Mayor of Christchurch

The mayor is the leader of the council. Their job is to promote a vision for the city and lead the development of the council’s plans, policies and budget. The mayor appoints the deputy mayor, establishes committees for particular topics, and appoints chairs for those committees. This is a first past the post (FPP) election, so you vote by ticking the name of your preferred candidate on your ballot paper. Compare the candidates and their policies to decide who to vote for in the Christchurch City Council mayoral election.

Rates and revenue

The work of local government is funded mainly by property taxes in the local area, known as rates. This makes up around 60% of council expenditure, with the rest coming from user charges, investment income, regulatory fees and roading subsidies. Councils can also borrow money to spread the cost of large investments such as infrastructure over a longer period of time.

Rates and revenue

The work of local government is funded mainly by property taxes in the local area, known as rates. This makes up around 60% of council expenditure, with the rest coming from user charges, investment income, regulatory fees and roading subsidies. Councils can also borrow money to spread the cost of large investments such as infrastructure over a longer period of time.

  • Maximize the use of council assets to bring down the proportion of revenue that is rates.

    Expand council-owned businesses with explicit aim of generating revenue for the city.

  • Grow the assets of the city to optimise the benefits to the ratepayers, providing alternative income streams other than rates.

    Make rates fair – council needs to demonstrate value for money. We cannot continue to transfer costs onto the next generation.

    Fixing our roads and footpaths – but we also need warm homes, safe streets, and climate ready communities. They are all priorities.

  • Three-year rates freeze. Triage and prioritise spending.

    The user pays on the stadium build. Corporate sponsors and users to bear the brunt of the stadium costings, and event attenders.

    Urgent internal review of spending and council fiscal wastage.

  • We need a long term plan to reduce council debt to help us cope with natural and man-made events.

    We need to have regular monitor of council insurance.

    We need a long term plan – graph over 30 years where we would like rates to be.

  • With interest rates on the rise and inflation increasing, go over the books line by line to see where we can save money.

    Grow the value of our city's assets.

    Keep rate increases below the rate of inflation over the next three years.

  • Maximize the use of council assets to bring down the proportion of revenue that is rates.

    Expand council-owned businesses with explicit aim of generating revenue for the city.

  • Grow the assets of the city to optimise the benefits to the ratepayers, providing alternative income streams other than rates.

    Make rates fair – council needs to demonstrate value for money. We cannot continue to transfer costs onto the next generation.

    Fixing our roads and footpaths – but we also need warm homes, safe streets, and climate ready communities. They are all priorities.

  • Three-year rates freeze. Triage and prioritise spending.

    The user pays on the stadium build. Corporate sponsors and users to bear the brunt of the stadium costings, and event attenders.

    Urgent internal review of spending and council fiscal wastage.

  • We need a long term plan to reduce council debt to help us cope with natural and man-made events.

    We need to have regular monitor of council insurance.

    We need a long term plan – graph over 30 years where we would like rates to be.

  • With interest rates on the rise and inflation increasing, go over the books line by line to see where we can save money.

    Grow the value of our city's assets.

    Keep rate increases below the rate of inflation over the next three years.