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Sustainable Ōtautahi Christchurch May 2015.
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Sustainable Ōtautahi Christchurch www.soc.org.nz May 2015
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Transcript of Sustainable Ōtautahi Christchurch May 2015.
SOC’s Aim
LONG TERM STRONG SUSTAINABILITY:
All people have their basic needs satisfied,
so they can live in dignity,in healthy communities,
while ensuring the minimum adverse impact
on natural systems,now and in the future
2www.soc.org.nzMay 2015
Strong Sustainability
• Ethics, values, and 'word views'• Values - Prerequisite and foundation • Stability, diversity, and resilience • Preserve integrity of ecological
systems • Integrity: ability to recover & re-
establish• Human society: part of ecosystems
May 2015 www.soc.org.nz 3
Unique OpportunityDo it Properly, Do it Now
Which do we Choose?Strong vs Weak Sustainability
May 2015 www.soc.org.nz 5
A Risk Management Approach
“It would be highly imprudent to ignore such projected scenarios just because they must be expressed in terms of probabilities rather than certainties.” (p1)
“In the intermediate term (over the next 30-40 years)3 , New Zealand will face significant adaptive requirements to cope with these shifts in climate and there will need to be a consequent readjustment in expectations of frequency of extreme events.” (p2)
New Zealand’s changing climate and oceans: The impact of human activity and implications for the future : An assessment of the current state of scientific knowledge by the Office of the Chief Science Advisor, July 2013
May 2015 www.soc.org.nz 6
Climate change: CO2• Global temperature has risen by nearly 0.7°C since 1950,
mostly due to CO2 emissions from fossil fuel use. • Boundary: atmospheric concentration no higher than 350
ppm CO2. • Current: 400 ppm CO2 and rising.
• Future: OECD projections based on current use are 685 ppm.
• Must keep under 450 ppm to avoid global average temperature increases above 2°C .
• Methane impact is 25 x greater over 100 year period.
May 2015 www.soc.org.nz 7
What do we believe?
This
Unemployment is 2.26%
“We know their names”
Peter Townsend CEO Canty Employers Chamber of Commerce, 10/10/2014http://www.stuff.co.nz/business/industries/10599844/Council-CEO-navigates-spaghetti
Or This?
Dept Statistics HLFS 3/2015
June 2014: 2.9% (March 15:3.1)
15-24:7.5% / 4,500 (9.2/5,600)25-54:2.0% / 4,100 (1.9% /3,800)55+:1% / 900 (1.5% / 1,200)
May 2015 www.soc.org.nz 8
What do we believe?
This?
Christchurch rates: “historically lower than those charged by other Councils” (LTP p 24)
Claims based on averages.
Or This?
Property Rateable Value: $600,000
Rates - 2014/15
ChCh : $2,657 inc GST (LTP p 86)
Akld: $2,310 inc GST (Annual Plan p 214) plus water.
May 2015 www.soc.org.nz 9
What do we Believe?
LTP p 23• Orion New Zealand is
required to operate within a strict statutory framework. The Council’s influence is therefore limited. (Emphasis added.)
Tale of Two Networks
Wellington Electricity Ltd
“It was madness to privatise it.”
May 2015 www.soc.org.nz 10
Tale of Two Natural MonopoliesWater
1990:Opex/Levies - $22.2mDepr Historical Value: $180m58,782 litres, $0.374/1000l
2010: Opex/Levies - $26.1m52,939l, $0.493/1000l Increase 17.5% (32% / unit)CPI increase 54%
Electricity Lines Company
1990:Opex/Levies: - $36mDepr Historical Value:$168m
2011:Revenue: $148m Cost: $142.5MIncrease: 296%Dividends: $100m or $800pa /mwc
May 2015 www.soc.org.nz 11
Asset Sales
• Proven cause of price rises• Reduces conservation and resilience• Will reduce ability to respond to
climate change – not strong sustainability.
• Against requirement of LG Act (s10(b)):– to meet the current and future
needs of communities … in a way that is most cost-effective for households and businesses.
May 2015 www.soc.org.nz 12
Democracy Vital
• Primary statutory purpose (s10(a)):– to enable democratic local
decision-making and action by, and on behalf of, communities
• Reason to stay – being involved in creating the future.
• All inclusive – internal and external.• Let us decide the tragic choices.
May 2015 www.soc.org.nz 13
Unique Opportunity - Do it Properly, Do it Now
Take time to get it right:• Reduce and defer• Develop principles to guide
decision making
Enhance democratic process• Apply engagement policy• Genuine collaboration:
• Partner with the public• Develop alternatives
• Take tragic choices to the election
Go through the Funnel• Develop a new plan• Give us a reason to stay• Give us a future
Creating a (better) future
May 2015 www.soc.org.nz 15
