The draft strategy is our continued commitment to how we will work with others to build a healthy, happy and resilient Christchurch. We want to hear your thoughts on it.
Since the Strengthening Communities Strategy was first launched in 2007, our city has changed dramatically, with much of this change as a result of adversity. These challenges have tested even the strongest of us but have also been the catalyst for creativity, innovation and collective action.
This refreshed draft strategy – renamed Ōtautahi Christchurch Community Strategy 2021-2031 [PDF, 2.4 MB] – was developed to better align with current and anticipated community needs and aspirations. As our city grows and changes, so do the needs of our diverse communities – including the most vulnerable amongst us. The strategy reflects our continued commitment to building, in partnership with others, inclusive, safe and resilient communities.
We’ve specifically identified the following high-priority areas that we intend to focus on over the next five years, based on what communities have told us is important to them. As a result, we intend to:
Our draft Ōtautahi Christchurch Community Strategy contains a clear vision, pillars of work, objectives and actions that will help guide the work we do in enhancing communities through partnership with others over the next 10 years. We’ve developed the following four overarching pillars and 16 objectives, focusing on specific areas, to help achieve active and connected communities.
The city actively promotes a culture of equity by valuing diversity and fostering inclusion across communities and generations.
We support and help build connections between communities and their places and spaces to foster a sense of local identity, shared experience and stewardship.
Residents and groups in the wider community are socially and actively engaged and are able to initiate, influence and make decisions that affect their lives.
People feel safe in their communities and neighbourhoods and work together to understand, adapt and thrive in the context of change and disruption.
Staff will be available to discuss the Draft Ōtautahi Christchurch Community Strategy at the following drop in sessions.
* Please note, these sessions may need to be postponed or cancelled if COVID alert levels change.
Can’t make these meetings? If there is a community meeting you would like us to attend, please let us know.
Draft Ōtautahi Christchurch Community Strategy (Word) [DOCX, 1 MB] - a reader-friendly Word version, which is an easier format for individuals who use software to help accessibility. This will assist our visually impaired and English as a second language communities.
Ōtautahi Christchurch Community Strategy Consultation Document [PDF, 712 KB]
Ōtautahi Christchurch Community Strategy Consultation Document (Word) [DOCX, 48 KB] [DOCX, 48 KB] - a reader-friendly Word version, which is an easier format for individuals who use software to help accessibility. This will assist our visually impaired and English as a second language communities.
Strengthening Communities Community Engagement Summary Report [PDF, 601 KB] - views captured during our consultation between August and October 2020
The draft Ōtautahi Christchurch Community Strategy (formerly called the draft Strengthening Communities Strategy) was considered at the Council’s Sustainability and Community Resilience Committee meeting(external link)(external link) on Wednesday 25 August 2021, where it was approved to go out for public consultation.
At this stage, public consultation is due to start on Friday 10 September 2021
Thank you again for your feedback during early engagement on a new Strengthening Communities Strategy for Christchurch. Views, received between August and October 2020, are summarised in the Community Engagement Summary Report [PDF, 7.5 MB] and have now been included in the draft Strengthening Communities Strategy. This will be considered by the Council’s Sustainability and Community Resilience Committee at the end of July. We then expect to consult on the draft strategy in September and early October.
During the consultation period, information sessions will be held at various locations so that you will be able to discuss the draft strategy with members of the project team. Proposals, aimed at providing an action plan to build strong, resilient communities, will also be discussed by Council staff at regular network meetings with local organisations.
We received 60 responses through Have Your Say during the early engagement phase from 7 August to 14 September 2020. Feedback from 42 community groups and 14 individuals was analysed. [PDF, 16 KB] (One further submission was late and another three were anonymous so were not included.)
In addition to Have Your Say, feedback from workshops, discussions and input from a diverse range of groups and individuals across Christchurch and Banks Peninsula is now being collated for a pre-engagement summary report which we will send to you in early December.
We then plan to take the draft Strengthening Communities Strategy refresh document to the Council’s Sustainable Community Resilience Committee meeting on 28 February 2021, prior to consultation. This is expected to take place in April and May 2021.
We're not starting from scratch. We're building on our existing strategy and what we've heard from residents and communities over the past decade.
Over the next month, we want you to tell us how we should make the most of our biggest opportunities and challenges to build strong communities over the next 10 years.
Workshops and discussions are being organised by staff in Community Board areas this month. Feedback is also being gathered by a wide range of community groups including rūnanga, the City Mission, Canterbury Youth Workers Collective, Age Concern Canterbury and the Social Equity and Wellbeing Network.
Questions prepared for the workshops are below for any residents and groups who would like to contribute during
this early engagement stage.
All feedback will be considered for the draft Strengthening Communities Strategy that will go out for consultation early next year.
We’d like to know if you think we’ve got it right. Is there anything we’ve missed? Do you have any feedback on how we should develop and deliver the action programmes within the strategy to help drive change?