1. International Relations Policy Framework
COUNCILLOR JIMMY CHEN
Christchurch City Council

2. Christchurch’s International Relations
Current focus on Sister City relationships, VIP visits
Seven Sister Cities, one friendly city and six Sister City Committees
53 international visits to Council last year, frequent outbound trips by staff and elected members for a range of purposes

3. Why an International Relations Policy Framework?
International relations is now much broader than Sister Cities – there is a wide range of organisations in the city that do international work
Key stakeholders in the city, some of which are new (ChristchurchNZ, DCL) are willing to work collaboratively towards a shared vision and implementation plan
Existing policies and strategies are outdated (International Relations Policy 2013, Sister Cities Strategy 2000)

4. Council Resolution CNCL/2018/00132
1. Noted that a review of the International Relations Policy 2013 and Sister Cities Strategy 2000 is planned to take place during the 2018/19 financial year.
2. Agreed that the International Relations Policy 2013 and Sister Cities Strategy 2000 be reviewed and replaced by a consolidated International Relations Policy Framework.
3. Directed the International Relations Working Group to develop the International Relations Policy Framework for consideration by the Council.
4. Noted that the Working Group may invite external stakeholders to provide input in development of the Policy Framework. In this regard the Working Group will consider a preliminary list of stakeholders to be consulted.
5. Requested the International Relations Working Group to report the proposed International Relations Policy Framework to the Council through the Strategic Capability Committee with updates as necessary [postscript: the Working Group now reports directly to Council].
6. Agreed that Ngai Tahu be recognised as a Strategic Partner.

5. Consultation Process
A series of workshops was co-designed and co-hosted by the stakeholder group
Total of six workshops held at CCC, CECC, ChristchurchNZ, and NZTE offices from mid October to late November 2018, each with a specific focus
Follow-up meetings held with senior leaders of core stakeholder group (ChristchurchNZ, CIAL, CECC, Ngai Tahu, Mayor)

6. Stakeholders consulted
Christchurch City Council Ngāi Tahu Sister City Committees (x6) ChristchurchNZ CECC
Christchurch International Airport
Development Christchurch Limited
New Zealand Trade & Enterprise
Ministry of Foreign Affairs & Trade
Tertiary institutions (UC, Ara, LU)
NZ China Trade Association
Asia New Zealand Foundation
Antarctica New Zealand
Lyttelton Port Company
Chinese and Japanese Consuls-General
Honorary Consuls (x5)
Christchurch Multicultural Council
Migrant & Community groups (x4)

7. Draft IRPF – Key Elements
Vision:
Ōtautahi Christchurch is a city of opportunity for all – open to new ideas, new people and new ways of doing things. We are a city where anything is possible. We will engage with our region, nation and the world to enhance wellbeing in Ōtautahi Christchurch and grow an internationally relevant city. Our international work will be cohesive, proactive and targeted. 
Our Priorities:
1. Strengthen international connections to attract and develop the best talent and ideas
2. Increase the wellbeing of Christchurch citizens through a prosperous economy

8. Draft IRPF – Key Elements
What stakeholders will do together
Determining targeted international partnerships: city partnerships, agency partnerships, citizen & community partnerships
Structured planning and coordination: review of mechanisms, formalisation of city-wide planning and coordination
Ensuring partnerships remain beneficial over time: impact of our international partnerships to be monitored, and assessed against Council’s Community Outcomes and Strategic Priorities

9. Draft IRPF – Key Elements
Roles and Responsibilities
Christchurch City Council: Coordinate, Connect, Consolidate, Communicate. Represent and advocate for Christchurch, both nationally and internationally
Other stakeholders also to have responsibilities participating on coordination and collaboration work: Ngāi Tahu, CECC, ChristchurchNZ, CIAL, LPC, DCL, MFAT, international education sector

10. Next steps Council considers draft IRPF
Public consultation (if necessary)
Hearings (if necessary)
Council approves IRPF
Development of implementation plan (next slide, in draft by 2019 election date)

11. outputs/performance meAsures
Strategic Priorities: 1. Strengthen international connections to attract and develop the best talent and ideas 2. Increase the wellbeing of Christchurch citizens through a prosperous economy
Action
STRATEGIC PRIORITY
key tasks
timing
led by
outputs/performance meAsures
1. Establish collaboration mechanism to coordinate and focus city-wide efforts
Both
Agree membership with key stakeholders
Civic & International Relations team, CCC
Agree meeting schedule
Develop work programme for city-wide partnership
In draft prior to October 2019 elections?
Develop annual calendar of key inwards and outwards visits
ASAP (calendar or financial year?)
Clear visit priorities and ability to say no to other visits/travel
2. Conduct a survey of market areas of focus with key stakeholders 2
Develop survey methodology and agree via collaboration mechanism
ChristchurchNZ?
Agreed areas of focus – defined geographic regions
Conduct survey
Analyse results and discuss
3. Monitoring and reporting framework developed
Identify relevant/realistic monitoring and reporting within CCC/CHC NZ
Civic & International Relations team, CCC and ChristchurchNZ
Develop aligned M&R process
Advise stakeholders via collaboration mechanism
4. International education project
ChristchurchNZ/Christchurch Educated
5. Sister Cities work programme 1
Work with Sister City Chairs to ….
3 years programme? Each triennium?
Agreed work programme
Clear allocation of CIR resources – funding and personnel
6. International aspects of Antarctic Gateway Strategy
Agreed work programme with other key stakeholders
Antarctic Office, Christchurch NZ