We all need a sense of community, a place to belong, opportunities to grow, develop and flourish. Our city, our people our future is about ensuring we have the right balance between economic stability and creating a community that provides for the basics of clean water, clean air, food and shelter and still allows people to live their lives with a sense of identity and autonomy.
As Mayor, this is my vision for our city and Banks Peninsula – to be the best places to live in the world now and for our future (mātātahi). This is my vision:
1. Restore trust and confidence in the council
In a recent poll, only 42% of 7038 residents were satisfied with the council’s performance; the lowest satisfaction level in 15 years. The residents said there was a lack of transparency in Council decisions – they want transparency and so do I. Overwhelming feedback from those surveyed found that they wanted transparency about the council’s decisions.
When I was the Chief Executive Officer (CEO) with the Canterbury District Health Board (CDHB), 89% of staff said they felt that they contributed to the success of the DHB. Similarly of patients who received care from the CDHB, during this time, 88% said their physical and emotional needs were met.
I have proven experience in leading large organisation’s, developing trust and confidence with both those who are accessing services and those who are delivering services.
How will I get this done if I am elected Mayor?
- Each decision made by and voted on by councilors will be visible and will include a timeline and reasons why the decision reflects the best interests of the community.
- There will be a clear framework to provide feedback around key decisions to all communities; the framework will also ensure that we listen to the feedback given.
- I will develop a ‘WE CAN DO CULTURE’ within the council and get to the bottom of why Council is not delivering on what has been promised.
- I will use my leadership skills to link Council with the people it serves.
2. Reconnect and engage with all communities
The Council must reconnect with our communities. Our local communities understand the strengths and challenges that exist within their areas and often have ideas and solutions that will benefit that area.
In every community there is a diverse range of expertise. We all need a place to belong – addressing the increasing social isolation that many feel is important to increasing a sense of belonging.
How will I get this done if I am elected Mayor?
- I intend to pilot a new way to engage with communities; this pilot would likely be in east Christchurch.
- I want to work with the Waitai Coastal-Burwood-Linwood Community Board to develop new engagement processes including a process called ‘participatory budgeting’ where local communities get to decide their priorities for spending.
- I will work with our young people to ensure they are part of the decisions being made about their future, including a focus on wellbeing and connectiveness that will operate in a real way.
- We have many communities who have come to live here from other parts of the world; they need to be part of the fabric of our community and their culture and stories celebrated as well. I will work with these communities to ensure they feel included and a connected part of the community.
3. Christchurch as a climate leader
Climate Change is here – on our news every night. I want Christchurch to join the ‘race to zero’ – and become New Zealand’s first carbon neutral city. In May 2019, Christchurch declared a climate and ecological emergency – now is the time to act – for us and for our children.
In May 2019, Christchurch declared a climate and ecological emergency – now we need to act. Our challenge is to take this declaration forward in the best interests of the city and its surrounds for us all. Let’s join the ‘race to zero’ – becoming New Zealand’s first carbon neutral city – and there will be many inspirational opportunities to take advantage of along the way.
- We have recently seen further evidence across the motu of the impact of climate change impact on our communities and its increasing influence on basic needs such as insurance and food production. I will establish a cross-sectoral Climate Leadership group to provide independent advice on options for pragmatic action, with measured deliverables every quarter.
- We need an integrated transport structure providing for smarter public and private transport, cycleways, walking trails for all, including disabled and senior users – and it must link to the 15-minute travel neighbourhood connecting vision for the city. The densification of the inner-city must also reflect good transport links, appropriate support infrastructure and affordable housing, based on strong urban design principles, not more sprawl.
- Another key opportunity is to accelerate the extraordinary voluntary work being done by many of our communities around the regeneration of the Port Hills, Banks Peninsula and the Otakaro/Red Zone, all of which (with further scaling), could act as carbon sinks to mitigate climate impacts.
- A ‘one stop carbon shop’ will be established within council linked to similar community board initiatives, challenging every Christchurch family to become involved and see the very real financial benefits from the innovation required for Climate solutions. It will also act as a convenor (physically and online), of ongoing engagement and encourage sharing ideas that both mitigate your household’s carbon footprint and save you money.
4. A city that can be enjoyed by everyone
Christchurch is a great place to live. We have an emerging and vibrant new city centre which is linked to the sea through the red zone and with the jewel in our crown of Banks Peninsula.
Christchurch was once known for its night life, as a city that was fun, with events to be enjoyed by all. We are on our way there again with the opening of Te Pae (our new convention centre), Parakiore Recreation and Sports Centre (Metro Sports facility), and the approved Te Kaha Canterbury multi-use arena.
We also need to build experiences that all of our community can enjoy.
How will I get this done if I am elected Mayor?
- Deliver on the stadium.
- Create an environment where the Council is not competing against itself and takes a whole of city approach to events management and other opportunities across the city.
- Ensure that the Council goals are constructively working together to deliver the best outcomes for the city.
- Maintain a focus on accessibility, especially in our inner city which will include disability and seniors.
5. Spend rates wisely
The Christchurch City Council has a commitment to ensure that rate payers money is well spent, that it reflects value for money and is benefiting its residents. We need to fix our roads and footpaths but we also need warm homes, safe streets, and climate ready communities, with parks and nature on our doorstep.
I have worked with organisations with large budgets. Over the past decade, CDHB stood up to relentless scrutiny on its financial performance, management of its assets and delivery of services. CDHB over the past decade was consistently rated by Audit NZ (the Crown’s Auditors) as “the consistently best performing DHB across NZ”. In 2019, the CDHB was ranked as the best performing DHB in NZ and one of the best public sector entities. This was rated by Treasury through an independent process called the Investor Confidence Rating that assessed the capability of DHBs and other public sector agencies to run and manage assets and capital projects.
I will use my experience and success at the CDHB and apply it to Christchurch City Council.
How will I get this done if I am elected Mayor?
- There will be a clear plan that outlines what the Council will deliver, when it will deliver and how much it will cost to deliver.
- There will be quarterly and annual reporting to provide feedback on our progress; this will be presented in a clear way that will make sense to our communities.
- We will do things right the first time. Firstly, we will identify the actual issues. Secondly, we will ensure that we engage people with expertise to consider the options and the long-term view, to find the right solution. Projects undertaken will be measured and evaluated from the beginning, so that adjustments can be made when needed. We will adopt a more agile and data-led approach to delivery, rather than a reactive short-term solution
6. Create an accessible city with good infrastructure
We need to fix our roads and stormwater pipes. The Council’s base role is to provide reliable fit for purpose infrastructure. The Council response to recent flooding and the wastewater treatment plant fire at Bromley has highlighted the need to re-think how we respond to these major incidents. I will investigate a multi- agency approach and how it can respond to key incidents that do not fit the ‘civil defence’ criteria.
We need a better way to respond to incidents and recognise the importance and urgency of the response when it impacts directly on people’s lives. In my role as CEO of the CDHB I lead responses to a decade of disasters including the Canterbury earthquakes and the Mosque shootings. This success was based on working collaboratively with the team but from a planned structured approach to deliver the best outcomes.
Current, future and resilient infrastructure is fundamental to our forward planning, providing robust long-term plans that will address and fix real infrastructure problems.
How will I get this done if I am elected Mayor?
- Review the multi-agency response framework. Make sure that mechanisms are in place to mobilise a rapid response to community issues that looks to the local impact on people and is not simply organisation driven.
- Ensure the Council works constructively with city partners and the private sector to create well-considered, rapid and long-term solutions.
- Make sure we get ahead of repairs, improvements and failures rather than wait for them to happen by using digital mapping of all of our infrastructure.
- Work with the community to explore alternative ways to communicate the Long Term Council plans so that the city is clear on our direction.
7. Enable a place for business and innovation to thrive
Christchurch is New Zealand’s second largest city and is the heart of the South Island. Our future is dependent on us innovating and partnering with businesses. We can bring people together who care deeply about the future such as mana whenua/tangata whenua, young innovators, new and established businesses, the arts community, tertiary providers (our polytechnics and universities), our event’s organisers and our ecologists to make a difference to our future and provide world-leading solutions in both technical and social fields.
How will I get this done if I am elected Mayor?
- Partner with iwi, business, education groups and other stakeholders to help solve some of the big challenges and realise the opportunities Christchurch and Bank Peninsula have available by leveraging off the expertise and commitment to make this city the best it can possibly be.
- Actively promote our city locally and internationally as a place to access and attract a skilled workforce, our centres for academic excellence and a supportive environment for research and innovation.
- Engage in a meaningful way with the business sector as to how we work together and how we celebrate and make visible the innovations in business, health, research, technology, agriculture and community groups across our city and region.