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Annual Plan 1997

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Annual Plan 1997 MISSION STATEMENT OF THE CHRISTCHURCH CITY COUNCIL To provide a system of local government for the community of Christchurch which: • is responsive to local needs; • gives strong expression to local identity; • strikes a balance between democracy, effectiveness, and efficiency; • is highly accountable for its actions; • advocates in the interest of the whole community; • adds value and employment to the city’s economy; • enhances the quality of the city’s environment; • is based on sustainable management principles; • efficiently delivers high quality services; • maintains an effective working partnership with central government and the regional unit of local government; • is both a good corporate citizen and a good employer. TE KAUPAPA E WHAIA E TE KAUNIHERA O TE TAONE NUI O OTAUTAHI Kia whakaritea tetahi ara mo te kawanatanga-a-taone mo nga iwi o otautahi • kia aro atu ki nga hiahia-a-rohe • kia tino whakaataria nga ahuatanga o te taone nei • kia whakaritea te kawanatanga horite kia tika tonu, kia kakama hoki • kia whakaae ki te hiki pikau mo ana mahi katoa • hei mangai mo te nohoanga tangata whanui • kia whakanuitia te whai painga o te whakahaerenga moni me etahi turanga mahi • kia whakapai i te takiwa o te taone nui • kia ukaukaina nga kaupapa o te mahi whakahaere • kia hoatu nga ratonga pai rawa atu • kia mahi ngatahi me te kawanatanga me te kawanatanga-a-rohe hoki • kia pai te whakahaere o tana umanga, kia tika hoki te aronga ki ana kaimahi Front Cover: The Peacock Fountain, a heritage asset brought back to life after a 47 year absence. Christchurch City Council Plan 1997 Edition Adopted by the Council on 30 July 1997 WE CHOOSE RECYCLED PAPER Published by the Office of the City Manager, Christchurch City Council, in compliance with s.223D of the Local Government Act 1974 (as amended), ISSN 1171-8714 P O Box 237, Christchurch, New Zealand. Tel: (03) 379 1660 Fax: (03) 371 1786 ELECTED MEMBERS AND SENIOR MANAGEMENT Mayor Vicki Buck Deputy Mayor Councillor Morgan Fahey OBE MB ChB MRCGP FRNZCGP Councillors Oscar Alpers LLB Notary Public Pat Harrow Dip Hort Carole Anderton Ian Howell OBE FNZIM Graham Berry BSc Alister James LLB David Buist Lesley Keast JP David Close MA (NZ) MA (Essex) Charles Manning MA (S’ton) Graham Condon QSM Garry Moore ACA David Cox Margaret Murray JP TTC Anna Crighton JP MA (Hons) Denis O’Rourke LLB Newton Dodge Gail Sheriff Carole Evans QSO JP Barbara Stewart Gordon Freeman JP Ron Wright JP MPMI Ishwar Ganda Membership of Community Boards Burwood-Pegasus Shirley-Papanui David Dobbie (Chair) Yvonne Palmer (Chair) Clare Duff Don Rowlands Judith Bruce Anne Carroll Carole Evans (Cr) Gail Sherriff (Cr) * Graham Condon (Cr) Newton Dodge (Cr) David East Jack Travis Gordon Freeman (Cr) Garry Moore (Cr) Alister James (Cr) Chrissie Williams Stephen Wright Sue Wells BA Fendalton-Waimairi Spreydon-Heathcote Barbara Stewart (Cr) (Chair) Oscar Alpers (Cr) (Chair) Val Carter Keith Nuttall JP * Carole Anderton (Cr) Sonia Gill BA ATCL AREINZ Graham Catley Ian Rivers Phil Clearwater MA (Hons) Ian Howell (Cr) Cheryl Colley Hazel Tait David Drayton Trish Hunter Pat Harrow (Cr) Ron Wright (Cr) Morgan Fahey (Cr) Ann Lewis BA Hagley-Ferrymead Riccarton-Wigram Anna Crighton (Cr)(Chair) David Buist (Cr) Chair Heather Brown Aaron O’Brien BA * Graham Berry (Cr) Mary Corbett JP TTC David Cox (Cr) Richard Boulton BSc(Hons) BCA Helen Broughton MA Dip Ed (GC) Bob Todd OBE JP Charles Manning (Cr) Mark Kunnen Lesley Keast (Cr) Liz McRostie John Freeman JP MA DipTchg TTC Ishwar Ganda (Cr) Bob Shearing Mike Mora * Denotes member elected to both Council and Community Board Senior Management City Manager Mike Richardson MA(Econ) MA(Town&Reg Planning) MRTPI FRS AFNZIM Director of Finance Bob Lineham BCom CA AFNZIM MILAM Director of Human Resources Dorothea Brown NZLA Cert FNZLA Director of Operations Jim Williamson BE(Hons) DipMan MIPENZ AFNZIM Director of Policy Jonathan Fletcher BE(Hons) ME(Env Eng) MPP MIPENZ MNZAE 4 EXECUTIVE SUMMARY Income and Expenditure Rates For the year ending 30 June 1998, rates for Christchurch ratepayers will increase by 3.12%. For more details on what impact this increase will have on individual ratepayers see the table on page 22. Operations The total operating expenditure, the cost necessary to provide the services and facilities operated by the Christchurch Council for the year ending 30 June 1998, is $214.3 million. Christchurch ratepayers are required to contribute a total of $115.28M towards this cost. The balance will be paid for by revenues from these activities and from interest and dividends earned by the Council through its ownership of enterprises such as Southpower, the Lyttelton Port Company and Christchurch International Airport Company. Capital Improvements The total capital expenditure, the cost necessary to pay for new assets required or to renew or upgrade the existing assets provided by the Council for the year ending 30 June 1998 is $103.50M. These improvements and developments will be paid for through cash surpluses on operations, borrowing, utilising Council reserves and from external funding. A full summary of the capital and operating income and expenditure for 1997/98, along with forecasts for each year through until 2007, is on page 11. Contents of the Plan The Council is committed to improving the quality of life in Christchurch by ensuring the services it provides make a positive contribution. The Council is working towards this objective by: • Investing $30M over five years to upgrade the Bromley wastewater treatment plant • Spending $2.076M over the next two years to introduce kerbside recycling • Spending $63,241 in 1997/98 and $100,500 from 1998/99 onwards to extend full lending and reference services at the Central Library on Sundays • Investing $6.5M over the next two years in the Centennial Pool redevelopment • Investing $6.1M over the next two years to build an indoor swimming pool next to Pioneer Stadium • Beginning a three year $7.2M redevelopment of Cathedral Square • Further promoting the life of the inner city by spending $450,000 to introduce an electric shuttle bus service • Committing $625,000 to saving the City’s historic buildings • Investing $1.1M in the people of Christchurch through social initiatives targeting those in greatest need • Investing $2.35M to complete Stages II and III of the Christchurch Pier • Investing $135,000 in nine security cameras for the inner city • Increasing the contribution to the Canterbury Museum by $515,000 for upgrading of exhibits and displays • Investing $300,000 in energy efficiency projects • Investing $18.3M in the second stage of the Entertainment Centre • Investing $2.42M over five years in anti-smog initiatives 5 MEETING THE CHANGING NEEDS OF A RAPIDLY GROWING CITY Introduction Christchurch Economy Grows 19% in 4 Years This 1997 version of the Council’s Plan summarises the Christchurch benefited from a sustained period of real services which the Council intends to provide and the projects economic growth in the four years between 1992 and 1996. it plans to implement for the 12 months from July 1997. It Estimates of the region’s share of gross domestic product also provides an outline of the Council’s general intentions suggests that the Christchurch economy grew 19% in the for the four years following that. four years to March 1996. This Plan is the outcome of the public consultation process The growth over the last five years has been, in historical which began with the publishing of the Draft Plan in May. It terms, very rapid and most commentators seem to believe includes all the changes resulting from submissions and that Christchurch will see further significant increases in its representations from Community Boards, interested economy over the next few years. organisations and the public at large. These changes are One of the City Council’s main strategic objectives is to scheduled on pages 15 to 17. support the growth of the Christchurch economy especially insofar as it leads to increasing jobs. Unemployment has Plans Reflect the Wider Context remained stubbornly high despite the strong growth in the Much of the debate which occurs annually surrounding economy’s output. the Plan tends to focus on specific projects or programmes. During the last four years the City Council’s operating This is quite appropriate and reflects the format in which the expenditure has increased in real terms by 10.6%. However Plan is prepared, but debate on the wider underlying the Council’s share of the city’s economic activity is objectives is also welcomed. The Plan reflects the Council’s estimated to have fallen from 2.38% in 1993 to 2.18% in the vision for the future of Christchurch and its judgement as to current year. That is, the share of production that the City the way in which changing needs and demands of the Council must take out of Christchurch to fund its operating community should be accommodated. It provides both for expenditure has fallen by 8.0% over four years. 1997/1998 and subsequent years for significant The Council is acutely aware that its expenditure (and its improvements in the environment of the city and the lifestyle rates) must not become a burden on Christchurch people and which Christchurch people enjoy. the local economy; at the same time growing pressures and The Council’s policy making processes must take account growing needs in areas such as road traffic and community of the changes taking place in the city, and Christchurch is leisure will not be met and growing aspirations in areas such changing rapidly. Two key areas of change are population as environmental quality and safety will not be growth and consequent construction on the one hand and accommodated without programmes many of which will economic activity on the other.
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