Research-Brochure-Case-for-Canterbury

committeeforcanterbury.co.nzCASE FOR CANTERBURY

Committee for Canterbury2
ABOUT THE COMMITTEE FOR CANTERBURY
The 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
CONTENTS
About 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 BASKET
Canterbury’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 WORLD
Canterbury 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 BALANCE
Education, 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 DREAM
The 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.
INFRASTRUCTURE
We 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 SUCCESS
The 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 CANTERBURY
The 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 PILLARS
At 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 BASKET
Canterbury 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 N2
O 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 WORLD
We 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
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
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 VISITORS
Canterbury 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
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 FUTURE
Canterbury 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
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 SUCCESS
The 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 info@committeeforcanterbury.co.nz
@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
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We also provide Membership Services that include access
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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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