Introduction from the Mayor

WELCOME TO OUR ANNUAL PLAN FOR 2013/14. 

Wellington is a lively city with an outstanding quality of life.

This year’s budget recognises that rates affordability is a significant issue for many households and businesses – and the importance of delivering our Wellington Towards 2040: Smart Capital vision of a prosperous and inclusive city where people, business and nature thrive.

Savings have been found through efficiencies and minor reductions to some services. Staff found $14.1 million in savings as part of this process – a huge achievement, especially given the strong focus on minimising the impact on users and on the Council’s strategic priorities.

Significant earthquake-strengthening projects and the Town Hall project will protect Wellington’s rich built heritage and create jobs.

We received 460 written submissions, of which 329 completed submission survey forms. In addition, 441 completed an online survey, and we saw an increase in the number of first-time submitters. We listened to 74 oral presentations. This input is vital to the process. Some proposals were removed from the draft plan in direct response to public feedback, and we added other initiatives into the final plan after hearing from the community. A summary of the changes made from the draft plan is outlined on page 12.

I’m heartened that the Smart Energy Capital initiative received such strong public support during the consultation period from businesses and residents. Successful new proposals include the development of a Living Wage framework, increase to funding for cycling and Orchestra Wellington. We are maintaining our contribution to the Regional Amenities Fund at the 2012/13 levels.

The final result is a plan that allowed us to hold the average rates rise to 2.5 percent – our target and less than the draft plan. 

The amount of rates individual properties pay will vary. On average, the residential sector will have a 3.1 percent rates increase before growth while the impact on the city's commercial sector will be 1.9 percent.

Despite the lower increase for the commercial sector, the commercial sector will still pay more rates than a residential ratepayer on a property of equal value. This is because of the ‘differential’ rating policy that sees the commercial ratepayers pay 2.8 times more general rates on a property of equal value. 

There are also targeted rates that apply only to the commercial, downtown commercial or the residential sectors. 

The Council is in good financial shape with an AA credit rating and manageable borrowings, although we will continue to face challenges from issues such as weathertight home liabilities, earthquake-strengthening requirements and cost pressures. We’re ahead of our Long-term Plan savings targets and therefore have increased capability to deliver economic development initiatives.

Together we can be proud of Wellington’s successes.

MAYOR CELIA WADE-BROWN

Message from the Chief Executive

This is my first annual plan as Chief Executive of the Wellington City Council. I have been impressed by the efforts of staff to reduce the Council’s overall expenditure in 2013/14 by over $14 million dollars. This has been achieved through a range of actions, including the use of new technology to reduce our costs and increase our productivity; something that we will be doing more and more of in the future.

Such actions have enabled us to deliver an average rates rise of 2.5 percent, one of the lowest in the country. Since many of the reductions will flow through to future years, we are on track to deliver even lower rates rises in the future. In doing so, we are still managing to invest in priority projects such as the earthquake strengthening of Council buildings, initial work on a number of urban design projects, as well as a range of Smart Energy projects. These latter projects received strong support from the public, a clear demonstration of how Wellingtonians care about sustainability and the environment.

These projects will also be delivered in partnership, with at least matching funding coming from central government agencies or the private sector. We intend to emulate this partnership approach with economic development projects in the coming year. To enable this we have taken a number of steps, which include:

increasing our internal capability to seek out and assess potential projects,

an economic development fund that will enable us to respond to opportunities as they arise, and

creating some headroom to borrow for capital projects, where they will deliver a return to the Council
and / or the city.

We will also commit ourselves to being more open to and supportive of all businesses in the city. We recognise that when businesses succeed, the whole city wins through more jobs and growth, which in turn will enable us, as your Council, to invest more in the community infrastructure of the city.

I am excited by the year ahead. Since arriving here, I have met numerous people who are proud to call Wellington home and are committed to investing in its future. We are too and look forward to working with you to achieve our Wellington Towards 2040: Smart Capital vision.

KEVIN LAVERY

About us

The Wellington City Council is made up of 15 elected representatives — the Mayor and 14 Councillors. It’s their job to set the city’s overall strategic direction, approve budgets, make bylaws, policies and plans aimed at achieving that direction. A key part of their role is to listen to and take the pulse of the community before making decisions.

The Mayor and Councillors are supported in their role by the Tawa and Makara/Ohariu community boards. A number of advisory groups also provide input into policy development and implementation. We work with our Treaty partners, the Port Nicholson Block Settlement Trust and Te Rūnanga o Toa Rangatira, and provide formal opportunities for mana whenua to participate in decision-making and have their stake in the city appropriately recognised.

The elected representatives are assisted by the Council’s chief executive and staff, who provide advice, implement Council decisions, and look after the city’s day to day operations.

About this plan

The 2013/14 financial year is the second year of the Wellington City Council’s 2012–22 Long-term Plan (LTP), which Council adopted in June 2012. In that Plan, Council set out a programme of activities and investment in our infrastructure to deliver on our three immediate priorities and our four longer-term Community Outcomes. Collectively, this programme enables the Council, and Wellington, to take the next important steps in achieving our Towards Wellington 2040: Smart Capital vision.

We are committed to achieving our strategic priorities in a financially sustainable way. To do this, we believe we have found the right balance between maintaining the important services we already provide that people value, with the need to keep investing in new activities that are needed to take our city forward. This plan sets out how we intend to do that.

Vision

Wellington Towards 2040: Smart Capital

Community outcomes

A connected city

An eco-city

A people centred city

A dynamic central city

Priorities

An inclusive place where talent wants to live

A resilient city

A well-managed city

Activity areas

Governance

Environment

Cultural wellbeing

Economic development

Social and recreation

Urban development

Transport

New purpose of local government

In December 2012 the Local Government Act 2002 Amendment Act 2012 (the amending Act) was passed by Parliament and changed the purpose of local government.

As amended, section 10 of the Local Government Act (LGA) now says:

(1) The purpose of local government is—

(a) to enable democratic local decision-making and action by, and on behalf of, communities; and
(b) to meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses.

Section 10(1)(a) is unchanged. Section 10(1)(b) is new and replaces the “four well-being” purposes, which are repealed.

Our response

It is necessary for councils to review their activities to make sure they fit within this new purpose of local government. We undertook such a review during our annual planning process. This involved reviewing existing information and documents to answer the key questions about each activity we do:

is the activity ‘local infrastructure’, a ‘local public service’ or a ‘regulatory function’?, if not

is the activity meeting a community ‘want’ and / or ‘need’; and

in either case, is the activity is being delivered in the most cost effective way for households and businesses?

In conducting this review, we focussed on our ‘activities’ as they are identified in the Council’s 2012-22 Long-Term Plan. The review did not extend to how the Council delivers its corporate functions such as human resources and financial services, amongst other functions.

The review found that Council does undertake some activities that fall outside our current understanding of the terms ‘local infrastructure’, a ‘local public service’ and a ‘regulatory function’. However in all cases, we were able to determine that the community had given us a mandate to, or there was a clear need for our Council to, provide for the activity.

If you would like further information on how we conducted this review, please contact the Research, Consultation and Planning team.

We will continue to assess information on the impact of the new purpose as it comes to our attention and review our assessment of Council’s activities as necessary.

We have also updated our Significance Policy in light of the change in purpose. The new policy can be found on page 123.

Summary of community feedback

This Annual Plan was adopted in June 2013 following consultation with the community.

The draft plan received 460 written submissions during a month long consultation period. 74 submitters presented in person to the Strategy and Policy Committee over three days.

This year more young people submitted, particularly in the 18-29 age group, and there was an increase in submitters in the 40-49 and 50-59 age groups from last year. The number of first time submitters was very high with 70 percent of all submitters never having made a submission before on a draft annual or Long-term Plan.1

All submissions were read, analysed, and provided to the Mayor and Councillors. They were also made publicly available.

We also ran an online survey mimicking the submission form. This was completed by a representative sample of Wellington’s population by age and gender. 441 people completed the survey.

This year we also established an online panel for members of the public to participate in discussions, polls and surveys relating to the activities of the Council, called Our Capital Voice. All 402 members were given the opportunity to take part in an opinion poll and discussion forums on the proposals in the draft Annual Plan.

Each submitter will be advised of the Council’s decision on the points made in their submission.

Community feedback focussed on the key issues

The majority of comments focused on the key variances to the Long-term Plan that were being proposed in the draft plan. This included:

new funding proposals such as Smart Energy, Greening of Taranaki St and Capital Education initiatives

savings options that were proposed to help keep rates down

proposed increases in income

Overall there was general support from the community for the need to make savings to keep rates affordable. While there was clear opposition to some savings options, there were also submitters that supported Council’s proposals to move the city forward. Other submitters commented on our business-as-usual work, raised operational matters or requested funding support.

Our Strategy and Policy Committee – made up of all Councillors and the Mayor – considered all submissions in early June. It provided recommendations to Council, which made its final decisions in late June.

The work programme outlined in this document is not the same as the one outlined in the draft plan. Changes made by the Council after hearing from the community include:

Opening hours at Khandallah library

We had originally proposed to reduce opening hours and only open Khandallah library from 1.00pm to 5.30pm each weekday. After hearing from the community and library users we have decided to retain the existing opening hours.

Consistent closing hours at smaller branch libraries

We had proposed to be more consistent with closing hours, as currently some branch libraries close at 5.30pm or 6pm four days a week. We have decided to retain current closing hours at all libraries, including the one late night per week.

Parking charges at Botanic Garden

Introducing an enforceable P120 time limit and installing pay and display parking at $2.00 per hour from 10am to 4pm Monday to Friday was proposed to generate revenue of $32,400 per annum. We have decided not to proceed with this proposal. However, in line with recommendations from some submitters, we will increase our enforcement of the P120 time limit.

Pay and Display Parking – Freyberg Pool

This proposal was to adopt the same charging mechanism for this car park as those used on the central business district side of the pool. That is: $1.50 per hour between 8am-6pm Monday to Thursday, 8am-8pm Friday and no charge Saturday and Sunday.

After consulting with the community, the users of the fitness centre and clubs we have decided that the members’ parking area at the rear of the facility will be retained as free parking and used as a sales point for swim and gym memberships at the facility. The retention of these parking spaces will reduce the revenue earned by the remainder of the car park to $60,000 per annum. The capital costs to put this place will be $20,000.

Transfer management of Tawa Recreation Centre to Tawa College

We explored the possibility of passing the management of the Recreation Centre over to the college. However, the college has said that at this stage it would prefer the current arrangement to continue. We are therefore no longer pursuing this option.

Permits for taxis using taxi stands in Wellington

While we recognised taxis as an important part of Wellington’s public transport system for many people, we proposed to introduce a parking permit for taxis using dedicated taxi ranks in Wellington City. Currently taxis do not contribute to the maintenance of the transport network through parking charges, unlike other users.

After consultation with the community and Taxi Federation we have decided not to pursue this option for inclusion in the 2013/14 Annual Plan, but will continue to investigate whether this could be introduced in the future.

1 These results are based on the total number of respondents (305) that completed the demographic questions.

Key variances for 2013/14

Delivering affordable rates

Investing in the future

Growing our economy

Our approach to developing this plan has been to build on the commitments we made in the 2012-22 Long-term Plan to implement our Wellington Towards 2040: Smart Capital vision, while also focussing on issues such as growing our economy and increasing our resilience. We are aware that rates affordability is a key challenge, and as a council we are also facing cost pressures from interest, depreciation and maintaining levels of service. We believe we have developed a plan that has the right balance - focussing on efficiencies and modest cuts, while investing in new opportunities that will help the city grow.

This approach includes:

Delivering affordable rates

Investing in the future

Economic development

Our target average rates rise was 2.5%. The draft plan had outlined an average rates increase of 2.8%. The final plan, as a consequence of the following variances, has met our target rates rise of 2.5%.

Delivering affordable rates

In considering what we could do to reduce our costs to ratepayers we identified a number of savings and efficiencies. These primarily consist of efficiencies in the way we operate that can reduce costs without adversely impacting on service levels, or the outcomes we are seeking for the city.

The following efficiencies and savings are planned for 2013/14.

Changes to the Leisure card scheme

We are planning to cease proactive development of programmes and services for leisure card holders in partnership with other providers and health organisations. The leisure card itself will be retained.

We will also respond to initiatives proposed to us from other organisations and the wider community where possible.

This will achieve savings of $75,000 per annum.

Hazardous trees

We are permanently reducing the funding for hazardous tree removal by $100,000. We have adequately managed the risk within normal weather conditions for the past three years.

Patent slip jetty

We are removing funding for the demolition of the Patent Slip Jetty, which will reduce budgeted expenditure by $100,000. The jetty removal is not a high priority nor a high risk as it is currently fenced off.

Wellington Zoo Trust

We are reducing the operating grant to Wellington Zoo Trust by 3% or $84,000 from the 2012/13 level. The 2013/14 grant is set at $2.7 million.

Positively Wellington Tourism (PWT)

PWT successfully promotes tourism. However, we are reducing the operating grant to PWT by 3% or $140,000 from the 2012/13 level. The 2013/14 grant is set at $4.6 million. We are not reducing the $1 million grant funding for the Australian Marketing initiative or funding for Destination Wellington.

Southern Landfill Improvement

We were planning to undertake significant capital works to develop the next stage of the Southern Landfill in Happy Valley. A reduction in current waste volumes indicates that the timing is less pressing. This has allowed us extra time to secure a resource consent from the Greater Wellington Regional Council for this work. This will reduce our capital expenditure in 2013/14 by $8.2 million.

Plimmer Bequest Project

The timing of beautification work at Alex Moore Park has been moved forward to align with the construction of the new synthetic turf. This has no impact on borrowings due to the funding coming from the Plimmer Bequest Trust. This will increase expenditure in 2013/14 by $358,000.

Change to Operating Model of Crèche at WRAC

We will continue to run the crèche, but will be changing the operation model to a cost recovery basis. This will require users to pay between $3 and $4 per hour for the service, regardless of the level of subsidy available from the Ministry of Education. Users with children aged over 3 years who use their 20 hours free entitlement for this service will not be required to pay for the service.

This will deliver $40,000 of savings.

City Housing

The construction contract for the Berkeley Dallard Upgrade Project was awarded in February 2013. As a result, we now have more certainty over the timing of costs. The Newtown Upgrade Project is now nearing completion and this also has given some certainty over budget requirements for the 2013/14 year. This has resulted in a net reduction in capital expenditure for the 2013/14 and 2014/15 years, as the budget for Berkeley Dallard will incorporate a carried forward amount from the 2012/13 year.

Over the 2011/12 and 2012/13 financial years a significant amount for upgrade projects has been capitalised. The actual average life that has resulted from this is lower than what has been budgeted for. This change in assumption increases the amount of depreciation that will be charged in the 2013/14 year.

The following budget changes are:

a) Capital budget

2013/14 ($2.2m) - reduction in cost
2014/15 ($1.1m) - reduction in cost
2015/16 ($0.1m) - reduction in cost

b) Operating budget

2013/14 ($3.7m) - increase in net income
2014/15 $1.0m - decrease in net income
2015/16 ($2.3m) - increase in net income

Regional amenities fund

In the 2012-22 Long-term Plan, the Wellington City Council’s contribution to this fund in 2013/14 would have increased from $594,000 to $1.188 million. We have decided to only increase our contribution to $609,200 in 2013/14. While the Fund is a good regional initiative, the funding pool is not yet committed to specific projects. We believe that Wellington City Council’s share should not increase disproportionately to that of other councils, given we are already a core funder of many regionally significant arts and environmental attractions and events. The level of future contributions to the Fund will be considered following discussions with the other contributing councils.

Fees and charges

For 2013/14 we are increasing user fees and charges in a number of areas. The increases reflect cost pressures on the services provided by Council and increasing the fees ensures that ratepayers are not over subsidising services Council provides, and that we will not have large increases in the future. Our fees and charges are set in accordance with our Revenue and Financing Policy, and depend on a range of factors including who benefits from the activity. Areas where fees are increasing include:

Recycling, waste minimisation and disposal

Swimming pools

Burials and cremations

Public health regulations

Building control and facilitation services

A full list of the updated fees and charges can be found on page 108.

Investing in the future

We have budgeted additional funding to build on our strengths as a city and continue working towards our Wellington Towards 2040: Smart Capital vision.

Smart Energy Capital

We have agreed funding of $250,000 for two years to work in partnership with others to grow our reputation as a smart city, stimulate economic activity, reduce climate change emissions, and improve health for residents and workers. Our intent is to develop funding partnerships in some or all of the following priority areas:

To build a programme that delivers large-scale improvements to the quality, energy efficiency and health of Wellington homes. We also want to leverage new technologies that work alongside advanced metres to optimise energy use.

To explore partnerships around solar and wind energy to deliver maximum reach in the Wellington market.

To stimulate increased energy efficiency and performance with commercial building partners and other businesses.

To build on our successful electric vehicle trial and advances in biofuels with a view to see more low-carbon transport fuel uptake in the market.

To work with stakeholders to design and implement energy innovations including a smart grid pilot for Wellington.

Built Heritage Incentive Fund

We have agreed to increase the current Built Heritage Incentive Fund (BHIF) for 2013/14 from $329,000 to $400,000. The purpose of the BHIF is to help with conserving, restoring and protecting Wellington’s built heritage. The Fund also helps meet some of the additional costs associated with owning and caring for a heritage property.

Part of this increase in funding will be used to provide an additional resource to establish which buildings will benefit most from the fund, and to meet with building owners to discuss their earthquake strengthening requirements.

Greening of Taranaki Street

We’re going to progress work on the greening of Taranaki Street.

Taranaki Street is a major movement spine within the city that is currently traffic dominated. It will be used in the 2015 celebrations as a key access to Memorial Park and is part of important connections between other places of national importance such as Parliament and Government House.

The redesign of the streetscape will prioritise pedestrian comfort through landscaping, paving and lighting. We have budgeted $150,000 for 2013/14 to develop concept design options and costs for an interim project.

Civic Square Review

We have agreed funding of $150,000 to investigate opportunities for the future of the Civic Square precinct - given the need to address a number of earthquake prone building (and other) issues in this area.

Miramar Peninsula Framework

We have agreed funding of $50,000 to undertake work on the development of the Miramar Peninsula framework in preparation for the next Long-term Planning process.

The Miramar Peninsula Framework is intended to be a Long-term Planning tool, looking at a wide range of issues relevant to the Miramar Peninsula and outlining a strategy to guide future development and investment.

Capital Education Initiative

The Capital Education Initiative aims to improve the facilitation of school visits to the capital.

We have committed $60,000 to fund a strategic marketing campaign to New Zealand schools promoting Wellington, our facilities and unique offer as a destination for educational visits. This campaign will be hosted through Positively Wellington Tourism and Wellington Museums Trust, and incorporate a teacher-specific landing page on www.WellingtonNZ.com which will launch by 2015.

Safer speed limit in the CBD

We are committing $40,000 to undertake consultation on a possible reduction in the speed limit across the Central City to 30 or 40 kph. Results from this consultation will be incorporated into the 2014/15 annual planning process.

Clyde Quay Marina

We are providing $205,000 for a wave study, geotechnical investigations and an assessment of the harbour floor for the proposed Clyde Quay Marina Upgrade. Any funding for the capital works of the Clyde Quay Boat Harbour Redevelopment Plan will be subject to our normal annual and Long-term Plan processes. We will also be reviewing the Memorandum of Understanding with the Royal Port Nicholson Yacht Club.

Zealandia

We have agreed to increase our operating grant to Zealandia by $175,000 for the 2013/14 year. This is to support the new board and to provide Zealandia with a higher level of financial security, and enable the Trust to focus on implementing strategies for improvement.

Living wage

We have provided $250,000 in 2013/14 to commence implementation of a Living Wage for Council staff from 1 January 2014. Prior to this we will develop a Living Wage Framework and report to Council in November. This report will outline the phased implementation of a Living Wage and determine the role we can take in advocating for a Living Wage Capital.

Shelly Bay

We have agreed to consider the future of Council owned buildings at Shelly Bay in accordance with the Miramar Peninsula Framework. We believe that any assessment of our ownerships of these buildings should take into account the heritage values, appropriate economic returns and good urban planning and design.

Cycling network

We have agreed to increase our investment in the cycle network by $250,000 operating expenditure, and $250,000 capital expenditure for 2013/14. This will be used to explore improvement options and to develop a programme of works that delivers a “cycling brand” to Wellington. This programme does not need to be consistent with the New Zealand Transport Authority (NZTA) requirements and can target the development of a comprehensive cycling network that includes recreational scope in addition to the existing focus dedicated on commuting.

Orchestra wellington

We have committed to increase the Cultural Grant pool by $112,000 per annum, and to grant this funding to Orchestra Wellington in 2013/14 and 2014/15, after which its three year contract with Council will be reviewed.

Lombard Lane

There is a development proposal for this site to develop ‘high street’ retail along Victoria Street and boutique retail along Lombard Lane. This proposal meets an important criteria set out in the Central City Framework which is about partnership between public and private sectors.

For these reasons, we have agreed to commit $150,000 to work with the developer of the site bordered by Manners, Victoria and Bond streets to enhance the public spaces of Lombard Lane and Denton Park. Funding would cover design, feasibility, costing and legal work.

Wellington Waterfront Limited

We oversee the development of the waterfront and implementation is managed by a Council-controlled organisation – Wellington Waterfront Ltd. Development of the waterfront is guided by the Wellington Waterfront Framework that was established in 2001.

During the 2012-22 Long-term Plan process, the Council consulted on and agreed a three year plan Waterfront Development Plan, to give greater visibility to Council’s future plans for the waterfront. There are three proposed variances to that plan, agreed to on the basis that Wellington Waterfront Limited is able to source new revenue to fund them and that they will not require any increase in the Council loan. These include:

Upgrading and repairing the children’s playground at the north end of Frank Kitts Park ($1 million)

Modifying space at the north end of Shed 6 to provide a base for the Crocodile Bikes ($150,000).

Development of a water-based adventure activities area within the Shed 6 Harbour Basin ($150,000).

The updated Waterfront Development Plan for the 2013/14 can be found on page 119.

Growing our economy

We are proposing a number of actions in response to the economic challenges Wellington faces.

Firstly, we are increasing the capability of Council’s ‘economic growth group’ to deliver on our Economic Development Strategy. While the Destination Wellington initiative is progressing, we have identified the need for additional resources to; progress other key aspects of the strategy (including Open for Business), strengthen our relationships with the business sector and progress partnerships.

In addition to this, we are actively seeking out and progressing key projects that will contribute to diversifying and growing Wellington’s economy. Some projects, such as a convention centre and the airport runway extension, have been investigated and discussed previously. Others are emerging from within Council and the community. We are proactively looking to advance appropriate projects by working in partnership with others including central government. To attract support, we believe that a project must be able to demonstrate an economic return on Council’s investment.

To enable such investment, we need to develop the mechanisms through which we can readily respond to opportunities as they arise. This includes making financial provisions to enable investment in the right projects and appropriate decision making processes for applying that investment.

Our work

Governance

Environment

Economic development

Cultural wellbeing

Social and recreation

Urban development

Transport

Running a city is a 24/7 operation. Our services touch the lives of all Wellingtonians — at work, home and play. The following section provides an outline of our work.

Governance

Our primary objective is to support the democratic and governance process of council. Our governance work includes seeking feedback on our proposals from members of the public, producing annual plans and annual reports to make ourselves accountable to residents, engaging with Māori and stakeholder groups, producing policies and strategies to guide our work, and providing information about our services and activities.

A key focus of the coming year will be on engaging with Wellingtonians. We have reviewed our website to allow users more opportunities to navigate in a way that suits their needs. We have also launched an online engagement panel – Our Capital Voice for members of the public to participate in discussions, polls and surveys.

2013/14 operational cost: $85 per resident.2

Environment

We provide water supply, and work to reduce the impact of stormwater and sewage disposal on the natural environment; provide recycling and waste disposal services; offer grants for environmental initiatives; run the Kiwi Point Quarry; and promote energy efficiency and sustainability.

We look after the city’s parks and gardens, including Otari Wilton’s Bush, Bolton Street Memorial Park, Truby King Park, and many other reserve areas, as well as beaches, and coastline. We fund the Zoo and Zealandia, and other world-class nature-based visitor attractions such as our Botanical Garden. Our work includes track maintenance, pest management, and planting. Much of this is supported by the commitments of a large number of volunteers and groups.

The priority in the coming year will be to maintain our infrastructure and to take further steps to ensure our reservoirs will be a secure source of water as part of our emergency management planning. We’ll also continue work on our Climate Change Action Plan including developing strategic partnerships to deliver on Wellington’s emissions reduction targets.

2013/14 operational cost: $712 per resident.

Economic development

The economic prosperity of the city is closely linked to residents’ quality of life. Our activities contribute to the city’s economic wellbeing and take a lead in shaping Wellington’s future prosperity. We advocate for the city’s interests to central and regional government. We maintain international links through sister city relations. Our initiatives complement the programme provided by agency Grow Wellington.

We also work to attract major events that bring new spending to the city and we fund tourism promotions, and support attractions such as Te Papa and Council controlled conference venues.

2013/14 operational cost: $94 per resident.

Cultural wellbeing

We operate Toi Poneke — the Wellington Arts Centre, fund the Wellington Museums Trust and support the NZ International Arts Festival, the St James Theatre and the NZ Symphony Orchestra.

We also provide cultural grants, support community events and festivals, and run the City Archives. A strong arts and culture sector contributes to a diverse economy, healthy and connected communities and high quality of life. Wellingtonians also tell us that creativity is an important part of Wellington’s identity and an important reason for why they choose to live here.

2013/14 operational cost: $85 per resident.

Social and recreation

We work to protect public health and safety through projects such as monitoring the city centre, licensing food and liquor outlets, animal control, regulating other public health risks, providing toilets and cemeteries, and preparing the city to deal with emergencies such as earthquakes.

We recognise the importance of building local community resilience by supporting partnerships and programmes that connect communities and neighbourhoods and enhances community safety .

We support a city wide network of community spaces, community centres and halls, libraries, support community organisations, and provide homes for people whose needs are not met by state housing or the private housing market.

To encourage people of all ages to engage in social and recreational activities that help them live more active and healthy lives, we provide a wide range of high quality sporting and recreation facilities throughout the city.

2013/14 operational cost: $497 per resident.

Urban development

Our urban development work includes enhancing the waterfront and city and suburban centres, developing public spaces such as urban parks and squares, looking after heritage sites, assessing and issuing building and resource consents, and planning for the city’s future development.

A key focus in the coming year will be to continue our work on earthquake resilience and delivering on the Central City Framework.

2013/14 operational cost: $136 per resident.

Transport

We look after the hundreds of kilometres of streets and roads, as well as footpaths, cycle lanes, traffic signals, car parks and access ways.

We take steps to improve traffic safety and support public transport through bus priority measures and provide bus shelters. We also plan to ensure the city’s transport network meets future needs.

Our focus in the coming year will be on maintaining and operating the network, and to continue strengthening and rebuilding works for tunnels and bridges throughout the city.

2013/14 operational cost: $268 per resident.

2 Based on a resident population estimate of 203,607.

Efficiencies and savings

Throughout this annual planning process, we have been focussed on making internal efficiencies and working smarter. As a result, officers have identified significant savings and income opportunities across Council’s activities and internal functions totalling $14.1 million.

As an example, our Building Compliance and Consents business unit is extending the use of Go Get, a system that enables inspection teams to access information and processes in the field using a mobile tablet device. This will increase the efficiency of the team by reducing double handling of information and automating administrative tasks. As a result, the number of inspection hours that can be recorded in a day will increase and the turnaround time for inspections is expected to improve.

We have also:

Renegotiated contracts resulting in better rates or reduced costs

Only applied inflationary increases to budget lines where necessary

Gained income from providing our expertise and services to other local authorities

In addition to this, we are looking to combine and better align existing resources to achieve our priorities. An example of this is the Our Living City initiative.

Wellington's greatest strength as a city is our quality of life, and nature is integral to this. Our unique environment – harbour, hills, wild coastline and native flora and fauna so close to where we live and work – provides ecological, economic, social and cultural benefits. Our Living City is a work programme designed to strengthen our urban-nature connections, further improve Wellington's quality of life and help achieve our Smart Capital vision.

The goals of the programme include growing our natural capital to attract people, ideas and investment to the city. The programme itself includes a number of associated initiatives including the Two Million Trees project, which grows Council's existing revegetation programme into a celebration of our Council and community planting programmes and sets a target of two million trees by 2020.

Working in partnership with others is a key feature of this programme. As an example of this, the Council and Victoria University of Wellington recently announced a ground-breaking three year research collaboration, to explore issues of the city's resilience, ecology and urban environment.

Cost pressures

As was highlighted in the 2012-22 Long-term Plan, Council does face significant financial challenges in terms of earthquake mitigation for Council buildings and weather-tight buildings.

In terms of weather-tight building provisions, the Council will continue to fund settlements initially through borrowings. To repay those borrowings we have planned to fund $5.0 million through rates in 2013/14 and the remaining liability of $55.4 million between 2014/15 and 2019/20.

In terms of earthquake strengthening, Council agreed to a revised programme of earthquake risk mitigation works on Councils buildings. Current estimates for earthquake strengthening total $47.2 million over the 10 years of the current Long-term Plan and $12.7 million in 2013/14.

Financial overview

Financial strategy at a glance

Finances at a glance

Financial strategy at a glance

The Council implemented its Financial Strategy during the long term plan last year, this strategy intends to guide the decisions we make now and in the future to deliver a financially sustainable city in the long term. One in which its citizens can afford to live in the near future, and also in 50 and 100 years from now. In many ways, our strategy formalised our current practice and compliments our existing financial policies. The Financial Strategy is founded on the following five guiding principles:

Fairness and equity

Willingness to pay

Value for money

Risk management and assessment

Good financial governance and stewardship

The strategy outlines how we will balance investment in our city strategy with prudent and sustainable financial management of the Council’s resources. The Council currently has a sound financial position; however we are facing significant financial challenges because of the costs of earthquake strengthening our assets and our weathertight homes liabilities.

Through setting limits on our rates and borrowings we will require prioritisation of expenditure decisions together with review of existing services and their delivery. A Financial Sustainability Working Party was established to aid in this process. The parameters we are setting for our rates levels and rates increases are:

Rates limits: | 2013/14
Rates increase target3 | 2.5%
Rates increase limit4 | 3.1%
Rates limit ($’000)5 | 248,386

The annual plan rates increase target of 2.5% has been achieved. This is an improvement on the long term plan where the projected rates increase for 2013/14 was 0.3% higher than the budgeted rates increase target.

We have set targets and limits separately to be clear about our intentions. Targets are the level that is intended to be achieved. Limits are the level it is not intended to be breached.

The parameters we have set for borrowings and capital expenditure are:

Borrowings limits: | Operating Targets | Prudential Limits
Net borrowing as a percentage of equity | <10% | <10%
Net borrowing as a percentage of income | <105% | <150%
Net interest as a percentage of income | <15% | <15%
Net interest as a percentage of annual rates income | <20% | <20%
Liquidity (term borrowing committed loan facilities to 12 month peak net borrowing forecast) | >110% | >110%
Borrowings funded capital expenditure target | $45 million over legislative Council triennium
Borrowings funded capital expenditure limit | $60 million over legislative Council triennium

Finances at a glance

Operational expenditure

Operational expenditure provides for all of our day-to-day operations and services, from waste disposal, water supply and maintaining our roads, to issuing building consents, running our recreational facilities and maintaining our parks and gardens.

The Council plans to spend $376 million on operational expenditure across our seven strategy areas in 2013/14.

The graph to the right shows where this operational expenditure will be spent by strategy in 2013/14:

Sources of operational funding

67 percent of our operational expenditure is funded from a combination of general rates (paid on all properties) and targeted rates. The remainder is funded from user charges, ground and commercial lease income, dividends and other revenue such as grants and government subsidies. A small portion is not funded.

The following graph to the right shows how our operational expenditure is being funded in 2013/14

Detailed information on all of our rating mechanisms is included on page 87 of the plan.

Your rates

For 2013/14, our total rates will increase by 3.0 percent before allowing for growth in our ratepayer base. After allowing for expected growth, our total rates will increase by 2.5 percent.

Rates on the average residential property (valued at $526,940) are to increase by 3.1 percent to $2,021 in 2013/14. An average rates increase of around 1.9 percent for commercial properties, including the impact of increases in metered water charges in 2013/14.

Explaining your rates

Our total rates revenue is split between general rates and targeted rates.

General rates are used to fund activities where the Council is unable to clearly identify a specific group of ratepayers who receive the benefit of that activity, or where is it not possible or appropriate for that group to be targeted to pay. There are two categories of general rates: the base sector general rate (residential) and the commercial sector general rate. The Council has a rates differential in place that decides how the general rate is shared between the residents and businesses in each category.

In 2013/14, the commercial sector general rate per dollar of capital value is to be 2.8 times higher than the base sector general rate for a residential property of the same value. During the Annual Plan we reviewed the differential and agreed it was appropriate to retain it at 2.8 as the relative share projected to be paid by each sector was consistent

Targeted rates are used to fund activities where the Council is able to clearly identify a specific group of ratepayers who receive the benefit of the activity, and where it is appropriate that this group be targeted to pay. The Council sets targeted rates to fund costs associated with the Council’s water, sewerage and stormwater systems. Separate targeted rates are also set for our base (residential) sector, commercial sector, downtown commercial sector, Marsden Village and Tawa driveways.

Your total rates bill will be made up of the general and targeted rates that apply to your property.

Property valuations and rates distribution

The Council sets the total amount of rates required to fund its expenditure based on the budgeted costs included in this annual plan. For the majority of its rates the Council then uses property valuations as the basis to distribute the total rates requirement proportionally across all properties in Wellington by setting a rate per dollar of capital value on your property.

The Council is on a 3-yearly valuation cycle and for the 2013/14 rating year the September 2012 valuations will be used to distribute the total rates requirement across all properties in Wellington. Over the last year the average residential property capital value has increased by 0.8 percent from $522,570 in 2012/13 to $526,940 in 2013/14.

The current property valuation will be will be used to distribute the total rates requirement for the 2013/14, 2014/15 and 2015/16 rating years.

It is important to note that your rates bill does not automatically change when your property value changes. Your rates bill will only be impacted by the change in your property’s capital value relative to the change the in capital value for the entire city. The final rates bill for an individual property will depend on:

The overall increase in the Council’s rateable budget

Any changes to the way we fund our activities (as set out in our Revenue and Financing Policy)

Any changes in the rates differential or uniform rates applying to that property

The growth in the number of rateable properties in the city (e.g. due to construction of new houses, apartments or business premises)

The change in that property’s capital value compared to the average change in the capital value for the entire city

The following table shows the indicative residential property rates exclusive of GST for properties without a water meter for 2013/14:

Capital Values | 2013/14 Total Rates | Increase over 2012/13
$ | $ | %
200,000 | 914 | 3.03%
300,000 | 1,252 | 2.95%
400,000 | 1,591 | 2.90%
500,000 | 1,930 | 2.86%
600,000 | 2,269 | 2.84%
700,000 | 2,607 | 2.82%
800,000 | 2,946 | 2.81%
900,000 | 3,285 | 2.80%

Changes to rates or rating mechanisms

Water Rates

The following increases to our targeted water rates ensure the cost increases in the associated water activity are appropriately recovered:

Targeted Water Rating Mechanism
2012/13
(excluding GST)
2013/14
(excluding GST)

Water consumption charge for properties with a water meter
$1.730 per cubic metre
$1.797 per cubic metre

Annual administrative charge for properties with a water meter
$103.25
$107.50

Annual fixed charge for base (residential) sector properties without a water meter
$127.25
$132.25

New connection charges for new residential properties
$61.50
$63.50

New connection charges for new commercial properties
$205.00
$211.00

Funding our activities

When we’re deciding how to fund an activity, we consider a wide range of factors including:

who benefits (individuals, an identifiable part of the community)

can the beneficiary be easily identified

can the beneficiary be easily excluded from using the service for non-payment

intergenerational equity (i.e. do the benefits accrue to future generations as well as present ones)

the ‘polluter pays’ principle (i.e. people should pay for negative effects they cause)

fairness/equity of excluding people who cannot afford to pay

transparency/accountability of a particular funding method

overall impact on social, economic, cultural and environmental wellbeing.

Our Revenue and Financing Policy outlines how we propose to fund our activities. In 2013/14 we are to make no changes to how our activities are funded in our Revenue and Financing Policy:

User charges

For 2013/14, we are to increase user charges in some areas. The majority of these increases are minor and reflect cost pressures on the underlying service provided by the Council. Increasing fees by a little each year ensures that ratepayers are not over-subsidising services the Council provides and helps to avoid larger catch up increases in future. Our fees are set in accordance with our Revenue and Financing Policy. Areas where we are proposing to increase fees include:

Sewage collection and disposal network

Waste minimisation, disposal and recycling management (incl trade waste)

Swimming pools

Public health regulations

Burials and cremations

Water rates

Areas where changes to fees and charges are associated with new revenue streams include:

Parking charges at Freyberg Pool

The level and extent of proposed fee increases vary and are outlined in greater detail in the appendices of this plan.

Understanding the council’s budgeted surplus

The Council is forecasting a net operating surplus of $35.6 million in 2013/14. The majority of this surplus arises from cash funding received for capital purposes (Crown grants for housing, development contributions, NZTA subsidies and bequests). This income flows through to the net operating surplus to be available to fund capital expenditure. Offsetting this are some depreciation costs on assets which we have resolved not to fund.

Capital expenditure

We’re continuing to invest in our city’s infrastructure while focussing on city resilience.

Capital expenditure pays for purchasing, building or developing the Council’s assets (e.g. pipes, roads, libraries, swimming pools). Our capital expenditure (excluding carry forwards and loans to other organisations) is forecast to be $158 million in 2013/14.

The graph to the left shows where this operational expenditure will be spent by strategy in 2013/14:

Sources of operational funding

We fund capital expenditure from depreciation, borrowings, NZ Transport Agency subsidies, grants and development contributions. For asset renewals, the main funding source is depreciation. For new assets and upgrades, the main funding sources are borrowings, subsidies and grants. The following graph to the left shows how our operational expenditure is being funded in 2013/14

Borrowings

Total borrowings are forecast to be $376 million at the end of 2013/14 increasing to. Over the same period our forecast asset base totals $7.1 billion in 2013/14.

As borrowings are a consequence of capital expenditure, our financial strategy set a ‘borrowings funded capital investment target’ of $45 million for each three yearly Council Triennium, and a ‘borrowings funded capital investment limit’ of $60 million for each three yearly Council Triennium. This will ensure our debt levels remain sustainable and affordable for years to come.

Wellington City Council currently holds an AA credit rating from Standard and Poor’s. This credit rating should result in lower borrowing costs for the Council and greater access to debt markets.

Land sale

The Council only owns property assets that are necessary for public works or another purpose aligned to Council strategies. Property assets falling outside of this will be considered for sale or redeployed.

Reflected in the 2013/14 plan is $2 million worth of property asset disposals, with proceeds being used to reduce Council borrowings.

Any specific proposed property asset sale will be publically consulted upon as per the standard Council process.

Variances from the Long-term Plan

Each year we review the underlying assumptions and costs that make up each activity. For each activity we consider the impact of a number of factors including:

changes in direct costs

updated forecasting assumptions (including changes to the forecast timing of projects)

the appropriateness of forecast inflation and CPI adjustments

changes affecting our opening position (e.g. updated borrowings forecasts).

This means that the costs for each activity may differ from those we had originally forecast in the 2012/22 Long-term Plan.

Further information is provided in the ‘2013/14 Activity Programme’ section.

3 For 2013/14 the target is the average of the LGCI and the Consumer Price Index (CPI). From 2014/15 onwards the target is based on CPI.

4 The limit on rates increases are set as an indexation based on the LGCI. The base year is the 2011/12 rates income.

5 The limits on rates is based on the increase set by the LGCI annually.

2013/14 activity programme

Over the next few pages, you’ll find information about our plans for 2013/14.

Our work is divided into seven activity areas:

Governance – engagement with Māori, and information, consultation and decision-making.

Environment – gardens and beaches, green open spaces, water, wastewater, waste reduction and energy conservation, environmental conservation attractions, and the quarry.

Economic development – city promotions, events and attractions, and business support.

Cultural wellbeing – galleries and museums, community arts and cultural support, arts partnerships, and visitor attractions.

Social and recreation – housing, recreation facilities and programmes, libraries, public health and safety, and community support.

Urban development – urban planning and policy, building control and facilitation, development control and facilitation, earthquake risk mitigation, heritage and public spaces development.

Transport – transport planning and policy, transport networks, and parking.

In each chapter you’ll find information about the work we do, key projects, capital and operational costs, and our performance targets (i.e. our targets for quantity, quality and breadth of service).

We’ve done our best to provide information that is meaningful and relevant, and to present this information as clearly as possible, so that you – Wellington’s residents – can be informed about our programme for the year ahead.

Governance

1.1 Governance, information and engagement

1.2 Māori and mana whenua partnerships

Pārongo ā-Tāone

1 Governance Pārongo ā-Tāone

“He tangata kaiaka mā te mauī, he tangata kaiaka mā te katau”

“Engage some people to attend to the left, and some to attend to the right (a community can use all the skills of its people).”

1.1 Governance, information and engagement

What we do

Key projects

Measuring our performance

What it will cost

Pārongo, kōrerorero whānui me ngā mahi whakataunga

We want to involve people and maintain their confidence in our decision-making.

What we do

City governance and engagement

Civic information

City archives.

Our decisions shape the city of today and the future. These decisions need to reflect the services that matter to the community and how much they are willing to pay for them, so we do a range of things to ensure people are well informed and can contribute meaningfully to Council decision-making processes. The Local Government Act 2002 sets out the decision-making, planning and accountability procedures expected of local authorities.

Other legislation requires us to keep a record of our work and provide access to the information we hold. City archives preserves and makes available a huge range of primary information about the city’s history.

Key projects

We will manage the 2013 Local Body Elections. The contract with Electionz.com for the provision of election processing and electoral officer support is tightly managed to ensure services are satisfactorily provided and within agreed timeframes and budget

We will project manage the Governance Transition 2013 project, which will include Elected Member Induction, Inaugural ceremonies, establishment and implementation of any new governance structures.

We will roll out the phase two of our E-meetings solution project. The electronic compilations of meeting documentation.

We will establish a District Licensing Committee (DLC), to give effect to the requirement of the Sale and Supply of Alcohol Act 2012, ensuring that a committee is operational for all licences decision-making from 18 December 2013.

We will investigate opportunities to partner with government agencies and others to introduce an internship programme for refugees and/or new migrants and/or people with disabilities in the 18 - 28 age group who are having real difficulty gaining work experience.

Measuring our performance

Our targets for 2013/14 are:

At least 60% of residents are satisfied that the Council consults them the right amount

At least 80% of residents are satisfied or neutral (neither satisfied nor dissatisfied) with the way Council involves them in decision-making

We also monitor e-petition participation but there is no target for this

100% of Council and committee agendas will be made available to the public two days prior to the meeting

80% of Council and committee agendas will be made available to the public five days prior to the meeting

At least 80% of residents agree that Council information is easy to access

At least 80% of residents agree the council website is easy to navigate and get information from

80% of contact centre calls are answered within 30 seconds and 100% of emails are answered within 24 hours

90% of users are satisfied with the City Archives services and facilities

What it will cost

1.1 Governance, information and engagement
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

1.1.1 - City governance and engagement
(312)
9,912
9,600
110

1.1.2 - Civic information
(241)
5,813
5,572
-

1.1.3 - City Archives
(180)
1,364
1,184
-

2013/14 1.1 Total
(733)
17,089
16,356
110

2012/13 1.1 Total
(397)
15,210
14,813
-

1.2 Māori and mana whenua partnerships

What we do

Key projects

Measuring our performance

What it will cost

Whai wāhitanga Māori (tae noa ki te mana whenua)

We have an obligation to ensure the views of Māori community and mana whenua are heard.

What we do

We ensure the special position of mana whenua Ngāti Toa Rangatira and Taranaki Whānui ki te Upoko o te Ika is acknowledged and reflected in the way we make decisions about the city and its resources and ensure their contribution to Wellington’s heritage and future is fully and publicly acknowledged.

We work with mana whenua to explore opportunities for the city emerging from settlement of their historic Treaty of Waitangi claims and engage with the wider Māori community in particular on issues of specific interest to them.

Key projects

We will ensure specific projects that reflect Māori community and mana whenua partnerships are delivered across the Council in many areas of Council activity.

We will improve opportunities for Māori to contribute to Council decision-making.

We will continue to develop a programme of Māori cultural celebrations and events in the city.

We will work with the Port Nicholson Block Settlement Trust to host Waitangi Day celebrations in the city.

Measuring our performance

Our targets for 2013/14 are:

Maintain a positive relationship with our mana whenua partners.

At least 85% of Māori residents are satisfied or neutral (neither satisfied nor dissatisfied) with regard to their involvement with decision-making.

What it will cost

1.2 Maori and mana whenua partnerships
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

1.2.1 - Maori and Mana Whenua partnerships
-
225
225
-

2013/14 1.1 Total
-
225
225
-

2012/13 1.2 Total
-
237
237
-

Environment

2.1 Gardens, beaches and green open spaces

2.2 Waste reduction and energy conservation

2.3 Water

2.4 Wastewater

2.5 Stormwater

2.6 Conservation Attractions

Taiao

2 Environment Taiao

“Toitū te marae a Tāne, Toitū te marae a Tangaroa, Toitū te iwi”

“Care for the domain of Tāne Mahuta (Guardian of the Forest) and Tangaroa (Guardian of the sea), so too will the people endure.”

2.1 Gardens, beaches and green open spaces

What we do

Key projects

Measuring our performance

What it will cost

Ngā wāhi wātea me ngā mahi papa atawhai

We manage the city’s natural environment and gardens in ways that balance conservation and enhancement with opportunities for enjoyment and recreation.

What we do

Local parks and open spaces

Botanic garden

Beaches and coastal operations

Roads open spaces

Town Belt

Community environmental initiatives

Walkways

Biodiversity (pest management)

From the green hills and the unique Town Belt to the wild south coast and the city’s botanic garden, Wellington is surrounded by nature. Our activities seek to preserve the city’s unique environment and protect and restore its biodiversity. A high-quality natural environment enhances the city’s unique ‘sense of place’ and provides attractive, safe and accessible places for leisure and recreation. Our aim is to enhance enjoyment of these areas.

We ensure that the city’s beaches and coastline remain healthy, through a programme involving dune protection, planting, erosion control and maintenance of boating facilities.

We look after the city’s parks and gardens, including the Wellington Botanic Garden, Otari Wilton’s Bush, Bolton Street Memorial Park, Truby King Park, and many other reserve areas.

We grow approximately 80,000 native plants each year in our Berhampore Nursery, for use in parks, gardens and open spaces and we manage over 30 hectares of lawns on over 700 sites throughout the city.

Key projects

We will draft a Wellington Town Belt Bill to improve and modernise the governance arrangements for the Wellington Town Belt.

We will develop a Suburban Reserves Management Plan covering reserves in the eastern, central and western areas and review the management plan for the Wellington Botanic Garden, Bolton Street Memorial Park, Otari Wilton's Bush and Truby King Park. These actions are required to meet our statutory obligations under the Reserves Act, and also provide an opportunity to ensure that we manage and develop reserves appropriately.

We will continue to develop a Concessions Policy for the management of commercial activities on reserve land. The development of a Concessions Policy will ensure a consistent approach to managing commercial activity on reserve land and ensure that any commercial use of parks, coast and green open spaces benefits the community and the reserve network.

We will continue development of the Open Space Framework. The framework guides investment and activities across all open spaces to align with community needs and identify gaps and opportunities.

We will work with Ngāti Toa Rangatira to develop a co-management plan for Taputeranga Island (referred to in the deed of settlement between Ngāti Toa Rangatira and the Crown).

We will continue to renew key tracks in our network including:

– renewal of the Piwakawaka Track in Odell Reserve
– renewal of parts of the Southern Walkway
– improving the summit track to Mt Victoria
– Te Raekaihau and Makara peak  

We will continue implementing projects that deliver on the South Coast Management Plan (2002). The focus of the work will be on coastal protection between Owhiro Bay and Point Dorset, including managing vehicle access, coastal dune protection, and upgrades of visitor facilities.

We will reconfigure the Otari Wilton’s Bush Curator’s house. The reconfigured Curator’s house will better meet the needs of staff and visitors. This project will start in May 2014 with completion in September 2015.

We will continue with the Biodiversity Action Plan programme. The programme establishes key native eco-systems with operational ‘pest management plans’.

We will continue to support key projects that align with our environmental goals through our Environmental grants.

The Our Living City Fund (formerly Environmental grants) will support community gardens, green infrastructure (living walls and roofs), resilience to natural events, reducing emissions, reductions from stationary energy, transport, water and waste.

The Charles Plimmer Bequest – Charles Plimmer bequeathed income from his residual estate to the Council for the benefit of the citizens of Wellington. This is used primarily to beautify areas of the city.

In addition to the Alex Moore Park beautification project, work will continue on with our planning and further fundraising for the development of the Children’s Garden at the Wellington Botanic Garden in 2013/14/15. Detailed design of the garden and fundraising is the objective of our work in the 2013/14 year.

Measuring our performance

Our targets for 2013/14 are:

90% of residents are satisfied with the quality and maintenance of local parks and reserves

95% of residents are satisfied with the quality and maintenance of the Botanic Garden

90% of residents are satisfied with the quality and maintenance of beaches and coastal areas

90% of residents agree that green open spaces, gardens and beaches provide good value for money

90% of residents are satisfied with the quality and maintenance of walkways

85% of residents are satisfied with the quality and maintenance of roadside vegetation

90% of residents use local parks and reserves yearly, and at least 30% use them weekly

The Botanic Garden will have 1.2 million visitors

75% of residents visit the botanic garden yearly, and 10% visit it weekly

95% of residents use beaches and coastal areas yearly, and 25% use them weekly

70% of residents use walkways yearly, and 15% use them weekly

85% of residents are satisfied with the quality and maintenance of street cleaning

100% of our street cleaning is compliant with quality performance standards

At least 45,000 native plantings are undertaken by WCC

At least 32,000 native plants are provided by WCC for community planting

At least 60% of high value biodiversity sites are covered by integrated animal pest control or weed control

At least 95% of the grants funds are successfully allocated (through milestones being met)

What it will cost

2.1 Gardens, Beaches and Green Open Spaces
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

2.1.1 - Local parks and open spaces
(454)
8,113
7,659
1,657

2.1.2 - Botanic garden
(408)
4,790
4,382
566

2.1.3 - Beaches and coast operations
(51)
1,029
978
159

2.1.4 - Roads open spaces
(633)
8,602
7,969
-

2.1.5 - Town belts
(209)
4,420
4,211
113

2.1.6 - Community environmental initiatives
-
436
436
-

2.1.7 - Walkways
-
523
523
158

2.1.8 - Biodiversity (pest management)
-
1,097
1,097
-

2013/14 2.1 Total
(1,755)
29,010
27,255
2,653

2012/13 2.1 Total
(1,733)
29,013
27,280
2,650

2.2 Waste reduction and energy conservation

What we do

Key projects

Measuring our performance

What it will cost

Whakaiti para, hangarua me te pena pūngao

Sustainability is about meeting our needs now without burdening future generations.

What we do

Energy efficiency and conservation

Closed landfill aftercare

Waste minimisation, disposal and recycling

A sustainable city uses resources efficiently, re-uses or recycles them, and only commits them to landfills as a last resort. Sustainability is about reducing the amount of energy we use and using clean energy from renewable sources. It is also about promoting a culture that values the environment and encourages pro-environment behaviour of everyone who lives, works, or studies here.

Key projects

Climate change programme – We will continue to develop strategic partnerships to deliver on Wellington’s emissions reduction targets, and to continue to invest in existing climate change initiatives. In particular:

– We will keep supporting the Warm Up New Zealand: Heat Smart programme which supports improved home insulation and heating. This programme also attracts central government funding. We will spend $40,000 a year on this programme for the next 2 years. Council funding will be dependant on whether central government continues to fund the Warm up New Zealand: Heat Smart programme beyond November 2013.

– We will extend the existing Home Energy Saver Programme which provides for free energy assessments and the preparation of tailored action plans for Wellington households. We’re spending $60,000 a year on this programme for the next 2 years. We are working with stakeholders to improve and scale-up this programme.

Smart Energy Capital - we will seek partners to achieve significant change in how energy is used and generated by households and businesses.

We will carry out further work on sea level rise particularly associated with commencing a dialogue with stakeholders and the wider community on the issue and possible response pathways.

Measuring our performance

Our targets for 2013/14 are:

90% of residents use recycling collection services weekly and 85% of users are satisfied with the service

No more than 84,000 tonnes of waste is sent to the landfill

At least 16,500 tonnes of recyclable material will be diverted from the landfill

Collect 13,125 tonnes of kerbside recycling

90% of residents are satisfied with our waste collection service and 85% agree that it provides good value for money

8GWh of energy is sourced from the Southern Landfill

The Council’s corporate energy use has decreased from the previous year

WCC pools and recreation centres energy use has decreased from the previous year

That our CCOs (WVL, WWL, WMT, WZT) energy use has decreased from the previous year

We have also set a longer-term target to reduce our corporate gas emissions to 40% below 2003 levels (22,959 tonnes) by 2020 and 80% by 2050

5,000 carbon credits are generated from Council reserves

What it will cost

2.2 Waste Reduction and Energy Conservation
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

2.2.1 - Waste minimisation, disposal and recycling management
(12,393)
12,365
(28)
1,054

2.2.2 - Closed landfills aftercare
-
477
477
-

2.2.3 - Energy efficiency and conservation
-
-
-
-

2013/14 2.2 Total
(12,393)
12,842
449
1,054

2012/13 2.2 Total
(11,767)
12,260
493
1,049

2.3 Water

What we do

Key projects

Measuring our performance

What it will cost

Wai

Clean, safe water is essential for residents’ quality of life and wellbeing.

What we do

Water network

Water collection and treatment

We ensure Wellingtonians have high-quality water available at all times for drinking and other household and business uses. We are responsible for looking after the network, all new connections and making sure all statutory requirements and environmental standards are met.

Key projects

Assessing earthquake resilience – We will continue to assess the ability of our water, stormwater, and wastewater services to cope with an earthquake. We will carry out risk assessments to identify network weaknesses and then to plan for appropriate remedial programmes. Such assessments include checking the current seismic strength of water reservoirs, pump stations, telemetry systems and critical pipeline fittings/fixtures.

Strengthening Karori Dam – We look after the Karori Dam in Zealandia. In 2013/14 we will undertake regular safety inspections and valve strengthening on the dam.

Emergency preparedness – We have a programme of activities to improve the water network’s resilience and our emergency preparedness. The programme involves a range of projects including the installation of mobile water tanks at key locations, and completing the installation of auto shut-off valves on reservoirs. These valves are triggered through the sudden loss of stored water following an earthquake. This work will continue in 2013/14 with seismic coupling installation and emergency water tank installation.

New standards for fire fighting – We will continue upgrading parts of the water network to meet new standards for fire fighting.

Regional water services – Wellington City Council and Hutt City Council have approved requests from Porirua City Council and Upper Hutt City Council to become shareholders in Capacity Infrastructure Services Ltd, our existing three-waters service management company. All shareholder customers will aim to move to a common outcomes-based business model. Under this model each Council will retain ownership of its water assets and opportunities for efficiency gains in the longer term will be investigated. We are now going through the process to commence implementation in 2013/14.

Measuring our performance

Our targets for 2013/14 are:

All water delivered to Wellington properties complies with Drinking Water Standards for New Zealand (2005).

90% of residents agree that water services provide good value for money

The number of complaints regarding water quality (taste and odour) is less than 200.

95% of customers are satisfied with water quality and network service

97% of properties receive appropriate water pressure (a minimum of 250kPa)

95% of fire hydrants tested meet New Zealand Fire Service Code of Practice for fire fighting water supply requirements.

The water distribution network receives an ’a’ to ’b’ grading from the Ministry of Health (‘a’ = completely satisfactory, very low level of risk, and ‘b’ = satisfactory, very low level of risk).

97% of service requests relating to the water network are responded to within one hour of notification.

No more than 14% of water in the network is unaccounted for

Residential water consumption per person per day is 290 litres (residential water consumption is based on bulk water supplied less the metered commercial consumption divided by resident population).

Total water consumption during the year will be less than 30 billion litres

What it will cost

2.3 Water
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

2.3.1 - Water network
(33)
24,517
24,484
12,181

2.3.2 - Water collection and treatment
-
14,216
14,216
-

2013/14 2.3 Total
(33)
38,733
38,700
12,181

2012/13 2.3 Total
(32)
37,472
37,440
14,164

2.4 Wastewater

What we do

Key projects

Measuring our performance

What it will cost

Parawai

Maintaining public health and safety and having clean waterways is essential to the city’s environmental wellbeing.

What we do

Sewage collection and disposal

Sewage treatment

Sewage collection and disposal is essential for public health and safety, and a core component of the city’s services. Without this service, Wellington could not operate as a modern, environmentally friendly city.

Key projects

The city’s wastewater infrastructure is in good condition, and overflows of untreated wastewater into the environment are rare. However, our current resource consent for this activity (secured for the continuous operation of our wastewater treatment plants over the next 20-25 years) requires that we further reduce the amount and frequency of untreated wastewater overflows. We are progressing with a pilot programme to investigate and evaluate how private drains contribute to these overflows, construct a hydraulic model to more accurately identify sources of excess flows, repair private drains that contribute to the problem (until a policy is developed), and complete the development of overflow containment standards.

Measuring our performance

Our targets for 2013/14 are:

90% of customers are satisfied with the wastewater network service

95% of service requests relating to the wastewater network are responded to within one hour of notification

75% of residents agree that wastewater services provide good value for money

95% of freshwater sites are within acceptable bacteria counts (E.Coli)

Our sewage network complies with resource consents

What it will cost

2.4 Wastewater
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

2.4.1 - Sewage collection and disposal network
(571)
18,167
17,596
7,411

2.4.2 - Sewage treatment
(639)
22,309
21,670
-

2013/14 2.4 Total
(1,210)
40,476
39,266
7,411

2012/13 2.4 Total
(1,252)
38,720
37,468
7,930

2.5 Stormwater

What we do

Key projects

Measuring our performance

What it will cost

Wai-ua

The stormwater network keeps people and property safe from flooding.

What we do

Stormwater management

Management of the stormwater network protects residents and property from flooding. Without this service, Wellington could not operate as a modern, efficient city.

Key projects

Global stormwater consent – we will continue to improve the quality of stormwater collected from the city’s urban environment and discharged into Wellington’s streams and coastal waters. This programme includes the development of integrated catchment management plans, cultural and ecological impact assessments, investigation of key polluting sites (such as Davis Street and Houghton Bay) as well as public education campaigns.

Measuring our performance

Our targets for 2013/14 are:

75% of residents agree that stormwater services provide good value for money

85% of customers are satisfied with the stormwater network service

95% of all service requests relating to the stormwater network are responded to within one hour of notification

No properties (buildings) are flooded as a result of a less than 1-in-50-year rain event

95% of bathing beaches comply with the Ministry of Environment guidelines (green status)

Stormwater networks comply with resource consents (includes the monitoring of overflows, stormwater outfall discharge monitoring and coastal water quality monitoring)

What it will cost

2.5 Stormwater
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

2.5.1 - Stormwater management
(49)
18,138
18,089
4,012

2013/14 2.5 Total
(49)
18,138
18,089
4,012

2012/13 2.5 Total
(48)
17,828
17,780
3,793

2.6 Conservation Attractions

What we do

Key projects

Measuring our performance

What it will cost

Ngā painga kukume Papa Atawhai

Nature is one of Wellington’s biggest attractions.

What we do

Wellington Zoo

Zealandia

These facilities play important conservation roles, protecting native and exotic flora and fauna. They inform and educate, attract visitors, and their existence creates economic incentives for the city’s environment to be protected and enhanced.

Key projects

Zoo upgrade programme – the Zoo upgrade programme will continue. Works planned in 2013/14 include starting on Meet the Locals, the New Zealand precinct which takes visitors on a journey from the south coast of Wellington, through farming regions to the mountains of the South Island.

Zealandia – In June 2012, Council agreed to an enhanced partnership with Zealandia designed to mitigate the risks associated with Zealandia’s business model as well as secure Zealandia’s future as an important Wellington asset. Council will provide an additional $350,000 of funding for Zealandia in 2013/14 and 2014/15 ($175,000 each year) bringing the total grant to $1.75m over two years.

Measuring our performance

Our targets for 2013/14 are:

At least 216,890 visitors to the Zoo6

At least 89,366 visitors to Zealandia7

At least 8,445 people will make an educational visit to Zealandia, including learning experiences outside the classroom, early childhood and school holiday programmes.

What it will cost

2.6 Conservation attractions
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

2.6.1 - Conservation visitor attractions
-
5,779
5,779
1,892

2013/14 2.6 Total
-
5,779
5,779
1,892

2012/13 2.6 Total
-
5,025
5,025
794

6 This target has been updated from the LTP target for 2013/14 (210,837) to reflect higher than anticipated visitor numbers.

7 This target has been updated from the LTP target to reflect the continuing focus and success of the business with school and education visitation.

Economic development

Whanaketanga ōhanga

3 Economic development
Whanaketanga ōhanga

Mauri mahi, mauri ora; mauri noho, mauri mate

“Industry begets prosperity (security); idleness begets poverty (insecurity).”

3.1 City promotions and business support

What we do

Key projects

Measuring our performance

What it will cost

Ngā whakatairanga tāone me ngā āwhina pakihi

By supporting city promotions, events and attractions, we underscore Wellington’s reputation as a great place to live and visit.

What we do

Tourism promotions (Positively Wellington Tourism)

Events attraction and support

Convention venues (Positively Wellington venues)

Retail support (free weekend parking)

Regional and external relations

Grants and creative workforce

Destination Wellington

The economic prosperity of the city is closely linked to residents’ quality of life. Our activities contribute to the city’s economic wellbeing and take a lead in shaping Wellington’s future prosperity.

Our activities in this area complement the work of Grow Wellington. Working alongside Grow Wellington and other institutions in the region means we can make the most effective use of our limited resources towards shared goals.

Key projects

Destination Wellington – Working with Grow Wellington and PWT, we have developed an integrated talent, business and investment, attraction and retention strategy.   The programme will involve strategic engagement in growth sectors that contribute to the smart city vision. 

Open for Business – A programme of work which seeks to deliver the council support for business with a “can do” attitude ensuring that engagement is easy, efficient, affordable and responsive.  As part of our open for business commitment we have begun exploring the development of business improvement districts (BIDS) and have a new grant fund of $50,000 for two years to support this.  This work will look at how we can support local business communities to be involved in local town centre investment and priorities.

Connected Capital – Strengthening our international linkages, particularly our air links is imperative to achieve our business attraction, tourism and growth targets.  The council has agreed to contribute up to $1m towards the consent process for the extension of the Wellington airport.  The extension is seen as a critical to the attraction of long haul flights out of wellington.

Capital Education Initiative– we will fund a strategic marketing campaign to New Zealand schools promoting Wellington, our facilities and unique offer as a destination for educational visits.

Replacement venue for Town Hall – in 2012/13 we funded a plan for Positively Wellington Venues to refurbish the TSB Arena and Shed 6 on the waterfront as replacement venues for the Town Hall while it is being earthquake strengthened. The Town Hall will close in August 2013 at which time the replacement venue will be ready. The refurbished venue will pick up much of the activity and economic benefit that will be displaced from the Town Hall while it is out of commission.

Positively Wellington Tourism Australia Marketing – our contribution to this marketing campaign continues this year with $1m. Visitor numbers from Australia continue to grow on the back of a successful marketing campaign.

FIFA Under 20 World Cup in 2015 – we have bid to host a range of games in the city. This event will raise Wellington’s profile internationally and attract visitors to the city.

Measuring our performance

Our targets for 2013/14 are:

The number of guest nights from international visitors will increase by 1% from 2012/13

International and domestic visitors will stay an average of two nights

New Zealand market visitors will increase by 2% from the previous year

Partnership funding with Positively Wellington Tourism will be maintained at less than 50% of total income

We will continue to hold events and activities with our formal international partnership cities (in Wellington and overseas)

Wellington Venues occupancy will increase from the previous year

400,000 attendees at WCC supported events

95% residents are satisfied with WCC supported events and festivals

Events Development Fund - There will be a 20:1 ratio of economic impact to spend

95% of grants funds will be successfully allocated (through milestones being met)

During the week the carpark turnover rate is 6.8 cars per day

During the weekend the carpark turnover rate is 5.2 cars per day

What it will cost

3.1 City promotions and business support
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

3.1.1 - Tourism promotion (PWT)
-
5,600
5,600
-

3.1.2 - Convention venues
(186)
3,992
3,806
765

3.1.3 - Retail support (free weekend parking)
-
1,328
1,328
-

3.1.4 - Grants and creative workforce
-
1,502
1,502
-

3.1.5 - Events attraction and support
-
3,752
3,752
-

3.1.6 - Regional and external relations
-
1,006
1,006
-

3.1.7 - Destination Wellington
-
1,900
1,900
-

2013/14 3.1 Total
(186)
19,080
18,894
765

2012/13 3.1 Total
-
18,350
18,350
5,494

Cultural wellbeing

Oranga ahurea

4 Cultural wellbeing Oranga ahurea

“He kura te toiora ahurea tangata”

“A person’s cultural wellbeing is precious.” The value of a human being and the contribution each makes to the wellbeing of the group.”

4.1 Arts and cultural activities

What we do

Key projects

Measuring our performance

What it will cost

Ngā mahi toi me ngā ngohe ahurea

Supporting arts activity adds vibrancy to the city as well as promoting inclusive, tolerant and strong communities.

What we do

Galleries and museums

Visitor attractions (Te Papa and Carter Observatory)

Arts and cultural festivals

Cultural grants

Access and support for community arts

Arts partnerships

Regional Amenities

Our arts activities ensure Wellington builds on its reputation as New Zealand’s arts and culture capital by continuing to be home to top-class museums and art galleries, orchestras, dance and theatre companies. A strong arts and culture sector contributes to a diverse economy, healthy and connected communities and high quality of life. Wellingtonians also tell us that ‘creativity’ is an important part of Wellington’s identity and an important reason for why they choose to live here.

Key projects

Regional Amenities Fund – local authorities in the Wellington region are working together on a Regional Amenities Fund. The Fund works as a ‘top up’ funding mechanism for entities that provide regional benefits primarily in the arts, culture and environmental attractions and events sectors. This fund will ensure that regionally significant entities can be developed or sustained in the Wellington region to contribute to the region’s quality of life and attractiveness to residents and visitors. We have budgeted $609,200 for this programme in 2013/14.

Wellington Asia Residency Exchange (WARE) – this programme is provided in partnership with Council’s International Relations team and the Asia NZ Foundation. We support one resident artist (from Asia) and one exchange artist (a Wellington-based artist going to Asia) each year.

Wellington Museums Trust – In 2012/13 we provided the Wellington Museums Trust with funding to undertake a feasibility study into the accommodation issues for Capital E, which commenced in December 2012. It has been based in the Council-owned Civic Square building since 1998. In 2013/14 we will use the re-visioning of Capital E as the foundation for a new delivery model for this unique hub of young people’s creativity.

Te Papa funding – we are continuing to fund Te Papa at $2.25 million per year. Negotiations with Te Papa on a new funding agreement have been completed. The process resulted in Te Papa having a new and deeper understanding of Council’s strategic priorities and how it can contribute to these as a highly valued and critical part of the cultural capital infrastructure of Wellington. The new funding agreement and accompanying forward plan clearly outlines how this contribution will be made. Progress against the provisions and performance measures will be regularly reported back to Council.

Toi Pōneke – we are undertaking a review of this arts centre to see how it delivers on the new Arts and Culture Strategy and whether the current building is fit for purpose. The report will review Toi Poneke’s position in Wellington and the service it provides, and outline a set of recommendations going forward. Any changes resulting from the review will be subject to further consultation with the community.

New Zealand International Arts Festival – Held every two years, the country’s premier arts festival attracts world class dance and opera companies, performers, singers, visual artists and theatre groups. This will be held in March 2014.

Measuring our performance

Our targets for 2013/14 are:

90% are satisfied with Council supported arts and cultural festivals

80% of customers are satisfied with the New Zealand International Arts Festival

130,000 tickets are sold to the New Zealand International Arts Festival, with 30% sold to customers outside the region

New Zealand International Arts Festival contributes at least $40 million to the city’s economy

90% of users are satisfied with Toi Pōneke facilities and services

95% of cultural grant applicants are satisfied with support and advice received from council

95% of grants funds are successfully allocated (through milestones being met)

90% of outcomes are delivered (previous projects – weighted by $ value)

1.35 million people will visit Te Papa, including 495,000 New Zealand visitors, and 350,000 from outside the region

Museums and galleries (including Carter Observatory) will have a total of 605,000 visits

750,000 (estimated) attend arts and cultural festivals held in the city

The total number of performers and attendees at supported events will increase on the previous year

Cultural grants - 50% of first time applicants are successful

Support artists and art projects through the Public Art Fund (there is no target for this measure)

What it will cost

4.1 Arts and culture activities
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

4.1.1 - Galleries and museums (WMT)
-
8,317
8,317
-

4.1.2 - Visitor attractions (Te Papa/Carter Observatory)
-
3,025
3,025
-

4.1.3 - Arts and cultural festivals
(410)
2,112
1,702
-

4.1.4 - Cultural grants
-
1,019
1,019
-

4.1.5 - Access and support for community arts
(68)
509
441
26

4.1.6 - Arts partnerships
(535)
1,770
1,235
-

4.1.7 - Regional Amenities Fund
 - 
 609
 609
 - 

2013/14 4.1 Total
(1,013)
17,361
16,348
26

2012/13 4.1 Total
(1,047)
16,664
15,617
40

Social and recreation

5.1 Recreation promotion and support

5.2 Community support

5.3 Public health and safety

Pāpori me te hākinakina

5 Social and recreation
Pāpori me te hākinakina

“Whāia ngā mahi a te rēhia”

“Engage in the pursuit of pleasure.”

5.1 Recreation promotion and support

What we do

Key projects

Measuring our performance

What it will cost

Ngā rauhanga hapori

We provide a wide variety of community facilities throughout the city to encourage quality of life and healthy lifestyles.

What we do

Swimming pools

Sportsfields

Synthetic sportsfields

Recreation centres

Recreation partnerships

Recreation programmes

Playgrounds

Marinas

Golf course

To encourage people of all ages to engage in social and recreational activities that help them live more active and healthy lives, we provide a wide range of high quality sporting and recreation facilities throughout the city. A number of facilities also attract visitors, and raise the city’s profile, by hosting national and international events.

Key projects

Keith Spry pool improvements – Following the receivership announcement of Mainzeal Property and Construction Ltd in late February 2013, the Keith Spry Pool project is now underway with Hawkins Construction. The project includes two new pool water spaces and new changing rooms and is expected to run over the next 20 months.

Artificial sportsfields – we’re continuing with our roll-out of more artificial surfaces throughout Wellington. Artificial surfaces are not affected by wet weather and are more durable than grass fields meaning more games can be held on any given weekend – even in very wet weather. This year work will commence at Alex Moore Park in summer 2013 with the new field ready for play in winter 2014.

Couch/rye grass trial – we are planning to trial a couch/rye mix grass field at Evans Bay Park. The new surface will provide a high quality playing surface that can sustain higher levels of use. We are budgeting $206,000 in 2013/14 to carry out this work.

Nairnville Park – We are improving irrigation, drainage and installing a sand carpet. The work will cost $485,000 over two years with works beginning in 2013/14.

WRAC crèche – we will commence changing the operating model at the crèche to a cost recovery basis.

Playground accessibility – we will undertake an assessment of our existing playgrounds for their suitability for children with disabilities. This will occur with input from Council's Accessible Advisory Group and external specialists.

Measuring our performance

Our targets for 2013/14 are:

90% of users are satisfied with WCC swimming pools, recreation centres and playgrounds

95% of users are satisfied with the ASB Centre

85% of users are satisfied with sports fields

80% of residents agree that WCC recreation services and facilities provide good value for money

1.37 million people use swimming pools and 350,000 use recreation centres

453,150 people will visit the ASB Centre during peak times and 145,350 during off-peak times

61% of ASB Centre courts will be used during peak times, and 30% during off peak times

Of the games that are scheduled for WCC outdoor sports fields in summer 90% are played, and in winter 80% are played

96% of marina berths are occupied

Artificial sports fields are used 80% of the time during peak winter times and 60% during peak summer times

Artificial sports fields are used 15% of the time during off peak winter times and 10% during off peak summer times

For the hours WCC uses college artificial sports fields, 80% are used during winter and 60% in summer

What it will cost

5.1 Recreation promotion and support
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

5.1.1 - Swimming Pools
(7,417)
19,343
11,926
1,244

5.1.2 - Sportsfields
(302)
3,305
3,003
830

5.1.3 - Sportsfields (Synthetic)
(453)
1,253
800
1,935

5.1.4 - Recreation Centres
(2,762)
9,859
7,097
129

5.1.5 - Recreation partnerships
-
776
776
132

5.1.6 - Playgrounds
-
875
875
432

5.1.7 - Marinas
(574)
781
207
135

5.1.8 - Golf Course
(65)
234
169
-

5.1.9 - Recreation programmes
(175)
841
666
-

2013/14 5.1 Total
(11,748)
37,267
25,519
4,837

2012/13 5.1 Total
(11,835)
35,614
23,779
6,879

5.2 Community support

What we do

Key projects

Measuring our performance

What it will cost

Tautoko hapori

We provide support for all communities and affordable housing for those in need.

What we do

Libraries

Access support (Leisure Card)

Community advocacy and support

Grants (social and recreation)

Community centres and halls

Housing

We want Wellington to be a people-centred city where people feel welcomed – a city that supports diverse and inclusive communities. To enable this we support a network of community spaces and libraries to provide a focal point for community events. We also provide a wide range of opportunities and initiatives to support, and encourage, community leadership and advocacy to strengthen community and neighbourhood resilience and local safety.

We partner with police and key social and health agencies to ensure there is a co-ordinated and sustainable city-wide approach to homelessness in supporting the city’s vulnerable communities.

Our grant programmes enable the community to undertake a wide range of initiatives that respond to identified needs and align with the Council’s strategies and priorities.

By providing social housing, we ensure the basic housing needs of many people are met. This service also builds social cohesion and contributes to Wellington’s reputation as a close, caring community.

Key projects

Housing upgrade programme – In 2007 the Council entered into an agreement with the Crown that committed Council to remain in the provision of social housing, at roughly the same levels, for 30 years. Our upgrade work will continue on Berkeley Dallard Apartments, Etona Flats, Marshall Court, Kotuku Apartments, and the Mansfield block of Newtown which is scheduled for completion in November.

The Community Action team will continue to work with tenant communities and partner agencies to develop strategic partnerships and increase their on-site presence where capacity building and community development will become core activities as well as hosting tenant activities.

We will finalise and implement Te Mahana and associated work streams. These include a review of how we support agencies that will deliver on Te Mahana, and how our support aligns with that of central Government.

We will be implementing the Alternate Giving Scheme.

Alcohol reforms - we will be implementing Central Government’s recent alcohol reforms and developing and implementing the Council’s Alcohol Management Strategy.

We support projects that encourage community resilience and we will strengthen neighbourhood and community networks. We will also work with local agencies and organisations to ensure welfare support is in place in case of a civil emergency.

As part of phase two of Our Volunteer Capital action plan we will look at how the Council supports the City’s extensive volunteer network. This would include a review of how we support voluntary organisations that deliver services in the city.

Measuring our performance

Our targets for 2013/14 are:

90% of library users are satisfied with its services and facilities

85% of residents are satisfied with the range and variety of collection

85% of residents agree that library services and facilities provide good value for money

67% of e-library users are satisfied with the online library collection

130,000 use recreation centre programmes

Leisure cards are used at least 96,000 times

85% of residents find access to WCC recreation facilities and programmes easy or very easy

90% of tenants are satisfied with services and facilities

85% of tenants rate the overall condition of their house/apartment as good or very good

City Housing services and facilities comply with all legislative requirements (e.g. RTA, building WOF)

75% of tenants feel safe in their complex at night

65% of tenants have positive social contact in their complex

90% of housing facilities are occupied

98% of all tenants (existing and new) are housed within the existing policy

85% of residents rate services and facilities as good value for money

Achieve agreed milestones, design standards and budget in accordance with the agreed works programme and Deed of Grant between the Crown and the Council

90% of community groups are satisfied with council relationships

65% of residents engage in 'neighbourliness' behaviours

80% of Accessible Wellington Action Plan initiatives are progressed or completed

95% of grants funds are successfully allocated (through milestones being met)

90% of project outcomes are delivered (previous projects – weighted by $ value)

75% of residents are registered library users

There are 2.3 million physical visits and 1.3 million website visits to our libraries

An estimated 70,000 people attend various library programmes

3 million items are issued from WCC libraries

WCC community centres and halls are 60% occupied

100% of known homeless people are supported by agencies

What it will cost

5.2 - Community support
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

5.2.1 - Libraries
(2,082)
21,062
18,980
2,098

5.2.2 - Access support (Leisure Card)
-
28
28
-

5.2.3 - Community advocacy
(28)
1,408
1,380
-

5.2.4 - Grants (Social and Recreation)
-
3,413
3,413
-

5.2.5 - Housing
(50,917)
23,658
(27,259)
30,602

5.2.6 - Community centres and halls
(220)
3,087
2,867
24

2013/14 5.2 Total
(53,247)
52,656
(591)
32,724

2012/13 5.2 Total
(51,901)
48,662
(3,239)
41,483

5.3 Public health and safety

What we do

Key projects

Measuring our performance

What it will cost

Hauora tūmatanui me te haumanu

We work to protect Wellingtonians from threats to their health and safety.

What we do

Burials and cremations

Public toilets

Public health regulations

City safety

Wellington Regional Emergency Management Office (WREMO).

Public confidence in the safety of the city’s streets and suburbs is a top priority. Wellington enjoys a reputation as a safe city with a vibrant CBD.

Wellington’s location makes earthquake-preparedness particularly important, though the city is also at risk of other civil emergencies such as flooding and tsunami.

We also have legislative requirements to maintain public health standards by regulating food and liquor outlets, animals, trade waste and managing environmental noise problems.

We also provide public toilets, cemeteries and crematorium services as a vital public health function.

Key projects

We will develop a Graffiti management plan to provide a framework to implement the Regional Graffiti Prevention Strategy: 2013-2017. The plan will also provide guidelines for the prevention and removal of graffiti vandalism.

We will continue to support Wellington’s International Safe City status through business as usual programmes. This includes strengthening partnerships with community patrols and neighbourhood support groups, the Local Hosts programme, and partnerships with the community and the Police to monitor the CCTV safety cameras.

Wellington Regional Emergency Management Office (WREMO) – As of July 2012 a new regionally shared emergency management organisation – WREMO has been operating. The new organisation is hosted by the Wellington Regional Council but it is accountable to the region’s Mayors and the Chief Executives’ Group of all the regional local authorities. WREMO has been updating a number of regional emergency management plans and delivering training programmes for Civil Defence volunteers. In addition it has been re-organising the main Emergency Operations Centres for the region and ensuring that these will be ready to be activated in an emergency. WREMO’s funding is based on population and the relative risk faced by each Local Authority. We will be reporting the progress towards improved city resilience. As well as connecting with national Civil Defence, we have joined the UN-Habitat Resilience Fund.

Online payments for re-registration dogs – we will introduce an online payment system for dog registration. This will reduce administration and entry requirements for registration processing, improve fee recovery and improve our customer service through the use of online services.

Food Act - We will implement legislative changes as a result of the government review of the Food Act. We will educate food businesses on the impact to their business and provide support for small to medium size businesses on how to transition and operate their businesses in relation to the new Food control plans.

Measuring our performance

Our targets for 2013/14 are:

The number of complaints received about registered dogs will not increase from previous year

100% of urgent dog control requests are responded to within one hour and 99% of non-urgent request within 24 hours

98% of food premises with an inspection rating of excellent or very good maintain or improve their inspection rating

80% of residents are satisfied or neutral (neither satisfied nor dissatisfied) with the cleanliness of WCC public toilets

95% of WCC public toilets meet required cleanliness and maintenance performance standards

100% of urgent request about WCC public toilets are responded to within four hours and 95% of non-urgent requests are responded to within three days

100% of planned inspections are carried out for high risk (category 3) premises

25% of inspections of high risk premises (category 3) are carried out during high trading hours

What it will cost

5.3 Public health and safety
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

5.3.1 - Burials and cremations
(865)
1,704
839
308

5.3.2 - Public toilets
-
2,364
2,364
387

5.3.3 - Public health regulations
(2,591)
4,483
1,892
-

5.3.4 - City safety
-
1,372
1,372
-

5.3.5 - WREMO
(39)
1,300
1,261
22

2013/14 5.3 Total
(3,495)
11,223
7,728
717

2012/13 5.3 Total
(3,360)
12,058
8,698
696

Urban development

6.1 Urban planning, heritage and public spaces development (including Waterfront development)

6.2 Building and development control

Tāone Tupu Ora

6 Urban development Tāone Tupu Ora

“Ka mate kāinga tahi, ka ora kainga rua”

“The original dwelling place has been abandoned, but the second is secure.”

6.1 Urban planning, heritage and
public spaces development
(including Waterfront development)

What we do

Key projects

Measuring our performance

What it will cost

Whakahaerenga whare me te whanaketanga

Our focus is on enhancing Wellington as a compact, vibrant, attractive and safe city that is built on a human scale and is easy to navigate.

What we do

Built heritage development

Urban planning and policy development

Public space and centres developments

Waterfront development.

Our urban planning and policy development work provides guidance on how and where the city should grow. It’s important this happens in a way that retains the things residents like about Wellington – such as its compact nature, the fact that it has a true ‘heart’ around the city centre and harbour, and the character of its hillside residential areas.

The Council is required to prepare a District Plan under the Resource Management Act 1991. The District Plan is the primary document that manages land use and development within the Council’s territorial boundaries.

We also look after and develop public spaces – including the development of the waterfront. Development of public squares and parks enhances people’s enjoyment of the city and contributes to our civic pride and our ‘sense of place’.

Key projects

Central City Framework and Parks – we’re planning to deliver a range of projects in the coming years to deliver on our Central City Framework. The priority projects we plan to work on in the next year include:

– Parliamentary precinct – public space enhancements and improved connections ahead of the 150 year anniversary of Wellington becoming New Zealand’s capital city. We’re spending $1.5 million of capital funding over two years to carry out this work.

– Laneways – we’re making improvements to Opera House Lane and starting planning improvements for Eva Street. We’re budgeting to spend $516,000 in 2013/14 on this work. We have also budgeted $150,000 in 2013/14 to begin work on a proposal for upgrading Lombard Lane,

– Memorial Park – we’re co-investing with central government and other parties including the Australian Government on constructing this high quality park. We’re contributing $2.1 million of capital funding to this work in 2013/14. The timing of the work will ensure the park will be complete for ANZAC commemorations and ahead of the anniversary of the capital city status in 2015. We’re also budgeting $150,000 for the ‘greening’ of Taranaki St. This budget will be used to investigate redesigning the streetscape to improve landscaping, paving and lighting.

Civic Square review – We will investigate opportunities for the future of the Civic Square precinct, With a range of works being undertaken in this location there is an opportunity to achieve some wider design objectives for the area. We have budgeted $150,000 for this work.

Heritage Grants – we have increased our Built Heritage Incentive Fund to $400,000 for 2013/14. The focus of the fund will be on remedying earthquake prone related features or securing conservation plans / initial reports from engineers. We also preserve the city’s heritage through District Plan provisions and by providing grants to offset resource consent fees for minor changes to elements of heritage listed buildings. This acknowledges that protecting a heritage building by listing it in the District Plan can impose costs on building owners by restricting what they can do with the building.

Miramar Peninsula Framework – we have budgeted $50,000 to commence work on the development of the framework, in preparation for the next Long-term Planning process.

Clyde Quay Marina – We’re budgeting $205,000 to undertake a feasibility study for the proposed Marina upgrade. This will involve a wave study, geotechnical investigations and an assessment of the harbour floor.

Waterfront projects – the waterfront company is planning to focus on the following capital works in the coming year:

– The Promenade – continue to improve the connection from the Meridian building through to Shed 21 and the railway station.

– Taranaki Street Wharf Precinct –issues around the diving platform constructed in 2012/13 will be resolved.

– Waitangi Precinct – The redevelopment of the Overseas Passenger Terminal and public space will be the central activity in this area. Construction began in 2012 and is expected to be completed in 2014. Work will continue on the feasibility of the proposed transition building adjacent to Te Papa. The public space works around the Overseas Passenger Terminal have been brought forward to align with construction work that will now be completed in 2013/14.

– Frank Kitts Park Precinct – we will continue to oversee the design development of Frank Kitts Park and work with the Wellington Chinese Garden Society regarding their fundraising initiatives. The children’s playground, now 15 years old, is in urgent need of upgrade and repair. This will be undertaken in 2013/14, subject to new revenue being sourced to fund it (not requiring any increase in the Council loan). The playground design will be informed by input from the public.

– Kumutoto Precinct: Work will continue on the development opportunities for sites 9 and 10 and the surrounding public space areas including site 8.

– Queens Wharf Precinct: The Company will continue to work corroboratively with Wellington Venues Limited to complete the temporary convention centre facility and wharf strengthening works within shed 6 for the period of the seismic strengthening of the Town Hall. Provision has been made for the development of a water-based adventure activities area within the Shed 6 Harbour Basin, subject to new funding being raised.

Measuring our performance

Our targets for 2013/14 are:

80% of residents agree the city is developing in a way that takes in to account its unique urban character and natural environment

90% of District Plan change appeals are resolved

87% of residents agree the central city is lively and attractive

65% of residents agree their local suburban centre is lively and attractive

90% of residents rate their waterfront experience as good or very good

95% of grants funds are successfully allocated (through milestones being met)

No District Plan listed items are removed or demolished

75% of residents agree that heritage items are appropriately valued and protected in the central city

70% of residents agree that heritage items are appropriately valued and protected in suburban areas

What it will cost

6.1 Urban planning, heritage and public spaces development
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

6.1.1 - Urban planning and policy
(20)
1,884
1,864
-

6.1.2 - Waterfront development
-
2,496
2,496
9,114

6.1.3 - Public spaces and centres development
-
1,777
1,777
3,739

6.1.4 - Built heritage development
-
1,117
1,117
-

2013/14 6.1 Total
(20)
7,274
7,254
12,853

2012/13 6.1 Total
(20)
6,863
6,843
2,908

6.2 Building and development control

What we do

Key projects

Measuring our performance

What it will cost

We ensure developments do not harm the environment and building works are safe and comply with the Building Code.

What we do

Building control and facilitation (building consents)

Development control and facilitation (resource consents)

Earthquake risk mitigation – built environment

Weathertight homes.

All cities control building and development work according to the provisions of the Building Act, the Resource Management Act and their District Plans. These controls are necessary to ensure buildings are safe and comply with the Building Code, and resources are used sustainably to protect public health and safety and to protect future users of land and buildings. They’re also needed to protect urban character and to preserve the city’s heritage.

We also administer an Earthquake-prone Buildings Policy. The policy sets in place processes to identify buildings that are below the required earthquake standards and the requirements and timeframes for building owners to bring them up to the necessary standard. Implementation of the policy is a statutory requirement.

Key projects

Preparing for Building Act changes – Legislation and regulation changes are expected and these will have an impact on the work we do, in particular it is envisaged that changes to the Building Act will enable more work to be undertaken without building consents.

This would move towards a risk-based approach to building control with more emphasis placed on licensed building practitioners taking responsibility for the work they carry out. Council officers will have less involvement in building projects for low-risk residential work and large commercial projects involving industry professionals. These changes may mean the Council becomes more involved in enforcement action where licensed building practitioners have failed to meet their responsibilities.

The results from the Royal Commission Enquiry into Christchurch will impact in terms of the works required under the Building Code and may increase the costs for works to be undertaken and the costs of the consenting process.

Online building consent system – We will continue issuing ‘quick’ consents electronically. Currently electronic consenting is only available for quick consent applications which meet the minor works criteria such as installing wood burners or minor plumbing works. We are considering extending the types of consents able to be processed in this format.

Consents - We anticipate an increase in commercial consents due to structural strengthening upgrades as well as a continued increase in residential consents and Code Compliance Certificates issued, as confidence in the economy increases.

Regional consistency in building consents – We will continue to work alongside other councils to minimise the impact on customers of councils having different requirements and systems.

Earthquake Strengthening Council buildings – We will continue to earthquake strengthen Council’s portfolio of properties. This programme of activity is to meet legislative requirements and to ensure the safety of structures for users and the general public.

This will include proceeding with the work required to strengthen the Town Hall, while also consulting how this can be enhanced for the economic benefit of the city.

Earthquake strengthening assessments programme – We will continue our initial assessment programme of pre 1976 buildings to identify those that are earthquake prone with a focus on completion of this work by year end.

Earthquake interventions – We are aiming to develop and implement a strategy to help make the city safer and more resilient in a major earthquake event. To do this we need to better understand the variety of building structures in the city, investigate partnership models that facilitate building owners access to funding for strengthening work, consider how we can take a precinct approach to heritage related buildings and investigate potential new technologies for strengthening (in partnership with Government and other agencies). We’ve budgeted $361,200 in 2013/14 to continue with this work.

Measuring our performance

Our targets for 2013/14 are:

100% of building consents issued within 20 working days

100% of Code of Compliance Certificates issued within 20 working days

100% of Land Information Memorandums (LIMs) issued within 10 working days

100% of resource consents (non-notified) issued within 20 working days

90% of resource consents are monitored within 3 months of project commencement

100% of section 223 subdivision certificates are issued within statutory timeframes (10 working days)

90% of noise control (excessive noise) complaints are investigated within one hour

98% of environmental complaints are investigated within 48 hours

70% of customers rate building control services as good or very good

70% of customers rate development control services as good or very good

Retention of Building Consent Authority (BCA) accreditation.

100% of initial assessments of earthquake prone buildings are completed

100% of earthquake prone building notifications (under section 124 of the Building Act) are issued without successful challenge*

We will monitor our progress on the earthquake strengthened Council buildings and stay on target*

We will monitor the number of claims accepted and the number of remediation claimed through the Weathertight houses - Financial Assistance Package

* Measure may be subject to changes, following the report from the Royal Commission of Enquiry into the Christchurch Earthquakes.

What it will cost

6.2 Building and development control
Operating expenditure 2013–14
Capital expenditure
2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

6.2.1 - Building control and facilitation
(8,448)
12,934
4,486
-

6.2.2 - Development control and facilitation
(3,005)
5,885
2,880
-

6.2.3 - Earthquake risk mitigation - built environment
-
1,541
1,541
13,234

2013/14 6.2 Total
(11,453)
20,360
8,907
13,234

2012/13 6.2 Total
(10,665)
18,691
8,026
1,294

Transport

7.1 Transport

7.2 Parking

Waka

7 Transport Waka

“He ihu waka, he ihu whenua”

“A canoe bow, a headland.”

7.1 Transport

What we do

Key projects

Measuring our performance

What it will cost

Waka

We manage the transport network so it is sustainable, safe and efficient.

What we do

Transport planning

Vehicle network

Passenger transport network

Pedestrian and cycle network

Network-wide control

Road safety.

A well-planned, efficient transport system, which allows for the easy movement of people and goods to and through the city, is critical for economic growth and for residents’ quality of life. Between 200,000 and 300,000 people use some form of the city’s transport network every day. This number includes city residents, workers commuting from neighbouring cities, and visitors to the city.

Wellingtonians are enthusiastic users of public transport and an effective public transport network helps reduce congestion and reduces the city’s carbon emissions. A high proportion of the city’s residents walk and cycle to work instead of using private cars.

Key projects

Tunnels and Bridges Improvements – we will continue strengthening and rebuilding works for tunnels and bridges throughout the city. Many of these structures are old, with a few over 100 years old. Therefore, they require either strengthening or rebuilding to comply with the current building code, to withstand earthquakes and increased traffic loadings. This year we will complete the Hataitai Bus Tunnel strengthening work.

Minor Safety Projects – we will continue the minor safety work programme which is aligned to NZTA Safer Journey 2010-2020 criteria that address accident black spots where fatal and serious crashes have occurred. We want to address black spot crash locations and undertake minor safety projects to reduce crashes at a variety of sites throughout Wellington. These projects will include: minor improvements; driver feedback signs; school safety; and speed limits.

Fences & Guardrails – we will continue to build 900 metres of hand rails per year. This is required for health and safety reasons where there is a drop of more than 1 metre.

Johnsonville roading improvements – We will continue to work with the owner of the Johnsonville Mall DNZ Ltd together with NZTA, to progress a comprehensive package of roading , traffic and transport improvements for central Johnsonville to provide for an expanded Mall and address long standing traffic safety and congestion issues around the Johnsonville triangle.

Cycleway improvements – we will continue implementing the Tawa shared walking/cycling path project. The focus will be completing the southern section of the path connecting Redwood Station to Takapu Station. This project has the agreed funding contribution from NZTA. We have budgeted an additional $250,000 operating expenditure and $250,000 capital expenditure to explore options for improvement in the cycle network and enhancements to cycleways.

We will continue to work with Greater Wellington Regional Council and NZTA on the Wellington Public Transport Spine Study. This study looks at the feasibility of options for a future high quality, high frequency public transport spine through central Wellington between the Wellington Railway Station and Newtown (and beyond). The next phase focuses on the three options identified previously as being light rail, bus priority and bus rapid transit.

State Highway Projects – We will continue to work closely with NZTA on a range of state highway projects including the Basin Reserve; Memorial Park; Inner City Bypass capacity enhancements; and the Buckle Street to Cobham Drive project including Mt Victoria Tunnel duplication.

Speed limit in CBD – we’re budgeting $40,000 to begin consultation on a possible reduction in the speed limit across the CBD (except for arterial roads).

On 19 June 2013, the Regional Transport Committee received the report on the Public Transport Spine Study and noted that the Wellington City Council could implement bus priority measures ahead of either light rail or bus rapid transit. The Committee unanimously requested that the Wellington City Council progress the bus priority option immediately.

The Council can respond to this request by bringing forward bus priority works, so that the benefits can be realised in conjunction with other improvements to the road and transport networks. Associated with proposals to improve traffic flows at the Basin Reserve (part of the Ngauranga to Airport Corridor Plan), bus priority will include improvements to Adelaide Road as well as Kent and Cambridge Terraces. The Adelaide Road works will be in accordance with a programme that integrates the Adelaide Road Framework Plan with the needs of the public transport spine.

Council staff will be developing a work programme, which will be brought back to Council for consideration and approval, with any funding requirements identified. Capital expenditure for Adelaide Road is likely to be spread out over the 2013/14 and 2014/15 financial years with Kent and Cambridge Terraces occurring in the 2014/15 and 2015/16 years.

Measuring our performance

Our targets for 2013/14 are:

70% of residents agree the transport system allows easy movement for vehicles around the city

95% of residents agree the transport system allows easy movement for pedestrians around the city

Average peak travel times between the CBD and suburbs are maintained or improved (for travel from Miramar, Karori, Island Bay and Johnsonville)

36% of residents use the bus to access the central city on weekdays

6% of residents use a train to access the central city on weekdays

22% of residents access the central city by walking on weekdays

5% of residents use cycles to access the central city on weekdays

An increase in the number of pedestrians and cyclists entering the CBD on weekdays from 2012/13

45% of primary school children walk to and from school on a daily basis.

1,084,400 people will travel on the Cable car

75% of residents rate the road and footpath network as good or very good

100% of urgent service requests are responded to in two hours and non-urgent within 15 days

70% of roads of roads meet Smooth Roads Standards (NAASRA)

97% of footpaths meet WCC condition standards

100% of street lighting for major roads meets national standards

85% of residents are satisfied with street lighting in the central city and 75% are satisfied with street lighting in suburban areas

50% of cycleway users are satisfied with cycleway safety and 60% are satisfied with maintenance

75% of residents agree that transport network services offer good value for money

90% of sea walls and retaining walls have a condition rating of 3 or better.

Our quarry operations remain legislatively compliant

Road casualties will be a maximum of 15.2 (per 10,000 population) for vehicles, 4 for pedestrians and 3.3 for cyclists

What it will cost

7.1 Transport
Operating expenditure  2013-14
Capital expenditure
2013-14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

7.1.1 - Transport planning
(41)
637
596
-

7.1.2 - Vehicle network
(1,260)
21,866
20,606
20,253

7.1.3 - Cycle network
(20)
519
499
1,539

7.1.4 - Passenger transport network
(1,001)
1,719
718
165

7.1.5 - Pedestrian network
(39)
6,177
6,138
4,820

7.1.6 - Network-wide control and management
(2,053)
6,432
4,379
2,140

7.1.7 - Road safety
(1,850)
5,969
4,119
2,403

2013/14 7.1 Total
(6,264)
43,319
37,055
31,320

2012/13 7.1 Total
(7,736)
41,973
36,237
32,098

7.2 Parking

What we do

Key projects

Measuring our performance

What it will cost

Ratonga tūnga waka

Parking in the CBD is important for shoppers, tourists and those working in and visiting the city.

What we do

Parking

We provide about 10% of the parking in central Wellington. This includes on-street parking spaces and off-street parking at various sites. Parking is important for shoppers, people working in the city, visitors to the city, and people coming in to the city for recreational activities.

Key projects

We will continue to monitor the technology around in-ground sensors to get data of traffic volumes and time periods of stay in certain areas around the CBD and in the suburbs.

We will trial Snapper card payment for pay and display machines as a further alternative option to pay for parking.

Freyberg Pool – we will install pay and display machines at Freyberg Pool, to charge for parking from 8am – 6pm Monday to Thursday, and 8am to 8pm on Friday. Weekends will remain free. The cost of installing these machines is estimated to be $20,000. It is expected to generate revenue of $60,000 per annum, which will go back into the Freyberg Pool to support maintenance and development of the facility.

Parking Services - the current contract for enforcement and processing of infringements and permits expires on 30 June 2013. We will review the current parking management business model so a clearly informed decision can be made as to the preferred option going forward.

Measuring our performance

Our targets for 2013/14 are:

the average weekday on-street car park turnover rate is 6.8 cars per day, and for weekends it is 5.2 cars per day

on average, 75% of on-street car parks are occupied

95% compliance with WCC on-street car park time restrictions and 90% compliance with payment requirements

45% of residents are satisfied with the availability of on-street car parking during the week

60% of residents are satisfied with the availability of on-street car parking during the weekend

the percentage of residents that perceive parking enforcement is fair will increase from previous year.

What it will cost

7.2 Parking
Operating expenditure  2013–14
Capital expenditure
 2013–14

Income
Expenditure
Net expenditure
Total

($000)
($000)
($000)
($000)

7.2.1 - Parking
(26,792)
11,154
(15,638)
1

2013/14 7.2 Total
(26,792)
11,154
(15,638)
1

2012/13 7.2 Total
(27,664)
12,034
(15,630)
1,029

Funding and financial statements

Funding Impact Statement  For whole of council

Funding Impact Statement For governance, information and engagement

Funding Impact Statement For Māori and Mana Whenua Partnerships

Funding Impact Statement For gardens, beaches and green open spaces

Funding Impact Statement For waste reduction and energy conservation

Funding Impact Statement For water

Funding Impact Statement For wastewater

Funding Impact Statement For stormwater

Funding Impact Statement For conservation attractions

Funding Impact Statement For city promotions and business support

Funding Impact Statement For arts and culture activities

Funding Impact Statement For recreation promotion and support

Funding Impact Statement For community support

Funding Impact Statement For public health and safety

Funding Impact Statement For urban planning, heritage and public spaces development

Funding Impact Statement For building and development control

Funding Impact Statement For transport

Funding Impact Statement For parking

Funding Impact Statement – Operating Expenditure

Funding Impact Statement – Capital Expenditure and Loans to Other Organisations

Funding Impact Statement – Borrowing

Funding impact statement (Housing) – Operating expenditure

Funding impact statement (Housing) – Capital expenditure

Funding impact statement (Housing) – Borrowing/Investments

Rates Funding Statement (excluding GST)

RATES

GENERAL RATES

DIFFERENTIAL RATING CATEGORIES

TARGETED RATES

RATES REMISSION AND POSTPONEMENT POLICIES

Prospective Statement of Comprehensive Financial Performance

Prospective Statement of Financial Position

Prospective Statement of Changes in Equity

Prospective Statement of Cash Flows

Prospective Statement of Changes in Restricted Funds

This section contains:

The funding impact statement;

cost of service statements by strategy;

forecast financial statements; and

significant accounting policies

Funding Impact Statement 
For whole of council

LTP
2012/13
$000
Forecast
2013/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
127,147
130,000

Targeted rates (other than a targeted rate for water supply)
99,740
103,552

Subsidies and grants for operating purposes
6,831
7,250

Fees, charges, and targeted rates for water supply8
110,101
114,761

Interest and dividends from investments
9,308
9,908

Local authorities fuel tax, fines, infringement fees, and other receipts
12,162
10,817

Total operating funding (A)
365,289
376,288

Applications of operating funding

Payments to staff and suppliers
235,262
244,969

Finance costs
22,647
21,965

Internal charges and overheads applied
-
-

Other operating funding applications
29,568
29,623

Total applications of operating funding (B)
287,477
296,557

Surplus (deficit) of operating funding (A - B)
77,812
79,731

Sources of capital funding

Subsidies and grants for capital expenditure
45,765
42,495

Development and financial contributions
5,000
5,000

Increase (decrease) in debt
14,919
20,893

Gross proceeds from sales of assets
-
15,075

Lump sum contributions
-
-

Total sources of capital funding (C)
65,684
83,463

Applications of capital funding

Capital expenditure

- to meet additional demand
2,702
1,634

- to improve the level of service
54,491
53,991

- to replace existing assets
78,944
84,094

Increase (decrease) in reserves
7,359
23,475

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
143,496
163,194

Surplus (deficit) of capital funding (C - D)
(77,812)
(79,731)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
91,703
92,109

Funding Impact Statement
For governance, information and engagement

LTP
2012/13
$000
FORECAST
2012/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
14,666
16,356

Targeted rates (other than a targeted rate for water supply
-
-

Subsidies and grants for operating purposes
-

Fees, charges, and targeted rates for water supply9
384
733

Interest and dividends from investments
-
-

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
15,050
17,089

Applications of operating funding

Payments to staff and suppliers
7,892
8,579

Finance costs
-
-

Internal charges and overheads applied
7,034
8,170

Other operating funding applications
10
267

Total applications of operating funding (B)
14,936
17,016

Surplus (deficit) of operating funding (A - B)
114
73

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
-
-

Increase (decrease) in debt
-
-

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
-
-

Applications of capital funding

Capital expenditure

 - to meet additional demand
-
-

 - to improve the level of service
-
-

 - to replace existing assets
-
110

Increase (decrease) in reserves
114
(37)

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
114
73

Surplus (deficit) of capital funding (C - D)
(114)
(73)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
114
73

Funding Impact Statement
For Māori and Mana Whenua Partnerships

LTP
2012/13
$000
FORECAST
2012/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
237
255

Targeted rates (other than a targeted rate for water supply
-
-

Subsidies and grants for operating purposes
-
-

Fees, charges, and targeted rates for water supply10
-
-

Interest and dividends from investments
-
-

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
237
225

Applications of operating funding

Payments to staff and suppliers
229
214

Finance costs
-
-

Internal charges and overheads applied
8
9

Other operating funding applications
-
-

Total applications of operating funding (B)
237
223

Surplus (deficit) of operating funding (A - B)
-
2

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
-
-

Increase (decrease) in debt
-
-

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
-
-

Applications of capital funding

Capital expenditure

 - to meet additional demand
-
-

 - to improve the level of service
-
-

 - to replace existing assets
-
-

Increase (decrease) in reserves
-
2

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
-
(2)

Surplus (deficit) of capital funding (C - D)
-
-

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
-
2

Funding Impact Statement
For gardens, beaches and green open spaces

2012/13
LTP
$000
2012/13
FORECAST
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
26,648
26,540

Targeted rates (other than a targeted rate for water supply)
408
436

Subsidies and grants for operating purposes
549
637

Fees, charges, and targeted rates for water supply11
1,188
1,118

Interest and dividends from investments
5,207
4,910

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
34,000
33,641

Applications of operating funding

Payments to staff and suppliers
16,453
16,980

Finance costs
-
-

Internal charges and overheads applied
13,444
12,907

Other operating funding applications
100
80

Total applications of operating funding (B)
29,997
29,967

Surplus (deficit) of operating funding (A - B)
4,003
3,674

Sources of capital funding

Subsidies and grants for capital expenditure
250
1,080

Development and financial contributions
1,099
1,099

Increase (decrease) in debt
(1,206)
(2,071)

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
143
108

Applications of capital funding

Capital expenditure

- to meet additional demand
49
53

- to improve the level of service
94
55

- to replace existing assets
2,479
2,545

Increase (decrease) in reserves
1,524
1,129

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
4,146
3,782

Surplus (deficit) of capital funding (C - D)
(4,003)
(3,674)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
4,226
3,952

Funding Impact Statement
For waste reduction and energy conservation

LTP
2012/13
$000
FORECAST
2012/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
496
451

Targeted rates (other than a targeted rate for water supply
-
-

Subsidies and grants for operating purposes
-
-

Fees, charges, and targeted rates for water supply12
11,821
12,393

Interest and dividends from investments
296
-

Local authorities fuel tax, fines, infringement fees, and other receipts
7
-

Total operating funding (A)
12,620
12,844

Applications of operating funding

Payments to staff and suppliers
10,817
11,112

Finance costs
953
1,002

Internal charges and overheads applied
(29)
160

Other operating funding applications
-
5

Total applications of operating funding (B)
11,741
12,279

Surplus (deficit) of operating funding (A - B)
879
565

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
-
-

Increase (decrease) in debt
204
91

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
204
91

Applications of capital funding

Capital expenditure

 - to meet additional demand
-
-

 - to improve the level of service
204
91

 - to replace existing assets
865
963

Increase (decrease) in reserves
14
(398)

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
1,083
656

Surplus (deficit) of capital funding (C - D)
(879)
(565)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
879
565

Funding Impact Statement
For water

LTP
2012/13
$000
FORECAST
2012/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
-
-

Targeted rates (other than a targeted rate for water supply
23,536
24,804

Subsidies and grants for operating purposes
-
-

Fees, charges, and targeted rates for water supply13
12,854
13,366

Interest and dividends from investments
-
-

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
36,390
38,170

Applications of operating funding

Payments to staff and suppliers
19,816
21,373

Finance costs
-
-

Internal charges and overheads applied
3,665
3,616

Other operating funding applications
-
-

Total applications of operating funding (B)
23,481
24,989

Surplus (deficit) of operating funding (A - B)
12,909
13,181

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
1,231
1,231

Increase (decrease) in debt
1,899
988

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
3,130
2,219

Applications of capital funding

Capital expenditure

 - to meet additional demand
254
274

 - to improve the level of service
2,876
1,945

 - to replace existing assets
8,226
9,962

Increase (decrease) in reserves
4,683
3,219

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
16,039
15,400

Surplus (deficit) of capital funding (C - D)
(12,909)
(13,181)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
13,824
13,744

Funding Impact Statement
For wastewater

LTP
2012/13
$000
FORECAST
2012/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
-
-

Targeted rates (other than a targeted rate for water supply
33,433
35,370

Subsidies and grants for operating purposes
-
-

Fees, charges, and targeted rates for water supply14
1,252
1,210

Interest and dividends from investments
-
-

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
34,685
36,580

Applications of operating funding

Payments to staff and suppliers
16,863
20,715

Finance costs
-
-

Internal charges and overheads applied
8,741
7,223

Other operating funding applications
-
-

Total applications of operating funding (B)
25,604
27,938

Surplus (deficit) of operating funding (A - B)
9,081
8,642

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
1,007
1,007

Increase (decrease) in debt
(818)
(822)

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
189
185

Applications of capital funding

Capital expenditure

 - to meet additional demand
189
185

 - to improve the level of service
-
-

 - to replace existing assets
7,363
7,266

Increase (decrease) in reserves
1,718
1,416

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
9,270
8,827

Surplus (deficit) of capital funding (C - D)
(9,081)
(8,642)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
12,984
12,538

Funding Impact Statement
For stormwater

LTP
2012/13
$000
FORECAST
2012/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
-
-

Targeted rates (other than a targeted rate for water supply
17,363
18,089

Subsidies and grants for operating purposes
39
40

Fees, charges, and targeted rates for water supply15
9
9

Interest and dividends from investments
-
-

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
17,411
18,138

Applications of operating funding

Payments to staff and suppliers
5,356
7,486

Finance costs
-
-

Internal charges and overheads applied
5,573
4,212

Other operating funding applications
-
-

Total applications of operating funding (B)
10,929
11,698

Surplus (deficit) of operating funding (A - B)
6,482
6,440

Sources of capital funding

Subsidies and grants for capital expenditure
189
-

Development and financial contributions
107
107

Increase (decrease) in debt
(35)
(7)

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
261
100

Applications of capital funding

Capital expenditure

 - to meet additional demand
95
100

 - to improve the level of service
166
-

 - to replace existing assets
3,532
3,912

Increase (decrease) in reserves
2,950
2,528

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
6,743
6,540

Surplus (deficit) of capital funding (C - D)
(6,482)
(6,440)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
6,482
6,440

Funding Impact Statement
For conservation attractions

LTP
2012/13
$000
FORECAST
2012/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
5,378
5,779

Targeted rates (other than a targeted rate for water supply
-
-

Subsidies and grants for operating purposes
-
-

Fees, charges, and targeted rates for water supply16
-
-

Interest and dividends from investments
-
-

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
5,378
5,779

Applications of operating funding

Payments to staff and suppliers
122
127

Finance costs
-
-

Internal charges and overheads applied
1,031
976

Other operating funding applications
3,164
3,590

Total applications of operating funding (B)
4,317
4,693

Surplus (deficit) of operating funding (A - B)
1,061
1,086

Sources of capital funding

Subsidies and grants for capital expenditure
155
412

Development and financial contributions
-
-

Increase (decrease) in debt
467
1,239

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
622
1,651

Applications of capital funding

Capital expenditure

 - to meet additional demand
-
-

 - to improve the level of service
622
1,651

 - to replace existing assets
172
241

Increase (decrease) in reserves
889
845

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
1,683
2,737

Surplus (deficit) of capital funding (C - D)
(1,061)
(1,086)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
1,061
1,086

Funding Impact Statement
For city promotions and business support

LTP
2012/13
$000
FORECAST
2013/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
5,032
4,311

Targeted rates (other than a targeted rate for water supply)
14,572
14,583

Subsidies and grants for operating purposes
-
-

Fees, charges, and targeted rates for water supply17
-
186

Interest and dividends from investments
-
50

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
19,604
19,130

Applications of operating funding

Payments to staff and suppliers
5,755
7,160

Finance costs
-
-

Internal charges and overheads applied
2,428
2,874

Other operating funding applications
9,178
7,523

Total applications of operating funding (B)
17,361
17,557

Surplus (deficit) of operating funding (A - B)
2,243
1,573

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
-
-

Increase (decrease) in debt
4,011
-

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
4,011
-

Applications of capital funding

Capital expenditure

- to meet additional demand
-
-

- to improve the level of service
4,011
-

- to replace existing assets
1,483
765

Increase (decrease) in reserves
760
808

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
6,254
1,573

Surplus (deficit) of capital funding (C - D)
(2,243)
(1,573)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
2,243
1,573

Funding Impact Statement
For arts and culture activities

LTP
2012/13
$000
FORECAST
2013/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
11,716
11,132

Targeted rates (other than a targeted rate for water supply)
5,135
5,216

Subsidies and grants for operating purposes
420
402

Fees, charges, and targeted rates for water supply18
626
611

Interest and dividends from investments
162
341

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
18,059
17,702

Applications of operating funding

Payments to staff and suppliers
3,256
3,219

Finance costs
-
-

Internal charges and overheads applied
1,760
1,150

Other operating funding applications
12,177
12,484

Total applications of operating funding (B)
17,193
16,853

Surplus (deficit) of operating funding (A - B)
866
849

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
-
-

Increase (decrease) in debt
40
25

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
40
25

Applications of capital funding

Capital expenditure

- to meet additional demand
-
-

- to improve the level of service
40
25

- to replace existing assets
-
1

Increase (decrease) in reserves
866
848

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
906
874

Surplus (deficit) of capital funding (C - D)
(866)
(849)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
866
849

Funding Impact Statement
For recreation promotion and support

LTP
2012/13
$000
FORECAST
2013/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
23,011
24,661

Targeted rates (other than a targeted rate for water supply)
850
776

Subsidies and grants for operating purposes
396
396

Fees, charges, and targeted rates for water supply19
11,490
11,353

Interest and dividends from investments
1,025
1,005

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
36,772
38,191

Applications of operating funding

Payments to staff and suppliers
16,484
17,116

Finance costs
-
-

Internal charges and overheads applied
13,063
13,672

Other operating funding applications
400
400

Total applications of operating funding (B)
29,947
31,188

Surplus (deficit) of operating funding (A - B)
6,825
7,003

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
466
466

Increase (decrease) in debt
3,563
1,469

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
4,029
1,935

Applications of capital funding

Capital expenditure

- to meet additional demand
1,502
871

- to improve the level of service
2,061
1,064

- to replace existing assets
3,227
2,902

Increase (decrease) in reserves
4,064
4,101

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
10,854
8,938

Surplus (deficit) of capital funding (C - D)
(6,825)
(7,003)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
6,913
7,091

Funding Impact Statement
For community support

LTP
2012/13
$000
FORECAST
2013/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
21,744
22,293

Targeted rates (other than a targeted rate for water supply)
4,410
4,245

Subsidies and grants for operating purposes
1,124
1,023

Fees, charges, and targeted rates for water supply20
18,650
20,635

Interest and dividends from investments
1,222
1,363

Local authorities fuel tax, fines, infringement fees, and other receipts
1,029
851

Total operating funding (A)
48,179
50,410

Applications of operating funding

Payments to staff and suppliers
25,034
24,926

Finance costs
-
-

Internal charges and overheads applied
11,049
11,814

Other operating funding applications
3,524
3,574

Total applications of operating funding (B)
39,607
40,314

Surplus (deficit) of operating funding (A - B)
8,572
10,096

Sources of capital funding

Subsidies and grants for capital expenditure
34,600
30,739

Development and financial contributions
88
88

Increase (decrease) in debt
(88)
(88)

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
34,600
30,739

Applications of capital funding

Capital expenditure

- to meet additional demand
-
-

- to improve the level of service
34,293
25,694

- to replace existing assets
5,311
7,031

Increase (decrease) in reserves
3,568
8,110

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
43,172
40,835

Surplus (deficit) of capital funding (C - D)
(8,572)
(10,096)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
11,480
13,707

Funding Impact Statement
For public health and safety

LTP
2012/13
$000
FORECAST
2013/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
8,409
7,713

Targeted rates (other than a targeted rate for water supply)
-
-

Subsidies and grants for operating purposes
10
10

Fees, charges, and targeted rates for water supply21
3,287
3,436

Interest and dividends from investments
666
668

Local authorities fuel tax, fines, infringement fees, and other receipts
57
48

Total operating funding (A)
12,429
11,875

Applications of operating funding

Payments to staff and suppliers
7,364
7,860

Finance costs
-
-

Internal charges and overheads applied
4,388
3,362

Other operating funding applications
25
29

Total applications of operating funding (B)
11,777
11,251

Surplus (deficit) of operating funding (A - B)
652
624

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
15
15

Increase (decrease) in debt
33
95

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
48
110

Applications of capital funding

Capital expenditure

- to meet additional demand
9
24

- to improve the level of service
39
86

- to replace existing assets
633
606

Increase (decrease) in reserves
19
18

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
700
734

Surplus (deficit) of capital funding (C - D)
(652)
(624)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
658
639

Funding Impact Statement
For urban planning, heritage and public spaces development

LTP
2012/13
$000
FORECAST
2013/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
7,040
7,254

Targeted rates (other than a targeted rate for water supply)
-
-

Subsidies and grants for operating purposes
-
-

Fees, charges, and targeted rates for water supply22
20
20

Interest and dividends from investments
-
-

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
7,060
7,274

Applications of operating funding

Payments to staff and suppliers
1,895
2,029

Finance costs
-
-

Internal charges and overheads applied
3,709
3,707

Other operating funding applications
1,455
1,526

Total applications of operating funding (B)
7,059
7,262

Surplus (deficit) of operating funding (A - B)
1
12

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
-
-

Increase (decrease) in debt
1,208
3,739

Gross proceeds from sales of assets
-
15,075

Lump sum contributions
-
-

Total sources of capital funding (C)
1,208
18,814

Applications of capital funding

Capital expenditure

- to meet additional demand
-
-

- to improve the level of service
1,208
3,739

- to replace existing assets
5,360
9,114

Increase (decrease) in reserves
(5,359)
5,973

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
1,209
18,826

Surplus (deficit) of capital funding (C - D)
(1)
(12)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
1
12

Funding Impact Statement
For building and development control

LTP
2012/13
$000
FORECAST
2013/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
8,053
8,857

Targeted rates (other than a targeted rate for water supply)
-
-

Subsidies and grants for operating purposes
-
-

Fees, charges, and targeted rates for water supply23
10,611
11,425

Interest and dividends from investments
90
423

Local authorities fuel tax, fines, infringement fees, and other receipts
55
29

Total operating funding (A)
18,809
20,734

Applications of operating funding

Payments to staff and suppliers
10,733
12,135

Finance costs
-
-

Internal charges and overheads applied
8,005
8,407

Other operating funding applications
35
35

Total applications of operating funding (B)
18,773
20,577

Surplus (deficit) of operating funding (A - B)
36
157

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
-
-

Increase (decrease) in debt
2,977
13,234

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
2,977
13,234

Applications of capital funding

Capital expenditure

- to meet additional demand
-
-

- to improve the level of service
2,977
13,234

- to replace existing assets
-
-

Increase (decrease) in reserves
36
157

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
3,013
13,391

Surplus (deficit) of capital funding (C - D)
(36)
(157)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
36
157

Funding Impact Statement
For transport

LTP
2012/13
$000
FORECAST
2013/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
27,666
27,924

Targeted rates (other than a targeted rate for water supply)
33
33

Subsidies and grants for operating purposes
4,166
4,667

Fees, charges, and targeted rates for water supply24
2,057
2,100

Interest and dividends from investments
-
-

Local authorities fuel tax, fines, infringement fees, and other receipts
-
-

Total operating funding (A)
33,922
34,724

Applications of operating funding

Payments to staff and suppliers
11,526
11,852

Finance costs
-
-

Internal charges and overheads applied
10,086
10,999

Other operating funding applications
-
10

Total applications of operating funding (B)
21,612
22,861

Surplus (deficit) of operating funding (A - B)
12,310
11,863

Sources of capital funding

Subsidies and grants for capital expenditure
10,101
10,264

Development and financial contributions
987
987

Increase (decrease) in debt
3,134
3,000

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
14,222
14,251

Applications of capital funding

Capital expenditure

- to meet additional demand
604
127

- to improve the level of service
5,900
6,406

- to replace existing assets
25,754
24,786

Increase (decrease) in reserves
(5,726)
(5,205)

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
26,532
26,114

Surplus (deficit) of capital funding (C - D)
(12,310)
(11,863)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
20,093
20,461

Funding Impact Statement
For parking

LTP
2013/14
$000
FORECAST
2013/14
$000

Sources of operating funding

General rates, uniform annual general charges, rates penalties
(16,785)
(15,638)

Targeted rates (other than a targeted rate for water supply)
-
-

Subsidies and grants for operating purposes
-
-

Fees, charges, and targeted rates for water supply25
17,814
17,992

Interest and dividends from investments
-
-

Local authorities fuel tax, fines, infringement fees, and other receipts
9,850
8,800

Total operating funding (A)
10,879
11,154

Applications of operating funding

Payments to staff and suppliers
11,075
10,071

Finance costs
-
-

Internal charges and overheads applied
586
566

Other operating funding applications
-
-

Total applications of operating funding (B)
11,661
10,637

Surplus (deficit) of operating funding (A - B)
(782)
517

Sources of capital funding

Subsidies and grants for capital expenditure
-
-

Development and financial contributions
-
-

Increase (decrease) in debt
-
1

Gross proceeds from sales of assets
-
-

Lump sum contributions
-
-

Total sources of capital funding (C)
-
1

Applications of capital funding

Capital expenditure

- to meet additional demand
-
-

- to improve the level of service
-
1

- to replace existing assets
-
-

Increase (decrease) in reserves
(782)
517

Increase (decrease) in investments
-
-

Total applications of capital funding (D)
(782)
518

Surplus (deficit) of capital funding (C - D)
782
(517)

Funding balance ((A - B) + (C - D))
-
-

Expenses for this activity grouping include the following depreciation/amortisation charge
373
517

Funding Impact Statement – Operating Expenditure

LTP
2012/13
$000
Forecast
2013/14
$000

OPERATING STATEMENT

 Total project expenditure 
379,180 
388,697 

 Weathertight Homes funding 
3,331 
4,996 

 Self-insurance 
750 
750 

 Total operating expenditure 
 383,261 
 394,443 

Add back City housing ring-fenced surplus
(2,762)
(3,480)

Less expenditure not funded under section 100 of LGA:

NZTA Transport funded projects 
(7,665)
(7,438)

General
(4,000)
(4,000)

Clearwater sewerage treatment plant
(3,325)
(3,015)

Discontinued Living Earth Plant
(221)
(221)

 Total operating expenditure to be funded 
 365,288 
 376,289 

FUNDED BY;

General rates
127,147 
130,000

Targeted rates:

Sewerage rates (including trade waste)
33,433 
35,370 

Water rate
36,358 
38,137

Stormwater rate
17,363 
18,089 

Base (residential) sector targeted rate
6,566 
6,476 

Commercial sector targeted rate
5,131 
4,895 

Downtown levy
13,664 
13,870 

Tawa driveways levy
33 
33 

Marsden Village levy
14 
14 

Total targeted rates
 112,562 
 116,884 

 Total rates to fund operating expenditure 
 239,709 
 246,884 

User charges
77,119 
78,159 

Other income

Ground and commercial leases
31,213 
32,912 

Dividends
9,298 
9,898 

NZTA subsidies
4,751 
5,341 

Housing grants
1,024 
995 

Petrol tax
1,164 
1,120 

Miscellaneous
1,010 
979 

Prior year surplus
 - 
 - 

 Total funding for operating expenditure 
 365,288 
 376,289 

Funding Impact Statement – Capital Expenditure
and Loans to Other Organisations

LTP
2012/13
$000
Forecast
2013/14
$000

Renewal capital expenditure
78,944
84,094

Upgrade capital expenditure
57,193
55,625

Capital expenditure carried forward from 2011/12
20,000
-

Capital expenditure carried forward from 2012/13
-
28,000

Capital expenditure carried forward from 2013/14
-
(10,000)

Capital expenditure carried forward from 2014/15
-
-

Total capital expenditure to be funded
156,137
157,719

Loans to other organisations
-
-

Total capital expenditure and loans to be funded
156,137
157,719

FUNDED BY:

Depreciation
70,453
72,525

Use of housing surplus
-
-

NZTA transport subsidies
10,289
10,264

Housing grants
34,600
30,739

Development contributions
5,000
5,000

Bequests & grants
876
1,492

Borrowings
34,919
37,699

Total funding for capital expenditure and loans to other organisations
156,137
157,719

Funding Impact Statement – Borrowing

LTP
2012/13
$000

Forecast
2013/14
$000

Opening Gross Borrowings per LTP

334,406
Opening Gross Borrowings – total
345,688

New borrowings to fund capital expenditure:

- Housing capital expenditure

14,919
- Other capital expenditure
20,893

20,000
- Carry forward capital expenditure
18,000

34,919
Total
38,893

Other movements to borrowings:

-
Asset proceeds
(15,075)

2,761
Ring-fenced housing surpluses - opex
3,479

(4,351)
Ring-fenced housing surpluses - capex
(9,954)

(750)
Self insurance fund contribution
(750)

7,621
Leaky homes
8,772

Use of prior year surplus

(1,223)
Depreciation reserve movement
(3,851)

285
Other movements
751

373,668
Closing Gross Borrowing
375,635

Funding impact statement (Housing) – Operating expenditure

LTP
2012/13
$000

Forecast
2013/14
$000

Operating Statement

13,603
Total project expenditure 
13,841

7,331
Depreciation 
9,817

20,934
Total operating expenditure 
23,658

Funded by: 

17,149
User charges (rental income)
19,184

Other income

1,024
Housing grants
995

18,173
Total funding for operating expenditure 
20,179

(2,761)
Ringfenced Operating funding surplus 
(3,479)

This information is incorporated into and forms part of the Funding Impact Statement –
Operating Expenditure

Funding impact statement (Housing) – Capital expenditure

LTP
2012/13
$000

Forecast
2013/14
$000

3,287
Renewal capital expenditure
4,908

34,293
Upgrade capital expenditure
25,694

37,580
Total capital expenditure and loans to be funded
30,602

Funded by:

7,331
Depreciation
9,817

34,600
Housing grants
30,739

41,931
Total funding for capital expenditure and loans to other organisations
40,556

4,351
Ringfenced Capital funding surplus
9,954

This information is incorporated into and forms part of the Funding Impact Statement –
Capital Expenditure and loans to other organisations

Funding impact statement (Housing) – Borrowing/Investments

LTP
2012/13
$000

Forecast
2013/14
$000

Opening Gross Borrowings per LTP

(1,498)
Opening Gross Borrowings/Investments - total
(5,170)

2,761
Ring-fenced housing operating deficit
3,479

(4,351)
Ring-fenced housing capital funding surplus
(9,954)

(3,088)
Closing Gross Borrowings/Investments
(11,645)

This information is incorporated into and forms part of the Funding Impact Statement – Borrowings

Rates Funding Statement (excluding GST)

Rate | Factor | Differentiation | Total Value of Factor | Rate/charge | Rates yield GST Exclusive
General Rate | Capital Value | Base differential use | $36,105,329,000 | ¢0.196268 | $70,863,207
Capital Value | Commercial, industrial & business use | $10,777,313,000 | ¢0.548717 | $59,136,949
TOTAL |  |  |  |  | $130,000,156
Sewerage Rate | Fixed charge | Base differential use / connection status | 66257 properties | $104.00 | $6,890,728
Capital Value | Base differential use / connection status | $38,110,030,000 | ¢0.038504 | $14,673,886
Capital Value | Commercial, industrial and business use / connection status | $9,146,397,000 | ¢0.150934 | $13,805,023
TOTAL |  |  |  |  | $35,369,637
Water rate | Fixed charge | Base differential use/connection status (without water meter) | 59064 properties | $132.25 | $7,811,214
Capital Value | Base differential use/connection status (without water meter) | $31,222,448,000 | ¢0.046636 | $14,560,901
Consumption unit charge | Base differential use/connection status (water meter) | n/a | $1.797 / m3 | $434,490
Fixed charge | Base differential use/connection status (water meter) | n/a | $107.50 | $75,035
Capital Value | Commercial, industrial and business use /connection status( without water meter) | $704,504,000 | ¢0.345207 | $2,431,997
Consumption unit charge | Commercial, industrial and business use /connection status (water meter) | n/a | $1.797 / m3 | $12,488,131
Fixed charge | Commercial, industrial and business use /connection status (water meter) | n/a | $107.50 | $334,755
TOTAL |  |  |  |  | $38,136,523
Stormwater rate | Capital Value | Base differental use (excluding rural) | $35,591,966,000 | ¢0.039388 | $14,018,964
Capital Value | Commercial, industrial and business use (excluding rural) | 9,534,045,000 | ¢0.042689 | $4,069,988
TOTAL |  |  |  |  | $18,088,952
Base sector targeted rate | Capital Value | Residential use | $36,105,329,000 | ¢0.017936 | $6,475,852
Commercial sector targeted rate | Capital Value | Commercial, industrial & business use | $10,777,313,000 | ¢0.045419 | $4,894,948
Downtown levy | Capital Value | Commercial, industrial & business use / central city location | $7,339,385,000 | ¢0.188980 | $13,869,970
Tawa driveways levy | Fixed charge | Shared residential access driveways in the suburb of Tawa and maintained by the Council | 251 properties | $133.33 | $33,467
Marsden Village levy | Capital Value | Commercial, industrial & business use located in Marsden shopping village | $11,725,000 | ¢0.121538 | $14,250
TOTAL RATES REQUIREMENT (excluding GST) |  | 246,883,754

Rating Mechanisms

RATES

Rates are assessed under the Local Government (Rating) Act 2002 (the Act) on all rateable rating units in the Rating Information Database. Where rates are based on value, the capital value of the property as assessed by Quotable Value New Zealand Limited will apply. The latest city-wide revaluation was carried out as at 1 September 2012. This revaluation remains effective for the 2013/14 rating year, except where subsequent maintenance valuations have been required under valuation rules or Council’s rating policies.

Policy Objective

To provide the Council with adequate income to carry out its mission and objectives.

To support the Council’s achievement of its strategic objectives.

To be simply administered, easily understood, allow for consistent application and generate minimal compliance costs.

To spread the incidence of rates as equitably as possible, by balancing the level of service provided by the Council with ability to pay and the incidence of costs in relation to benefits received.

To be neutral in that it does not encourage people to redirect activity in order to avoid its impact.

To reflect the decisions of the Council’s policies and rating reviews.

GENERAL RATES

General rates are set under section 13 of the Act on all rateable rating units in the City of Wellington.

The Council proposes to set a general rate based on the capital value of each rating unit within the city.

The general rate will be set on a differential basis, based on land use. All rating units (or part thereof) will be classified for the purposes of general rates within one of the following rating differentials:

DIFFERENTIAL RATING CATEGORIES

NON-RATEABLE

Included any land referred to in Part 1, Schedule 1 of the Act. This land is non-rateable with the exception of targeted rates for sewerage and water where rates are applicable.

50 PERCENT NON-RATEABLE

Includes all land referred to in Part 2, Schedule 1 of the Act. This land is 50 percent non-rateable in respect of the rates that would have applied had the property not been classified as non-rateable, with the exception of targeted rates for sewerage and water for which the land is fully rateable.

BASE DIFFERENTIAL

This includes:

a) Separately rateable land used for a commercial or industrial purpose
b) Vacant land zoned commercial, industrial or rural industrial under the District Plan administered by the Council
c) Land used for offices, administrative and/or associated functions
d) Land used for commercial accommodation for which a tariff is charged and where the principal purpose is the provision of short stay accommodation
e) Business-related premises used principally for private pecuniary benefit
f) Utility networks g) Any property not otherwise categorised within the Base differential.

COMMERCIAL, INDUSTRIAL AND BUSINESS DIFFERENTIAL

This includes:

a) Separately rateable land used for a commercial or industrial purpose
b) Vacant land zoned commercial, industrial or rural industrial under the District Plan administered by the Council
c) Land used for offices, administrative and/or associated functions
d) Land used for commercial accommodation for which a tariff is charged and where the principal purpose is the provision of short stay accommodation
e) Business-related premises used principally for private pecuniary benefit
f) Utility networks
g) Any property not otherwise categorised within the Base differential.

ANNUAL UNIFORM GENERAL CHARGE

The Council does not assess a Uniform Annual General Charge.

DIFFERENTIAL RATING CATEGORY CONDITIONS

The Council has previously resolved to achieve a target in 2011/12, which modified the differential apportionment so that the commercial, industrial and business sector pay 2.8 times the General rate per dollar of capital value payable by those properties incorporated under the Base (Residential) differential. No further changes are proposed to the differential apportionment in 2012/13.

The separated parts of a rating unit will be differentially rated where a part of the property is non-rateable or the property fits under one or more rating differential and either:

a) The total capital value of the rating unit is above $800,000 or
b) Minority use(s) account for more than 30 percent of the total capital value of the rating unit.

In any other case, the General rate differential is determined by principal use.

In regard to the rates attributable to a rating unit during the transition period between two differential rating categories, a ratepayer may apply for a change in rating category at any time between the lodgement of a building consent application with the Council (on the condition that the principal prior use has ended) and the earlier of either:

a) The time at which the Council gives final approval of the completed works, or
b) The property is deemed (by the Council) to be available for its intended use.

In situations where the change in land use does not require a Council consent, but warrants a change in differential rating category, the onus is on the ratepayer to inform the Council prior to the property being utilised under the new use.

The rating differential classification of all rating units must be set prior to the commencement of a rating year and will remain in place for that entire rating year. Any change in circumstances that results in a change of differential classification during a rating year will apply from 1 July of the following rating year.

Any property eligible for mandatory 50 percent non-rateability under Part 2, Schedule 1, of the Act, will be first classified under the appropriate General rate differential classifications and the non-rateability applied to that rate.

TARGETED RATES

Targeted Rates are set under section 16 of the Act.

Sewerage Rate

A targeted sewerage rate is to be apportioned 60 percent: 40 percent between properties incorporated under the Base differential and the Commercial, Industrial and Business differential in accordance with the Revenue and Financing Policy. This rate pays for the cost of the provision of the sewerage treatment facilities for the city.

For the purposes of these rates the sewerage collection and disposal service is treated as being provided if the rating unit is connected to a public sewerage drain (either directly or indirectly), irrespective of whether the property is considered fully rateable or is mandatory non-rateable or 50 percent non-rateable under Schedule 1 of the Act.

The targeted Sewerage rate is calculated as follows:

For rating units incorporated in the Commercial, Industrial and Business differential:

A rate per dollar of capital value on all rating units connected to a public sewerage drain, to collect 40 percent of the required rates funding, after having deducted the total dollar amount budgeted to be collected through Trade Waste Charges (excluding consent fees).

For rating units incorporated in the Base differential:

A fixed amount of $100 (+ GST) and a rate per dollar of capital value on all rating units connect to a public sewerage drain, to collect 60 percent of the required rate funding.

Water Rate

A targeted rate for water is to be apportioned with the aim of achieving a 60 percent: 40 percent split between properties incorporated under the Base differential and the Commercial, Industrial and Business differential in accordance with the Revenue and Financing Policy.

This rate pays for water collection and treatment facilities, the water distribution network and water conservation for the city.

This rate is set on all rating units serviced by a water connection.

For the purposed of these rates, the water service is treated as being provided if the rating unit is connected to the public water supply (either directly or indirectly), irrespective of whether the property is considered fully rateable or is mandatorily non-rateable or 50 percent non-rateable under Schedule 1 or 2 of the Act.

The targeted Water rate is calculated as follows:

For rating units incorporated in the Commercial, Industrial andBusiness differential, either:

a) A fixed water meter charge of $1.797 (+ GST) per cubic meter of water used by all rating units connected to the public water supply with a water meter installed, plus an administrative charge of $107.50 (+ GST) per annum

Or

b) A rate per dollar of capital value on all rating units connected to the public water supply, without a water meter installed.

For rating units rated incorporated in the Base differential, either:

a) A fixed water meter charge of $1.797 (+ GST) per cubic meter of water used by all rating units connected to the public water supply with a water meter installed, plus an administrative charge of $107.50 (+ GST) per annum

Or

b) A fixed amount of $132.25 (+ GST) per rating unit and a rate per dollar of capital value on all rating units connected to the public water supply without a water meter installed, to collect the required Base differential contribution.

Stormwater Network Rate

A targeted stormwater rate is to be apportioned 77.5 percent to the non-rural rating units incorporated under the Base differential and 22.5 percent to the Commercial, Industrial and Business differential in accordance with the Revenue and Financing Policy. This rate pays for the cost of the provision of the stormwater collection/disposal network for the city.

Properties classified as “rural” under the Council’s operative District Plan are excluded from the liability of this rate.

The targeted Stormwater network rate is calculated as follows:

For non-rural rating units incorporated in the Commercial, Industrial and Business differential:

A rate per dollar of capital value to collect 22.5% percent of the required rates funding.

For non-rural rating units incorporated in the Base differential:

A rate per dollar of capital value to collect 77.5% percent of the required rates funding.

COMMERCIAL, INDUSTRIAL AND BUSINESS SECTOR TARGETED RATE

This rate pays for activities where the Council’s Revenue and Financing Policy identifies that the benefit can be attributed to the commercial, industrial and business sector and where the activity is not incorporated in other service related targeted rates. This incorporates the following:

100% of the cost of the events attraction and support activity

This rate is levied on all properties incorporated in the commercial, industrial and business sector and is calculated on a rate per dollar of rateable capital value.

BASE SECTOR TARGETED RATE

This rate pays for activities where the Council’s Revenue and Financing Policy identifies that the benefit can be attributed to properties incorporated under the Base differential rating category (incorporating residential ratepayers). This incorporates the following activities:

100% of the facilitation of community environmental initiatives, cultural grants, facilitation of recreation partnerships and community advocacy activities.

98% of the provision of community centres and halls activities.

This rate is levied on all properties incorporated under the Base differential rating category and is calculated on a rate per dollar of rateable capital value.

DOWNTOWN LEVY

This rate pays for tourism promotion (PWT) and retail support (free weekend parking). It also pays for 70% of the visitor attractions activity and 25% of galleries and museums (WMT) activity.

This rate is levied on all commercial, industrial and business properties in the downtown area and is calculated on a rate per dollar of rateable capital value. For the purpose of this rate, the downtown area refers to the area as described by the Downtown Levy Area map as follows:

TAWA DRIVEWAYS LEVY

This rate pays for the maintenance of a specified group of residential access driveways in the suburb of Tawa, overseen by the Council. This rate is levied on a specific group of rating units in the former Tawa Borough at a fixed amount of $133.33 (+ GST) per annum.

MARSDEN VILLAGE LEVY

This rate is collected by the Council on behalf of the Marsden Village Association on all commercial, industrial and business properties in the Marsden shopping village and is calculated on a rate per dollar of capital value.

RATES REMISSION AND POSTPONEMENT POLICIES

Refer to the Council Rates Remission and Postponement Policies.

Prospective Statement of Comprehensive Financial Performance

LTP
2012/13
$000
Forecast
2013/14
$000

INCOME

Revenue from rates
226,603
233,551

Revenue from rates - metered water
12,822
13,333

Revenue from development contributions
5,000
5,000

Revenue from grants and subsidies
52,596
49,746

Revenue from operating activities
99,395
101,936

Revenue from investments
18,464
19,118

Finance income
562
560

Other income
1,164
1,120

TOTAL INCOME
416,606
424,364

EXPENSE

Finance expense
22,647
21,965

Expenditure on operating activities
264,830
274,623

Depreciation and amortisation
91,703
92,109

TOTAL EXPENSE
379,180
388,697

TOTAL OPERATING SURPLUS
37,426
35,667

Income tax expense
-
-

NET SURPLUS FOR THE YEAR
37,426
35,667

OTHER COMPREHENSIVE INCOME

Revaluations - fair value movement on property, plant and equipment - net
-
176,121

Fair value though other comprehensive income
(432)
-

TOTAL OTHER COMPREHENSIVE INCOME
(432)
176,121

TOTAL COMPREHENSIVE INCOME FOR THE YEAR
36,994
211,788

Prospective Statement of Financial Position

LTP
2012/13
$000
Forecast
2013/14
$000

ASSETS

Current assets

Cash and cash equivalents
19,641
2,622

Derivative financial assets
-
108

Trade and other receivables
38,090
41,658

Prepayments
5,869
14,211

Inventories
1,134
866

Non-current assets classified as held for sale
-
-

Total current assets
64,734
59,465

Non-current assets

Derivative financial assets
1,275
949

Trade and other receivables
-
12,675

Other financial assets
6,814
8,392

Intangibles
8,350
13,900

Investment properties
203,742
200,474

Property, plant & equipment
6,533,338
6,768,586

Investment in subsidiaries
3,809
3,809

Investment in associates
19,519
19,519

Total non-current assets
6,776,847
7,028,304

TOTAL ASSETS
6,841,581
7,087,769

LIABILITIES

Current liabilities

Derivative financial liabilities
26
469

Trade and other payables
60,435
53,217

Revenue in advance
10,320
11,889

Borrowings
92,067
129,572

Employee benefit liabilities
5,694
6,638

Provision for other liabilities
11,708
16,797

Total current liabilities
180,250
218,582

Non-current liabilities

Derivative financial liabilities
10,062
23,812

Trade and other payables

Borrowings
281,601
246,063

Employee benefit liabilities
1,600
1,649

Provisions for other liabilities
38,651
27,288

Total non-current liabilities
331,914
298,812

TOTAL LIABILITIES
512,164
517,394

EQUITY

nbsp;

Accumulated funds and retained earnings
4,907,650
4,985,989

Revaluation reserves
1,414,606
1,593,814

Hedging reserve
(9,173)
(23,896)

Fair value through other comprehensive income reserve
316
586

Restricted funds
16,018
13,884

TOTAL EQUITY
6,329,417
6,570,366

TOTAL EQUITY AND LIABILITIES
6,841,581
7,087,770

Prospective Statement of Changes in Equity

LTP
2012/13
$000

Forecast
2013/14
$000

EQUITY - OPENING BALANCES

4,870,224
Accumulated funds and retained earnings
4,950,327

1,414,606
Revaluation reserves
1,417,693

748
Fair value through other comprehensive income reserve
586

(9,173)
Hedging reserve
(23,896)

16,018
Restricted funds
13,878

6,292,423
TOTAL EQUITY - Opening balance
6,358,588

CHANGES IN EQUITY

Retained earnings

37,426
Net surplus attributable to the current year
35,667

765
Transfer from restricted funds
761

(765)
Transfer to restricted funds
(767)

Revaluation reserves

-
Share of other comprehensive income
176,121

Fair value through other comprehensive income reserve

(432)
Movement in fair value
-

Restricted Funds

765
Transfer from retained earnings
767

(765)
Transfer to retained earnings
(761)

36,994
Total comprehensive income
211,788

EQUITY - CLOSING BALANCES

4,907,650
Accumulated funds and retained earnings
4,985,988

1,414,606
Revaluation reserves
1,593,814

316
Fair value through other comprehensive income reserve
586

(9,173)
Hedging reserve
(23,896)

16,018
Restricted funds
13,884

6,329,417
TOTAL EQUITY - Closing balance
6,570,376

Prospective Statement of Cash Flows

LTP
2012/13
$000

Forecast
2013/14
$000

CASH FLOWS FROM OPERATING ACTIVITIES

226,745
Receipts from rates and levies - Council
 233,551

 -
Receipts from rates and levies - Greater Wellington Regional Council
 50,341

12,822
Receipts from rates - metered water
 13,333

105,417
Receipts from activities and other income
 107,022

6,831
Receipts from grants and subsidies - operating
 7,251

45,765
Receipts from grants and subsidies - capital
 42,495

9,166
Receipts from investment property lease rentals
 9,220

(240,674)
Cash paid to suppliers and employees
(260,882)

 -
Rates paid to Greater Wellington Regional Council
(50,341)

(29,328)
Grants paid 
(29,389)

136,744
NET CASH FLOWS FROM OPERATING ACTIVITIES
123,635

CASH FLOWS FROM INVESTING ACTIVITIES

9,298
Dividends received
 9,898

10
Interest received
 10

 -
Proceeds from sale of property, plant and equipment
 15,075

(4,563)
Purchase of Intangibles
(3,305)

(151,574)
Purchase of property, plant and equipment
(154,414)

(146,829)
NET CASH FLOWS FROM INVESTING ACTIVITIES
(132,736)

CASH FLOWS FROM FINANCING ACTIVITIES

 -
Decrease in borrowings
 -

31,662
Increase in borrowings
29,967

(21,577)
Interest paid on borrowings
(20,866)

10,085
NET CASH FLOWS FROM FINANCING ACTIVITIES
9,101

 -
Net increase/(decrease) in cash and cash equivalents
 -

19,641
Cash and cash equivalents at beginning of year
2,622

19,641
CASH AND CASH EQUIVALENTS AT END OF YEAR
2,622

Prospective Statement of Changes in Restricted Funds

OPENING
BALANCE
2012/13
$000
DEPOSITS

$000
EXPENDITURE

$000
CLOSING
BALANCE
2013/14
$000
PURPOSE

SPECIAL RESERVES AND FUNDS

Reserve purchase and development fund
299
-
-
299
Used to purchase and develop reserve areas within the city

Early Settlers Memorial Park reserve
23
-
-
23
Used to upgrade and maintain the Bolton Street Cemetery and surrounding park and walkways

Total special reserves and funds
322
-
-
322

COUNCIL CREATED RESERVES AND FUNDS

Self insurance reserve
8,900
750
(750)
 8,900
Allows the Council to meet the uninsured portion of insurance claims

Other reserves 
4,243
-
-
 4,243

Total Council created reserves and funds
13,143 
750
(750) 
13,143

TRUSTS AND BEQUESTS

A Graham Trust 
2
-
-
(2)
For the upkeep of a specific area of Karori Cemetery

A W Newton request
286 
15
(15)
286
For the benefit of art (Fine Arts Wellington), education (technical and other night schools) and athletics (rowing)

E A McMillan Estate
6
-
-
6
For the benefit of the public library

E Pengelly Bequest
11
1
-
12
For the purchase of children’s books

F L Irvine Smith Memorial
6
-
-
6
For the purchase of books for the Khandallah Library Greek NZ Memorial

Association
5
-
-
5
To be applied towards Lambton Quay sculptures

Kidsarus 2 Donation
3
-
-
3
For the purchase of children’s books Kirkaldie and Stains

Donation
17
-
-
17
For the beautification of the BNZ site

QEII Memorial Book Fund
20
1
-
21
For the purchase of books on the Commonwealth

Schola Cantorum Trust 
6
-
-
6
For the purchase of musical scores

Stanley Banks Trust
16
-
15
31
To be available for bursaries for children of World War servicemen

Terawhiti Grant
10
-
-
20
To be used on library book purchases

W G Morrison Estate
11
-
(11)
 -
For development of “green” amenities in the city centre (the Terrace Gardens)

Wellington Beautifying Society Bequest
14
-
-
14
Used towards “the Greening of Taranaki Street” project

Total trusts and bequests
413
17
(11)
419

Total restricted funds
13,878
767
(761)
13,884

8 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

9 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

10 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

11 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

12 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

13 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

14 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

15 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

16 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

17 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

18 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

19 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

20 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

21 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

22 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

23 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

24 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

25 Included in this figure is the metered water rates (applicable to Funding Impact Statement for Water).

Significant accounting policies

Reporting Entity

Wellington City Council is a territorial local authority governed by the Local Government Act 2002. For the purposes of financial reporting Wellington City Council is a public benefit entity.

These prospective financial statements are for the Wellington City Council (the Council) as a separate legal entity. Consolidated prospective financial statements comprising the Council and its subsidiaries and associates have not been prepared.

Basis of Preparation

The prospective financial statements have been prepared in accordance with the requirements of the Local Government Act 2002, which includes the requirement to comply with New Zealand Generally Accepted Accounting Practice (NZ GAAP).

The prospective financial statements comply with New Zealand equivalents to International Financial Reporting Standards for Public Benefit Entities (NZ IFRS PBE) and other applicable Financial Reporting Standards, as appropriate for public benefit entities.

The measurement basis applied is historical cost, modified by the revaluation of certain assets and liabilities as identified in this summary of significant accounting policies. The accrual basis of accounting has been used unless otherwise stated.

For the assets and liabilities recorded at fair value, fair value is defined as the amount for which an item could be exchanged, or a liability settled, between knowledgeable and willing parties in an arm’s length transaction. For investment property, non-current assets classified as held for sale and items of property plant and equipment which are revalued, the fair value is determined by reference to market value. The market value of a property is the estimated amount for which a property could be exchanged on the date of valuation between a willing buyer and a willing seller in an arm’s length transaction.

Amounts expected to be recovered or settled more than one year after the end of the reporting period are recognised at their present value. The present value of the estimated future cash flows is calculated using applicable inflation factors and a discount rate. The inflation rates used are obtained from the latest BERL forecasts and the discount rate is the Council’s forecast long term cost of borrowing.

The reporting period for these prospective financial statements is the year ending 30 June 2014. The prospective financial statements are presented in New Zealand dollars, rounded to the nearest thousand, unless otherwise stated.

The accounting policies set out below have been applied consistently to all periods presented in these prospective financial statements.

Judgements and Estimations

The preparation of prospective financial statements using NZ IFRS PBE requires the use of judgements, estimates and assumptions. Where material, information on the main assumptions is provided in the relevant accounting policy.

The estimates and assumptions are based on historical experience as well as other factors that are believed to be reasonable under the circumstances. Subsequent actual results may differ from these estimates.

The estimates and assumptions are reviewed on an ongoing basis and adjustments are made where necessary.

Income

Income comprises revenue, gains and finance income and is measured at the fair value of consideration received or receivable. Specific accounting policies for major categories of income are outlined below:

Rates

Rates are set annually by resolution from the Council and relate to a particular financial year. All ratepayers are invoiced within the financial year for which the rates have been set. Rates revenue is recognised proportionately throughout the year.

Operating Activities

Grant and subsidies and reimbursements

Grants and subsidies and reimbursements are initially recognised at their fair value where there is reasonable assurance that the grant will be received and all attaching conditions will be complied with. Grants and subsidies received in relation to the provision of services are recognised on a percentage of completion basis. Reimbursements (e.g. New Zealand Transport Agency roading claim payments) are recognised upon entitlement, which is when conditions pertaining to eligible expenditure have been fulfilled.

Development contributions

Development contributions are recognised as income when the Council provides, or is able to provide, the service for which the contribution was charged. Until such time as the Council provides, or is able to provide, the service, development contributions are recognised as liabilities.

Fines and penalties

Revenue from fines and penalties (e.g. traffic and parking infringements, overdue library fines, rates penalties) is recognised when infringement notices are issued or when the fines/penalties are otherwise imposed.

Rendering of services

Revenue from the rendering of services (e.g. building consent fees) is recognised by reference to the stage of completion of the transaction, based on the actual service provided as a percentage of the total services to be provided. Under this method, revenue is recognised in the accounting periods in which the services are provided.

Sale of goods

Sale of goods is recognised when products are sold to the customer and all risks and rewards of ownership have transferred to the customer.

Investment Revenues

Dividends

Dividends are recognised when the shareholders’ rights to receive payment have been established.

Investment property lease rentals

Lease rentals (net of any incentives given) are recognised on a straight line basis over the term of the lease.

Other Income

Specific accounting policies for major categories of other income are outlined below:

Donated, subsidised or vested assets

Where a physical asset is acquired for nil or nominal consideration, the fair value of the asset received is recognised as income when the control of the asset is transferred to the Council.

Gains

Gains include additional earnings on the disposal of property plant and equipment and movements in the fair value of financial assets and liabilities.

Finance Income

Interest

Interest income is recognised using the effective interest rate method.

Donated Services

The Council benefits from the voluntary service of many Wellingtonians in the delivery of its activities and services (e.g. beach cleaning and Otari-Wilton’s Bush guiding and planting). Due to the difficulty in determining the precise value of these donated services with sufficient reliability, donated services are not recognised in these prospective financial statements.

Expenses

Specific accounting policies for major categories of expenditure are outlined below:

Operating Activities

Grants

Expenditure is classified as a grant if it results in a transfer of resources (e.g. cash or physical assets) to another entity in return for compliance with certain conditions relating to the operating activities of that entity. It includes any expenditure arising from a funding arrangement with another entity that has been entered into to achieve the objectives of the Council. Grants are distinct from donations which are discretionary or charitable gifts. Where grants and subsidies are discretionary until payment, the expense is recognised when the payment is made. Otherwise, the expense is recognised when the specified criteria have been fulfilled.

Finance Expense

Interest

Interest expense is recognised using the effective interest rate method. All borrowing costs are expensed in the period in which they are incurred.

Depreciation and Amortisation

Depreciation of property, plant and equipment and amortisation of intangible assets are charged on a straight-line basis over the estimated useful life of the associated assets.

Taxation

Income tax on the surplus or deficit for the year comprises current and deferred tax.

Current tax is the expected tax payable on the taxable income for the year, using tax rates enacted or substantively enacted at the end of the reporting period, plus any adjustment to tax payable in respect of previous periods.

Deferred tax is provided using the balance sheet liability method, providing for temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and amounts used for taxation purposes. The amount of deferred tax provided is based on the expected manner of realisation or settlement of the assets and liabilities, and to unused tax losses using tax rates enacted or substantively enacted at the end of the reporting period. Deferred income tax assets are recognised to the extent that it is probable that future taxable profit will be available against which they can be utilised.

Good and Services Tax (GST)

All items in the prospective financial statements are exclusive of GST, with the exception of receivables and payables, which are stated as GST inclusive. Where GST is not recoverable as an input tax, it is recognised as part of the related asset or expense.

Financial Instruments

Financial instruments include financial assets (loans and receivables and financial assets at fair value through other comprehensive income), financial liabilities (payables and borrowings) and derivative financial instruments. Financial instruments are initially recognised on trade-date at their fair value plus transaction costs. Subsequent measurement of financial instruments is dependent upon the classification determined by the Council. Financial assets are derecognised when the rights to receive cash flows have expired or have been transferred and the Council has transferred substantially all of the risks and rewards of ownership.

Financial instruments are classified into the categories outlined below based on the purpose for which they were acquired. The classification is determined at initial recognition and re-evaluated at the end of each reporting period.

Financial assets

Financial assets are classified as loans and receivables or financial assets at fair value through other comprehensive income.

Loans and receivables comprise cash and cash equivalents, trade and other receivables and loans and deposits.

Cash and cash equivalents comprise cash balances and call deposits with maturity dates of less than three months.

Trade and other receivables have fixed or determinable payments. They arise when the Council provides money, goods or services directly to a debtor, and has no intention of trading the receivable.

Loans and deposits include loans to other entities (including subsidiaries and associates), and bank deposits with maturity dates of more than three months.

Financial assets in this category are recognised initially at fair value plus transaction costs and subsequently measured at amortised cost using the effective interest rate method. Fair value is estimated as the present value of future cash flows, discounted at the market rate of interest at the reporting date for assets of a similar maturity and credit risk. Trade and other receivables due in less than 12 months are recognised at their nominal value. A provision for impairment is recognised when there is objective evidence that the asset is impaired. As there are statutory remedies to recover unpaid rates, penalties and water meter charges, no provision has been made for impairment in respect of these receivables.

Financial assets at fair value through other comprehensive income relate to equity investments that are held by the Council for long term strategic purposes and therefore are not intended to be sold. Financial assets at fair value through other comprehensive income are initially recorded at fair value plus transaction costs. They are subsequently measured at fair value and changes, other than impairment losses, are recognised directly in a reserve within equity. On disposal, the cumulative fair value gain or loss previously recognised directly in other comprehensive income is recognised within surplus or deficit.

Financial liabilities

Financial liabilities comprise trade and other payables and borrowings. Financial liabilities with a duration of more than 12 months are recognised initially at fair value plus transaction costs and subsequently measured at amortised cost using the effective interest rate method. Amortisation is recognised within surplus or deficit. Financial liabilities with a duration of less than 12 months are recognised at their nominal value.

On disposal any gains or losses are recognised within surplus or deficit.

Derivatives

Derivative financial instruments include interest rate swaps used to hedge exposure to interest rate risk on borrowings. Derivatives are initially recognised at fair value, based on quoted market prices, and subsequently remeasured to fair value at the end of each reporting period. Fair value is determined by reference to quoted prices for similar instruments in active markets. Derivatives that do not qualify for hedge accounting are classified as non-hedged and fair value gains or losses are recognised within surplus or deficit.

Recognition of fair value gains or losses on derivatives that qualify for hedge accounting depends on the nature of the item being hedged. Where a derivative is used to hedge variability of cash flows (cash flow hedge), the effective part of any gain or loss is recognised within other comprehensive income while the ineffective part is recognised within surplus or deficit. Gains or losses recognised in other comprehensive income transfer to surplus or deficit in the same periods as when the hedged item affects the surplus or deficit. Where a derivative is used to hedge variability in the fair value of the Council’s fixed rate borrowings (fair value hedge), the gain or loss is recognised within surplus or deficit.

As per the International Swap Dealers’ Association (ISDA) master agreements, all swap payments or receipts are settled net.

Inventories

Inventories consumed in the provision of services (such as botanical supplies) are measured at the lower of cost and current replacement cost.

Inventories held for resale (such as rubbish bags), are recorded at the lower of cost (determined on a first-in, first-out basis) and net realisable value. This valuation includes allowances for slow moving and obsolete stock. Net realisable value is the estimated selling price in the ordinary course of business.

Inventories held for distribution at no or nominal cost, are recorded at the lower of cost and current replacement cost.

Investment properties

Investment properties are properties which are held primarily to earn rental income or for capital growth or both. These include the Council’s ground leases, land and buildings and the Wellington Waterfront Project’s investment properties.

Investment properties exclude those properties held for strategic purposes or to provide a social service, this includes properties which generate cash inflows as the rental revenue is incidental to the purpose for holding the property. Such properties include the Council’s social housing assets, which are held within operational assets in property plant and equipment. Borrowing costs incurred during the construction of investment property are not capitalised

Investment properties are measured initially at cost and subsequently measured at fair value, determined annually by an independent registered valuer. Any gain or loss arising is recognised within surplus or deficit. Investment properties are not depreciated.

Non-current assets classified as held for sale

Non-current assets held for sale are separately classified as their carrying amount will be recovered through a sale transaction rather than through continuing use. A non-current asset is classified as held for sale where:

The asset is available for immediate sale in its present condition subject only to terms that are usual and customary for sales of such assets;

A plan to sell the asset is in place and an active programme to locate a buyer has been initiated;

The asset is being actively marketed for sale at a price that is reasonable in relation to its current fair value;

The sale is expected to occur within one year or beyond one year where a delay has occurred which is caused by events beyond the Council’s control and there is sufficient evidence that the Council remains committed to sell the asset; and

Actions required to complete the sale indicate that it is unlikely that significant changes to the plan will be made or that the plan will be withdrawn.

A non-current asset classified as held for sale is recognised at the lower of its carrying amount or fair value less costs to sell. Impairment losses on initial classification are included within surplus or deficit.

Property, Plant and Equipment

Property, plant and equipment consists of operational assets, restricted assets and infrastructure assets.

Operational assets include land, the landfill post closure asset, buildings, the Civic Centre complex, the library collection and plant and equipment.

Restricted assets include art and cultural assets, zoo animals, restricted buildings, parks and reserves and the Town Belt. These assets provide a benefit or service to the community and in most cases cannot be disposed of because of legal or other restrictions.

Infrastructure assets include the roading network, water, waste and drainage reticulation networks and infrastructure land (including land under roads). Each asset type includes all items that are required for the network to function.

Vested assets are those assets where ownership and control is transferred to the Council from a third party (e.g. infrastructure assets constructed by developers and transferred to the Council on completion of a sub-division). Vested assets are recognised within their respective asset classes as above.

Recognition

Expenditure is capitalised as property, plant and equipment when it creates a new asset or increases the economic benefits of an existing asset. Costs that do not meet the criteria for capitalisation are expensed.

Measurement

Property, plant and equipment is recognised initially at cost, unless acquired for nil or nominal cost (e.g. vested assets), in which case the asset is recognised at fair value at the date of transfer. The initial cost of property, plant and equipment includes the purchase consideration (or the fair value in the case of vested assets), and those costs that are directly attributable to bringing the asset into the location and condition necessary for its intended purpose. Subsequent expenditure that extends or expands the asset’s service potential is capitalised.

Borrowing costs incurred during the construction of property plant and equipment are not capitalised.

After initial recognition, certain classes of property, plant and equipment are revalued to fair value. Where there is no active market for an asset, fair value is determined by optimised depreciated replacement cost.

Specific measurement policies for categories of property, plant and equipment are shown below:

Operational Assets

Plant and equipment and the Civic Centre complex are measured at historical cost and not revalued.

Library collections are valued at depreciated replacement cost on a three-year cycle by the Council’s library staff in accordance with guidelines outlined in Valuation Guideance for Cultural and Heritage Assets published by the Treasury Accounting Team, November 2002.

Land and buildings are valued at fair value on a three year cycle by independent registered valuers.

Restricted Assets

Art and cultural assets (artworks, sculptures and statues) are valued at historical cost. All other restricted assets (buildings, parks and reserves and the Town Belt) were valued at fair value as at 30 June 2005 by independent registered valuers. Council has elected to use the fair value of other restricted assets at 30 June 2005 as the deemed cost of the assets. These assets are no longer revalued. Subsequent additions have been recorded at cost.

Infrastructure Assets

Infrastructure assets (roading network, water, waste and drainage reticulation assets) are valued at optimised depreciated replacement cost on a three-year cycle by independent registered valuers. Infrastructure valuations are based on current quotes from actual suppliers. As such, they include ancillary costs such as breaking through seal, traffic control and rehabilitation. Between valuations, expenditure on asset improvements is capitalised at cost.

Infrastructure land (excluding land under roads) is valued at fair value on a three-year cycle.

Land under roads, which represents the corridor of land directly under and adjacent to the Council’s roading network, was valued as at 30 June 2005 at the average value of surrounding adjacent land discounted by 50% to reflect its restricted nature. Council elected to use the fair value of land under roads at 30 June 2005 as the deemed cost of the asset. Land under roads is no longer revalued. Subsequent additions have been recorded at cost.

The carrying values of revalued property, plant and equipment are reviewed at the end of each reporting period to ensure that those values are not materially different to fair value.

Revaluations

The result of any revaluation of the Council’s property, plant and equipment is recognised within other comprehensive income and taken to the asset revaluation reserve. Where this results in a debit balance in the reserve for a class of property, plant and equipment, the balance is included in the surplus or deficit. Any subsequent increase on revaluation that off-sets a previous decrease in value recognised within surplus or deficit will be recognised firstly, within surplus or deficit up to the amount previously expensed, with any remaining increase recognised within other comprehensive income and in the revaluation reserve for that class of property, plant and equipment.

Accumulated depreciation at the revaluation date is eliminated so that the carrying amount after revaluation equals the revalued amount.

While assumptions are used in all revaluations, the most significant of these are in infrastructure. For example where stormwater, wastewater and water supply pipes are underground, the physical deterioration and condition of assets are not visible and must therefore be estimated. Any revaluation risk is minimised by performing a combination of physical inspections and condition modelling assessments.

Impairment

The carrying amounts of property, plant and equipment are reviewed at least annually to determine if there is any indication of impairment. Where an asset’s or class of assets recoverable amount is less than its carrying amount it will be reported at its recoverable amount and an impairment loss will be recognised. The recoverable amount is the higher of an item’s fair value less costs to sell and value in use. Losses resulting from impairment are reported within surplus or deficit, unless the asset is carried at a revalued amount in which case any impairment loss is treated as a revaluation decrease and recorded within other comprehensive income.

Disposal

Gains and losses arising from the disposal of property, plant and equipment are recognised within surplus or deficit in the period in which the transaction occurs. Any balance attributable to the disposed asset in the asset revaluation reserve is transferred to retained earnings.

Work in progress

The cost of projects within work in progress is transferred to the relevant asset class when the project is completed and then depreciated.

Depreciation

Depreciation is provided on all property, plant and equipment, with certain exceptions. The exceptions are land, restricted assets other than buildings, and assets under construction (work in progress). Depreciation is calculated on a straight line basis, to allocate the cost or value of the asset (less any assessed residual value) over its estimated useful life. The estimated useful lives of the major classes of property, plant and equipment are as follows:

Land |  | unlimited
Buildings |  | 10 to 100 years
Civic Centre complex |  | 10 to 100 years
Plant and equipment |  | 3 to 100 years
Library collections |  | 3 to 100 years
Restricted assets (excluding buildings) |  | unlimited
Infrastructure assets |  |
| Land (including land under roads) |  | unlimited
| Roading |  |
|  | Formation/earthworks |  | unlimited
|  | Pavement |  | 13 to 40 years
|  | Pavement |  | 13 to 40 years
|  | Traffic Islands |  | 80 years
|  | Bridges and tunnels |  | 3 to 150 years
|  | Drainage |  | 15 to 120 years
|  | Retaining walls |  | 30 to 100 years
|  | Pedestrian walkway |  | 10 to 50 years
|  | Pedestrian furniture |  | 8 to 25 years
|  | Barriers & lighting |  | 10 to 50 years
|  | Cycle-way network |  | 25 to 40 years
|  | Parking equipment |  | 8 to 10 years
|  | Passenger transport facilities |  | 25 years
|  | Traffic infrastructure |  | 3 to 30 years
Drainage, waste and water |  |
| Pipework |  | 40 to 100 years
| Fittings |  | 7 to 100 years
| Water pump stations |  | 10 to 100 years
| Water reservoirs |  | 40 to 100 years
| Equipment |  | 25 years
| Sewer pump stations |  | 20 to 80 years
| Tunnels |  | 150 years
| Treatment plants |  | 3 to 100 years

The landfill post closure asset is depreciated over the life of the landfill based on the capacity of the landfill.

Variation in the range of lives for infrastructural assets is due to these assets being managed and depreciated by individual component rather than as a whole asset.

Intangible Assets

Intangible assets predominantly comprise computer software and carbon credits. They are recorded at cost less any subsequent amortisation and impairment losses.

Computer software has a finite economic life and amortisation is charged to surplus or deficit on a straight-line basis over the estimated useful life of the asset. Typically, the estimated useful lives of these assets are as follows:

Computer software 3 to 5 years

Carbon credits are allocations of emission allowances granted by the Government. Cost is deemed to be equal to the fair value at the date of allocation. Any difference between the carrying value and the residual value is amortised over the estimated useful life of the asset.

Gains and losses arising from disposal of intangible assets are recognised within surplus or deficit in the period in which the transaction occurs. Intangible assets are reviewed at least annually to determine if there is any indication of impairment. Where an intangible asset’s recoverable amount is less than its carrying amount, it will be reported at its recoverable amount and an impairment loss will be recognised. Losses resulting from impairment are reported within surplus or deficit.

Leases

Operating leases as lessee

Leases where the lessor retains substantially all the risks and rewards of ownership of the leased items are classified as operating leases. Payments made under operating leases are recognised within surplus or deficit on a straight-line basis over the term of the lease. Lease incentives received are recognised within surplus or deficit over the term of the lease as they form an integral part of the total lease payment.

Operating leases as lessor

The Council leases investment properties and a portion of land and buildings. Rental income is recognised on a straight line basis over the lease term.

Finance leases

Finance leases transfer to the Council (as lessee) substantially all the risks and rewards of ownership of the leased asset. Initial recognition of a finance lease results in an asset and liability being recognised at amounts equal to the lower of the fair value of the leased property or the present value of the minimum lease payments.

The finance charge is released to surplus or deficit over the lease period and the capitalised values are amortised over the shorter of the lease term and the useful life of the leased item.

Employee Benefit Liabilities

A provision for employee benefit liabilities (holiday leave, long service leave and retirement gratuities) is recognised as a liability when benefits are earned but not paid.

Holiday Leave

Holiday leave includes: annual leave, long service leave (qualified for), statutory time off in lieu and ordinary time off in lieu. Annual leave is calculated on an actual entitlement basis at the greater of the average or current hourly earnings in accordance with section 21(2) of the Holidays Act 2003.

Long Service Leave and Retirement Gratuities

Long-service leave (not yet qualified for) and retirement gratuities are calculated on an actuarial basis based on the likely future entitlements accruing to employees, after taking into account years of service, years to entitlement, the likelihood that employees will reach the point of entitlement, and other contractual entitlements information.

Other Contractual Entitlements

Other contractual entitlements include termination benefits, which are recognised within surplus or deficit only when there is a demonstrable commitment to either terminate employment prior to normal retirement date or to provide such benefits as a result of an offer to encourage voluntary redundancy. Termination benefits settled within 12 months are reported at the amount expected to be paid, otherwise they are reported as the present value of the estimated future cash outflows.

Provisions

Provisions are recognised for future liabilities of uncertain timing or amount when there is a present obligation as a result of a past event, it is probable that expenditure will be required to settle the obligation and a reliable estimate of the obligation can be made. Provisions are measured at the expenditure expected to be required to settle the obligation. Liabilities and provisions to be settled beyond 12 months are recorded at their present value.

Landfill Post Closure Costs

The Council, as operator of the Southern Landfill, has a legal obligation to apply for resource consents when the landfill or landfill stages reach the end of their operating life and are to be closed. These resource consents will set out the closure requirements and the requirements for ongoing maintenance and monitoring services at the landfill site after closure. A provision for post closure costs is recognised as a liability when the obligation for post closure arises, which is when each stage of the landfill is commissioned and refuse begins to accumulate.

The provision is measured based on the present value of future cash flows expected to be incurred, taking into account future events including known changes to legal requirements and known improvements in technology. The provision includes all costs associated with landfill post closure including final cover application and vegetation; incremental drainage control features; completing facilities for leachate collection and monitoring; completing facilities for water quality monitoring; completing facilities for monitoring and recovery of gas.

Amounts provided for landfill post closure are capitalised to the landfill asset. The capitalised landfill asset is depreciated over the life of the landfill based on the capacity used.

The Council has a 21.5% joint venture interest in the Spicer Valley landfill. The Council’s provision for landfill post closure costs includes the Council’s proportionate share of the Spicer Valley landfill provision for post closure costs.

ACC Partnership Programme

The Council is an Accredited Employer under the ACC Partnership Programme. As such the council accepts the management and financial responsibility of our employee work-related injuries. From 1 April 2009 the Council changed their agreement with ACC from Full Self Cover (FSC) to Partnership Discount Plan (PDP). Under the PDP option, Council is responsible for managing work related injury claims for a two-year period only and transfer ongoing claims to ACC at the end of the two-year claim management period with no further liability. Under the ACC Partnership Programme the Council is effectively providing accident insurance to employees and this is accounted for as an insurance contract. The value of this liability represents the expected future payments in relation to work related injuries occurring up to the end of the reporting period for which Council has responsibility under the terms of the Partnership Programme.

Financial Guarantee Contracts

A financial guarantee contract is a contract that requires the Council to make specified payments to reimburse the contract holder for a loss it incurs because a specified debtor fails to make payment when due.

Financial guarantee contracts are initially recognised at fair value. The Council measures the fair value of a financial guarantee by determining the probability of the guarantee being called by the holder. The probability factor is then applied to the principal and the outcome discounted to present value.

Financial guarantees are subsequently measured at the higher of the Council’s best estimate of the obligation or the amount initially recognised less any amortisation.

Equity

Equity is the community’s interest in the Council and is measured as the difference between total assets and total liabilities. Equity is disaggregated and classified into a number of components to enable clearer identification of the specified uses of equity within the Council.

The components of equity are accumulated funds and retained earnings, revaluation reserves, a hedging reserve and restricted funds (special funds, reserve funds, trusts and bequests).

Restricted funds are those reserves that are subject to specific conditions of use, whether under statute or accepted as binding by the Council, and that may not be revised without reference to the Courts or third parties. Transfers from these reserves may be made only for specified purposes or when certain specified conditions are met.

Prospective Statement of Cash Flows

Cash and cash equivalents for the purposes of the cash flow statement comprises bank balances, cash on hand and short term deposits with a maturity of three months or less. The statement of cash flows has been prepared using the direct approach subject to the netting of certain cash flows. Cash flows in respect of investments and borrowings that have been rolled-over under arranged finance facilities have been netted in order to provide more meaningful disclosures.

Operating activities include cash received from all non-financial income sources of the Council and record the cash payments made for the supply of goods and services. Investing activities relate to the acquisition and disposal of assets and investment income. Financing activities relate to activities that change the equity and debt capital structure of the Council and financing costs.

Related Parties

Related parties arise where one entity has the ability to affect the financial and operating policies of another through the presence of control or significant influence. Related parties include members of the Council and key management personnel, including the Mayor and Councillors, the Chief Executive and all members of the Management Board. The Mayor and Councillors are considered directors as they occupy the position of a member of the governing body of the Council reporting entity.

Cost Allocation

The Council has derived the cost of service for each significant activity (as reported within the Statements of Service Performance). Direct costs are expensed directly to the activity. Indirect costs relate to the overall costs of running the organisation and include staff time, office space and information technology costs. These indirect costs are allocated as overheads across all activities.

Comparatives

To ensure consistency with the current year, certain comparative information has been reclassified where appropriate. This has occurred:

where classifications have changed between periods; and

where the Council has made additional disclosure in the current year, and where a greater degree of disaggregation of prior year amounts and balances is therefore required.

FINANCIAL REPORTING STANDARD 42: PROSPECTIVE FINANCIAL STATEMENTS (FRS 42 DISCLOSURES)

The Council has complied with FRS 42 in the preparation of these prospective financial statements. In accordance with FRS 42, the following information is provided:

(i) Description of the nature of the entity’s current operation and its principal activities

The Council is a territorial local authority, as defined in the Local Government Act 2002. The Council’s principal activities are outlined within this Long Term Plan.

(ii) Purpose for which the prospective financial statements are prepared

It is a requirement of the Local Government Act 2002 to present prospective financial statements that span 10 years and include them within the Long Term Plan. This provides an opportunity for ratepayers and residents to review the projected financial results and position of the Council. Prospective financial statements are revised annually to reflect updated assumptions and costs.

(iii) Bases for assumptions, risks and uncertainties

The financial information has been prepared on the basis of best estimate assumptions as the future events which the Council expects to take place. The Council has considered factors that may lead to a material difference between information in the prospective financial statements and actual results. These factors, and the assumptions made in relation to the sources of uncertainty and potential effect, are outlined within this Long Term Plan.

(iv) Cautionary Note

The financial information is prospective. Actual results are likely to vary from the information presented, and the variations may be material.

(iv) Other Disclosures

The prospective financial statements were authorised for issue on 24 March 2010 by Wellington City Council. The Council is responsible for the prospective financial statements presented, including the assumptions underlying prospective financial statements and all other disclosures. The Long Term Plan is prospective and as such contains no actual operating results.

Appendices

Fees and charges

Recycling, Waste Minimisation and Disposal

Swimming Pools

Burials and Cremations

Public Health Regulations

Building Control and Facilitation

Summarised schedule of development contributions

Our Revenue and Financing Policy guides our decisions on how to fund Council services. Under the policy, we take into account who benefits from a service (individuals, parts of the community, or the community as a whole) to help us determine how the service should be funded. The policy sets targets for each Council activity, determining what proportion should be funded from each of user charges, general rates, targeted rates and other sources of income.

For 2013/14, in line with that policy we have made some changes to fees and charges in the following areas:

Recycling, waste minimisation and disposal

Swimming pools

Burials and cremations

Public health regulations

Building control and facilitation services

New fees will be implemented as of 1 July 2013 and are inclusive of GST unless otherwise stated. For more information see www.Wellington.co.nz

Recycling, Waste Minimisation and Disposal

Recycling, Waste Minimisation & Disposal | 2012/13 | 2013/14
Landfill levy (per tonne inclusive of recycling levy) | $114.70 | $118.10
Rubbish Bags (RRP each) | $2.52 | $2.50

Swimming Pools

Pool Fees | 2012/13 | 2013/14
All Pools Except Khandallah |  |
Adult Swim | $5.70 | $5.90
Child Swim | $3.50 | $3.60
Under 5 Swim | $1.20 | $1.20
Leisure Card Adult | $2.90 | $3.00
Leisure Card Child | $1.70 | $1.70
Family Pass 2 adults 3 children | $15.00 | $15.40
Adult 12 Swim Concession | $57.00 | $58.50
Adult 30 Swim Concession | $142.50 | $146.00
Child 12 Swim Concession | $35.00 | $35.90
Child 30 Swim Concession | $87.50 | $89.70
Khandallah Pool |  |
Adult Swim | $2.00 | $3.00
Child Swim | $1.00 | $1.50
All Pools Except Khandallah |  |
Swim Membership Adult Month | $57.80 | $59.25
Swim Membership Adult Yearly | $693.10 | $710.45
Swim Membership Child Month | $34.60 | $35.45
Swim Membership Child Yearly | $415.90 | $426.30

Burials and Cremations

Burials and Cremations
2012/13
2013/14

Karori Cemetery

Rose Garden Plots

Ash Plots (2 interments)
$918.00
$946.00

Memorial Plots
$515.00
$530.00

Granite Book Memorial
$357.00
$368.00

Memorial Plaques

Bronze Columbarium Wall (135x95)
$296.00
$305.00

Niches

Old Single Niche (Bronze)
$867.00
$893.00

Plaque (Name, Date of Death, Age)
$326.00
$336.00

New Single Niche (Bronze)
$1,000.00
$1,030.00

Plaque (Name, Date of Death, Age)
$326.00
$336.00

New Double Niche (Bronze)
$1,148.00
$1,182.00

Plaque (Name, Date of Death, Age)
$413.00
$425.00

New Single Niche (Granite)
$938.00
$966.00

Plaque- Enquire Monumental Mason

New Double Niche (Granite)
$1,566.00
$1,613.00

Plaque- Enquire Monumental Mason
Soldiers (In Perpetuity) (when available)
$209.00
$215.00

Plaque
$434.00
$447.00

Second Inscription
$230.00
$237.00

Interment Fees

Second interment
$1,148.00
$1,182.00

Ashes
$153.00
$158.00

Niche placement/removal
$153.00
$158.00

Vault placement
$311.00
$320.00

Indigent
$204.00
$210.00

Serviceman/Woman’s
$581.00
$598.00

Stillborn (unmarked)

Interment fee
$87.00
$90.00

Plot
$41.00
$42.00

Extras

Disinterment
$1,877.00
$1,933.00

Ash disinterment
$255.00
$263.00

Extra width (per 300mm)
$189.00
$195.00

Extra depth (per 300mm)
$250.00
$257.00

Breaking concrete floor
$209.00
$215.00

Concrete cutting floor
$260.00
$268.00

Grave plot probe
$51.00
$53.00

Core drilling ash interments (Karori only)
$230.00
$237.00

Muslim Boards (adult)
$173.00
$178.00

Muslim Boards (child)
$102.00
$105.00

Change of deed
$61.00
$63.00

Plaque placement/removal
$82.00
$84.00

Plaque polishing
$31.00
$32.00

Permit fee for monument work
$82.00
$84.00

Permit fee for monument work – Karori Rose Gardens
$51.00
$53.00

Non-compliance fee for no permit
$71.00
$73.00

Outside district fee – casket plot *
$887.00
$913.00

Outside district fee – ash plot *
$418.00
$430.00

Outside district fee – indigent burial *
$138.00
$142.00

Outside district fee – 2nd interment into existing plot *
$571.00
$588.00

Outside district fee – ash scatter *
$41.00
$42.00

* applies to all plot purchases, where deceased has lived outside Wellington City for the last 5 years or more

Makara Cemetery

Adult Plot (Plaque Lawn)

Plot
$908.00
$935.00

Maintenance fee
$557.00
$574.00

Interment fee
$622.00
$641.00

Beam fee
$153.00
$158.00

Engraved plaque &

1st inscription
$612.00
$630.00

2nd inscription
$230.00
$237.00

Embossed plaque (for up to 100 letters - $1/letter thereafter
$966.00
$995.00

Second Interments

All sections
$1,148.00
$1,182.00

Denominational Areas

Plot
$1,122.00
$1,156.00

Maintenance Fee
$778.00
$801.00

Interment fee
$627.00
$646.00

Beam fee
$153.00
$158.00

Natural Burial

Plot
$1,250.00
$1,287.00

Maintenance Fee
$624.00
$643.00

Interment fee
$938.00
$966.00

Miscellaneous

Temporary Grave Marker (13mth lease)
$138.00
$142.00

Funerals booked after 3:30pm
$189.00
$195.00

Public Holiday Fee
$836.00
$864.00

Cancellation Fee
$102.00
$105.00

Overtime

Casket Interment w/end
$627.00
$646.00

Ash Interment w/end
$209.00
$215.00

Ash Plots

Ash Beam

Plot
$286.00
$295.00

Maintenance
$158.00
$163.00

Beam fee
$153.00
$158.00

Interment fee
$153.00
$158.00

Ash Circle

Plot
$490.00
$505.00

Maintenance
$158.00
$163.00

Interment fee
$153.00
$163.00

Cremations, Ashes & Chapel Hire

Adult

Delivery Only
$685.00
$685.00

Committal Service (1/2 Hour)
$838.00
$838.00

Full Service (1 Hour)
$894.00
$894.00

Funerals booked after 3.30pm
$189.00
$189.00

Indigent
$122.00
$122.00

Children

1 to 10 years
$190.00
$190.00

Birth to 1 year
$73.00
$73.00

Stillborn
$67.00
$67.00

Chapel Hire:

Per 1/2 hour
$189.00
$195.00

Chapel Hire for Burials & Cremations per 1/2 hour
$204.00
$210.00

Chapel hire for cremation elsewhere
$233.00
$240.00

Ashes:

Interment of Ashes
$153.00
$158.00

Disinterment of Ashes
$255.00
$263.00

Ash Scattering
$77.00
$78.00

Ash Scattering Overtime
$189.00
$195.00

Niche Placement/Removal
$153.00
$158.00

Certificate of Cremation
$51.00
$52.00

Miscellaneous:

Cremation Overtime
$311.00
$311.00

Cleaning chapel/ crematorium
$51.00
$51.00

Chapel only overtime
$204.00
$204.00

Express Ash (Weekend Collection)
$209.00
$209.00

Viewing Casket Charge
$82.00
$82.00

Public Holiday Fee
$592.00
$592.00

URNS - wooden ADULT
$66.00
$68.00

URNS - wooden INFANT
$31.00
$32.00

URNS - plastic
$10.00
$10.00

Book Of Remembrance

2 Lines- name, date of death, age
$92.00
$95.00

Per Line - up to 4 lines
$41.00
$42.00

Per Line -up to 8 lines
$82.00
$84.00

Public Health Regulations

Health Licensing and Inspection | 2012/13 | 2013/14
New food premises (1st yr set up) | $480.00 | $495.00
New Non Food Premises (1st yr set up) | $240.00 | $250.00
Change of occupiers fee base fee | $185.00 | $190.00
Change of occupiers fee base fee – additional over 1 hr | $125.00 | $130.00
Inspections (per hr) for legal action | $125.00 | $130.00
Late payment | +10% | +10%
Annual Licence for registered food premises |  |
Excellent grade** | $180.00-$595.00 | $185.00 - $615.00
Very good grade** | $300.00-$840.00 | $310.00 - $865.00
Ungraded** | $360.00-$1,080.00 | $370.00 - $1,110.00
Ungraded – high risk** | $480.00-$1,845.00 | $495.00 - $1,900.00
VIP registration and verification** | $470.00-$1,795.00 | $485.00 - $1,850.00
Additional inspections (over 3hrs) per hr | $125.00 | $130.00
Re-grading of premises (per hr) | $125.00 | $130.00
Health licence |  |
Sports clubs (min. food prep)** | $150.00 | $155.00
Unregistered eating houses** | $210.00 | $215.00
Temporary License |  |
Temporary/mobile food stalls base fee | $180.00 | $185.00
Temporary/mobile food stalls base fee- charge over 1hr (per hr) | $125.00 | $130.00
Fairs: "small" | $150.00 | $155.00
One day food stall | $125.00 | $130.00
Fairs “large” | $360.00 | $370.00
Annual Licence for registered premises |  |
Animal boarding** | $240.00 | $250.00
Camping grounds** | $240.00 | $250.00
Hairdressers** | $125.00 | $130.00
Mortuaries/Funeral Directors** | $150.00 | $155.00
Offensive Trades** | $300.00 | $310.00
Poultry farm/Piggeries** | $150.00 | $155.00
Annual Licence |  |
Pools: commercial pools/spas** | $240.00 | $250.00
Saunas only** | $105.00 | $110.00
Health Check |  |
Building consent for food premises base fee | $250.00 | $260.00
Per hour fee (over 2hrs) | $125.00 | $130.00

Annual Licence For Registered Premises | 2012/13 | 2013/14
Trade Waste |  |
Trade waste licence fee |  |
Initial inspection fee | $185.00 | $190.00
High risk | $1,845.00 | $1,900.00
Medium risk | $920.00 | $950.00
Low risk | $307.50 | $315.00
Minimal risk | $133.50 | $137.50
Monitoring (lab charges) | Actual costs | Actual costs
Grease & Grit traps |  |
Initial application fee | $185.00 | $190.00
Grease traps | $133.50 | $137.50
Shared grease trap (per premises) | $66.75 | $70.00
Grease converter | $307.50 | $315.00
Grit traps | $133.50 | $137.50
Collection & Transport of Trade Waste |  |
Initial application fee | $155.00 | $160.00
Charge after first hr (per hr) | $130.00 | $135.00
Annual licence fee | $185.00 | $190.00
Conveyance & Transport of Trade Waste |  |
Processing fee (per hr of part thereof) | $130.00 | $135.00
Assessment of building consent including trade waste element | $130.00 | $135.00
Volume |  |
Up to 100m³/day | $0.25/m³ | $0.26/m³
Between 100m³/day and 7000m³/day | $0.11/m³ | $0.12/m³
Above 7000m³/day | $0.80/m³ | $0.83/m³
Suspended Solids |  |
Up to 3150kg/day | $0.27/kg | $0.28/m³
Above 3150kg/day | $0.61/kg | $0.63/m³
B.O.D |  |
Up to 1575kg/day | $0.26/kg | $0.27/m³
Above 1575kg/day | $0.49/kg | $0.51/m³

Animal Control
2012/13
2013/14

Registration per animal

Entire
$165.00
$170.00

Neutered/spayed (with proof)
$118.80
$122.50

Working dogs
$48.00
$50.00

Approved responsible owner
$57.00
$59.00

Charge for late payments
+50%
+50%

Licence for 3 or more dogs
$33.00
$34.00

Application for RDO status or change of RDO address
$57.50
$59.00

Impounding Fees

* First per animal
$102.50
$106.00

* Subsequent impounding
$164.00
$170.00

* Sustenance per day
$18.00
$18.50

* Destruction fee
$34.00
$35.00

Collection or delivery of dog on behalf of owner
$28.00
$29.00

After hours callout for collection of delivery of dog
$28.00
$29.00

Replacement of registration tag
$11.00
$11.50

Infringements
$100.00-$750.00
$100.00 - $750.00

Micro-chipping
Actual costs
Actual costs

Pavement Permissions

Initial application
$184.50
$190.00

Renewal
$92.50
$95.00

Special application
$260.00
$270.00

Extension of liquor licensing area
$90.00
$95.00

Central city (per m2)
$87.00
$90.00

Suburbs (per m2)
$56.50
$58.50

Gambling Permissions

Initial application & renewal
$123.00
$127.00

** Under the Dog Control Act 1996 and the Health (Registration of Premises) Regulations 1966, a public consultation of these fees is not required. They are usually set by resolution of Council outside of the DAP process in order to enable customers/applicants to meet legislative registration requirements.

Building Control and Facilitation

Building Consent Fees
2012/13
2013/14

Small Works fees

Drainage/plumbing (value to $2000)
$290.00
$299.00

Free standing fireplace
$192.50
$198.50

In-built fireplace
$405.50
$418.00

Additional inspection charge (per hr)
$154.00
$159.00

Customer Services

Pre-application meetings: consent officer / expert / compliance officer (2 hours total officer time free, then a charge per hour thereafter).
$154.00
$159.00

Monthly report of Issued Building Consents
$73.00
$75.50

Official information requests (property): Disbursements – 1st 20 A4 sheets free – 20c per additional sheet
See text
See text

Administration Fee (refunds/cancellations)
$97.50
$100.00

Time extension initial fee (0.5 hr admin, 0.5 hr inspector). Any time spent over this initial time will be charged at the relevant hourly rate
$122.00
$129.50

Time extension – additional inspectors time, hourly rate
$154.00
$159.00

Administration fee (other) – hourly rate
$97.50
$100.00

Restricted building work check (per Licensed Building Practioner)
$48.75
$50.00

Lodging fee

Lodging Fee for building consents
$97.50
$100.00

Code Compliance Certificate (for category 1 applications)
$97.50
$100.00

Code Compliance Certificate (for category 2 applications)
$97.50
$100.00

Code Compliance Certificate (for category 3 applications)
$122.00
$126.00

PIM (if lodged with building consent)

PIM only – single resident dwelling including accessory buildings
$385.00
$397.00

PIM only – other
$462.00
$476.00

Plan Check Fees

<$10,000 (Category 1)
$346.50
$357.00

<$10,000 (Category 2)
$539.00
$555.00

<$10,000 (Category 3)
$693.00
$714.00

$10,001 - $20,000 (Category 1)
$770.00
$793.00

$10,001 - $20,000 (Category 2)
$770.00
$793.00

$10,001 - $20,000 (Category 3)
$770.00
$793.00

$20,001 - $100,000 (Category 1)
$847.00
$872.50

$20,001 - $100,000 (Category 2)
$847.00
$872.50

$20,001 - $100,000 (Category 3)
$847.00
$872.50

$100,001 - $500,000 (Category 1)
$924.00
$952.00

$100,001 - $500,000 (Category 2)
$1,386.00
$1,428.00

$100,001 - $500,000 (Category 3)
$1,386.00
$1,428.00

$500,001 - $1,000,000 (Category 1)
$2,156.00
$2,221.00

$500,001 - $1,000,000 (Category 2)
$2,464.00
$2,538.00

$500,001 - $1,000,000 (Category 3)
$2,772.00
$2,855.00

$1,000,001 (Category 1)
N/A
N/A

$1,000,001 (Category 2)
$2,849.00
$2,935.00

$1,000,001 (Category 3)
$2,849.00
$2,935.00

For each $500K or part thereof over $1,000,000
$731.50
$753.50

Consent Suspend Fee (To review additional information. Charged per additional hour of office reassessment time)
$154.00
$159.00

Plan Check for National Multi-use approval fees (NMUA)

Building Consent Fee, for applications using a NMUA (approved by Dept. of Building & Housing). Initial fee of 3 hours, then hourly rate and charges apply after this.
$462.00
$476.00

Plan Check for Fast Track Consents

Fast Track – consents only – issued within 10 days (criteria applies, and applications will only be accepted on a case by case basis) Applies to all fees related to approval of consent.
2 x consent approval charges
2 x consent approval charges

Fast Track – consents only – issued within 5 days (criteria applies, and applications will only be accepted on a case by case basis). Applies to all fees related to approval of consent.
3 x consent approval charges
3 x consent approval charges

Building Certificate (pre-requisite for liquor licence application)

Where application for building certificate received with application for town planning certificate
$154.00
$159.00

Where application received independently
$250.00
$257.50

Additional charge per hour for processing Building Certificate. Where processing times exceeds 1 hr.
$154.00
$159.00

Certificates of Acceptance

Lodgement fee
$97.50
$100.00

If the certificate is NOT for work carried out under urgency (or other special circumstances) a surcharge applies to all COA fees. Fees include plan check and initial fee for inspections. Additional inspections charged at $154 per hour.
50.00%
50.00%

<$10,000 (Category 1)
$654.50
$674.50

<$10,000 (Category 2)
$847.00
$872.50

<$10,000 (Category 3)
$1,001.00
$1,031.50

$10,001 - $20,000 (Category 1)
$1,078.00
$1,110.50

$10,001 - $20,000 (Category 2)
$1,078.00
$1,110.50

$10,001 - $20,000 (Category 3)
$1,078.00
$1,110.50

$20,001 - $100,000 (Category 1)
$1,463.00
$1,507.00

$20,001 - $100,000 (Category 2)
$1,463.00
$1,507.00

$20,001 - $100,000 (Category 3)
$1,463.00
$1,507.00

$100,001 - $500,000 (Category 1)
$1,540.00
$1,586.50

$100,001 - $500,000 (Category 2)
$2,002.00
$2,062.00

$100,001 - $500,000 (Category 3)
$2,002.00
$2,062.00

$500,001 - $1,000,000 (Category 1)
$2,772.00
$2,855.00

$500,001 - $1,000,000 (Category 2)
$3,080.00
$3,172.50

$500,001 - $1,000,000 (Category 3)
$3,388.00
$3,490.00

$1,000,001 (Category 1)
N/A
N/A

$1,000,001 (Category 2)
$3,465.00
$3,569.00

$1,000,001 (Category 3)
$3,465.00
$3,569.00

For each $500k or part thereof over $1,000,001
$731.50
$753.50

Inspections over initial fee at hourly rate
$154.00
$159.00

S77 Fees (building over two or more allotments)

Processing time per hour
$154.00
$159.00

Amended Plan

Lodging fee
$73.00
$75.00

Initial fee (includes 1 hour processing time)
$154.00
$159.00

Processing time over 1 hour
$154.00
$159.00

Certificate of Public Use

Lodging fee
$73.00
$75.00

Initial fee (includes 1 hr processing time)
$154.00
$159.00

Process time over 1 hour
$154.00
$159.00

Compliance Schedule / Building Warrant of Fitness

New compliance schedule (linked with Building Consent).
$231.00
$238.00

This is the minimum charge (based on one hour of processing), additional charges will apply for time taken over this, at $159 per hour for additional hours
$154.00
$159.00

Alterations & amendments to compliance schedule (linked to Building Consent or application for amendment to CS Form 11) will be charged on a time taken basis. At $159 per hour of officer time
$154.00
$159.00

Additional charge per hour for new compliance schedule (linked with Building Consent)
$154.00
$159.00

Minor compliance schedule amendment – change of owner/agent, minor change to draft CS
$38.50
$40.00

IQP Registration Fee (New & Renewal)
$154.00
$159.00

Additional charge for each new competency registered
$73.00
$75.00

Building Warrant of Fitness - Annual Certificate.
This is the base charge for 1 specified system. Additional charges will apply for time over 0.5 hours
$77.00
$79.50

Building Warrant of Fitness - Annual Certificate.
This is the base charge for 2 - 10 specified systems. Additional charges will apply for time taken over 1 hour
$154.00
$159.00

Building Warrant of Fitness - Annual Certificate.
This is the base charge for 11+ specified systems. Additional charges will apply for time taken over 1.5 hours
$231.00
$238.00

Building Warrant of Fitness Inspection (per hour)
$154.00
$159.00

Fire Service

Fire Service Review admin
$73.00
$75.50

LIM and Information Services

LIM : Residential
$314.00
$323.50

Fast Track residential LIMs
$471.00
$485.00

LIM: Commercial Base Fee
$733.00
$755.00

LIM : Commercial per hour after 10 hrs
$97.50
$100.00

Property Reports: Building Consents
$146.50
$151.00

Property Report: Multi-residential 3 - 8 unit property
$214.00
$220.50

Property Report: Multi-residential 8+ unit property
$227.00
$234.00

Building Consent printout (site specific)
$26.00
$27.00

Certificate of Title
$25.00
$26.00

Structural Fee Deposits & Additional Charges

Structural fee for checking elements of specific design on projects comprising structural works, supported by a Producer Statement from a Chartered professional engineer

Deposit for Category 1 structural work (on Plan reviews)
$275.00
$283.50

Deposit for Category 2 structural work (on Plan reviews)
$375.00
$386.50

Deposit for Category 3 structural work (on Plan Reviews)
$685.00
$706.00

Deposit for Category 1 structural work (for Amended Plans)
$310.00
$319.50

Deposit for Category 2 structural work (for Amended Plans)
$310.00
$319.50

Deposit for Category 3 structural work (for Amended Plans)
$410.00
$422.50

Hourly Charge for Engineers (including internal overheads), over and above deposit
$276.25
$285.00

Hourly charge for Contract Management, over and above deposit
$131.75
$136.00

Deposit for all categories for structural checking not supported by a Producer Statement from a Chartered professional engineer
$685.00
$706.00

Swimming Pool

Pool fencing inspection per hour. Fees charged on actual time spent.
$154.00
$159.00

Exemptions: Base fees (including 5.5 hours of processing time)
$847.00
$872.50

Exemptions: processing costs after the initial 5.5 hours
$154.00
$159.00

Building Inspections

Hourly charge: Deposit based on estimate of inspections required. Charges on basis of actual time.
$154.00
$159.00

Engineering inspections (not covered by a Producers Statement), including fire, engineering, structural engineering for unusual proposal, specific design
Actual costs plus $97.50
Actual costs plus $100.00

Special Activity & Monitoring

Hourly charge for officer time considering proposals and monitoring compliance
$154.00
$159.00

Development, Control and Facilitation

RMA Checking Service of Building Consents

Initial Fee for the assessment of building consent against the District Plan or for compliance with resource consent conditions.
(Charge for first hour, then additional charges apply per hour of processing time above this)
$150.00
$150.00

Additional hours (per hour):
$150.00
$150.00

Outline Plan Waiver
$300.00
$300.00

Development Contributions Policy

Council recently completed its review of the 2009 Development Contributions Policy. The policy has been amended to reflect the changes in the Capital Programme approved during the 2012–22 Long-term Plan. The full policy can be viewed at www.Wellington.govt.nz.

Summarised schedule of development contributions

| City Wide ($per EHU) | Catchment Specific Infrastructure ($per EHU) | Total
Map Zone | Residential | Non-Residential | Water Supply | Waste Water | Transport | Reserves | Residential | Non-Residential
A Roseneath | $4,377 | $2,723 | $2,360 | $1,185 | $- | $- | $7,921 | $6,268
B Karori | $4,377 | $2,723 | $1,720 | $2,440 | $- | $- | $8,537 | $6,884
C Beacon Hill | $4,377 | $2,723 | $- | $1,185 | $- | $- | $5,562 | $3,908
D Brooklyn– Frobisher | $4,377 | $2,723 | $1,156 | $1,185 | $- | $- | $6,718 | $5,064
E Kelburn | $4,377 | $2,723 | $- | $1,185 | $- | $- | $5,562 | $3,908
F Johnsonville– Onslow | $4,377 | $2,723 | $1,193 | $1,185 | $- | $- | $6,755 | $5,101
G Ngaio | $4,377 | $2,723 | $850 | $1,185 | $- | $- | $6,412 | $4,759
H Maldive | $4,377 | $2,723 | $- | $1,185 | $- | $- | $5,562 | $3,908
I Churton– Stebbings | $3,903 | $2,250 | $2,939 | $722 | $3,176 | $- | $10,740 | $9,087
J Grenada– Lincolnshire | $3,903 | $2,250 | $4,082 | $722 | $1,184 | $295 | $10,186 | $8,533
K Maupuia | $4,377 | $2,723 | $- | $1,185 | $- | $- | $5,562 | $3,908
L Newlands | $4,377 | $2,723 | $851 | $722 | $- | $- | $5,950 | $4,297
M Melrose | $4,377 | $2,723 | $1,996 | $2,440 | $- | $- | $8,813 | $7,159
N Central & Coastal | $4,377 | $2,723 | $873 | $1,185 | $- | $- | $6,435 | $4,782
O Tawa | $4,377 | $2,723 | $- | $722 | $- | $- | $5,099 | $3,446
P Wadestown | $4,377 | $2,723 | $2,333 | $722 | $- | $- | $7,432 | $5,778
Rural | $3,423 | $1,770 | $- | $1,185 | $- | $- | $4,608 | $2,955
Additional Reserves Levies
Q Inner city Residential |  |  |  |  |  | $1,878 | $1,878 |
Q Inner city Non-Residential |  |  |  |  |  | $235 |  | $235
Additional Transport Levies
R Johnsonville |  |  |  |  | $2,108 |  | $2,108 | $2,108
S Adelaide Road |  |  |  |  | $3,856 |  | $3,856 | $3,856
T Pipitea Precinct |  |  |  |  | $2,644 |  | $2,644 | $2,644

Waterfront Development Plan

(2012/13–2014/15) – Year 2

What’s included here

Why it’s important

Contribution to community outcomes

What we’ll provide – our levels of service

How we’ll measure our performance

How we manage our assets that support this activity

(2012/13–2014/15) – Year 2

What’s included here

Our aim is to develop Wellington’s inner city waterfront in accordance with the fundamental principles set down in the Wellington Waterfront Framework (2001). The waterfront is not only a working wharf but is also a public recreation destination for locals and visitors to the city. Our role, therefore, is to deliver a work programme that will ensure the waterfront experience continues to be a special combination of activities, history, views and architecture to delight, challenge, entertain and educate everyone. The Waterfront Development Plan outlines the work programme to implement the objectives of the Framework over the next three years.

The Waterfront Development Plan outlines the work programme to implement the objectives of the Framework over a three-year period. The implementation is undertaken by a Council Controlled Organisation; Wellington Waterfront Ltd (The Company). The plan is reviewed on an annual basis. For 2013/14 (Year 2), the timing of commercial proceeds and payments has shifted for two projects: the development of the Overseas Passenger Terminal has been brought forward to reflected expected completion in 2013/14, while the development of North Kumutoto has been delayed and proceeds are now expected in 2014/15. There have also been three new capital projects included in 2013/14 (the details are noted below), for which matching funding has been identified and as such will not require any increase in the Council loan.

Why it’s important

Wellington’s waterfront is one of the most easily recognised and frequently photographed parts of our city, and is much changed from the bustling port of old. The waterfront is a special place that welcomes all people to live, work and play in the beautiful and inspiring spaces and architecture that connect our city to the sea and protect our heritage for future generations.

Over recent decades, Wellington City Council, together with many interested Wellingtonians, has developed a vision for the waterfront and its future. In 2001 this vision was laid out in the publication of the Wellington Waterfront Framework. This document sets down the fundamental principles for establishing development work programmes on the waterfront. The phasing of the work has been decided based on the following principles:

Heritage buildings should be restored and reused as a priority.

Timing of commercial development will be impacted by market conditions.

Income should be generated upfront where possible to minimise the impact on ratepayers.

Public confidence in the waterfront development must be maintained.

The Framework requires transparency and a willingness to engage with the public about how the waterfront is developed. A balance must be set between making good progress on the waterfront and providing the public with sufficient opportunity to be involved. As such, public submissions are sought when detailed or concept designs are proposed.

Contribution to community outcomes

We contribute to the following goals of Towards 2040 Smart Capital:

People-Centred City: The waterfront is one of Wellington’s premiere destinations for work, recreation and events.

Connected City: Wellington’s waterfront is acknowledged widely as a gathering point for friends, colleagues and family, and now, with free wi-fi access across the entire space, as a place to connect globally.

Eco-city: we are helping develop Wellington as an eco-city by ensuring that all development activity on the waterfront is sustainable and strives for the highest possible environmental ratings.

Dynamic Central City: The waterfront contributes to Wellington’s downtown area in numerous ways. It provides cultural, recreational, heritage and maritime activity. Opportunities for commercial and residential development add to the changing face of Wellington’s central business district. By hosting events such as World of Wearable Arts, Round the Bays and other sports events, and festivals like Home Grown and Diwali, the waterfront is promoting Wellington as a vibrant, creative and multi-cultural place.

What we’ll provide – our levels of service

Seven objectives have been set for the waterfront:

The waterfront is locally and internationally recognised for its design.

The waterfront is readily accessible to all people.

The waterfront is and is perceived to be, safe at all times.

The waterfront is seen as an attractive place that draws Wellingtonians and visitors alike.

The waterfront successfully caters for a wide range of events and activities.

Significant heritage buildings are protected on the waterfront. Activities on the waterfront are integrated with those on the harbour.

There are many proposed and on-going projects, all with different complexities, and in some cases, the potential to be interrelated. Some work needs to be done sequentially because of physical requirements to maintain the waterfront experience as much as possible during construction or to coincide with neighbouring development activities. There may sometimes be financial implications that justify undertaking one piece of work before another. Further, sufficient flexibility must be built in to respond to good ideas or proposals in a timely manner, should they arise.

Under the Wellington Waterfront Framework, Wellington's waterfront is divided into five precincts linked by the waterfront promenade, each with its own distinctive style and personality:

Waitangi

Taranaki Street Wharf

Frank Kitts Park

Queens Wharf

Kumutoto

The following key projects are planned for the next two years.

The Promenade: Development of the promenade as the spine that connects the waterfront is on-going. A particular focus over the next 2 years will be on the North Kumutoto connection from the Meridian building through to Shed 21 and the railway station. We will continue to address the pedestrian/cycling interface through enhanced signage and other improvements undertaken in consultation with various stakeholder groups.

Wharf pile Maintenance: The third stage of the waterfront-wide pile repair and refurbishment programme wass planned to take place in 2014/15, but has now been aligned with the fourth and final infrastructural upgrade scheduled to be completed in 2017/18.

Projected public space development contribution ($000):
2013/14
$0
2014/15
$0

Waitangi Precinct: The redevelopment of the Overseas Passenger Terminal and public space will be the central activity in this area. Construction began in 2012 and is expected to be completed in 2014. Work will continue on the feasibility of the proposed transition building adjacent to Te Papa. Work on the Overseas Passenger Terminal for 2014/15 includes $2.5 million of new work on wharf and seawall upgrades. The public space works around the Overseas Passenger Terminal have been brought forward to align with construction work that will now be completed in 2013/14. However, this will be funded by the commercial proceeds also being received earlier than previously set.

Projected public space development contribution ($000):
2013/14
$5,290
2014/15
$0

Taranaki Street Wharf Precinct: This area is essentially complete, issues around the diving platform constructed in 2012/13 will be resolved.

Projected public space development contribution ($000):
2013/14
$75
2014/15
$0

Frank Kitts Park Precinct: WWL will continue to oversee the design development of the whole of Frank Kitts Park and work with the Wellington Chinese Garden society regarding their fundraising initiatives. WWL will secure resource consent for the redevelopment of the park and implement its development in stages. The children's playground, now 15 years old, is in urgent need of upgrade and repair. This will be undertaken in 2013/14, subject to new revenue being sourced to fund it (not requiring any increase in the Council loan). The playground design will be informed by input from the public.

Projected public space development contribution ($000):
2013/14
$1,000
2014/15
$0

Queens Wharf Precinct: Master planning for this area was completed and presented to the Council in 2011. The Company will continue to work corroboratively with Wellington Venues Limited to complete the temporary convention centre facility and wharf strengthening works within shed 6 for the period of the seismic strengthening of the Town Hall. Provision has been made for the development of a water-based adventure activities area within the Shed 6 Harbour Basin, subject to new funding being raised.

Projected public space development contribution ($000):
2013/14
$300
2014/15
$0

Kumutoto Precinct: Work will continue on the development opportunities for sites 9 and 10. However, with the delay in commencing development on the site, the timing of upgrading the public space in the north Kumutoto precinct has been budgeted now for 2015/16 with wider works occurring in the subsequent year. This will be subject to change as plans for these sites develop.

Projected public space development contribution ($000):
2013/14
$0
2014/15
$0

Other Capital Renewals: An ongoing programme of repairs and maintenance, capital expenditure and renewals has been identified in the company's Asset Management Plan.

Projected public space development contribution ($000):
2013/14
$392
2014/15
$909

How we’ll measure our performance

The overall success of the waterfront will be measured by the achievement of the principles and objectives outlined in the Waterfront Framework.

Design outcomes will continue to be monitored by WCC's Technical Advisory Group, an independent provider of design advice for the Council. Drawing on the architecture, landscape architecture and urban design expertise of its members, they ensure that the Framework principles have been applied consistently in all the design of buildings and public space.

The achievement of milestones inline with this three year plan and residents us and perceptions of their experience on the waterfront will also be monitored (see the Council Controlled Organisations section.

Beyond the current Waterfront Development Plan the following activities are proposed:

Frank Kitts park refurbishment incorporating a Chinese garden – 2016/17 ($4 million)

Wharf strengthening programme stage 3 – 2017/18 ($2.035 million)

Completion of public space enhancements in north Kumutoto – 2015/16 ($6 million)

Ongoing maintenance, renewals and management of leases ($2.358 million over six years).

How we manage our assets that support this activity

The Company maintains an Asset Management Plan (2011). They comply with all legislation and regulatory requirements, including resource consents. Waterfront assets are maintained in a condition that allows the buildings and public space to meet visitor and stakeholder expectations. The Company actively engages with other commercial operators on waterfront sites to ensure that the issues are resolved quickly and effectively, and that the waterfront remains a safe and welcoming place for everyone.

What it will cost

| 2013/14 | 2014/15
Waterfront Operating costs ($000) | 6,085 | 5,029
Public Space Developments ($000) | 7,057 | 909
| 2013/14 | 2014/15
Proceeds from Operating receipts & Commercial developments | 15,075 | 7,650
Loan Financing Balance | 2013/14 | 2014/15
Wharf repiling (cumulative) ($000) | 5,720 | 5,720
Public Space (cumulative) ($000) | 14,482 | 9,409

The table illustrates the importance and impact of revenue from commercial developments in the next two years. If these revenues were delayed then additional interest expense would need to be funded. While the $22,725 million in proceeds over the next two years is positive, the on-going maintenance and renewals work mean that the loan balance continues to increase with no anticipated offset from commercial proceeds forecast in the out years. The plan now reflects timing changes in the realisation of proceeds from commercial developments. However, the net impact on the loan balance is positive with the cumulative balance on Public Space work in 2014/15 improving from $9.717m to $9.409m.

Significance Policy

1 Introduction

2 General Approach

3 Procedures for Assessing Significance

4 Strategic Assets

1 Introduction

1.1 The Council must ensure that its processes and decision-making comply with the Local Government Act 2002 (the Act). The Act gives Council discretion to decide the appropriate level of attention, consideration, disclosure, and consultation given to decisions, based on their relative importance to the district or region (section 79).

1.2The Council must therefore consider the degree of significance of every matter; and ensure its consultation and decision-making processes are in proportion to the significance of the matters affected by the decision (section 79).

1.3The Act requires that councils adopt a significance policy that sets out how the significance of a decision will be determined. Significance is defined within section 5 of the Act as:

…the degree of importance of any issue, proposal, decision, or matter, which concerns or is before a local authority, in terms of its likely impact on, and likely consequences for, —

(a) the district or region:

(b) any persons who are likely to be particularly affected by, or interested in, the issue, proposal, decision, or matter:

(c) the capacity of the local authority to perform its role, and the financial and other costs of doing so

1.4The use of ‘significant’, for example in ‘significant activity’ or ‘significant decision’, refers to an activity or decision which has a high degree of significance, in relation to the above definition.

1.5 This Significance Policy is required to show:

a) The Council’s general approach to determining the significance of proposals and decisions.

b) Procedures, thresholds and criteria the Council will use in determining which proposals and decisions are significant.

c) A list of strategic assets owned by the Council.

2 General Approach

2.1 The Council will consider each proposal or decision in relation to issues, assets or other matters on a case-by-case basis to determine its significance. The significance of a decision will be assessed according to the likely impact of that decision on:

a) The current and future needs of Wellington City.

b) Any persons who are likely to be particularly affected by, or interested in, the issue, proposal, decision, or matter.

c) The capacity of the Council to perform its role, and the financial and other costs of doing so.

2.2 The Act requires that any decision that significantly alters the level of service provided by the Council of a significant activity (including a decision to commence or cease such an activity), or transfers ownership or control of a strategic asset26 to or from Council, can only be taken if “explicitly provided for” in the Long-Term Plan (section 97). Usually, decisions assessed to be of high significance to the Council and community will be proposed within the Long-Term Plan process so they:

a) are linked to desired community outcomes

b) are proposed in context with other major decisions

c) are put before the community using established processes and timing

2.3 There will be circumstances where a decision of high significance must be made outside of the Long Term plan process. In such circumstances, Council will ensure a consultation and decision-making process is followed in proportion with the high significance of the decision.

2.4 Every report to the Council or Council Committee must include a statement indicating whether or not the matter has been identified as significant.

2.5 For any matter considered significant, the report will address Council’s responsibilities under sections 77, 78, 80, 81 and 82 of the Act (as applicable). In general, these sections of the Act require the Council to:

a) Consider all reasonably practical options, including the costs and benefits of those options, the extent to which they achieve desired community outcomes in an integrated and efficient manner, and their impact on the capacity of the Council to meet its statutory obligations.

b) Consider the views and preferences of persons likely to be affected or have an interest in the matter.

c) Identify and explain any significant inconsistency between the decision and any policy or plan adopted by the Council.

d) Provide opportunities for Māori to contribute to the decision-making process.

e) Promote compliance with the principles of consultation, including giving interested persons a reasonable opportunity to present their views.

2.6 Council will ensure that in fulfilling the above requirements, the level of attention, consideration, disclosure, and consultation taken is in proportion to the significance of the decision.

3 Procedures for Assessing Significance

3.1 In general, the significance of an issue lies somewhere on a continuum from low to high. The Council has identified criteria to assess the degree of significance for the following areas:

• Community Wellbeing
• Community Interest
• Consistency with Existing Policy and Strategy
• Impact on Council’s capacity and capability

When a high degree of significance is indicated by factors or thresholds under two or more criteria, the issue is likely to be significant.

3.2 The criteria merely provide a trigger for identifying whether a matter is likely to be significant – they are provided to assist in the assessment of significance.

Criterion
3.2.1 COMMUNITY WELLBEING The extent to which the matter under consideration impacts on the communities of Wellington City, now and in the future (Large impacts would indicate high significance).

Factors and Thresholds
Factors that might impact on community wellbeing are:

Any decision that would significantly alter the level of service provided by the Council of a significant activity (including a decision to commence or cease such an activity).

Extent of costs, opportunity costs, externalities and subsidies.

Uncertainty, irreversibility, and the impact of the decision in terms of the community’s sustainability and resilience.

High
Degree of Significance
Low

LARGE IMPACT

LITTLE IMPACT

Criterion
3.2.2 COMMUNITY INTEREST The extent to which individuals, organisations, groups and sectors within the community are particularly affected by the matter.

Factors and Thresholds
Factors that would indicate a high degree of significance are:

High levels of prior public interest or the potential to generate interest or controversy.

Large divisions in community views on the matter.

A moderate impact on a large proportion of the community.

A large impact on a moderate number of persons.

High
Degree of Significance
Low

LARGE DIVISIONS IN COMMUNITY VIEWS

GOOD COMMUNITY AGREEMENT

Criterion
3.2.3 CONSISTENCY WITH EXISTING POLICY AND STRATEGY The extent to which the matter is consistent with the Council’s current policy and strategy.

Factors and Thresholds
Factors that would indicate a high level of significance are:

Decisions which are substantially inconsistent with current policies and strategies.

High
Degree of Significance
Low

INCONSISTENT WITH OTHER STRATEGY AND POLICY

WELL WITHIN OTHER STRATEGY AND POLICY

Criterion
3.2.4 IMPACT ON COUNCIL’S CAPACITY AND CAPABILITY The impact of the decision on the Council’s ability to achieve the objectives set out in its Long-Term Financial Strategy, Long-Term Plan and Annual Plan.

Factors and Thresholds
Factors that would indicate a high level of significance are:

Transfers of strategic assets to or from council.

High capital or operational expenditure.

A financial transaction with a value of greater than 10% of rates revenue in the year of the decision.

High
Degree of Significance
Low

LARGE IMPACT

LITTLE IMPACT

4 Strategic Assets

4.1 Any decision that transfers ownership or control of a strategic asset to or from Council, can only be taken if “explicitly provided for” in the Long-Term Plan.  

4.2 Definition: Strategic assets are defined in section 5 of the Act as:

…an asset or group of assets that the local authority needs to retain if the local authority is to maintain the local authority’s capacity to achieve or promote any outcome that the local authority determines to be important to the current or future well-being of the community; and includes:

(a) any asset or group of assets listed in accordance with section 90(2) by the local authority, and

(b) any land or building owned by the local authority and required to maintain the local authority’s capacity to provide affordable housing as part of its social policy, and

(c) any equity securities held by the local authority in:

(i) a port company within the meaning of the Port Companies Act 1988

(ii) an airport company within the meaning of the Airport Authorities Act 1966.

4.3 List Criteria: From the definition above, strategic assets to be listed in this policy include any asset of group of assets that Council determines to be important to achieving its community outcomes, or must be listed under clauses (b) and (c) above.

In addition, asset or groups of assets will be listed as strategic if Council ownership or control is essential to the long-term provision of the associated service.

4.4 The Council will take a group or whole of asset approach. Without limiting the application of this provision to other assets, the following examples of the application of the Policy to group assets are given:

a) Water supply network assets, means those group assets as a whole and not each individual pipeline, reservoir, and pump station. The Council does not consider that addition or deletion of parts of that group asset (being a part of the group asset as a whole) will affect the overall group assets strategic nature.

b) Roading and reserve assets (respectively), means those group assets as a whole. Therefore if the Council acquires land for a new road (or the formed road itself) or new reserve lands as a result of subdivision, these additions are part of the day to day business of managing the roading and reserves assets.

4.5 List of Strategic Assets

Asset | Strategic Importance
Equity in Wellington International Airport Limited | Listed under section 5 of the Act. Strategic importance for social and economic wellbeing.
The public rental housing held by Council to maintain affordable housing
The sewage collection, treatment and disposal system, including the sewer network, pump stations and treatment works | Strategic importance for the delivery of all outcomes and wellbeings.
The land drainage system, including the storm water pipe network, waterways, and retention areas.
The water supply system, including reservoirs, pump stations and reticulation
The roading network including the public transport infrastructure system
The Council’s brand, Absolutely Positively Wellington
The core data set used to deliver Council services
Waterfront land and assets held on trust by Wellington Waterfront Limited for Council | Assets of strategic importance for delivering social, cultural or environmental wellbeing. Services provided to the community include access to heritage, art, information and recreation.   Linked to Connected City, People-Centred City, Dynamic Central City and Eco-City outcomes.  
The Town Hall and Convention Centre complex
St James Theatre and Opera House, Embassy Theatre
Artwork and literature collections, including public art and collections held by libraries
The buildings and collections of the Museum of the City and Sea, City Gallery, Plimmer’s Ark Gallery, Colonial Cottage Museum, Wellington Cable Car Museum and the Carter Observatory
Reserves lands, including the Town Belt, PFSI land held under the Reserves Act and land used for parks, cemeteries, gardens, sports fields and recreational areas
Swimming Pool Facilities
The ASB Sports Centre
Community Centres
Wellington Zoo
The Quarry | Strategic importance for social and economic wellbeing.
Southern Landfill

26 Strategic assets are defined and listed in section 4 of this policy.

Council-controlled organisations

Wellington Regional Stadium Trust

Partnership Wellington Trust (trading as Positively Wellington Tourism)

Wellington Museums Trust

Wellington Venues Limited

Lambton Harbour Management Limited (trading as Wellington Waterfront Limited)

Wellington Cable Car Limited

Capacity Infrastructure Services Limited

Wellington Zoo Trust

Basin Reserve Trust

In order to achieve our objectives for Wellington we have established several companies and trusts. These organisations were set up to independently manage Council facilities, or to deliver significant services and undertake developments on behalf of the Wellington community. The following table explains what the organisations do and how their performance is measured.

Wellington Regional Stadium Trust

STRUCTURE
OBJECTIVES
ACTIVITIES
PERFORMANCE MEASURES
TARGET 2013/14

All of the trustees are jointly appointed by the Council and Greater Wellington Regional Council (GWRC).

As at 1 January 2013, they are John Shewan (Chair), Councillor Chris Laidlaw (GWRC), Chris Moller, Sir John Anderson, Liz Dawson, Sue Elliott, Mark McGuinness and Councillor John Morrison (WCC).

Please note that Chris Moller is no longer a trustee. The Chief Executive is David Gray.
The Wellington Regional Stadium Trust owns, operates and maintains the Stadium as a high quality multi purpose sporting and cultural venue. It provides facilities to be used for rugby, cricket and other sports codes, musical and cultural events, and other users including sponsors and event and fixture organisers.
The Trust:

Operates the Stadium.

Manages the event programme and seeks opportunities to provide regular quality events.

Ensures the Stadium is provided to the community for appropriate usage.

Administers the Trust assets and the Stadium on a prudent commercial basis.

Number of events

46

Total revenue

$15.72 million

Event revenue

$5.36 million

Net surplus

$1.58 million

Note: the Wellington Regional Stadium Trust is not formally defined as a Council Controlled Organisation. This plan for their activities is presented to recognise the interest that Wellington city ratepayers have in the Trust and its activities.

Partnership Wellington Trust (trading as Positively Wellington Tourism)

STRUCTURE
OBJECTIVES
ACTIVITIES
PERFORMANCE MEASURES
TARGET 2013/14

All trustees are appointed by the Council.

As at 1 January 2013, they are Mike O’Donnell (Chair), Ed Sims, Sarah Gibbs, Councillor Coughlan, Howard Greive, and Chris Wilkinson.

The Chief Executive is David Perks.
The Partnership Wellington Trust markets and adds value to Wellington to achieve sustainable economic growth for the people of the city.

It acts to enhance the recognition of Wellington as a desirable visitor destination, enhance the profile of city businesses and to promote strategic alliances and private sector partnerships, and maximise the city’s share of regional spending.

It also promotes community focused initiatives, aims to improve the sustainability of Wellington’s commercial sector through its marketing initiatives, and facilitates the coordination of marketing initiatives that are appropriate to its objectives.
The Trust:

Promotes Wellington as a visitor destination in national and international markets.

Markets Wellington as a convention and conference destination.

Provides visitor information services.

Runs initiatives that promote retail growth, including the downtown retail campaign.

Profiles Wellington’s strengths in arts, sport and education attractions, and conducts development of an ongoing events profile for the city.

Facilitates the development of new tourism and event product, and the development of the Visiting Friends and Relatives (VFR) market.

Manages Wellington’s destination profile on the internet.

Conducts research and analysis of the tourism industry.

International direct arrivals to Wellington Airport from Australia

Increase Australian visitor arrivals through Wellington International Airport by 5% over 2012/13 levels

International commercial guest nights 

Increase international commercial guest nights to Wellington relative to 2012/13 by 1%

Domestic commercial guest nights

Increase domestic commercial guest nights in Wellington city by 2% relative to 2012/13

Weekend occupancy in partner hotels

Increase weekend rooms sold in partner hotels by 2% relative to 2012/13

Downtown weekend visitation 

Weekend visitation to downtown Wellington maintained at 2012/13 levels

i-SITE revenue

Maintain i-SITE revenue at 2012/13 levels

Cost effectiveness

Maintain Council’s core funding at 50% or less of Wellington’s marketing activity investment

Visits to WellingtonNZ.com

10% increase over 2012/13 levels

Wellington Museums Trust

STRUCTURE
OBJECTIVES
ACTIVITIES
PERFORMANCE MEASURES
TARGET 2013/14

All trustees are appointed by the Council.

As at 1 January 2013, they are Quentin Hay (Chair), Councillor Ahipene-Mercer, Philip Shewell, Jackie Lloyd and Alick Shaw.

The Chief Executive is Pat Stuart.
The Wellington Museums Trust was established in 1995 to promote and manage the City Gallery Wellington, the Museum of Wellington City & Sea, the Colonial Cottage, Capital E, the Wellington Cable Car Museum and Carter Observatory. The trust has a management agreement with the New Zealand Cricket Museum.

It manages and develops the programmes and services, and acquires and manages collections for the benefit of Wellington. It provides advice to the Council for the development of museum and gallery services in Wellington, establishes exhibition programmes and education policies for its facilities, and develops acquisition, deaccession and collection development policies. It liaises with Positively Wellington Tourism to enhance its attraction to Wellington’s visitors.

Delivers high quality experiences, events and exhibitions at its facilities.

Manages conservation and care for the objects of its collections, and conducts research and development to enhance visitors’ experiences.

Offers quality education experiences to children and young people.

Promotes and protects the heritage of venues.

Develops and operates the Soundhouse Studio.

Works with national and international artists and collectors.

Attendance targets:

City Gallery

143,000

Capital E

52,00027

Museum of Wellington

94,000

Colonial Cottage

2,075

Cable Car Museum

220,998

Carter Observatory

50,000

Subsidy per customer (excludes $50,000 for Capital E festival)

$14.34

Carter Observatory subsidy per customer

$7.12 

Percentage of visitors to all trust institutions who rate the quality of their experience as good or very good

90% on average

Percentage of visitors to all Trust institutions are repeat visitors

27% average

Percentage of all residents are aware of Trust institutions

Approximately 85% (across all institutions)

Wellington Venues Limited

STRUCTURE
OBJECTIVES
ACTIVITIES
PERFORMANCE MEASURES
TARGET 2013/14

All trustees are appointed by the Council.

As at 1 January 2013, they are Chris Parkin (Chair), Councillor Ngaire Best, Councillor Paul Eagle, Mike Egan, Samantha Sharif, Lorraine Witten, Linda Rieper and Daniel Bridges.

The Chief Executive is Glenys Coughlan.
Wellington Venues Limited exists to manage and promote Wellington’s major Events venues, including the Michael Fowler Centre, Town Hall, St James Theatre and Opera House as venues, and to help establish Wellington as the premier city for events and conferences.
Wellington Venues Ltd.:

Manages and operates the Venues and any related Events business

Advocates for the Venue and Event sector for the benefit of the residents of Wellington

Works to achieve greater community access to the Venues’ facilities

Develops and maintains beneficial relationships with other national and international institutions, supports Positively Wellington Tourism, and develops new initiatives in its role as a key provider of event and performance venues.

Venue hire days

Performance days and revenues

Convention and events days and revenues

Maintain appropriate mix of commercial and community hires

Maintain satisfaction ratings of >90%

Ensure standards are maintained through pan-venue asset management

Reduced environmental foot print targets achieved

Joint marketing with PWT and other partners to leverage economic development opportunities

Ensure that the redeveloped Shed 6/TSB arena achieves expected levels of use

Occupancy across all venues per annum of >/= 60%

Lambton Harbour Management Limited (trading as Wellington Waterfront Limited)

STRUCTURE
OBJECTIVES
ACTIVITIES
PERFORMANCE MEASURES
TARGET 2013/14

The Council is the 100% shareholder in this company and appoints all of the directors.

As at 1 January 2013, they are Robert Gray (Chair), Councillor Justin Lester, Derek McCorkindale and Jane Black.

The Chief Executive is Ian Pike.
Wellington Waterfront Limited acts as the implementation manager for the waterfront development area. This means ensuring that the waterfront area is recognised locally and internationally for its design; is attractive; caters for a wide range of activities; is readily accessible to all people; and is both safe and perceived to be safe. Wellington Waterfront Limited also acts to protect significant heritage buildings on the waterfront, and makes sure that activities on the waterfront are integrated with those on the harbour.
The company:

Implements the objectives of the Waterfront Framework as outlined in the Waterfront Development Plan.

Demonstrates willingness to engage with the public about how the waterfront is developed

Manages day to day operations on the waterfront, including cleaning, security and maintenance.

Negotiates and manages contracts for the design and construction of the waterfront’s public spaces.

Negotiates and manages contracts and leases for all building development sites, and the refurbishment and re-use of existing buildings.

Owns and manages the marina.

Percentage of residents visiting the waterfront

Percentage of residents satisfied with the waterfront

Number of project milestones achieved on time

Developer selection process completed on Sites 9 & 10 (Q4)

Complete building and public space improvements around Queen’s wharf (Q4)

Negotiate a new naming rights agreement for the TSB arena (Q3)

Complete seismic strengthening, fit out and upgrade work on Shed 6 (Q1)

Complete public space development on Clyde Quay Wharf (Q4)

Subject to capital raising, complete the upgrade of the children’s playground at Frank Kitts Park and the development of public activity space on Queen’s Wharf (Q4)

95%

90%

All project milestones achieved

Wellington Cable Car Limited

STRUCTURE
OBJECTIVES
ACTIVITIES
PERFORMANCE MEASURES
TARGET 2013/14

The Council is the 100% shareholder in this company and appoints all of the directors.

As at 1 January 2013, they are Roger Drummond (Chair), Nicki Crauford, and Anthony Briscoe.

The Chief Executive is Des Laughton.
Wellington Cable Car Limited owns and operates the Cable Car as an efficient, reliable and safe transport service and a uniquely Wellington tourism asset.

It also owns and maintains the overhead wiring system for the trolley bus passenger network which services the city.
The company:

Maintains the cable cars and associated track, plant, tunnels, bridges and buildings in accordance with best engineering practice, and to meet the certification requirements of the New Zealand Transport Agency.

Manages the cable car passenger service operation.

Markets the cable car.

Identifies options for enhancing the cable car travel and tourism experience.

Specifies and controls the contract for the inspection, maintenance and repair of the trolley bus overhead wiring system.

Cable car passenger numbers

All cable car vehicles and associated buildings and equipment are maintained to required safety standards

Cable car service reliability

Percentage of residents who have used the cable car in the last 12 months

Percentage of users who rate the standard and operational reliability of the Cable Car as good or very good

1,084,400

Achieve

Greater than 99%

30%

95%

Capacity Infrastructure Services Limited

STRUCTURE
OBJECTIVES
ACTIVITIES
PERFORMANCE MEASURES
TARGET 2013/14

Wellington City Council and Hutt City Council are equal 50% shareholders in this Council Controlled Trading Organisation, and between them appoint all of the directors. The company is overseen by a board of directors made up of two Councillors (one from each council) and four independent directors (two are appointed jointly by the councils). Each council continues to own its respective water, storm water and waste water assets and determines the level and standard of services to be provided to its customers and ratepayers.

Wellington City Council, Hutt City Council and Upper Hutt City Council have agreed to move to an outcomes based model and for Upper Hutt to join as a shareholder of Capacity. Porirua City Council is currently consulting on a proposal to become a customer and shareholder of Capacity.

As at 1 January 2013, the Councillor appointees are Andy Foster (Wellington City Council) and David Bassett (Hutt City Council). The four independent Directors are Peter Allport (Chair), Peter Leslie, Ian Hutchings and John Strahl.

The Chief Executive is David Hill.
The objective of Capacity is to manage the provision of water services (water supply, storm water and wastewater) to the residents and businesses in the areas served by its customers. Capacity’s current customers are Wellington City Council, Hutt City Council and Upper Hutt City Council.
The company’s purpose is to provide high quality, safe and environmentally sustainable services to shareholding councils and other customers with a principal focus on asset management planning and contracted service delivery for the operation, maintenance and on-going development of drinking water, storm water and waste water assets and services.

The company is committed to ensuring all work managed on behalf of customers accords with the highest standards of health and safety for those involved in the work and for the general public. The company will continually seek opportunities to integrate water, storm water and waste water activities within the Wellington region where such integration can deliver least cost, best practice outcomes to the benefit of shareholder councils and other entities.

See also the Environment strategic area for more information on water, storm water and waste water services.

Provide a reliable water supply, wastewater and storm water service.

Develop and complete asset management plans

Deliver budgeted capital expenditure projects for respective councils

Deliver budgeted operating and maintenance activities for respective councils

Manage and operate Capacity within its budget

Comply with relevant standards, legislation and resource consents

Fewer than 4 unplanned supply cuts (pipe bursts) per 1000 connections

Within agreed timeframe

Within agreed timeframes and budget

Within agreed timeframes and budget

Within agreed budget

Achieve full compliance

Wellington Zoo Trust

STRUCTURE
OBJECTIVES
ACTIVITIES
PERFORMANCE MEASURES
TARGET 2013/14

The Wellington Zoo Trust was established on 1 July 2003 and all of the trustees are appointed by the Council.

As at 1 January 2013, they are Ross Martin (Chair), Frances Russell, Linda Meade, Alan Dixson, and Councillor Simon Marsh.
The Wellington Zoo Trust manages the assets and operations of Wellington Zoo for the benefit of the residents of Wellington and visitors to the city. It promotes species conservation, educates the community by building an awareness of plant and animal species, and supports the conservation and educational activities of other organisations.

Cares for resident animals and manages the animal collection.

Provides a high-quality visitor experience

Participates in captive management breeding and breed-for-release programmes.

Develops and maintains high quality animal exhibits.

Delivers educational material and learning experiences.

Contributes to zoological, conservation and facilities management research projects.

Number of visitors

Conservation Programme Managed Species (% of total collection)

Average WCC subsidy per visitor

Annual fundraising target for ZCP

Average income per visitor (excluding WCC grant)

Ratio of generated Trust income as % of WCC grant

216,89028

41%

$12.52

$400,000

$14.82

118%

Basin Reserve Trust

STRUCTURE
OBJECTIVES
ACTIVITIES
PERFORMANCE MEASURES
TARGET 2013/14

There are four trustees, of whom two are appointed by the Council and two by Cricket Wellington.

As at 1 January 2013, the two trustees appointed by the Council are Councillor John Morrison and Sir John Anderson. The two trustees appointed by Cricket Wellington are Don Neely and Douglas Catley (Chair). The Chief Executive of Cricket Wellington is Peter Clinton.
The Basin Reserve Trust manages and operates the Basin Reserve to continue to attract national and international sporting events to Wellington.
The Trust:

Manages the Basin Reserve for recreational activities and the playing of cricket for the residents of Wellington.

Contributes to the events programme for Wellington.

Operates as a successful not-for profit undertaking.

Preserves and enhances the heritage value of the Basin Reserve.

Number of events

Cricket

12

Other sports

6

Community

2 

Number of event days

Cricket

32

Other sports

6

Community

2

Attendance figures

28,000

Note: The Basin Reserve targets for 2013/14 have been updated from the LTP to reflect the impact of earlier drainage work on the ground that has limited the amount of winter sport that can be played this year. We expect the numbers to return to previous levels (or better) next year.

27 Numbers for Capital E are down for 2103/14 to 52,000 from 2012/13 (93,500) due to the fact that 2013/14 is not a Childrens' Festival year (these are bi-annual) and the business has had to move from its former site in Civic Square due to Earthquake Prone Building issues.

28 This figure has increased from the original Long-term Plan target to reflect the higher than anticipated visitor numbers

Council outcome indicators

Governance | Residents who agree that decisions are made in the best interest of the city
Residents’ perceptions that they understand how the Council make decisions
Residents’ perceptions of their extent of influence on Council decision-making
Mana Whenua partner agreement over the use and protection of the city’s resources for the future is appropriate
Residents’ perceptions of the extent to which they have the opportunity to participate in city life
Voter turnout in local elections
Environment | Hectares of open space land owned or maintained by WCC, per capita (sqm per capita)
Residents usage of the city’s open spaces
Residents’ perceptions that the natural environment is appropriately managed and protected
Kilometres of managed tracks and walkways
Hours worked – by recognised environmental volunteer groups and botanic garden volunteers
Bird counts - abundance and distribution
Water consumption (commercial and residential combined)
Renewable energy (GWH) generated in the city (and % of city's electricity consumption)
City wide greenhouse gas emissions
Freshwater biological health (macro invertebrates)
Freshwater quality
Residents’ actions to reduce storm water pollution
Total waste to landfill per capita
Residents’ actions to reduce waste
New Zealanders’ and residents’ perceptions that Wellington is an eco-city
Energy–use per capita
Number/sqm of ‘green star’ buildings/space in the city
% of residents who live in an insulated property
Economic development     | Number of enterprises and jobs in the central city
Number of domestic and international visitors
Accommodation rates (guest nights and occupancy)
Number of major conferences
Number of A-level events held in Wellington and their economic contribution
New Zealand’s top 200 companies based in Wellington
Business enterprises – births and growths (net growth in business)
Growth in businesses and employees - 'smart' business
Domestic and international airline passengers entering Wellington Airport
Free wifi usage (logons/day) - waterfront and central city
Residents who have access to Broadband (%) including ultrafast
GDP (per capita) and regional economic activity growth
Educational achievement (degree level qualifications)
Labour force participation rate and youth NEET rates
Income - household and personal
Ratio of income to cost of living for residents
Pedestrian counts – Average of various Lambton Quay sites
Total value of exports (value and estimated tonnage)
Number of international air connections (by country)
Businesses and employees in research and development sector
Secondary (international) and Tertiary (International and Domestic) students enrolled per 1000 residents
Cultural wellbeing         | Residents frequency of engagement in cultural and arts activities
New Zealanders’ and residents’ perceptions that ‘Wellington has a culturally rich and diverse arts scene’
Resident perceptions that Wellington’s local identity (sense of place) is appropriately valued and protected
Events held at key city venues
New Zealanders’ and residents’ perceptions that ‘Wellington is the arts capital of New Zealand’
New Zealanders’ and residents’ perceptions that ‘Wellington is the events capital of New Zealand’
New Zealanders’ and residents’ perceptions that ‘Wellington has a culturally rich and diverse arts scene’
Residents’ (%) agreement with the statement that “Wellington is an easy place to get involved in the arts”.
Social and recreation     | Residents usage of WCC community and recreation facilities
Residents’ perceptions that they feel a sense of community with others in their neighbourhood
Residents’ perceptions that Wellington offers a wide range of recreation activities
Residents frequency of physical activity
Residents’ perceptions that there are barriers to participating in recreation activities
Residents’ importance of sense of community in local neighbourhood
Residents’ usage (%) of libraries and frequency of use
Residents engaging in 'neighbourly' actions
Types of social networks to which residents belong (i.e. community, sports, ethnic, etc)
Ethnic diversity of the city’s population and residents’ values regarding diversity
Resident perceptions of safety – inner city and neighbourhood (day and night)
Residents’ perceptions – city safety issues of most concern
Recorded crime and resolution rates – by categories
Residents with home emergency items and plan
Number of notifications of the most prevalent food and water-borne diseases
Residents’ life expectancy
Residents’ perceptions of their ‘quality of life’
Urban development               | Residents’ perceptions that Wellington is a great place to live, work and play
Value of residential and commercial building consents
Population: growth and density (central city, growth spine)
Residents’ perceptions of the city as an easy place to get to, use and enjoy.
Residents’ perceptions of urban design/urban form safety issues (i.e. graffiti, vandalism, poorly lit public spaces, etc)
% of city's population who reside in the central city
Building density throughout the city
Proportion of houses within 100m of a public transport stop
Identified earthquake-prone buildings that have been strengthened / demolished
Residents’ perceptions that heritage items contribute to the city and local communities’ unique character
New Zealanders’ perceptions that Wellington is an attractive destination
Residents sense of pride in the look and feel of the city / central city
Transport           | Residents’ perceptions that peak traffic volumes are acceptable
Total fuel used on Wellington roads (litres)
Residents’ perceptions that the transport system allows easy access to the city
Mode of transport to access the central city (i.e. car, bus, train, walking, cycling)
Residents’ perceptions of quality and affordability of public transport services
Uses of public transport: buses, trains
Air quality monitoring (i.e. nitrogen dioxide, carbon monoxide, and particulate matter peaks)
Residents’ perceptions of transport related safety concerns
Number of road crashes resulting in injury
Social cost of crashes

Contact details:
Mayor and Councillors

Mayor Celia Wade-Brown.Celia Wade-Brown
(Mayor)
City-wide
Phone: (04) 801 3102
mayor@wcc.govt.nz

Councillor Ray Ahipene-Mercer.Ray Ahipene-Mercer
Eastern ward
Phone: (04) 388 2366
ray.ahipene-mercer@wcc.govt.nz

Councillor Ngaire Best.Ngaire Best
Northern ward
Phone: (04) 232 9000
ngaire.best@wcc.govt.nz

Councillor Stephanie Cook.Stephanie Cook
Lambton ward
Phone: (04) 970 5351
stephanie.cook@wcc.govt.nz

Councillor Jo Coughlan.Jo Coughlan
Onslow-Western ward
Phone: (04) 473 7920
jo.coughlan@wcc.govt.nz

Councillor Paul Eagle.Paul Eagle
Southern Ward
Phone: 021 673 630
paul.eagle@wcc.govt.nz

Councillor Andy Foster.Andy Foster
Onslow-Western ward
Phone: (04) 476 9220 
andy.foster@wcc.govt.nz

Councillor Leonie Gill.Leonie Gill
Eastern ward
Phone: (04) 387 9363 
leonie.gill@wcc.govt.nz

Councillor Justin Lester.Justin Lester
Northern Ward
Phone: (04) 478 8264
justin.lester@wcc.govt.nz

Councillor Simon Marsh.Simon Marsh
Eastern ward
Phone: 021 922 196
simon.marsh@wcc.govt.nz

Councillor Ian McKinnon.Ian McKinnon
(Deputy Mayor)
Lambton ward
Phone: (04) 472 6832 
ian.mckinnon@wcc.govt.nz

Councillor John Morrison.John Morrison
Onslow-Western ward
Phone: (04) 938 9350 
john.morrison@wcc.govt.nz

Councillor Iona Pannett.Iona Pannett
Lambton ward
Phone: (04) 384 3382 
iona.pannett@wcc.govt.nz

Councillor Bryan Pepperell.Bryan Pepperell
Southern ward
Phone: (04) 934 3660 
bryan.pepperell@wcc.govt.nz

Councillor Helene Ritchie.Helene Ritchie
Northern ward 
Phone: (04) 473 1335 
helene.ritchie@wcc.govt.nz

Contact:

Wellington City Council
101 Wakefield Street, Wellington
Tel: 04 499 4444 