at set times, and the exhibition spaces will be open for exploring until late.

· Winter Solstice Ride 2025 – 21 June, 5.30-6.15pm at North Hagley Park - The purpose is to brightly support safe cycling in Christchurch, for commuters, kids riding to school and for all recreational cyclists. The ride follows each other single file on bicycles around the new protected cycleways and the shared-use paths of North Hagley Park. The route is traffic-free.

· Matariki 2025: Pepe – 10-22 June, 10am to 4pm at The Arts Centre Te Matatiki Toi Ora - In this multi-award-winning collaboration presented by Good Company Arts, we are acquainted with a solo traveller who signifies both the male and female aspects of Hineraukatauri. This event is a part of our Matariki 2025 programme happening between 7 - 22 June. View the full line-up of events.

· Coming Together or Drifting Apart? Social Cohesion – 11 June, 6-7.30pm at Aldersgate
309 Durham Street North - Shamubeel Eaqub leads a Spirited Conversation on the latest research on social cohesion in Aotearoa and how it compares with our Aussie neighbours.

· Grow your own microgreens – Para Kore and Envirokids – 14 June, 10am to 1pm at the Botanic Gardens - Envirokids is a year-round programme run by Christchurch Envirohub Trust, providing different environment-themed activities for children.

· Matariki in the Zone – 21 June, 2.30-6.30pm at 46A Vogel Street - Richmond Community Garden, Avebury House, and Avon-Ōtākaro Network host an accessible, welcoming winter event highlighting the Ōtākaro Avon River Corridor.

· Ōtautahi Preloved Clothing Markets – 29 June, 1am to 1pm at Richmond Club, The Borough, 75 London Street - Mid-winter preloved clothing market. Refresh your wardrobe by browsing and buying someone else's.

· Let's Beat Bowel Cancer - Community Awareness Event – 18 June, 7-9pm at Freemasons Centre, 9 Shirley Road - focused on bowel cancer, gut health, and recovery, this free community event brings together local experts and support services as part of Bowel Cancer Awareness Month. The event is free, but they do need people to register attendance to monitor numbers.

· Matariki celebrations at Phillipstown Hub – 19 June, 2.30-6pm at 39 Nursery road, Phillipstown - This is a large community event with shared hangi for the community and music / activities for the whole whānau, strategically timed to cater for whānau with school aged children.

· KidsFest

Back from 28 June to 13 July 2025 to entertain and educate our tamariki. With hundreds of events on offer, don't miss it. Information on hosting a KidsFest event can be found here.

· Christchurch Heritage Festival 2025

The Christchurch Heritage Festival is an opportunity to share the stories of the past that link us to this place. He tātai muka, he tātai tangata – weave together the strands, weave together the people. The 2025 festival, ‘Building Place - evolving communities’ is scheduled for Saturday 11 to Monday 27 October (Labour Day) 2025.

New and returning event providers are welcomed to be part of the Christchurch Heritage Festival 2025 programme. Applications will be open here from mid-May to mid-June 2025.

· Christchurch City Council Libraries Events

Christchurch City Libraries run a wide range of classes and programmes both in libraries and through its learning centres for everyone from babies to seniors, with information at this link.

The Libraries’ technology programmes are designed to help people become more comfortable with technology, and to make better use of available computer tools. Better Digital Futures Computer Programmes for ages 65+ is a free programme (though it does require bookings). There is also technology help drop-in sessions, and a GenConnect Drop-in to help with questions about your iPad, Smart Phone or Tablet, and how to use Skype, Facebook, or share your photos with family or friends.

JP Clinics - Justices of the Peace are available at set times at a number of Christchurch City libraries. JPs can witness signatures, verify copies of documents, hear oaths, declarations and more. There is no charge for JP services.

The Libraries’ Events Calendar can be found here, and there are dedicated pages for significant events and related topics like:

· Wikin te Taetae ni Kiribati - Kiribati Language Week

Kam na bane ni mauri. Wikin te Taetae ni Kiribati - Kiribati Language Week is on from Sunday 6 to Saturday 12 July 2025.

· Matariki — the Aotearoa / Pacific New Year

The Māori New Year has always been celebrated with the rise of the star cluster Matariki. It marks the beginning of the Aotearoa/Pacific New Year according to the lunar calendar. The stars rise from 19 Hune | June and this period will last until 22 Hune | June. The public holiday of Matariki is on Friday 20 June 2025.

Explore the traditions and importance of Matariki with information about resources, crafts, and ways to celebrate with Christchurch City Libraries. See also the events at the Matariki for Tamariki page.

3.5 Participation in and Contribution to Decision Making

3.5.1 Report back on other Activities contributing to Community Board Plan

· Youth Week – Te Ora Hou

Te Ora Hou was one of the many organisation supporting Youth Week, noting that is was all about rangatahi stepping up and showing out! This year’s theme “Take Our Place – Whai Wāhitanga” celebrated youth voice, leadership and connection.

· Youth Week – Northlands Mall

As the sign says, there was free fun all week long at Northlands Mall this youth week with local DJ’s, bouncy stuff, games and more.

· Youth Week – Festival of Diversity with YCD

Youth & Cultural Development (YCD) also had a heap of free youth events for the week that ran at full capacity, such as the Laser Strike session and movie night.

· AF8 roadshow at the Multicultural Centre

The Alpine Fault Magnitude 8 (AF8) Roadshow came to the Multicultural Centre on 20 May 2025.

The Roadshow shares Alpine Fault hazard science with communities likely to be impacted by the next Alpine Fault earthquake. It is designed to enable conversations, activate local knowledge, and support informed decision-making to increase awareness of, and our preparedness for, a future event.

Anyone who missed this informative public talk can look up the AF8 website.

· Neighbourhood Trust AGM

Members attended the Neighbourhood Trust AGM and heard about the amazing work they continue to do in the St Albans and Mairehau communities.

· Gear Up Ōtautahi

Preloved sports gear is getting new life in Shirley, Gear Up Ōtautahi reporting on the Facebook page: “Fantastic to see the gear going back out into the community. Sports shoes and balls were dropped off to the Listening Post on Monday 19^th May”.

One Mother to Another – Warehouse Opening

The open of the new warehouse for One Mother to Another in Christchurch was an important highlight for this amazing organisation and its volunteers.

· Te Oraka Community Pools

The Te Oraka Community Pools continue their journey of transformation through the dedicated local efforts, including a working bee in April, and more recently crews from Ferndale Te Ahu School came to volunteer as part of their Duke of Edinburgh programme. It was noted that they are such hard workers and had loads of fun; the cleaning of moss and algae off the concrete taking the group another step closer to pool testing and a repaint in the spring.

· Parks Update

The Community Partnership Rangers continue their collaborative work with the community around the greenspaces in the Board area:

Rutland Reserve – On 15 May staff met in reserve with representatives of the Vanuatu Community to discuss doing a planting there on Sunday 27 July. The community were gifted a Kahikatea tree which they would like to plant to honour their language being added into The Ministry of Pacific Peoples language week series.

The plan is to plant that tree in amongst some other kahikatea trees in the wetland area in the reserve. A general native planting alongside the tree planting in the wetland area will then be undertaken. The community will be invited to stay involved in the space to keep an eye on their tree and maintain the plants with the support of the local ranger in this work.

Olliviers Reserve – on the 7 and 21 May, the local ranger and a community member did a volunteering session with Step Ahead Trust in the park. They planted some native plants in the garden beds that were donated by Trees for Canterbury to Step Ahead Trust, plus some native plants the ranger brought along.

During both sessions, the team did some weedin, and the local ranger reports that it was really nice working with Step Ahead Trust, finding it to be a really positive experience where everyone enjoyed chatting whilst working and being outdoors.

Packe Reserve Community Garden – the Community Partnership Ranger has been working productively with the Garden Coorindator, recently dropping off plants for the community group to plant. and the Community Parks Field Ranger Team have helped by adding a chain and lock to the bollards at the front of the park, a new seat, and stabilising the grape vines poles.

Also, the Council Arborist arranged extensive tree work with the mulch left onsite, and the Garden Coordinator and the team are now planning on renewing the mosaic path in the park, wich the Community Parntership with assist with, relaying that they are a great group to work with and support.

· Riverlution – Mother of All Clean Ups

Riverlution report that their Mother of All Clean Ups on 10 May was a stunner, filled with awesome, like-minded folks cleaning up the neighbourhood. Together, they collected 14 bags of rubbish, mostly from the red zone and across the rive, plus a few random mystery items. They report it was heartening to see their side of the river largely rubbish-free, noting that activating and caring for a site really does help prevent dumping, and this was such a positive reminder of that!

3.5.2 Council Engagement and Consultation

· Speed limits surrounding One New Zealand Stadium at Te Kaha (closes 9 July 2025)

Due to a change in government legislation, the Council need to re-consult on previously approved speed reductions around Ōtautahi's new stadium.

· Paddington Reserve - volleyball court upgrade – with reports that ground surrounding the net gets very wet over winter it is proposed to put in an artificial turf court to improve ground conditions and ensure the area is suitable for volleyball all year round, with staff seeking local feedback via letstalk@ccc.govt.nz through to 17 June 2025.

· Play Space Projects

The Council is constantly replacing, upgrading, and creating new play spaces for people of all ages. Find out more here.

· Tree Planting Plans

Help the shape the tree planting plans for parks across Ōtautahi Christchurch.

· Consultations in other parts of the district:

- Amyes Road street renewal (closes 15 June 2025)

- Te Pātaka o Rākaihautū Banks Peninsula Stormwater Management Plan (closes 17 June 2025)

- Bishopdale padel court proposal (closes 15 June 2025)

- Ōpāwaho Heathcote River Planting Plan (closes 15 June 2025)

- Enhancing Lake Kate Sheppard and Bower Park (closes 25 June 2025)

- Dog recreation areas in southwest Christchurch (closes 29 June 2025)

- Whakatā Templeton Cemetery (closes 7 July 2025)

3.6 Governance Advice

3.6.1 Customer Service Request (CSR) Report for the Papanui-Innes-Central Wards

Refer to Attachment A for the 1 to 31 May 2025 statistics, providing an overview of the number of CSRs that have been received, including the types of requests being received and a breakdown of how they are being reported.

Snap Send Solve is the smartphone app the Council offers to help make reporting issues easy, and it is still possible to report issues online, by calling Council on 03 941 8999 or visiting one of the Council’s Service centres.

3.6.2 Waipapa Papanui-Innes-Central Community Board Submissions

Board submissions on the Council’s Draft Local Alcohol Policy, and the Moorhouse Avenue pedestrian safety improvements (collated in Attachment B), have been recently approved.

3.6.3 Waipapa Papanui-Innes-Central Community Board Plan 2023-25 – Monitoring as of May 2025

Refer to Attachment C for a summary of occurrences to May 2025 relevant to the advancement of the Board’s priorities, which are also displayed on the Board Social Pinpoint page.

3.6.4 Community Profiles

Each year, the Council's Community Support and Partnerships Unit produces community profiles of each of the 16 wards across the city.

These profiles are a snapshot of the ward regarding the community infrastructure and includes the updated Census statistics and Deprivation Index information.

The profiles are now aligned with the Council’s Strengthening Communities Together Strategy and provide information regarding activities/groups/facilities in each ward that help meet the goals of each Pillar in the Strategy.

To view the profiles for the Papanui-Innes-Central Wards please use the links below.

Papanui Innes Central

3.6.5 Climate action

The Board’s vision statement reflects its commitment to supporting the Ōtautahi Christchurch Climate Resilience Strategy's climate goals and the Ōtautahi-Christchurch Urban Forest Plan.

A key resource for understanding the Council’s targets, what it's doing, how emissions are tracking, and finding relevant community events and activities, is the Council’s Climate Action webpage.

We’ve got greenhouse gas emission reduction targets to aim for. Find out here where our emissions come from and how we’re tracking them within the Council and across the Christchurch district.

We need everyone to play their part to reach our targets. These online tools can help you measure and reduce your household or business greenhouse gas emissions:

· Future Fit household emissions calculator

· Sustainable Business Network Climate Action Toolbox

Whether you are going to work or school, choose ways that are better for you and our environment. For more information, visit getting to work or getting to school.

We also recognise that our tamariki and rangatahi are the leaders of tomorrow. The Learning Through Action programme encourages students to get creative and find innovative ideas for meaningful climate action.

· Prepare for the impacts of climate change

We’re already feeling the effects of a changing climate in the form of wetter winters, and hotter, drier and longer summers. Find out more here, and browse the Christchurch District Risk Screening Report (2022), which identifies how climate change will affect our natural and built environments. The document is based on the latest scientific information and input from key agencies in the region.

· Get updates on climate action

3.6.6 Community Patrols

The Community Patrols of New Zealand website hosts a wealth of information relevant to what they do in helping to build safer communities, becoming a patroller, and setting up a patrol. Patrols in the Board area include the Christchurch North and City Park community patrols. Their statistical information can be found on the website.

3.6.7 Planned road works and closures

Planned road works and closures are indicated on the map at the Traffic Updates page at this link. Additionally, a Smartview of nearby road works and closures is available at the following link: https://smartview.ccc.govt.nz/travel/roads.

There is also a project page for the work in Bishopdale and Papanui at this site.

3.6.8 Public Notices

· Temporary road closures -Events at Apollo Projects Stadium - Winter Fireworks - NZ Brass Band National Championship

3.6.9 School travel

The Council offers a wealth of resources at this link relevant to how together we can make it way safer and easier for more children to walk, bike and scooter to school.

Good-to-go ways to get to school is an exciting programme designed to support schools in encouraging safe, active, fun, affordable, low-emission ways to travel to and from school.

3.6.10 Travel Planning

The Council also offers free city travel planning to help organisations, businesses and staff get to know their travel options, with personalised journey planning sessions, advice, practical resources, and services such as Metro incentives for taking the bus, and onsite bike workshops. Information is available at this link, which notes that over 50 workplaces have been supported since 2016, assisting thousands of staff across the city.

3.6.11 SmartView

The Council’s SmartView page gives users access to a range of real-time information about the city, including data on how to find local mountain bike tracks and also check that they are open, the number of spaces available in car park buildings, the nearest bus stop and the time of the next arrival, air quality, how to get to places, events, where to see street art, weather updates and the latest airport arrivals and departures. Advice Provided to the Community Board Ngā Kupu Tohutohu ka hoatu ki te Poari Hapori.

4. Advice Provided to the Community Board Ngā Kupu Tohutohu ka hoatu ki te Poari Hapori

4.1 Start Work Notices (SWN)

SWN relating to the Board area are separately circulated to the Board. SWN are for works being carried out by the Council can be found at this link. The traffic updates page is a more comprehensive map of planned road works and closures as other agencies also carry out work on the roads. Recent SWN relating to the Board area are:

· Avenue Kilmore Street Avonside Drive Intersection - remedical works (Night Works) (circulated 6 June 2025)

· Carrick Street – wastewater renewal (circulated 5 June 2025)

· Aldwins Road – pedestrian crossing works (circulated 5 June2025)

· Pathway improvements next to the Antigua Street footbridge (circulated 3 June 2025)

· Shearer Avenue – water submain renewals (circulated 28 May 2025)

· Madras Street - brick barrel emergency repairs (circulated 21 May 2025)

· Antigua Street footbridge - pathway improvements (circulated 20 May 2025)

· Aorangi Road Stage 1 phase 3 (circulated 19 May 2025)

Antigua Street Cycle Network and Watermain works - Nightworks and one-way system (circulated 9 May 2025)

4.2 Graffiti Snapshot

The Graffiti Snapshots for March and April 2025 can be found as Attachments D and E to this report. The Council also provides information on graffiti, including tips to prevent it, and about becoming a Graffiti Programme volunteer, at this link.

4.3 Memoranda

Memoranda related to matters of relevance to the Board have been separately circulated for the Board’s information and are listed below.

· CCC: Tsunami Warning Siren Re-Test (circulated 30 May 2025)

· CCC: Subdivision Road Changes Approvals (circulated 28 May 2025)

· CCC: Highfield Water Supply and Wastewater Services Stage 2 (circulated 22 May 2025)

· CCC: Manchester Street bus gates trial (circulated 9 May 2025)

Attachments Ngā Tāpirihanga

No.	Title	Reference	Page
a ⇩	Customer Service Request Report - May 2025	25/1094465	87
b ⇩	Board submissions recently approved - Draft Local Alcohol Policy, and Moorhouse Avenue pedestrian safety improvements	25/980555	88
c ⇩	Waipapa Papanui-Innes-Central Community Board Plan 2023-25 Monitoring as at May 2025	25/1036409	95
d ⇩	Graffiti Snapshot - March 2025	25/999621	116
e ⇩	Graffiti Snapshot - April 2025	25/999623	118

Signatories Ngā Kaiwaitohu

Authors

Mark Saunders - Community Board Advisor

Lyssa Aves - Support Officer

Trevor Cattermole - Community Development Advisor

Stacey Holbrough - Community Development Advisor

Jason Chee - Community Recreation Advisor

Hannah Martin - Community Support & Events Coordinator

Emma Pavey - Manager Community Governance, Papanui-Innes-Central

Approved By

Emma Pavey - Manager Community Governance, Papanui-Innes-Central

Matthew McLintock - Manager Community Governance Team

John Filsell - Head of Community Support and Partnerships

Funding Request Number	Organisation	Project Name	Amount Requested	Amount Recommended
DRF24/25_028_PIC	Mairehau Library Incorporated	Security for Library Volunteers and Members	$1,200	$1,200

Total Budget 2024/25	Granted To Date	Available for allocation	Balance If Staff Recommendation adopted
$111,628	$94,206	$17,422	$16,222

REPORT TITLE/AGENDA SECTION	MEETING DATE	ACTION DUE DATE	UNIT	TEAM
Grant an Easement for Fibre Installation, Dunedin Reserve, Redwood	13-Mar-2025	12-Jun-2025	Facilities & Property Unit	Property Consultancy
Bishop Street - Proposed P120 Parking Restrictions	10-Apr-2025	10-Jul-2025	Planning & Consents	Transport
Dunedin Reserve- Change part of the reserve classification to Local Purpose (Community) Reserve	15-May-2025	14-Aug-2025	Facilities & Property Unit	Property Consultancy
Public Forum - Papanui Baptist Church	13-Feb-2025	30-Aug-2025	Parks	Botanic and Garden Parks
Public Forum - Linda Ellwood	15-Aug-2024	31-Aug-2025	Parks	Parks & Recreation Planning
Correspondence	09-May-2024	31-Oct-2025	Transport & Waste	Traffic Operations
Shirley Community Reserve: Proposed Community Facility	13-Jun-2024	31-Dec-2025	Parks	Parks & Recreation Planning

REPORT TITLE/AGENDA SECTION	MEETING DATE	DUE DATE	ACTION CLOSURE DATE	UNIT	TEAM
Corner of Armagh / Barbadoes Street - Proposed Parking Restrictions - P30	13-Mar-2025	12-Jun-2025	04-Jun-2025	Transport & Waste	Traffic Operations
Bishop Street - Proposed P120 Parking Restrictions	10-Apr-2025	10-Jul-2025	07-May-2025	Transport & Waste	Traffic Operations
Shelter installation at well-used bus stops across the Waipapa Papanui-Innes-Central Community Board area	10-Apr-2025	10-Jul-2025	26-May-2025	Transport & Waste	Traffic Operations
Westminster Street - Proposed Parking Restrictions Change	10-Apr-2025	10-Jul-2025	26-May-2025	Transport & Waste	Project Management
Langdons Road at Chapel Street Intersection - Proposed Extension of Parking Restrictions	15-May-2025	14-Aug-2025	03-Jun-2025	Transport & Waste	Traffic Operations
Proposed Road Names - 140 Prestons Road	15-May-2025	14-Aug-2025	16-May-2025	Planning & Consents	Resource Consents
Public Forum - Holy Trinity Church	15-May-2025	14-Aug-2025	23-May-2025	Community Support & Partnerships	Governance (Pap-Inn-Cen)
Public Forum - Jennifer Dalziel	15-May-2025	14-Aug-2025	05-Jun-2025	Planning & Consents	Urban Design
Public Forum - Ruby-Grace Miller	15-May-2025	14-Aug-2025	19-May-2025	Transport & Waste	Traffic Operations

11. Waipapa Papanui-Innes-Central Community Board 2024-25 Discretionary Response Fund Application - Mairehau Library Incorporated
Reference Te Tohutoro:	25/889240
Responsible Officer(s) Te Pou Matua:	Stacey Holbrough, Community Development Adviser
Accountable ELT Member Pouwhakarae:	Andrew Rutledge, General Manager Citizens and Community