Research-Brochure-Case-for-Canterbury

committeeforcanterbury.co.nzCASE FOR CANTERBURY

Committee for Canterbury2

ABOUT THE COMMITTEE FOR CANTERBURYThe Committee for Canterbury is an independent and apolitical trust, dedicated to the future prosperity of, and the quality of life in, the Canterbury region. With a membership base spread equally across the community and business, the Committee is focused on supporting long-term projects, driven by research and evidence, which enhance outcomes for Canterbury.

The Trust is comprised of twelve voluntary trustees, from a range of backgrounds across the region. Their role is to govern the principles of the Trust, and to work with the membership to collaborate and contribute on issues affecting Canterbury’s long-term prosperity.

In late 2014, the Trust was officially launched, following several years of effort and consultation within the community. This piece of work represents the first key workstream on behalf of the trustees and the founding members.

The Committee for Canterbury is a member of the Committees for Cities and Regions Network, which includes the founding organisation Committee for Melbourne (est. 1985), along with fourteen other members across Australasia.

More information is available at: http://committeeforcanterbury.co.nz


Case for Canterbury 3

CONTENTSAbout the Committee for Canterbury 2

Why The Case for Canterbury? 4

A Summary of what’s to follow in this document: 5

Our unique slice of the world 7

Our values, roots, and shared future 8

The Vision and its Pillars 9

1. The Food Basket 10

2. Technologies and business in a new world 13

3. Lifestyle, education and a healthy balance 16

4. Tourism and Visitors 18

5. Cantabrians for the future 20

Infrastructure 22

Possible barriers to success 23

The Role of Committee for Canterbury 24

Future Considerations 25

Further Reading 27

Committee for Canterbury Members 28



WHY THE CASE FOR CANTERBURY?

We want to start the conversation on what it means for Canterbury to be successful; what measures do we go by, how do we get there?

We live in times where the focus is on cities (and their liveability) and on ‘communities’.

The forgotten word is ‘regions’. Rarely the subject of intense study or strategy, regions have character and potential in their own right.

Regions are part of our language, and represent a distinctive framework around which our culture and nationhood has been shaped. But that was yesterday.

Today, regional strategies, especially such attempts on a comprehensive, holistic basis, are difficult, almost shunned. It’s easier to avoid the complications and competing interests that exist within a region, such as local government structures, transport infrastructure and so on.

But regions, and regional strategies, can be the platform of our lifestyles, and our wellbeing. This Case for Canterbury paper will explore this.

We live in a world of competing demands and tensions, stress and uncertainty, instant communications with global reach, and a never ending workday as demanded by the technologies that surround us. It is also a world where social media and other influences can place personal interest and personal opinion ahead of social inclusivity; a world where social, environmental and cultural values appear subjugated by economic wealth.

The Committee for Canterbury can see an answer to all of these collision course dynamics. The answer lies in our roots as a

region. Canterbury. Cantabrians. Town and country. Unlocking our future potential, intrinsically and inclusively as the region of Canterbury, the Case for Canterbury draws on our natural character, both human and physical, and leverages the scale of Christchurch as the South Island’s natural gateway, to sketch a vision of who we are and what we can be.

A vision that is more than just possible. A vision that can positively touch every Cantabrian. A vision that talks a new language of prosperity, one of the most significant developments for global societies looking for the sense of inclusivity and prosperity balanced across our core values, beyond just economic.

As such, the vision and accompanying strategic framework embodied in the Case for Canterbury isn’t a competitive strategy. It’s not about Canterbury versus other New Zealand regions. It’s about our draft vision for us, and the excitement and engagement of every resident as we finalise the vision in greater detail. It’s about developing and building a strong, shared commitment to pursue it together. And, above all, it’s about our future as Cantabrians: today and future generations, and sharing the rich rewards that the future represents.

The priority for the Committee for Canterbury will be to finalise and adopt the vision, incorporating the anticipated widespread public feedback. That will be followed with the progressive initiation of the individual work streams which arise from the Case for Canterbury.

Our long-term focus starts today.


A SUMMARY OF WHAT’S TO FOLLOW IN THIS DOCUMENT The Case for Canterbury is the genesis of an aspirational, inclusive and far reaching vision for Canterbury. A region where all Cantabrians share an unmatched and sustained balance of social, environmental, economic and cultural prosperity.

The Case for Canterbury represents a touchstone that draws together the diverse influences and tensions that could otherwise distract us from our potential as a region.

It will be the mantra for the ongoing energies and effort of the Committee for Canterbury, in the same way that the Committee for Melbourne charted a course for the success and pride that Melbourne is today.

OUR UNIQUE SLICE OF THE WORLD Canterbury’s natural resources have always been our strength and our treasure, open and accessible. The Case for Canterbury reawakens this awareness as a core foundation for our future.

OUR VALUES, ROOTS AND SHARED FUTURE Our province was built on a distinctive, shared pioneering spirit. Our sense of community, of neighbour taking care of neighbour, was tested and strengthened by our earthquake experiences. Our values should be the lifeblood that takes us forward. The values of Ngāi Tahu, Canterbury’s tangata whenua, are intrinsic to who we are, and our future.

CULTURE AS ‘INCLUSION OF ALL’Ngāi Tahu’s tribal vision of ‘Mō tātou, ā, mō kā uri ā muri ake nei - for us and our children after us’ resonates strongly with the Committee for Canterbury. Our view is also an intergenerational one, and we have reflected this throughout the Case for Canterbury.

THE FOOD BASKETCanterbury’s past and present strengths lie in our ability to harvest food from our land. In the reality of increasing demand from emerging consumer markets in Asia, the Pacific Rim and beyond, we are well placed as one of the great food baskets of the world, producing a rich array of high quality foods and natural products, from staple needs to sought after delicacies. We will meet the challenge to realise this potential sustainably in sync with water management, climate change and global commodity economics.

TECHNOLOGIES AND BUSINESS IN A NEW WORLDCanterbury will look to new opportunities driven by technology and research, innovation, engineering and food processing to extend the traditionally important employment and economic activity role of the business sector.

LIFESTYLE, EDUCATION AND A HEALTHY BALANCEEducation, knowledge and health are the critical enablers for the Case for Canterbury. Whilst already well regarded for its high quality secondary and tertiary education, Canterbury has

Image courtesy of Hanmer Springs Thermal Pools & Spa.


the potential to pursue wider and far reaching learning for all. We have the opportunity to complement this with strategies that prioritise and enhance great health and well being for us all.

TOURISM AND VISITORS Traditionally, the region’s tourism strategy has been heavily focused on Christchurch as the gateway to the South Island. This was challenged by the 2010/11 earthquakes, and more recently by the emergence of Queenstown as a direct arrival destination. What are the new opportunities ahead?

CANTABRIANS FOR THE FUTURE Based on the proven example of Melbourne, specific programs to encourage and develop Canterbury’s future leaders will be one of the defining success factors for the region, and one of the key actions that will protect and create sustained achievement of the Case for Canterbury vision.

LIVING THE DREAMThe success of the Case for Canterbury rests on our ability to see the potential outcomes for ourselves, our families and our communities, today and tomorrow; but also in 20, 30 and 40 years’ time. The challenge is to help each Cantabrian to ‘live the dream’, to be able to personally visualise what Canterbury’s rich social, economic, environmental and cultural prosperity can mean to each of them.

INFRASTRUCTUREWe recognise that robust and comprehensive infrastructure planning is a critical enabler of a prosperous Canterbury of the future. The rebuild of Christchurch and other parts of Canterbury has demonstrated the importance and scale of what infrastructure really means to our livelihood, and the Case for Canterbury flags in broad terms the infrastructure challenges ahead.

POSSIBLE BARRIERS TO OUR SUCCESSThe Case for Canterbury is not without its challenges. Defining and communicating the vision is the easy task. The journey ahead is paved with potential barriers and issues that will test us, and require shared solutions if we are to achieve the success that we project.

THE ROLE OF THE COMMITTEE FOR CANTERBURY The Case for Canterbury is a vision, and a blueprint for action. The role of the Committee for Canterbury is to advocate and guide the debate, to initiate the required study and research, and to stimulate the policies and strategies across the numerous stakeholders. In doing so, the Committee for Canterbury will be inclusive, apolitical, long term focussed and relentless.

LAUNCHING THE CASE FOR CANTERBURYThe contents of this Case for Canterbury paper represent a comprehensive and visionary proposed strategy for the region of Canterbury, and every Cantabrian. There is an unparalleled opportunity for Canterbury to become the place where we live the lives that the rest of the world would love to live: and the Case for Canterbury is a starting point on that journey.

COMMITTEE FOR MELBOURNE

The Committee for Melbourne was the first of the “Committees For”, and was established in 1985. Over the past thirty years, it has significantly contributed to the growth and development of Melbourne, through advocacy and the championing of issues. We reference Melbourne particularly in regards to their success of creating the debate about long term, strategic, decisions for their city.

For more information, see http://www.melbourne.org.au

Image courtesy of Hanmer Springs Thermal Pools & Spa.


• Rugged and majestic alpine landscapes that frame the entire region, north to south, with mountain lakes, braided rivers, and endless tramping, hunting and climbing opportunities

• A snow skiing paradise, with twelve established ski fields within easy reach

• Fresh water fishing in mountain and foothill rivers, and lowland streams, complemented by surfcasting along Canterbury’s beaches

• Limitless mountain biking and cycle pathways, from beginner to expert, from long standing rides such as the hills above Christchurch and Hanmer Forest trails, to extensive tracks in the St James and Port Hills, through to cycleways that run from the Alps to the ocean through the McKenzie district

• From jet boating on Canterbury’s wild braided rivers, to punting on the Avon River

• Access to spectacular Pacific coast beaches, from Kaikoura to Waitaki, for water based activities and gathering kaimoana

• The historic and under discovered bays of Banks Peninsula; sheltered, captivating beauty, quiet and peaceful

• Limestone and volcanic escarpments

• The alpine splendour of Hanmer Springs, and the internationally rated thermal reserve and hot pools

• Canterbury’s rich and expansive tapestry of alluvial soils, plus hidden micro climate valleys and high country grazing

• High sunshine hours, plentiful western sourced rains that feed our rivers and aquifers that are the lifeblood of our region

• The clear alpine skies of Tekapo, as can be seen from New Zealand’s premier astronomical research observatory, Mount John University Observatory

• With an abundance of parks, public reserves, domains and sports grounds, Cantabrians have hectares of public playground on their doorstep

• Throughout Canterbury, renewed and demonstrable focus on biodiversity protection and enhancement, wetland restoration, river and lake renourishment

• The ability to create prosperity for the individual and for the nation.

OUR UNIQUE SLICE OF THE WORLD Canterbury’s natural resources are plentiful and diverse, and have long been the understated playground for locals. These same resources underpin the vision, facilitating our economic environment whilst concurrently providing recreational and “quality of life” rewards that stimulate our social and environmental prosperity.

It’s about developing and building a strong, shared commitment to pursue a vision for Canterbury, together.


OUR VALUES, ROOTS, AND SHARED FUTURE Our province was built on a distinctive, pioneering spirit that characterised both the Maori people, and the early European settlers. This pioneering spirit included the wisdom to understand that “town and country” was the glue that held our region together, and made it unique.

More recently, in the aftermath of the earthquakes, our wider sense of community has been visibly and powerfully strengthened; demonstrated by student volunteers, “farmy armies” and neighbours taking care of each other.

Canterbury’s defining values and our bicultural understanding are our platform for the future that we are destined to share in this region.

• We demonstrate community spirit at all levels, in each of our townships and rural districts, in our suburbs, across our cities, in our social networks, in our hapu, and throughout our region. This spirit is manifest in our belief in volunteer effort and service, generosity, and neighbourhood principles

• Cantabrians display a hard working ethos, practicality and pragmatism

• Other characteristic attitudes include strong sense of fair play, honesty, egalitarian and respect for one another

• Probably always present but never fully tested, Cantabrians demonstrated the highest levels of resilience in response to the 2010/2011 earthquake tragedies

• We share a strong degree of knowing “where we have come

from” in both a longer term historical sense (evidenced by our love of museums), and through the more recent earthquake recovery and rebuild experience

• In every field, from sporting, business to the arts, we celebrate home grown heroes. We have an overwhelming sense that they are ‘one of us’, and strongly Cantabrian

• Our positive and constructive interrelationships with Ngāi Tahu socially, culturally, commercially, environmentally, and historically, working together throughout the years for the betterment of Canterbury and our people

• Through, and because of, all of the foregoing we have a strong sense of provincial pride: we don’t just come from New Zealand, we are from Canterbury.


THE VISION AND ITS PILLARSAt a strategic level, the Case for Canterbury vision is an unmatched and sustained balance of social, environmental, cultural and economic prosperity, individually and collectively, when thinking about the next 50 years.

In more simple and personal terms, the descriptions below are what success will look like, for individual Cantabrians. Whilst for everyone the picture will be slightly different, the points below are likely to be some of the more common themes as the Case for Canterbury comes to fruition.

The Canterbury economy at $30.2 billion makes up just over 13% of New Zealand’s GDP. Since 2009, the Canterbury economy has grown 30.9%, and we aim to double the value of our economy over the next 20 years.

But it goes beyond economic growth. The Case for Canterbury is about making every resident excited and engaged about where Canterbury is going, and how we are all contributing to the long-term success of Canterbury for the next generation, the generation after that, and beyond. It represents a unified vision for Canterbury which ties into the wider strategy, moving forward.

We want to create a ‘new language’ to articulate the particular blend of Canterbury pride, and encourage its adoption, across the region.

• Great lifestyles, great rewards, great opportunities, for ourselves and for our children

• Choices and careers for all, from young to old. Productive, rewarding, contributing, fulfilling

• We have moved far beyond the earthquakes that dominated so much of our lives and our thinking. Christchurch is the vibrant, modern, exciting city of remembrance and promise, at the heart of our region

• High quality recreational opportunities and amenities available for all, on our doorstep, whenever we want them

• We’re fit, healthy, enjoying and exploiting our lifestyles and open air activities

• We are recognised as having an arts, culture and sports reputation as vibrant as the world’s leading cities

• We have a highly accessible region with mixed modal options, including motorists, pedestrians, cyclists and public transport users

• Our lively hospitality industry, throughout the region, showcases Canterbury’s finest products, services and offerings combined with excellent service, and is shared by locals and visitors alike

• We are recognised as one of the creative and entrepreneurial centres of New Zealand. It is this energy that will take us to new, exciting and rewarding places

• Canterbury is the region of choice for all returning New Zealanders. Further, Canterbury is a region that holds on to us, and makes people ask “ why would we leave?”

• As a region we continually recognise, enjoy and value our positive and vibrant relationships and interactions with our tangata whenua, Ngāi Tahu, socially, culturally, environmentally and commercially

• As Cantabrians, we feel engaged and enthusiastic. Whilst we do not always agree, we feel that the debate about the challenges that face us is always positive, and whatever the outcome, we remain advocates for our region

• Through the Case for Canterbury vision, the Future Cantabrians Leadership Program and other initiatives, we are endowed with outstanding levels of progressive and positive thinking, leadership and energy, to continue to move Canterbury forward

• We embrace and celebrate wellness, quality of life, and prosperity in everything we do.

We live the lives the rest of the world would like to live.


1. THE FOOD BASKETCanterbury has a rich farming history, complemented by world class tertiary agricultural education and research.

In a world more and more pressured by climate change, population growth and increasing demand and social affluence from the emerging middle class in Asia - Pacific markets, and from Australia, Canterbury will be well placed as the food basket of choice.

This potential success will be dependent upon a comprehensive strategy that Canterbury is capable of achieving.

WHAT DOES SUCCESS LOOK LIKE?• Intelligent and balanced management of water, as per the

policies and protocols of the Canterbury Water Management Strategy. The priorities will be the highest standards of environmental quality and recreation protection, combined with efficient and timely implementation

• Managing the agreed adaptations to climate change effects (eg droughts), whilst concurrently minimising the effects of agricultural practices on future change (eg emissions)

• World leading application of research and science disciplines, enhancing innovation, productivity and sustainability jointly (ie no trade-offs)

• Local infrastructure planning and investment, eg transport, servicing, processing

• Developing the rich array of foods: red meat, dairy, cropping, horticulture, seafood, wine and supplying to a range of high end international markets

• Contributing factors and issues to be considered and planned include consumer demands and future trends, spreading investment risk, sustainability etc.

• Development of other associated land based activities as extensions of the strategy, eg fibre, agroforestry, flowers

• Research integration and protection; developing and retaining our core competencies and strategic competitive advantages

• Substantial employment growth in new processing, servicing and transport

• Developing the overall prosperity model based on the food basket strategy: GDP growth, investment returns, employment growth, multiplier effects for local communities and the region, etc.

Beyond building the strong Canterbury brand, we need to look for new and innovative ways of producing food.


WHAT DOES THIS MEAN FOR THE REGION? Canterbury is highly-regarded for its abundance of natural resources, and the quality of food we produce. In a world where food safety is of paramount concern and a clean green image is highly valued, Canterbury can and should capitalise on the premium that the quality of our natural produce commands.

The UN Food and Agriculture Organisation (FAO) estimates the world population is projected to reach about nine billion by 2050, which means global demand for food will increase substantially. The rising middle class in China and India also bodes well for demand for protein, which Canterbury’s agriculture backbone is very well-placed to meet.

Dairy production has surged in Canterbury since 2007, reflecting strong growth in the area of irrigated land. This irrigation enabled the conversion of many farms from sheep and beef to dairy, and has insulated Canterbury from the full effects of recent dry summers. These recent investments have bolstered the resilience of Canterbury from the fickle weather, but also highlight the two-way connection between agriculture, climate change and the environment.

NIWA has estimated the frequency of drought in some regions of New Zealand could as much as triple by 2040 as a result of climate change, making water security critical. Global warming is also likely to have a negative impact on cattle productivity as temperatures rise above the optimal temperature range of around 25⁰C. However, this phenomenon is not just isolated to Canterbury (indeed New Zealand) and will affect global production in a similar way. Making water security a priority and investing in ways to moderate the temperature of the environment in which cattle thrive, will create a competitive advantage for Canterbury in food production in the long term when farmers around the world are grappling with the implications of climate change. Global demand for food will rise, and it is our ability to step up to meet this demand while others are adapting to the environmental changes taking place which will determine our long-term success as a key provider of the global food basket.

Productivity gains made from intensive farming practices has brought much in the way of income gains, but also highlighted the need to ensure production is sustainable. It is about how we can provide abundance in a way that generations following us can build on the prosperity created - in an economic, environmental, social and cultural sense. Strong growth in global food demand presents opportunities for Canterbury to enhance these facets of prosperity.

Key to ensuring Canterbury’s long-term prosperity, resulting from land-based activities, is how we address climate change.

Climate change brings with it many challenges for Canterbury’s rural sector, but also opportunities. Success in dealing with climate change would be how we mitigate these risks while maximising the opportunities. Intensive farming practices introduce the risk nutrients from dairy farms flow into waterways and pollute them. There is already much research underway looking into how these effects can be mitigated, including studies into the grass types which reduce nitrate leaching in soil.

There have also been innovations in water effluent filtration systems developed in New Zealand which are custom-designed for dairy farmers. One example is Matamata-based company Forsi, which turn dairy effluent into clean clear water for re-use, as well as clean dry compostable solids for fertiliser. Encouraging uptakes of such innovations would play a key role in the long-term success of dairy farming in Canterbury, as well as helping to build our unique brand of clean green produce to the world.

Increased livestock production also means greater greenhouse gas emissions. Agriculture contributes to around half of New Zealand’s greenhouse emissions. Improvements in on-farm efficiency have reduced emissions intensity of New Zealand agriculture by about 1% per year since 19901. But methane concentrations will likely keep rising from the substantial increase in livestock production, unless we develop ways to reduce agricultural emissions - either through new technologies to reduce emissions of N2O and CH4 or absorbing and storing CO2 in agricultural soils and agroforestry.

How might we approach such challenges? Managing trees together with animal production systems will ensure the long-term sustainability of Canterbury as a food producer, in a way that benefits generations to come2. Trees can reduce farmland nitrogen leaching, conserve water and help with weed control. There are benefits to livestock productivity as well, through the provision of shade which minimise the risk of heat stress. Taking a long-term approach, farmers can obtain steady income gains during the tree harvest period if trees are progressively introduced and harvested sequentially - bearing in mind it takes around 15 to 20 years for trees to mature to harvest3. Agroforestry also has the added advantage of improving the biodiversity of our landscape.

1. See New Zealand Agriculture Greenhouse Gas Research Centre Highlights 2014

2. See “Advancing Agroforestry on the Policy Agenda: A guide for decision-makers” http://www.fao.org/docrep/017/i3182e/i3182e00.pdf

3. See “Agroforestry: a new approach to increasing farm production”(Briggs, 2012)


Research is also underway by the New Zealand Agricultural Greenhouse Gas Research Centre (NZAGRC) in finding vaccines which inhibit methane production in livestock. The type of feed also has a key influence on the methane production of livestock.

Developing these technologies should form a key part of Canterbury’s long-term strategy of dealing with climate change. Included in that should be a discussion of the optimal mix of land use - how much should we be allocating to dairy, beef and lamb, grains and forestry?

Strong growth in production volumes also brings with it increased need for infrastructure to support both production and transportation of produce. How should our product be transported and what are the facilities we will need to develop and maintain to ensure long-term availability?

Canterbury currently has two ports: Lyttelton Port and PrimePort Timaru. These ports are highly strategic pieces of regional infrastructure. The Canterbury earthquakes highlighted the importance of having an alternative means of transporting goods into and out of the region - key to Canterbury’s resilience. Lyttelton Port projects containerised cargo to increase four-fold over the next 30 years, with plans to expand capacity with land reclamation and a second inland port to meet this growth4. This is in addition to the earthquake rebuild that is taking place. The outlook is positive not just for exports but also imports, as improving household and business demand underpin increased import volumes. The success of the ports in managing their supply chains is built on partnerships with freight and logistics firms: Lyttelton Port’s partnership with KiwiRail in 2009, and PrimePort Timaru’s partnership with Kotahi - a joint venture between Fonterra and Silver Fern Farms - via Port of Tauranga. Holcim’s plans to set up an import operation in Timaru also bode well for the long-term outlook for PrimePort’s container volumes.

But it goes beyond just increasing production volumes - we need to focus on where we can add the most value. The nature of markets means that if production can be easily replicated then higher prices will encourage new players into the market. We need to be bringing something different to the market - something high in value and unique to Canterbury. A strong brand is key, and we should focus on capitalising the premium our produce can command.

The traceability of production should be a key selling point for Canterbury produce. Consumers are becoming more interested in tracking a product through the supply chain from its point of origin to retail shelves5. Besides the interest from a food safety point of view, we should use the traceability of food production to market the Canterbury food basket. This means telling consumers the story of where their food comes from and how it is grown. Knowing the food is cultivated from the lush pastures of the Canterbury plains should form an important part of the Canterbury brand.

Beyond building the strong Canterbury brand, we need to look for new and innovative ways of producing food. Sustainable farming practices will require not just the input of the rural sector, but also the support of many service industries in the urban areas.

Contributing to the development of sustainable farming practices is the development of the New Zealand Sustainability Dashboard (NZSD)6. Funded by the Ministry of Business, Innovation and Employment, this Dashboard is developed by the Agriculture Research Group On Sustainability (ARGOS). The sector-specific indicators from this Dashboard can provide the Canterbury farming sector with an objective set of measures to compare and benchmark practices across enterprises.

The Dashboard serves two important purposes. Firstly, it provides a guide for businesses on what are best practice sustainable operations for their sector. The New Zealand Sustainability Dashboard also provides a useful channel to communicate what sets our production apart from others globally - this could become a key platform for the marketing of the Canterbury food basket.

The New Zealand Sustainability Dashboard also draws on the importance of the Maori view on sustainability. This view is based on the fundamental notions of whakapapa (interconnections) and mauri (life supporting capacity) - how the environment can support diverse and abundant life7. Applying the Maori lens to sustainability highlights the significance of aligning practices with relational values. Practices will be evaluated on outcomes which measure good governance, inclusive decision-making, strategic partnerships, communication processes, continual development and enhancing the mana of whanau, hapu, iwi and community. Applying this view to a broad range of enterprises will optimise the sustainability of agriculture production. By balancing production and environmental imperatives (kaitiakitanga), and ensuring valuable employment and community contributions (manaakitanga) generations to come can enjoy the fruits of our labour.

A STARTING POINT, FOR FURTHER READING AND INFORMATION:

• Canterbury Water Management Strategy (Environment Canterbury)

• Canterbury Regional Economic Development Strategy (Canterbury Mayoral Forum)

• Potential for Diversification of Rural Production in Canterbury (CDC)

• The New Zealand Sustainability Dashboard

• The Canterbury Report (CDC)

4. See Lyttelton Port Annual Report 2014

5. See NZTE’s Sustainability Market Intelligence Reporting Asia - Traceability (February 2015) https://www.nzte.govt.nz/en/export/market-research/food-and-beverage/sustainability-market-intelligence-reporting-asia-february-2015-traceability/

6. Framework and indicators for ‘The New Zealand Sustainability Dashboard’: reflecting New Zealand’s economic, social, environmental and management values (June 2014) http://www.nzdashboard.org.nz/uploads/2/3/7/3/23730248/13_09_v1_framework_and_kpis_synthesis_report.pdf

7. The New Zealand Sustainability Dashboard: Indigenous Sustainability Indicators for Maori Farming and Fishing Enterprises - A Theoretical Framework (September 2013) http://www.nzdashboard.org.nz/uploads/2/3/7/3/23730248/13_06_indigenous_sustainability_indicators_for_maori_farming_and_fishing_enterprises_reid.pdf


2. TECHNOLOGIES AND BUSINESS IN A NEW WORLDWe have a wealth of knowledge right here in Canterbury, in the technological and manufacturing industries. As we consider the challenge of diversification, embracing innovation and harnessing the entrepreneurial spirit demonstrated by a rebuilding city, we have an opportunity to position ourselves at the forefront of technology and business within New Zealand.

WHAT DOES SUCCESS LOOK LIKE? • Developing technologies to address climate change and

ensure sustainable farming practices highlights the key linkages between the rural and urban sectors

• Collaborating with existing agencies, we can be the leader in the commercialisation of innovation nationally (for example, the Canterbury Regional Innovation System, as led by the Canterbury Development Corporation)

• Leveraging existing capabilities in the primary industries by expanding agri-business, research services and advanced manufacturing sectors. We need to be moving into more knowledge-intensive sectors such as biotechnology, food processing and engineering. This will be key to providing abundance in Canterbury while at the same time improving wealth

• Harnessing the creative power we have in the region and providing opportunities to showcase this on a wider scale

• Growing social enterprise to help facilitate inclusivity, prosperity and sustainability

• Becoming a test bed for new ideas, approaches and ways of thinking; where we create space for industries to intentionally collide to see what value they can create through collaboration

• Incentivising entrepreneurial activity.

WHAT DOES THIS MEAN FOR THE REGION? Canterbury has gone from strength to strength with its high-tech manufacturing. Recent developments including the sharp decline in global dairy prices have highlighted the need for businesses in Canterbury to continue to move up the value chain.

The Lincoln Hub brings together the Crown Research Institutes AgResearch, Landcare Research, Plant & Food Research with DairyNZ and Lincoln University with a view to improving the productivity of New Zealand’s primary sector. This is positive in bringing together information and ideas which improve the outcome of the rural sector, but focus needs to turn to how we ensure these ideas are commercialised. A business incubator entity should be linked to the Lincoln Hub to ensure the

We want to harness the creative power that we have in the region and provide opportunities to showcase this on a wider scale.


research can be transformed into financially viable business operations which benefit both the rural and urban sectors. Bringing together the best of agricultural expertise and business minds will unleash the economic potential from efforts to maximise environmental sustainability, as well as ensure long-term viability of research funding.

Business Demography data from Statistics NZ shows that the Canterbury region makes up around 14% of manufacturing companies in NZ, with an employment share of 16%. The manufacturing sector itself is an important part of the Canterbury economy, making up 4.6% of the companies in the region and an employment share of 12.4%. Over 34,000 workers are employed by the Canterbury sector. There are just over 3,000 manufacturing companies in Canterbury, with the majority (66%) of these based in Christchurch City, and a modest proportions also in the Waimakariri District (8%), Selwyn District (7%) and Timaru District (9%). Christchurch City has a particularly large share of companies in the wood products, printing, petroleum and coal manufacturing, as well as polymer products and metal manufacturing.

We need to develop products and services which are unique to Canterbury, cannot be easily replicated and we can charge a premium for. Part of this would need to involve protecting intellectual property - particularly important in some of our export markets where counterfeiting is widespread and food safety is a major concern. Our clean green image already has wide

appeal - the long-term strategy is how we can ensure we can capitalise on the premium of our products.

Focus needs to be on how we can leverage existing capabilities in the primary industries by expanding agri-business, research services and advanced manufacturing sectors. We need to be moving into more knowledge-intensive sectors such as biotechnology, food processing and engineering. This will be key to providing abundance in Canterbury while at the same time improving wealth.

Small businesses enrich the diversity of the business landscape, often operating in areas deemed by large businesses to not be financially feasible due to the lack of scope for economies of scale. The secular forces of globalisation and technology provide both risks and opportunities for small businesses. While globalisation and technology increase foreign competition for New Zealand businesses, it also allows small businesses to more easily disrupt traditional business models. With many consumers now integrating the internet into their purchasing decisions, either through research beforehand or buying via online platforms, small businesses no longer need to make initial large investments to bring new products onto the market or to reach new markets. This includes the increasing use of social media as a means of marketing. Small businesses which are able to capture a niche market can now successfully develop a presence very quickly. The challenge for Canterbury is how we create an environment conducive to launching these new business ideas. The development of social enterprise would play a key role to creating an environment where small business ideas are nurtured.

However, the higher comparative fixed cost structures that small businesses typically face means they are often more vulnerable to economic fluctuations and changes in market needs. Accessibility to finance and business advice will be useful in providing the kickstart needed for small businesses to take that next step up.

Providing more avenues to share information will be an important step in attracting world-class innovation to Canterbury.




• Canterbury Regional Innovation Strategy (CDC)

• The Ākina Foundation

• UC Innovation and Entrepreneurship Strategy (University of Canterbury)

• Christchurch and Canterbury Quarterly Economic Report (CDC)

• Canterbury Innovation Ecosystem Map (Ministry of Awesome and CDC)

The information media and telecommunications sector makes up 0.6% of the Canterbury economy, with an employment share of 1.2%. Of the 372 information media and telecommunications companies in the region, 285 of these are in Christchurch City. The motion picture and sound industry is concentrated in Christchurch City and is small, with the number of companies involved in motion picture relatively steady from 72 in 2000 to 87 in 2014. Supporting growth in our motion picture industry would provide more opportunities for the stunning scenery across the Canterbury landscape to be showcased to the world in movies, as well as promote new innovations in film-making. To do this, we need to create a critical mass of companies concentrated in a particular area so that innovation and ideas can be shared and encouraged.

Besides the link to agri-business, building up our capabilities in technology and manufacturing also ties in with our vision for the Canterbury tourism sector. Promoting our motion picture industry works both ways. Besides showcasing our stunning scenery in television programmes and movies, we can invite visitors to the region to check out our film-making facilities.

Focusing on growth in the technology and manufacturing sector has many downstream benefits to areas such as business tourism. Technology and manufacturing businesses should be targeted in our bid to grow our convention sector income. By building a critical mass of technology and manufacturing businesses, we aim to make the Canterbury convention sector front of mind for those looking to organise events which bring together leading edge ideas at the frontier of technology and manufacturing.

The Canterbury earthquakes have put the spotlight on developing our expertise in geotechnical engineering. Companies such as Beca and KGA already highlight our range of capabilities in this area, while Canterbury University is well-regarded for building the next generation of civil engineers. The Canterbury Geotechnical Database provides a useful

platform for technical professionals to share the latest information in geotechnology.

Recent developments, including the sharp decline in global dairy prices, have highlighted the need for businesses in Canterbury to continue to move up the value chain. A closer look at high-tech equipment manufacturing in the Canterbury region shows activity is still mainly centred in Christchurch City, despite a contraction since 2004. High-tech manufacturing activity for Canterbury as a whole has declined over the past ten years, but there has been a broadening in activity with growth across the other Canterbury districts.

A look at the food and beverage manufacturing in the Canterbury region since 2004 also show a broadening in activity across the districts. Although food and beverage manufacturing in the top two districts of Christchurch and Timaru have contracted, this has been largely offset by growth in the other Canterbury districts.


3. LIFESTYLE, EDUCATION AND A HEALTHY BALANCE Canterbury’s unique proposition is its mix; the ability to surf before work, be on the skifield within ninety minutes and partake in any number of activities. This, balanced by leading educational providers across all levels, employment in both urban and rural environments, means that we have all of the ingredients to ensure that we all share and experience an unmatched sustained balance of economic, environmental, social and cultural prosperity.

We need to make the best use of technology to align the curriculum and training options with the future growth areas of the region: tourism, agri-business and aged care.

WHAT DOES SUCCESS LOOK LIKE? • Building a critical mass of skilled and high paying jobs that in

turn attract more new jobs and businesses to locate here

• Ensuring equality of opportunity for education: the stepping stone to social mobility

• Attracting and retaining youth in the Canterbury region

• Utilising technology to align curriculum and training options with the future growth areas of the region

• We have safe, resilient and sustainable long-term transport options

• Recognised as the most family-friendly region in the country

• Playing and spectating in outstanding, fit for purpose, recreational facilities.

WHAT DOES THIS MEAN FOR THE REGION? It is a virtuous cycle: the thickness of labour markets means more workers move there, thus creating an ecosystem of innovative and highly skilled industries8. Industries will flourish from the diversity of knowledge of industries around them. Canterbury is halfway there with the strong flow of people into the region in recent years, and the lowest unemployment rate in New Zealand - key to Canterbury’s long-term success is how we maximise the work-ready skills of residents.

Equality of opportunity is the vital ingredient for long-term prosperity of all residents.

Learning needs to be a lifelong experience.


Canterbury is already relatively well-resourced, with a relatively greater proportion of the Canterbury school roll placed in the higher decile schools9.

The proportion of 18 year old Canterbury residents attaining the minimum NCEA Level 2 qualifications at 78.3% is above the nationwide average of 77.2%.

In order to attract the skills and energy needed to grow Canterbury, we also need to focus on attracting and retaining youth in the Canterbury region. A 10% increase in the share of population aged between 15-64 raises GDP per capita by 6.9%.

Canterbury’s tertiary institutions are well-regarded. The University of Canterbury is well-known for its expertise in engineering, and Lincoln University for its expertise in agriculture. Together, they can maximise the opportunities to grow the knowledge on which we’re good at: land and water. Research and development will be driving forces behind Canterbury continuing to move up the value chain.

Education should go beyond just getting a degree as that first step towards a career. With globalisation and technology changing the way we work and live, learning now needs to be a lifelong experience. It’s about building a resilient workforce which can adapt quickly to the changing needs of the market. Agility needs to be across mobility of people, jobs and businesses.

Polytechnics in Canterbury are working together to provide continuing education programmes which equip their students with the skills attuned to key industries’ needs and are connected to the communities. This is especially important as we approach the tapering of the earthquake rebuild programme. While construction activity will remain high for many years to come, we need to equip our workers with the right skills in preparation for their next career as the earthquake rebuild eventually comes to an end.

Technology offers opportunities for different ways to learn, making continuing education easier to manage around existing careers. Canterbury regions rank highly in terms of uptake of Ultra-Fast Broadband10 - a positive sign that many Canterbury households have decent access to technology. The use of technology to supplement healthy lifestyles should be a key platform for retaining skilled workers, even as the needs of the market change. It is about ensuring our workforce remains relevant for the next 50 years (and beyond). The sped-up nature of technological changes provides opportunities for Canterbury to excel in high-tech manufacturing, particularly as technology displaces the less-skilled jobs.

A merger between CPIT and Aoraki Polytechnic has the potential to maximise the synergies between the two polytechnics.

The international education market in Canterbury declined in the wake of the earthquakes. The New Zealand international student market as a whole is growing, and there is scope for Canterbury to take a larger market share. This will involve both making sure there are the right resources and skills to cope with growth in international student numbers, as well as the right job opportunities to encourage many to stay after their studies have finished. Canterbury provides a very unique lifestyle, with its ready access to the great outdoors but with urban amenities close by in the city centre.

Beyond international education, the wider tourism sector is a key area of growth for Canterbury. Within the long-term tourism strategy should be the focus on ensuring training in Canterbury


• Regional Land Transport Plan 2015 - 2025 (Environment Canterbury)

• Magnet Cities Report (KPMG)

• Moving Melbourne (Committee for Melbourne)

• Ageing Population: Identifying the risks and opportunities (CDC)

positions our workforce to be at the forefront of customer service.

Beyond attracting youth, we have to recognise that Canterbury, along with most regions in New Zealand and in fact the world, face an ageing population. The number of residents aged over 65 years old in Canterbury is projected to more than double to 180,000 by 204311. This brings with it implications for competition for talent and workers as the labour supply shrinks. We need to develop a strategy to encourage residents to continue contributing to the workforce beyond the traditional age of retirement. Technology has increased flexibility in how people work, and this should be explored as a means of encouraging ageing residents to remain in the workforce.

An ageing population also means a shift in demand for goods and services. Healthcare and aged care will need to be provided locally, and there will be a change in how residents consume. Businesses will need to adapt to the changing needs of the market from these demographic shifts.

Business Demography statistics show the number of Canterbury organisations involved in the Healthcare and Social Assistance Industry has increase from almost 2,000 in 2000 to just over 2,600 in 2014. Over that period, there has been a decline in the number of hospitals, but an increase in the number of other Medical Care and Residential Care providers. Hospitals in Canterbury are well-spread across the regions. The focus is on ensuring supporting services are well-resourced, with a recognition of the important role of preventative healthcare.

With the expected strong growth in elderly over the next 30 years or so, demand for medical and residential care is also likely to grow strongly. This means resources will need to be allocated to encouraging more people to consider healthcare as a career option. Beyond the core medical professions of doctors and nurses, there needs to be greater incentives to encourage the career progression of caregivers and supporting medical staff.

8. See NZIER public discussion paper “Regional economies: Shape, performance and drivers” (July, 2014) http://nzier.org.nz/static/media/filer_public/e4/1f/e41f5c81-2d63-4548-8859-2dad5c8e213f/nzier_public_discussion_document_2014-03-regional_economies.pdf

9. https://www.educationcounts.govt.nz/statistics/schooling/student-numbers/6028

10. Chorus statistics, March 2015

11. Statistics NZ Subnational population projections at 2013


4. TOURISM AND VISITORSCanterbury provides an abundant offering for tourists and visitors to the region: ranging from striking alpine landscapes to braided rivers to limitless outdoor activities, there are options and opportunities for every budget, taste and inclination.

This offering, combined with being a gateway to the South Island, has long been a proposition for Canterbury’s visitors; however there are challenges to this moving forward.

WHAT DOES SUCCESS LOOK LIKE?• Recognised as the ‘front door to the world’s natural playground’12

• Canterbury capitalises on the anticipated growth in the international travel markets and the visitor economy grows beyond BAU13

• Our tourists and visitors experience the best that Canterbury has to offer

• Being the most service-orientated region in New Zealand, and celebrating our great culture.

WHAT DOES THIS MEAN FOR THE REGION? Tourism fell sharply in the wake of the Christchurch earthquakes, reflecting the substantial damage to accommodation buildings. Even prior to the earthquakes, Christchurch airport had been losing market share to Queenstown Airport, but this shift

accelerated following 2010. Since then, the proportion of international visitors coming through Christchurch airport has stabilised at a level lower than prior to the earthquakes.

The focus now has to turn to rebuilding tourism infrastructure in Canterbury, and reclaiming the mantle of gateway to the South Island.

One of the key areas to address for Canterbury in its current plight is how to increase positive experiences for our international and national visitors, who will take the Canterbury brand to the global market - and showcase our dynamic region to the world.

Executed right, gains made now from a successful tourism strategy will be multiplied in the future. In the short term the recent depreciation in the NZ dollar will provide a boost to tourism activity. We need to maximise these growth opportunities now, so international visitors can sell Canterbury and the South Island to the rest of the world and in turn attract more visitors in the future.

We need to rebuild tourism infrastructure in Canterbury, and reclaiming the mantle of gateway to the South Island. Accommodation in Canterbury is slowly being rebuilt, but capacity is still below levels which prevailed before the

One of the key areas to address is how to increase positive experiences for our

international and national visitors.


up of corporates willing to travel long distances and pay top dollar to escape from their high-pressure lifestyle.

New Zealand has proven to be innovative with the development of food such as honey into high-value natural remedies, and further research efforts can be complemented with the promotion of holistic wellness. The abundance of fresh and healthy produce and the great outdoors which are such key parts of Canterbury provide the ideal setting for this growing market for holistic wellness retreats.

Complementing the peaks and troughs of international visitor numbers through the year should be our domestic tourism strategy, which should aim to make more use of the capacity during the shoulder seasons.

Guest nights in Canterbury show that both international and domestic visitors into the region at the moment are highly seasonal.

Prior to the earthquakes, visitor numbers moved in line with one other. However, the earthquakes saw a sharp decline in international visitors. In contrast, domestic guests in Canterbury held up reasonably well in the years following the earthquakes. This reflected the increase in Christchurch residents taking short breaks outside of the city, with Hanmer, Akaroa, Tekapo, and Timaru regions which benefitted14. While these effects have faded more recently, it does highlight the opportunity for Canterbury to be marketing itself as a destination for short getaways.

earthquakes. Replenishing capacity remains the focus for Canterbury for the next few years. Beyond that, the challenge is one of boosting demand: how do we make Canterbury become more desirable as a destination?

Social media is becoming an increasingly powerful channel for communications. The International Visitors Survey 2015 shows the overwhelming use of Facebook amongst tourists, particularly while in the country and after their trip. For tourists planning their trip, both Facebook and Google are important sources of information. Our long-term strategy needs to reflect this increasing use of technology amongst tourists, and make sure social media channels are utilised in a way that both showcases and provides the necessary information for tourists planning their trip here. We need to increase our engagement with potential visitors on these social media platforms. This could be through running competitions inviting visitors to post their best travel photos taken around Canterbury on their own newsfeed and tagged to our own Canterbury tourism social media page. This would increase our exposure to friends and families of visitors to Canterbury, further boosting our appeal as a destination of choice.

The increasing prevalence of Wechat and Weibu amongst tourists - both Chinese messaging platforms - reflects the increased interest amongst Chinese tourists to come to NZ. China is a relatively small market for Canterbury at the moment, but there is much scope for growth. China Southern Airlines’ announcement of the introduction of direct flights between Guangzhou and Christchurch from December 2015 means more than 70,000 additional seats a year coming into the region. Now is the opportune time to make the most of China’s expanding middle class.

The focus on quality over quantity of visitors needs to be emphasised. Part of the appeal of the South Island, and indeed New Zealand, is its untouched beauty. High volumes of tourists may boost export incomes in the short-term, but to the detriment of our natural resources and infrastructure. As with our exports of our goods, we need to ensure our tourists are contributing to the long-term sustainability of our tourism sector so that generations to come can prosper.

Eco-tourism can form a key part of this strategy, and play to our competitive advantage. The increasing focus on wellness globally also complements the natural beauty that Canterbury has to offer. The market for holistic wellness retreats are made



• Destination 2025 (Christchurch and Canterbury Tourism)

12. Destination 2025

13. Destination 2025

14. Christchurch & Canterbury Tourism: Five year strategic plan http://www.christchurchnz.com/media/814279/five_year_strategic_plan_2014.pdf


5. CANTABRIANS FOR THE FUTURECanterbury is the best place in the world to grow up. The ongoing rebuild of Christchurch, the innovative thinking being demonstrated, entrepreneurship and energy all help position Canterbury as the place to be.

We want to tap into the energy and insight of the region’s emerging leaders, cultivate their passion for Canterbury and help channel it into making the region the best possible place to be.

WHAT DOES SUCCESS LOOK LIKE?• Every young person is engaged and supported throughout

their education

• Canterbury is viewed as a the best place to be as a young person and to bring up a young family

• Embracing innovative thinking, entrepreneurship, energy and social stability

• We are actively building the next generation of governance

• We are creating great jobs and opportunities to attract and retain talent.

WHAT DOES THIS MEAN FOR THE REGION? Attracting young families should be a key focus, as that brings with it many positive dynamics, including innovative thinking, entrepreneurship, energy and social stability.

We need to sell the Canterbury brand to both, other regions in NZ, and other countries. This will mean focusing on

Canterbury’s strengths as a place to live and invest in: abundance of outdoor activities, affordable housing, and strong employment opportunities (Canterbury has the lowest unemployment rate in NZ). The strong Maori culture also brings with it very important heritage and values.

Building up the leadership capabilities of our young Cantabrians is a key focus on our long-term strategy for Canterbury. An effective way to do this is to encourage our youth to develop social enterprises. Social enterprise is increasingly recognised around the world as an important means of improving employment and social outcomes, and encouraging self-sufficiency through the development of innovative business models. Here in New Zealand, it is starting to gain traction. The Canterbury Community Trust’s $2.5 million Social Enterprise Fund created two years ago encourages the development of self-sustaining organisations which uses a business-like approach to address social issues15. Such social enterprises should be a key platform for developing the innovative thinking and leadership capabilities of young Cantabrians.

However, population growth brings with it many challenges, including increased infrastructure needs. There needs to be a discussion about what is the optimal population size for Canterbury?

But it goes beyond picking winners. A successful long-term strategy for Canterbury is one which optimises the wellbeing of

Canterbury is the best place in the world to grow up.


all Cantabrians; social sustainability is at the heart of ensuring the other facets of economic, environmental and cultural prosperity are achieved. This is a key platform of the New Zealand Sustainability Dashboard. The Dashboard provides a set of measures outlining the positive outcomes we are looking to achieve, including health and wellbeing, employment best practice and community resilience16.

We want to engage and excite young Cantabrians into dreaming big. Every Cantabrian should have the opportunity to succeed and achieve their goals. This means accessibility to resources for all, and recognising learning is the key to social mobility. We are already at a great starting point with our relatively high uptake of technology - we need to ensure we are using these resources to instil a culture of lifelong learning.

Attracting young families will bring with it many positive dynamics, including innovative thinking, entrepreneurship, energy and social stability. Families would be attracted by the affordable housing in Canterbury, and relative proximity of the beaches to the city centre. The latest NZ General Social Survey shows the proportion of Canterbury residents who rate their life satisfaction and sense of purpose very highly is similar to the nationwide experience, but we punch above our weight when it comes to financial well-being. We should attract families to move here by highlighting the fact their household income will go further.

The Canterbury great outdoors provide a lifestyle many around the world would envy. There is a wide variety of settings for the adventurous, whether it is the sun and surf along the Christchurch coastline, or skiing and snowboarding at Mount Hutt, or rock climbing at Castle Hill and Banks Peninsula. Along with the


• Smarter Cities Challenge: Christchurch Report (IBM)

• Magnet Cities Report (KPMG)


walking and biking tracks across the region, residents are not short of activities which highlight what a stunning region Canterbury is.

We are dedicated to helping create an environment in which ‘talent wants to live’; and, driven by this, we have launched the Future Canterbury Leadership Program. A ten-month, part-time, program, Future Canterbury aims to extend the capacity of the next tier of leadership within Canterbury. Future Canterbury will tap into the energy and insight of the region’s emerging leaders, cultivating their passion for Canterbury and helping channel it into region-enhancing projects. Nominated by Committee for Canterbury members from within their respective organisations, participants are individuals who possess strong leadership in any or all aspects of our community, as well as succession potential and most importantly, a shared belief and commitment to the long-term wellbeing and prosperity of all Cantabrians. More information is available on our website.

Canterbury should be the place people aspire to visit and live in.

15. See The Canterbury Community Trust Annual Report 2013-14 http://www.commtrust.org.nz/media/1092/the-canterbury-community-trust-annual-report_0.pdf

16. Introducing the social pillar into prototypes of the New Zealand Sustainability Dashboard http://www.nzdashboard.org.nz/uploads/2/3/7/3/23730248/14_02_sustainability_dashboard_-social_sustainability_final.pdf


INFRASTRUCTURE

Integrated and comprehensive infrastructure development will be a key enabler for all aspects of the Case for Canterbury, and the associated balanced prosperity for all Cantabrians.

It is not the intention of this initial vision paper to define such infrastructure in detail, nor to undertake any form of gap analysis of what will be required as compared with the present status, nor suggested infrastructure development plans or modelling.

The intent of this section is to acknowledge the critical importance of infrastructure planning for Canterbury’s future, and to table some preliminary, high level illustrative thoughts.

• Exponential advances in broadband networks to every community and every corner of our region, enabling IT advances in primary production and supporting the wide span of economic and lifestyle enterprises of those residents who choose to maximise their lifestyle by living beyond the traditional urban centres and corridors

• Capable and efficient road freight, rail corridors, sea and air port development, all accentuating Canterbury’s role in export, distribution and hub activities and opportunities

• Reliable and predictable journey times on first class road networks, recognising the ongoing importance of private transport (including self drive tourists), but with rapidly expanding usage of electric vehicles

• Innovative public transport solutions both within the greater Christchurch area, and linking with major outlying centres Ashburton, Timaru, Rolleston, Rangiora, Kaikoura (and other townships on route)

• Comprehensive spatial planning, and residential and commercial development extending upon the present Christchurch Urban Development Strategy, and district plans

• Attractive, appealing and vibrant central city planning and execution

• Water (quality and supply), and energy planning and development

• Investment strategies and enablers to support the infrastructure development required, including public investment, private investment and private/public partnership models.

In association with these suggested infrastructure considerations, it is acknowledged that the region’s has already benefited immensely as a result of the post earthquake rebuild and redevelopment across the wider Christchurch (and beyond) area. These very recent, very substantial investments provide great momentum for many aspects of the Case for Canterbury.


POSSIBLE BARRIERS TO SUCCESSThe vision and the pillars for the Case for Canterbury raise many challenges. To get there will require rigorous evidence-based debate, shared solutions and compromise.

Below is a list of some of the considerations that form part of the next steps in the Case for Canterbury workstream. Many of the themes have or are being worked on by a number of organisations and agencies. The role of the Committee for Canterbury is to highlight the issues and advocate and promote the debate, around selected and highly targeted topics.

• The need for cohesive and engaged leadership and governance across the region

• Ensuring effective, in-depth and constructive communication from a pan-region perspective (both internally and externally)

• Appropriate measures to maintain and enhance water quality, water quantity and biodiversity to maximise the social, environmental, cultural and economic prosperity and well being of the region

• The implications of climate change on food, seafood and crop production, and what Canterbury should do to adapt

• The drivers of why people in overseas markets import food products from Canterbury - food miles, traceability, etc. Understand how Canterbury can maximise its position with respect to these issues and the implications that has for the way agriculture is undertaken

• The impact of further intensification of agriculture on rural communities, socially and culturally over the next 20-30 years, and the implications of this for Christchurch and urban-rural tension

• Canterbury’s role in developing, marketing and selling ICT products and services

• The technology requirements for rural manufacturing/processing

• The best utilisation of the ‘Lincoln Hub’ of CRIs

• Aligning research and education priorities from Canterbury-based CRIs and universities with the opportunities of the Five Pillars

• Determining research and development collaborations that could successfully solve real-world problems

• Alignment of education pathways for young people

• Ensuring our health infrastructure is equipped to deal with an increasing population - both in numbers and in age

• Understanding the health and social impacts of living in Canterbury (both advantages and disadvantages)

• A bold, overarching and unified visitor strategy for Canterbury that is beyond BAU

• The implications for the wider Canterbury infrastructure (roads, facilities) of a substantial increase in tourism numbers

• The look and feel for the next generation and beyond

• Making sure Canterbury is a place where (young) talent wants to live

• Supporting the next generation of governance

• Promoting a creative and entrepreneurial hotbed, which drives commercial and social enterprise.


THE ROLE OF COMMITTEE FOR CANTERBURY The Committee for Canterbury overwhelmingly believes that our future prosperity lies in a region wide perspective.

Cantabrians can take confidence from our traditional “town and country” roots and values, and we can use this as the platform for our future.

The Case for Canterbury outlines that future vision, compelling and strategic. It is a unique, almost exclusive-to-Canterbury proposition and opportunity:

• The whole of region approach

• The vision of shared, balanced and sustained prosperity across environmental, social, cultural and economic dimensions

• The synergies and shared efforts with Ngāi Tahu.

• The horsepower of the vision lies in at least five (and maybe more) primary pillars

• The food basket for a growing and more demanding global market

• Technology, innovation and manufacturing for a new world

• Learning, knowledge and health for all

• A comprehensive visitor strategy

• Encouraging and engaging the contributions of young Cantabrians who are our future.

The role of the Committee for Canterbury will be central to the vision, and its achievement, through many forms; from the incubator and nurturer of new ideas, to the preparedness to be the sanity check to ensure we stay true to our agreed vision. Throughout all of this, the Committee for Canterbury will always be guided by its core principles of:

• Independent and objective

• Apolitical

• Long term, strategic thinking, across the next 20, 30, 40 and 50 years

• Inclusive

• Research informed and evidence based

The Committee for Canterbury will take this vision, incorporate feedback, and finalise and adopt it as The Case for Canterbury, all the while being guided by our founding principles.


FUTURE CONSIDERATIONS The next steps beyond this initial Case for Canterbury strategic vision are very much intertwined with the Committee for Canterbury itself.

The priority for the Committee for Canterbury will be to finalise and adopt the vision, incorporating the anticipated widespread public feedback. That will be followed with the progressive initiation of the individual work streams which arise from the Case for Canterbury.

Concurrently, the Committee for Canterbury will play its wider role, to inspire and involve all Cantabrians in the associated “hard yards”: the thinking, research, discussions, debate and advocacy that will take us all forward.

The successful example of the Committee for Melbourne will be our beacon. The role of the Committee for Canterbury, as detailed below, is largely based on their proven model.

• The courage, capability and capacity to challenge everything in the unrelenting pursuit of the strategic vision of the agreed Case for Canterbury

• Championing the responses and actions addressing all the key opportunities, challenges, and issues identified within the Case for Canterbury, and the new factors that we cannot see today but which emerge subsequently

• Ensure that such Committee for Canterbury championed workstreams and projects are rigorous, research informed, evidence based and aligned with the balanced prosperities that are encapsulated in the strategic vision

• Demonstrate our ability to work collaboratively, synergistically and in true partnership with other organisations and across all sectors, public and private, and with all communities

• At all times, an apolitical and independent stance that positions the Committee for Canterbury to work effectively, with sustained integrity, with other leadership structures and agencies, particularly the Canterbury Mayoral Forum

• Ensure that at all times the Case for Canterbury vision, and the associated opportunities, challenges and issues, are communicated clearly, unambiguously, and credibly

• Social, cultural and environmental considerations will always be to the forefront, as part of the balance of prosperities. The work of the Committee for Canterbury, and the Case for Canterbury strategic vision itself, will always be broader and more engaging than another “economic think tank” paper

• Within all of the foregoing, and at every step of the journey, the views and inputs of young Cantabrians will ring loud in our work, in our thinking, and in the future of our region.



PUBLICATION ORGANISATION / AUTHOR DATE PUBLISHED

1. THE FOOD BASKET

Canterbury Water Management Strategy Environment Canterbury 2009

Canterbury Regional Economic Development Strategy

Canterbury Mayoral Forum August 2015

Potential for Diversification of Rural Production in Canterbury

Canterbury Development Corporation (CDC)

January 2015

The New Zealand Sustainability Dashboard

Ongoing research

The Canterbury Report CDC Spring 2015

2. TECHNOLOGIES AND BUSINESS IN A NEW WORLD



Canterbury Regional Innovation Strategy

The Ākina Foundation: http://akina.org.nz

UC Innovation and Entrepreneurship Strategy

University of Canterbury 2013-5

The Canterbury Report CDC Spring 2015

Christchurch and Canterbury Quarterly Economic Report

CDC December 2014

Canterbury Innovation Ecosystem Map Ministry of Awesome and CDC November 2015

3. LIFESTYLE, EDUCATION AND A HEALTHY BALANCE

Regional Land Transport Plan 2015 - 2025

Environment Canterbury 2015

Magnet Cities Report KPMG 2014

Moving Melbourne Committee for Melbourne 2012

Ageing Population: Identifying the Risks and Opportunities

CDC March 2015

4. TOURISM



Destination 2025 Commissioned by the Christchurch International Airport Limited

2015

5. CANTABRIANS FOR THE FUTURE

Magnet Cities Report KPMG 2014



Smarter Cities Challenge: Christchurch IBM 2013

E [email protected] @Cmte4Canterbury

W committeeforcanterbury.co.nz

PO Box 13831 Christchurch 8141 New Zealand

THE COMMITTEE FOR CANTERBURY HAS BEEN GENEROUSLY SUPPORTED BY OUR FOUNDING MEMBERS.

Refer to our FAQs for more information, committeeforcanterbury.co.nz/faq

Our core values of independence and promoting better outcomes for all New Zealanders are the driving force behind why we exist and how we work today. Clients value the work we produce for them. NZIER’s advice is highly regarded as authoritative and independent by decision makers in both the private and public sectors.

We also provide Membership Services that include access to regular forecasts, commentary and expert advice. We are the logical partner for any organisation planning its cyclical response or strategic direction. NZIER’s experienced forecasting team looks at, and beyond, the next quarter and asks the important questions of the day. Our commentary is based on analysis and robust frameworks, and draws on a wider team with deep and wide expertise in various fields of economics.

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