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Legislative Assembly for the ACT: 1997 Week 7 Hansard (24 June) . . Page.. 1981 ..

MR HIRD (continuing):

The committee decided to visit Christchurch because Christchurch is seen as an excellent example of a city which has turned its economy around, and there are many similarities between Christchurch and Canberra. The Mayor of Christchurch, Ms Buck, was jointly sponsored to visit Canberra by the Canberra Business Council and the Australian Capital Region Development Council in November 1996. An international consultant had been impressed with the success of Christchurch's economic strategies and policies, particularly during very difficult economic times, and had recommended that Canberra could learn much from its experiences.

The similarities between Canberra and Christchurch include: Similar population sizes, 300,000, with regional populations of about 500,000; a well-educated and highly skilled work force with excellent educational facilities; similar economic challenges, and the need to boost local confidence in how to tackle those challenges. Christchurch has dragged itself out of the economic doldrums and gained a reputation as a progressive and innovative city with a bustling economy. The city aggressively markets itself as offering a high quality of life, a highly educated population and a highly skilled work force. Christchurch considers its main assets to be its educated work force, high-quality infrastructure and existing regional and city-based industry. Like Canberra, Christchurch sees its future in manufacturing and value adding, particularly in high-technology industries, with its major challenge being skills development. The Canterbury Development Corporation is working with industry, small business, and educational and training facilities to meet these challenges.

Christchurch is now the second fastest growing city in New Zealand and has the second lowest rate of unemployment. The turnaround has been achieved by changing the gloom and doom mentality to a positive outlook; strong financial and moral support to the operations of the council-owned Canterbury Development Corporation; maintenance of council ownership and control of Southpower, Christchurch International Airport Ltd and Lyttelton Port Co. Ltd; council recognition of the need for it to take a strong interventionist role in the provision of public services and facilities, for example, public transport; redeveloping most of the central city; developing an extensive calendar of regular events and festivals which are principally aimed at Christchurch residents rather than tourists; developing new attractions such as the gondola and the International Antarctic Centre; opening of New Zealand's first casino and the newly constructed Convention and Entertainment Centre; marketing Christchurch as having a high quality of life, highly educated population and skilled work force; encouraging suitable industries or businesses to relocate to or set up in Christchurch - however, this is not done through financial incentives; and implementing innovative business assistance programs.

Because the committee considers there are useful lessons for Canberra from the Christchurch experience, I want to expand on some of these initiatives. I will start with the new events and festivals introduced to Christchurch by the council. We were told that Christchurch used to be considered conservative, cold, slow and boring. The council helped to change that image by developing and sponsoring an extensive calendar of regular events and festivals which are free of charge or very low in cost. They include the Festival of Romance, which occurs during the 10 days leading up to Valentine's Day;

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