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2007/08
WELLINGTON CITY COUNCIL
ANNUAL PLAN

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It explains what we’re planning to do
in the coming year, why we plan to do it,
how much it will cost, and how we will pay.
This is Wellington City Council’s
2007/08
ANNUAL PLAN

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OVERVIEW
A message from the mayor and chief executive
4
Our role and direction
5
Snapshot of the city
7
Our work
8
What’s new for this year
10
Rates, charges and operational spending
12
Capital spending
14
OUR ACTIVITIES IN DETAIL
Urban development
Urban planning and policy
17
Building control and facilitation
18
Development control and facilitation
19
Earthquake risk mitigation
20
Public space development
21
Transport
Transport planning and policy
23
Transport networks
24
Parking
26
Economic development
City promotions, events and attractions
27
Business support
29
Environment
Gardens and beaches
31
Green open spaces
32
Water
34
Wastewater and stormwater
35
Waste reduction and energy conservation
36
Environmental conservation attractions
37
Quarry
38
Cultural well-being
Galleries and museums
39
Heritage
40
Community arts and cultural support
41
Arts partnerships
42
Social and recreation
Libraries
43
Recreation facilities and programmes
44
Public health and safety
46
Housing
48
Community support
50
Governance
Maori engagement
(including mana whenua)
53
Information, consultation and
decision-making
54
FINANCIAL FORECASTS
Funding impact statement
56
Forecast financial statements
67
Significant accounting policies
73
APPENDICES
Council-controlled organisations
82
Fees and charges
88
Council outcome indicators
98
Mayor and councillors
100
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OVERVIEW
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WELLINGTON CITY COUNCIL ANNUAL PLAN 07/08
Welcome to our annual
plan for 2007/08.
Wellington is in great shape – in the latest survey of
New Zealand’s largest cities we once again came out
top, with 93% of residents rating their quality of life
as good or very good.
This plan is about building on the city’s strengths,
and on the vision set out last year in our 2006–16
long-term plan: a vision of Wellington as a thriving,
internationally competitive city.
In the coming year we’ll be working hard to increase
the role events play in the life of the city, upgrade
and improve parks, town centres and sport/recreation
facilities, and boost our support for grass-roots
organisations and communities.
We received more than 900 submissions on our draft
annual plan. We’ve listened to your views and altered
our plans accordingly. Thanks to all of you who took
the time to have a say about the future of your city.
We can all look forward to another fantastic year
of progress.
Facing the challenges of a growing city.
KERRY PRENDERGAST MAYOR
GARRY POOLE CHIEF EXECUTIVE
The Wellington City Council is responsible for a huge range of services – protecting the environment,
looking after the transport network and water supplies and other key infrastructure, providing
libraries and recreation facilities, running events to keep the city lively and much, much more.
In managing the city’s resources to deliver these services, we have to meet community expectations,
respond to inflationary pressures, meet the challenges of a growing city, and ensure that today’s
actions don’t burden future generations. In other words, we have to take a long-term view.
The Council’s programme for 2007/08 is aimed at meeting these challenges. It includes initiatives
that will meet immediate needs, such as helping community groups that are facing rising costs.
It also includes projects that will enhance the city in the long-term, such as development of parks
and other facilities. On two major projects – New Zealand Memorial Park and the $220 million
upgrade of our housing portfolio – we have formed funding partnerships with central government.
Through efficient management and careful prioritisation, the Council has contained rates growth
within acceptable parameters for 2007/08. As the city grows, we will continue to work hard
to strike an appropriate balance between service provision and control of costs.
The 2007/08 programme aims to enhance the wellbeing of Wellingtonians, and to deliver
on the Council’s goal of ensuring Wellington is a world-class, internationally competitive city.
Through our actions today, we can ensure the future is bright.

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OVERVIEW
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We have two key jobs.
1. To promote the
well-being of Wellington
and its people.
2. To facilitate democratic
local decision-making.
The Wellington City Council is made up of 15 elected
representatives – the mayor and 14 councillors.
It’s their job to make bylaws, set the city’s overall
strategic direction, and approve budgets, policies
and plans aimed at achieving that direction.
Part of their role is to listen and take the pulse
of the community before making decisions.
The elected representatives are supported by the
Council’s chief executive and 1,450+ staff, who
provide advice, implement Council decisions,
and look after the city’s day to day operations.
We seek your views before
determining our work
programme. Then we make
ourselves accountable by
reporting on our delivery
of that programme.
Every three years we take a long-term look at how the
city is doing, what the community’s aspirations are,
and how we can help to meet those aspirations. This
helps form the basis of a long-term work programme
– including budgets, policies, and information about
how we’ll monitor the levels of service we provide
and the quality and effectiveness of our work.
These details are published in a long-term plan.
Our rOle AND DirectiON
In-between these three-yearly plans, we take a fresh
look at our annual work programme and consider
whether any changes are needed – changes to our
budgets, for example, or new projects to help deal
with issues or challenges facing the city. We publish
a draft annual plan and listen to your feedback
before publishing an annual plan (this document).
Every year, we also publish an annual report.
This sets out how we performed against the
long-term plan or annual plan for the year.
Did we do all we said we’d do? Did we meet our
budgets? Did we do as good a job as we should have?
Did we contribute to improvements in the overall
well-being of Wellington and its residents?

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OVERVIEW
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After public consultation during 2005 and 2006,
we set 13 long-term goals (or “outcomes”)
for Wellington. They are:
¦
Wellington will become more liveable
¦
Wellington will develop a stronger sense of place
¦
Wellington will become more compact
¦
Wellington will become more eventful
¦
Wellington will become more inclusive
¦
Wellington will become more actively engaged
¦
Wellington will become more sustainable
¦
Wellington will become safer
¦
Wellington will become healthier
¦
Wellington will become better connected
¦
Wellington will become more prosperous
¦
Wellington will become more competitive
¦
Wellington will become more entrepreneurial
and innovative.
The indicators that we use to measure our progress
towards these are contained in the appendix.
More details on the outcomes can be found
in the long-term plan.
WhAt’s DiffereNt AbOut this plAN?
We’ve always worked hard to make our plans
as clear and easy to understand as possible. That’s
part of being accountable and consulting effectively.
This year, we’ve made some improvements to the
‘Our Activities in Detail’ section of our plan by
grouping some activities together that we’d separated
in the past. This change means you can more clearly
see our plans in their full context – for example,
we’re describing all of our work relating to the
transport network in one place, instead of considering
separate parts of the network (roads, cycleways etc)
over several pages. There’s no change to the level of
formal detail that’s available about our finances and
expected service performance – it’s just presented in
a simpler, clearer way. You’ll also see that activity
numbers are provided in the ‘what it will cost’ tables
for easy references back to the long-term plan.
Copies of the long-term plan are available
on our website www.Wellington.govt.nz,
from your local library or by calling 499 4444.

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Wellington City Now
Wellington City Then
Did you know?
POPULATION
Wellington city has a population
of 179,466. Wellington city makes up
40.0% of the region’s total population.
In 2001, our city had a population
of 167,187. Wellington city made up
39.1% of the region’s total population.
Our population is expected to increase
to 201,100 by 2021.
POPULATION DENSITY
Wellington city has an estimated
620.9 people per square kilometre.
In 2001, our city had an estimated
576.5 people per square kilometre.
Wellington city residents have access
to 34.7 square kilometres of Town Belt,
park and reserve land.
EMPLOYMENT
Employment continues to grow,
with 132,720 people being employed
in Wellington city in 2006.
In 2001, 108,910 people were employed
in Wellington city.
The property and business services industry
employs more Wellingtonians than any
other industry (approximately 20%).
AVERAGE EARNINGS
Wellington city employees earn
an average of $28.33 per hour
(March quarter 2007)
In 2004, the average employee earned
$25.93 per hour (March quarter 2005).
Wellington city employees have the
highest average hourly earnings of
all major cities in New Zealand.
TRAVEL TO CENTRAL
WELLINGTON
34% of Wellingtonians who travel
into central Wellington on a weekday
use public transport, 45% use a car
and 10% walk.
In 2001, 30% of people used public
transport, 52% drove and 14% walked.
Wellington city has the largest proportion
of residents who use public transport
of all major cities in New Zealand.
AVERAGE SALE PRICE
FOR DWELLINGS
In Wellington, the average home now
costs $411,000 (March quarter 2007).
In 2004, the average home cost
$315,800 (March quarter 2005).
Wellington city average home prices
are the second most expensive in
New Zealand, behind Auckland.
sNApshOt Of the citY
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priority measures such as bus lanes, letting buses go
first at traffic lights, and providing bus shelters; work
suburb by suburb to improve road safety; and plan to
ensure the city’s transport network meets future needs.
Our transport system is generally performing well
– Wellington’s streets are safe by national standards,
we’re high users of public transport, and most
residents believe the city is easy to get around.
However, we do face challenges such as ensuring
the transport network can keep up with growing
demand, and reducing harmful environmental
effects such as noise, water and air pollution.
For the period to 2009, key priorities include managing
demand on the transport network, advocating for
investment in the city’s state highway network, further
developing our bus priority measures, and improving
access to the port and ferry terminals.
ecONOMic DeVelOpMeNt
We work to attract major events such as the World
of WearableArt Awards and the International Sevens.
We also fund tourism promotions, and support
attractions such as Te Papa and conference venues
such as the Wellington Convention Centre. To support
businesses, we: provide free weekend parking in
the city, fund business development and incubator
programmes, and programmes to attract businesses,
investment and skilled people to the region; provide
grants to help community projects with economic
benefits for the city; and marketing the city
as a destination of choice.
Key challenges are to make the city more
internationally competitive, foster innovation and
entrepreneurship, and lift Wellington’s sustainable
economic growth.
Priorities for the period to 2009 include: implementing
the Wellington Regional Strategy to guide economic
development; strengthening the city’s status as a
centre of creativity and innovation; and attracting at
least one regular long-haul air service to Wellington
from a south-east Asian market.
eNVirONMeNt
We look after the city’s 34+ square kilometres of
reserve land, as well as beaches, coastline, and
botanical gardens. We fund the Zoo and the Karori
Sanctuary, and work to develop other world-class
nature-based visitor attractions such as the Marine
Education Centre. We also: provide water supply,
stormwater and sewage disposal; provide recycling
and waste disposal services; offer grants for
environmental initiatives; run the Kiwi Point Quarry;
and promote energy efficiency and sustainability.
Though Wellington enjoys a stunning natural
environment, we also face some significant challenges.
Like other cities, we need to find ways of becoming
more sustainable – to address broad issues such as
climate change – by producing fewer greenhouse gas
emissions, dumping less waste, using resources such
as water and energy more efficiently, and protecting
biodiversity and ecosystems.
Our WOrk
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WELLINGTON CITY COUNCIL ANNUAL PLAN 07/08
We focus our work on
seven strategic areas.
urbAN DeVelOpMeNt
Our built environment 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, ensuring earthquake-prone
buildings are strengthened, and planning for the city’s
future growth and development.
The significant growth and development expected
in Wellington over the next 20 years creates some
challenges for us. We’re aiming to respond to those
challenges in ways that are sustainable and preserve
the city’s special character.
A key priority through to 2009 is to improve land
use and transport by focusing development along
a ‘growth spine’ stretching from Johnsonville in the
north, to the central city, and Newtown and Kilbirnie
in the south. Other priorities include improving the
way we manage infill development in residential areas,
and improving the quality of the city’s urban design.
trANspOrt
We look after 670km of streets and roads, as well as
footpaths, cycle lanes, traffic signals, car parks and
so on. We also: support public transport through bus
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Over the period to 2009, key priorities include
promoting water and energy efficiency, improving
protection of streams, developing a coherent plan
to address biodiversity issues, and strengthening
our partnerships with stakeholders to increase
environmental awareness, community participation,
and the achievement of environmental goals.
culturAl Well-beiNG
We fund the city’s popular art galleries and
museums, operate Toi Poneke – the Wellington
Arts Centre, 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.
Wellington’s arts and culture scene is thriving.
Our key goal is to maintain this strength, and
to ensure that all Wellingtonians can participate
in the city’s cultural life.
Over the period to 2009, our key priorities include:
protecting and enhancing local ‘sense of place’;
enhancing the area at the top of the Cable
Car; strengthening our partnerships with arts
organisations; and engaging more effectively
with grass-roots arts and cultural communities.
sOciAl AND recreAtiON
We provide homes for people whose needs are
not met by state housing or the private housing
market, fund projects to help homeless people,
support community organisations, and provide
community centres and halls. We also work to
protect public health and safety through projects
such as monitoring the city centre, banning liquor
consumption in public in parts of the city, 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.
Our recreation work includes: providing libraries,
playgrounds, swimming pools, recreation centres,
sports fields and marinas; running recreation
programmes; and reducing the costs of using
sport and recreation facilities for people who have
community services cards.
Our key challenges include providing for a population
that is growing in size and diversity, and catering
for a wider range of recreation activities.
Over the period to 2009, priorities include
increasing the value of community facilities to their
communities, promoting social cohesion and sound
social infrastructure, and promoting participation
in sport and recreation, particularly for youth.
GOVerNANce
Our governance work includes running local elections,
holding meetings of the Council and its committees,
producing policies and strategies to guide our work,
producing annual plans and annual reports to make
ourselves accountable to residents, seeking feedback
on our proposals from members of the public, engaging
with Maori and stakeholder groups, and providing
information about our services and activities.
The key challenge we face is to increase participation
levels and build trust and confidence in civic
decision-making. Our priorities for the period
to 2009 include improving the transparency and
quality of processes for public involvement in civic
decision-making, and increasing participation rates
in democratic processes.
OperAtiONAl speNDiNG
$000
¦ URBAN DEVELOPMENT
$21,723
¦ ECONOMIC DEVELOPMENT $20,294
¦ CULTURAL WELLBEING
$13,161
¦ GOVERNANCE
$13,313
¦ TRANSPORT
$43,358
¦ ENVIRONMENT
$113,793
¦ SOCIAL & RECREATION
$86,560
Our main areas of operational
spending are environment,
transport, and social & recreation.
cApitAl speNDiNG
$000
¦ URBAN DEVELOPMENT
$10,271
¦ ECONOMIC DEVELOPMENT
$797
¦ CULTURAL WELLBEING
$45
¦ GOVERNANCE
$80
¦ TRANSPORT
$29,102
¦ ENVIRONMENT
$31,389
¦ SOCIAL & RECREATION
$17,429
¦ COUNCIL
$10,180
Our main areas of capital spending
are environment and transport.

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WhAt’s NeW fOr this YeAr
In developing this annual
plan, we took into
account the views of
Wellington’s residents.
cONsultAtiON ON the DrAft ANNuAl plAN
In April 2007, we published a draft version of this annual
plan and asked for feedback. The draft outlined:
• service levels, funding levels and performance
targets for 2007/08, as agreed through the long
term plan
• proposed new initiatives and variances from
the long term plan for 2007/08
• how the community could provide feedback
on any of our proposals.
The draft was sent to community groups and
businesses and was made available through the
Council’s libraries, swimming pools, service centres,
website, and upon request. A summary of the draft
plan document was widely distributed and key
elements were also highlighted in our Absolutely
Positively Wellington newspaper, which is sent to
all households.
We encouraged awareness of the draft plan through
media releases, advertisements and a public notice.
Information on the draft plan and how to provide
feedback was also highlighted on various radio
stations and in the ‘Our Wellington’ page of the
Dominion Post. A video of the draft plan and where
to go for more information was shown continuously
during the consultation period in the service centre
and some libraries.
We held 16 public meetings at which the draft plan was
presented and residents were able to ask questions.
YOur feeDbAck
We consulted on the draft plan for five weeks
from 16 April to 18 May. We received feedback
in the following ways:
• 978 written submissions
• 75 oral submissions over a period of four days
• an independent residents satisfaction
survey of a randomly selected cross section
of Wellingtonians in May.
The number of submissions was one of the highest
ever for our annual plans, showing the high level
of public interest in our activities.
Close to 70 percent of all submissions focused
on the new initiatives proposed for this year, or
were requests for funding support. The remaining
submissions focused on fees and charges, existing
projects and programmes, or dealt with operational
matters. Councillors considered all feedback before
making decisions.
Everyone who made a written submission receives
a response from the Council regarding the main
points raised in their submission.
cONsiDeriNG YOur VieWs
Our Strategy and Policy Committee, which is made up
of elected Councillors and the Mayor, considered your
feedback during June. It provided recommendations
to Council, which made its final decisions in late June.
The feedback we received influenced Councillors’
decisions. The programme outlined in this document
is not the same as the one outlined in the draft plan.
Key changes include: new funding for New Zealand
Memorial Park, the New Zealand Film and Television
School and the Basin Reserve; changes to a proposed
national portrait and photography gallery; a grant
to St Andrews on the Terrace to delay the sale of
Crossways community house, and a lower-than-
proposed increase in marina fees.
NeW prOJects fOr 2007/08
We have agreed to the following initiatives suggested
in the draft plan and raised during the consultation
period. These projects deal with challenges facing
the city. We believe they will contribute to a higher
quality of life for Wellingtonians.
1. We’re increasing the size of our Events
Development Fund by $500,000. The fund has
helped to bring major events such as the World
of WearableArt Awards and the International
Rugby Sevens to the city. Increasing the size of
the fund will help us to contribute to the city’s
buzz by attracting more major events.
2. We’re entering a partnership with the
Government for a $220 million upgrade of
our social housing over the next 10–15 years.
This will allow us to improve insulation and
ventilation, carry out earthquake-strengthening,
upgrade kitchens and bathrooms, reconfigure
some bedsits to larger accommodation, and
enhance safety and security.
3. We’re setting up a ‘flying squad’ to protect the
city’s streetscapes from graffiti. This will be
a trial for one year. The service will provide a
rapid graffiti removal service for eligible small
businesses, utilities, sports clubs, community
organisations, and private homes. The flying
squad will also provide education on how to
remove, discourage and report graffiti; and
engage with local artists and community groups
to develop murals. The cost for 2007/08 is $225,000.
4. We’re planning to make Wellington safer by
installing a tsunami warning system, consisting
of sirens at fixed positions around the coast,
as well as two mobile sirens which can be fixed
to helicopters and heard almost 2km away.
The cost for this work is $100,000.
5. We’re partnering with the Ministry for Culture
and Heritage to construct the New Zealand
Memorial Park. We’re contributing $2 million
towards the $12.9 million project, with the
remaining funding provided by the Ministry
for Culture and Heritage. Construction of the
park will vastly improve the surroundings of
the National War Memorial – which is an area
of deep significance for many New Zealanders
– and provide a place for public gatherings on
important commemorative occasions such as
Anzac Day. Construction will start in October 2007
and is due for completion in 2008.

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6. We’ll provide $40,000 a year over the next three
years to support the New Zealand Film and
Television School, which is the only training
provider of its type in Wellington. Its graduates
provide the film industry with skilled staff who
support the growing film sector in Wellington
to attract and retain film businesses.
7. We are supporting Shed 11 Ltd, a joint initiative
of the New Zealand Centre for Photography and
the New Zealand Portrait Gallery, which will
provide Wellington with a high quality fine arts
gallery that will give greater exposure to portrait
and photography work from across New Zealand.
Shed 11 Ltd will provide exhibits for six months
of the year over the next two years (in our draft
annual plan, it had proposed to provide year-
round exhibits). We are providing funding of
$75,000 per year over the next two years.
8. We’re upgrading facilities at the Basin Reserve.
In the near future, the Basin Reserve will host
the Bangladesh and the England cricket teams,
Wellington Phoenix Football, FIFA under 17
Women’s World Cup soccer, as well as club
cricket, rugby league, and rugby union. In
2007/08, we’re providing $370,000 to the Basin
Reserve Trust to replace the current irrigation
system and upgrade media facilities.
9. We’re providing a $70,000 grant to St Andrews on
The Terrace so the church can get on with essential
work on the historic Terrace property. The church
is planning to sell Crossways Community House
in Mt Victoria to fund the work and the grant,
which is subject to a number of conditions, will
allow it to delay the sale by a year. This will
give the Save Crossways Group and Mt Victoria
community the opportunity to see if they can
raise the money necessary to buy the building.
10. We will provide $190,000 of funding in the
2008/09 year for the Boys and Girls Institute
to establish a youth café in Wellington.
11. We are providing an additional $200,000 per
year to enhance and extend our network of
Town Belt and Outer Green Belt tracks. The
tracks make these areas accessible for walkers,
mountain bikers, 4WD enthusiasts and others.
The plan is to upgrade existing tracks and build a
network of new tracks over the next decade. This
will ensure that tracks provide for a wide range
of user interests and levels of fitness and ability.
12. We’re increasing Wellington Museums Trust
funding by $480,000 to allow it to maintain
current levels of service. In 2006/07, it budgeted
for a deficit and also had to make cuts for
budget reasons.
13. A new fund of $100,000 per year has been
established to support sports clubs and active
recreational groups seeking professional advice
and support for programme development,
club growth and expansion, asset management
(but not maintenance), club diversification,
and feasibility studies. Priority will be given to
programmes that will increase youth participation
in sport and recreation. Clubs will be able to
apply for grants from the fund.
14. We’re planning in 2007/08 to begin to redevelop
the ‘city gateway’ area from Waterloo Quay to the
inter-island ferry terminal, to cater for potential
growth in traffic flow, freight movements and
foot traffic in the area. The first steps will be to
complete detailed plans for the area between
the Hutt Road and Bunny Street, and start street
improvements along Waterloo Quay between
Bunny and Hinemoa Streets.
15. We’re providing $250,000 for each of the next
two years to support the establishment of a wet
hostel in the city, to provide accommodation and
professional support for homeless people with
a history of alcoholism. A wet hostel is distinct
from other accommodation for homeless people
in that residents can drink on the premises.
The proposal is a partnership between the
Council and the Capital and Coast District Health
Board. It is an opportunity to house and help
some of the city’s most visible and vulnerable
homeless people – those who, through their
alcohol dependence, are unable to meet their
own basic needs of food, clothing and shelter.
16. We’re providing funding to employ a
co-ordinator and advisory group to run the
new Newlands Community Centre, establish
a database of our community facilities, and
develop a partnership framework to allow
non-Council facilities to be accessed more widely.
The budget for this is $206,000 in 2007/08, rising
to $296,000 in future years. We will also develop
options for the refurbishment of the Khandallah
Hall. The budget for this work is $60,000.
17. We’re increasing our grants pool by $117,000 per
year to assist with increasing day-to-day costs,
for groups and initiatives with social, cultural,
economic or environmental benefits.
18. We’re increasing our budget to deal with legal
costs from leaky homes claims by $500,000 per
year. We have obligations to defend those claims
when we think we have acted correctly, which
means we have no choice but to incur legal costs.
19. We want everyone in Wellington to have
affordable access to broadband networks
capable of meeting their needs, and in the
coming year we’ll be considering ways we
can help make that happen.
20. The Greater Wellington Regional Council
has established a new regional economic
development agency, which will be funded
from a Greater Wellington targeted rate.
As a consequence, we are no longer funding
Positively Wellington Business.
21. We’ve made changes to our development
contributions and revenue and financing
policies. These were done as amendments to
our long-term plan. Copies of these changes are
available on our website www.Wellington.govt.nz,
or at local libraries or by calling 499 4444.

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rAtes, chArGes AND
OperAtiONAl speNDiNG
To fund our work programme,
we’re increasing rates by an
average of 4.37%. We’re also
increasing some user charges.
We’re forecasting total operational spending of $312
million during 2007/08. This provides for all of our
day-to-day operations and services – things like
waste disposal, water supply, operating the transport
network, issuing building and resource consents,
maintaining parks and gardens and so on.
We fund this spending from a combination of general
rates (which are paid on all properties), targeted rates,
user charges, grants/subsidies, and other income
(such as interest).
Targeted rates include water rates, sewerage rates,
stormwater rates, and Marsden Village, downtown,
and Tawa driveways rates.
There are two categories of general rates: the base
general rate, and the commercial sector general rate.
In 2006/07, the commercial sector general rate was
4.4 times higher than the base rate for a property of
the same value. We are reducing this to 4.2 in 2007/08
and by 2011/12, we aim to reduce this differential to 2.8.
When we decide how to
fund a service, we consider
a wide range of factors
including who benefits.
Decisions about how to fund a service are guided by
our Revenue and Financing Policy. Under the policy,
for each activity we consider the following criteria:
• who benefits – individuals, an identifiable part
of the community, or the whole community
• whether the people or groups who benefit could
be excluded from the service if they don’t pay,
and whether excluding them would be fair
and equitable
• whether the benefits will extend to future
generations as well as current ones
• the ‘polluter pays’ principle – that people and
groups should pay for harm they directly cause
• overall impact on social, economic, cultural
and environmental well-being.
We then agree the proportion of funding that
each sector will contribute to pay for each activity.
For instance tourism promotion is funded through
the downtown levy (the retailers, restaurants,
bars, hotels and other businesses located in the
downtown area who benefit from visitors spending),
while our city safety programme that is beneficial
to everyone is funded by the general rate.
The increase in overall
rates take is significantly
less than we proposed
in our long-term plan.
In our long-term plan we had forecast a 5.45%
increase (including inflation) in average rates
for 2007/08. We’re now forecasting a 4.37%
average increase.
The lower figure reflects our efforts to manage the
city’s finances as efficiently and prudently as possible.
While we’re implementing some new projects which
we think will benefit the city, we’ve also sought
operational efficiencies and rescheduled some of our
work programme to keep the rates increase below
previously forecast levels.
The actual rates changes affect each household or
property differently, depending on changes in capital
value. The table below shows indicative total rates
for a residential property for a range of capital values.

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OVERVIEW
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prOpOseD 9 YeAr OperAtiNG expeNDiture AND fuNDiNG sOurce
$000’s
2007/08
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
GENERAL RATES
GROUND AND COMMERCIAL LEASE INCOME
TARGETED RATES
USER FEES AND CHARGES
DIVIDENDS
OTHER INCOME
INTEREST ON INVESTMENTS
LTNZ TRANSPORT SUBSIDIES
We’re also changing fees
and charges for some of
our services.
We’re raising fees for marinas, swimming pools,
libraries, building consents/controls, trade waste,
fire permits, burials and cremations, and recreation
centre facility hire.
Decisions about user charges and ratepayer funding
of each service are made in accordance with our
Revenue and Financing Policy, and reflect the criteria
explained above. The increase in swimming pool
charges, for example, aims to balance the increased
costs of running the pools between those who benefit
directly from it (the users) and the general public
who have the opportunity to use the pools. The pool
charges are offset by an increase in the ratepayer
subsidy to the pools – without this charges would
be significantly higher.
The increase in marina fees is lower than we proposed
in the draft plan.
You can find more detail on all of the changes to user
fees and charges in the appendix to this plan.
Capital value
Total rates
$200,000
$858
$300,000
$1,175
$400,000
$1,491
$500,000
$1,808
$600,000
$2,125
$700,000
$2,441
$800,000
$2,758
$900,000
$3,074
Indicative residential property rates
(without a water meter)

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Proposed 9 year capital expenditure (& loans outwards) by funding source
0
20000
40000
60000
80000
100000
120000
140000
160000
180000
2007/08
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
$000's
Rates (depreciation)
Borrowings
LTNZ (transport subsidies)
Housing grants
Development contributions
Bequests
cApitAl speNDiNG
prOpOseD 9 YeAr cApitAl expeNDiture (AND lOANs OutWArDs) bY fuNDiNG sOurce
$000’s
2007/08
180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
RATES (DEPRECIATION)
HOUSING GRANTS
BORROWINGS
LTNZ (TRANSPORT SUBSIDIES)
DEVELOPMENT CONTRIBUTIONS
BEQUESTS
We’re managing our
capital spending and
borrowing programme
with a long-term view,
to ensure current spending
doesn’t reduce the options
available to future councils.
Capital expenditure pays for property, plant and
equipment. This includes buying, building, developing
and upgrading assets such as buildings, roads, bridges,
water and stormwater pipes, and so on.
We fund capital expenditure from depreciation,
borrowings, sales, reserves and bequests, Land
Transport NZ and other subsidies, and development
contributions. For asset renewals, the main funding
source is depreciation. For new assets, the main
funding source is borrowings.
We aim to manage our borrowing within the
following targets:
• total Council borrowing is less than 10% of equity
and less than 150% of income
• net interest is less than 15% of income and less
than 20% of rates income
• liquidity is greater than 110%.
We take great care to ensure that our budgets
are robust. Each year we review the underlying
assumptions and costs that make up each activity.
For each activity we consider the impact of the:
• allocation of organisational costs/efficiencies
• appropriateness of inflation and CPI adjustments
• direct costs associated with staff and recruitment
• changes affecting our opening balance sheet
(for example the Wellington International Airport
Limited early repayment of subordinated debt
in 2006/07).
This means that the forecast costs for each activity
may differ from those we had originally forecast
for 2007/08 in the long term plan. It is important
to note that these allocations do not affect the
intended level of service. Any changes from current
levels are explained in the Our Activities in Detail
section of this document (see the sections on our
new initiatives and variances).
Effective management of our
capital spending programme
has allowed us to borrow
less than we’d planned.
We’re forecasting total capital spending of $99.3
million for 2007/08 (excluding carried forward capital
expenditure). That compares with $106 million we’d
forecast for the year in our long-term plan.
These savings reflect our rescheduling of some capital
works we’d budgeted for in our long-term plan.
For example, we’re deferring: construction of the
Messines Road water reservoir; some wastewater
renewal projects; some roading projects; some urban
park upgrades including Hannah’s Courtyard and
Cobblestone Park; replacement of nursery buildings
at the Wellington Botanic Garden; extension of
Te Ara o Nga Tupuna – Maori heritage trails;
hydroslide construction at Karori Pool; and upgrade
the road at Makara Cemetery. (An explanation of each
change can be found in the variances sections in the
next part of this plan.)
Our total capital spending and loans programme for
2007/08 including carried forward capital expenditure
is $129.5 million. To fund this we’re increasing our
borrowings by $61.7 millon in 2007/08. This compares
with the $66 million we’d forecast in our long-term
plan. This ensures that we can meet current needs
without compromising the ability of future councils
to meet the city’s future needs.

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IN
TRODUC
TION
Our ActiVities
iN DetAil
Over the next few pages, you’ll find information
about our plans for 2007/08.
Our work is divided into seven strategic areas:
¦
Urban development – urban planning and policy,
building control and facilitation, development
control and facilitation, earthquake risk mitigation,
and public spaces development.
¦
Transport – transport planning and policy,
transport networks, and parking.
¦
Economic development – city promotions,
events and attractions, and business support.
¦
Environment – gardens and beaches, green open
spaces, water, wastewater, waste reduction and
energy conservation, environmental conservation
attractions, and the quarry.
¦
Cultural well-being – heritage, galleries and
museums, community arts and cultural support,
and arts partnerships.
¦
Social and recreation – housing, recreation
facilities and programmes, libraries, public health
and safety, and community support.
¦
Governance – engagement with Maori, and
information, consultation and decision-making.
In each chapter you’ll find information about the
work we do, the reasons for doing that work and/
or our goals in relation to it, any new proposals
for 2007/08, capital and operational costs, and our
performance targets (i.e. our targets for quantity,
quality and breadth of service).
Our levels of service for 2007/08 will be broadly in
line with 2006/07. Any changes from 2006/07 levels are
explained in the following pages (see the sections on
our new initiatives and variances). The performance
targets for the year reflect any gradual improvements
that are detailed in our long-term plan.
We’ve done our best to provide information that
is meaningful and relevant, and to present this
information as clearly and accessibly as possible,
so that you – Wellington’s residents – can be
informed about our programme.
16 INTRODUCTION

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URBAN DEVELOPMENT
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To build a great urban
environment, you have
to start with a plan.
Wellington has so much going for it – its rugged
natural environment, its compactness, the character
and colour of its buildings, and the fact that it has
a vibrant heart in the city centre/waterfront area.
To preserve these things as the city grows takes
planning. Growth needs to occur in ways that
make efficient use of land and transport, and don’t
compromise the qualities that make Wellington
special. In our urban planning work, we’re aiming
for a city that’s compact, liveable, sustainable,
prosperous, and retains a strong ‘sense of place’.
Our plan is to focus growth
in ways that preserve what
makes Wellington special.
We develop policies and plans to encourage
high-quality urban development. This includes
plans for the ‘growth spine’ from the north
through the city to Newtown and Kilbirnie.
Urban planning and policy
We’re aiming to cluster development around the key
town/suburban centres along this ‘spine’, in order to
ensure the city’s land is used wisely and its transport
systems are as efficient as possible. This vision will help
make the city more sustainable, as well as helping
us to preserve the character of other parts of the city.
Our urban planning work also includes:
¦
developing plans for specific areas of the city,
such as Lincolnshire Farm in the north, where
most growth is expected to occur in future
¦
the rolling review of the District Plan, which sets
out rules on land use, subdivision and building
in the city
¦
improving the way infill development
is managed and using focus groups to gauge
resident perceptions of infill housing
¦
developing new plans to enhance public spaces
in the city centre and other areas of the city.
From 2008/09, we’ll develop a good practice
guide and display module that shows how
best to retro-fit existing central city commercial
buildings for residential use. The project is
expected to cost $105,000 and aims to ensure
that future conversions address noise control
and other issues making them more sustainable.
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
87% of residents surveyed agree the city
is developing in a way that takes in to
account its unique urban character and
natural environment
¦
95% of the District Plan team’s scheduled
work programme is completed on time
(measured as a percentage of all projects)
¦
no items listed in the District Plan are
demolished or removed
¦
develop a concept plan and implementation
framework for the second of the three centres
along the growth spine (this measure provides
greater detail to the LTCCP measure which
was unclear in describing the scheduled
work programme).
WHAT IT WILL COST
OPeraTIONaL SPeNDING
CaPITaL SPeNDING
aCTIvITy
USer CharGeS aND
OTher reveNUe
$000
NeT exPeNDITUre / raTeS
FUNDING reqUIremeNT
$000
exPeNDITUre
2007/08
$000
exPeNDITUre
2007/08
$000
Urban planning and policy
development (1.1.1)
(12)
1,898
1,910
-
Smart growth (1.2.1)
-
306
306
-
Total for 2007/08
(12)
2,204
2,216
-

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Building work should be
safe and sustainable, and
enhance the city’s character.
all cities control building work according to the
provisions of the Building act and District Plan.
These controls are required by law, and they’re
necessary to protect public health and safety,
and to protect future users of land and buildings.
They’re also needed to protect urban character, for
example by providing height restrictions for building
in suburban areas, and to preserve the city’s heritage.
Overall, we want the city to become more sustainable,
safe, and prosperous, and to retain its compactness
and unique ‘sense of place’.
We have controls in place
to ensure these objectives
are met.
bUilding control
and facilitation
We assess building consent applications to
ensure work will comply with the Building Code,
issue building consents, and monitor compliance.
During 2007/08, we are continuing to work towards
accreditation as a building consent authority as
required under the Building act 2004.
In 2007/08, we’re increasing
our funding to manage
legal costs from leaky
homes claims.
along with other councils throughout New Zealand,
we have obligations under recently amended
weathertight homes legislation. accordingly we have
increased our budget to manage any claims and legal
costs we incur as a result of this legislative change.
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
100% of building consents are issued within
statutory timeframes (20 working days)
¦
100% of code compliance certificates are issued
within statutory timeframes (20 working days
after we are advised by the owner that work
is complete).
WHAT IT WILL COST
OPeraTIONaL SPeNDING
CaPITaL SPeNDING
aCTIvITy
USer CharGeS aND
OTher reveNUe
$000
NeT exPeNDITUre / raTeS
FUNDING reqUIremeNT
$000
exPeNDITUre
2007/08
$000
exPeNDITUre
2007/08
$000
Building control and
facilitation (1.4.2)
(6,701)
3,950
10,651
-
Total for 2007/08
(6,701)
3,950
10,651
-

Page 21
Land development and
subdivisions should be
sustainable and in keeping
with the city’s character.
all cities control development work according
to the provisions of the resource management act
and District Plan. These controls are required by law,
and they’re necessary to ensure 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, for example
by protecting trees and other heritage assets.
development control
and facilitation
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
100% of resource consents (non-notified)
are issued within statutory timeframes
(20 working days)
¦
100% of applications for certification of
subdivision plans are processed within
statutory timeframes (10 working days).
Overall, we want the city to become more sustainable,
safe, and prosperous, and to retain its compactness
and unique ‘sense of place’.
We have controls in place
to ensure these objectives
are met.
We assess resource consent applications against the
District Plan, issue resource consents, and monitor
compliance, to ensure land and other resources are
managed sustainably – each year, we consider more
than 1,200 resource consent applications.
WHAT IT WILL COST
OPeraTIONaL SPeNDING
CaPITaL SPeNDING
aCTIvITy
USer CharGeS aND
OTher reveNUe
$000
NeT exPeNDITUre / raTeS
FUNDING reqUIremeNT
$000
exPeNDITUre
2007/08
$000
exPeNDITUre
2007/08
$000
Development control
and facilitation (1.3.1)
(1,966)
2,063
4,029
-
Total for 2007/08
(1,966)
2,063
4,029
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Overall, we want the city to become more
sustainable, safe, and prosperous, and to retain
its compactness and unique ‘sense of place’.

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Wellington’s heritage
is worth preserving.
heritage buildings add to the city’s character.
Preserving these makes a difference to the city’s
appearance, and to our sense of identity as
Wellingtonians. Looking after them is also important
for public safety – older buildings, if not properly
looked after, can be earthquake risks. We work
with property owners to protect the city’s assets
and reduce this potential risk.
We also work with researchers to gain a better
understanding of the vulnerability of the region
to large earthquakes. Wellington has four major
active faults and a number of second-order faults.
By using the latest geological techniques and
computer modelling we’ll be able to plan future
developments with even greater certainty.
So we work with owners
of older buildings to assist
with restoration and
strengthening.
earthqUake risk mitigation
We:
¦
work with property owners to ensure earthquake
-prone buildings are strengthened – in line with
our earthquake-prone Buildings Policy, this work
includes identifying and assessing earthquake-
prone buildings, and can include offering
financial and property management assistance,
and/or requiring the owner to carry out
strengthening work
¦
are supporting a five year research study on the
likely timing and impact of a major earthquake
on the city. We will use its findings to guide our
decisions about urban design.
We also work with property owners and others
to aid restoration of heritage buildings and assets
(see public spaces development).
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our target is to:
¦
assess 1,300 earthquake-prone buildings.
We will also monitor the number of resource
consents for addition to/alteration of heritage
buildings (listed in the District Plan).
WHAT IT WILL COST
OPeraTIONaL SPeNDING
CaPITaL SPeNDING
aCTIvITy
USer CharGeS aND
OTher reveNUe
$000
NeT exPeNDITUre / raTeS
FUNDING reqUIremeNT
$000
exPeNDITUre
2007/08
$000
exPeNDITUre
2007/08
$000
earthquake risk mitigation (1.4.1))
-
445
445
-
Total for 2007/08
-
445
445
-

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We want to enhance
the city through sensitive,
high-quality development
of the waterfront and
other public areas.
The waterfront is Wellington’s heart. It’s a festival
venue, a place where people gather to relax, an area
of colour and charm. Sensitive development of this
key area enhances people’s enjoyment of the city
and contributes to our sense of what makes
Wellington unique. attractive, well-designed
parks and public spaces in the city and suburbs
are also crucial to people’s enjoyment of the city.
They encourage people to get together, support
shops and cafes, and make the city more attractive
for Wellingtonians and visitors alike. They also
provide important connections between businesses,
making the city a more stimulating place to work.
heritage buildings along with other heritage assets such
as monuments, historic trees and archaeological sites
also add to the city’s character. Our overall goals are to
retain this character that makes the city more liveable
and provide an even stronger ‘sense of place’ through
continual improvement of these public areas.
To achieve this, we fund
new parks and street
upgrades, and support
enhancement of the
waterfront area.
We:
¦
oversee development of the waterfront in line
with a guiding policy, the Wellington Waterfront
Framework, and fund waterfront enhancement
projects (management of the waterfront is carried
out by a Council-controlled organisation, Wellington
Waterfront Limited)
¦
fund work to develop the street environments and
other public areas in the city and suburbs, with the
aim of making these areas safe, lively and attractive
¦
provide grants to developers and others to ensure
that the restoration of heritage buildings and
assets contribute to the city’s character.
In 2007/08, we plan to complete our upgrade of
Cog Park at evans Bay. We also plan to complete an
upgrade to Lambton quay by the beginning of 2008.
The aims are to make it easier and more comfortable
to walk along the quay, create new spaces for rest and
relaxation, and give the street a more elegant look.
We’re partnering with the
Ministry for Culture and
Heritage to construct the
New Zealand Memorial Park.
We’re contributing $2 millon over two years towards
this $12.9 millon project, with the remaining funding
provided by the ministry for Culture and heritage.
Construction of the New Zealand memorial Park will
vastly improve the surroundings of the National
War memorial, an area of deep significance for
many New Zealanders. It will also provide a place
for public gatherings on important commemorative
occasions such as anzac Day, and create a space for the
development of new memorials from countries which
New Zealand has close historical relationships with.
Construction of the park will start in October 2007
and is due for completion in 2008.
pUblic spaces development
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
92% of residents surveyed agree that the central
city is lively and attractive
¦
65% of residents surveyed agree that their local
suburban centre is lively and attractive
¦
100% of scheduled public space and centre
development projects are completed on time.
Performance targets for Positively Wellington
Waterfront are shown in the council-controlled
organisations section of this annual plan
– see the appendix.

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VARIANCES
For the 2007/08 financial year, we are
planning the following variances from
our 2006–16 long-term plan:
¦
central city parks and squares – reduce
capital spending by $250,000 by deferring an
upgrade of the eva Street/hannah’s Courtyard
area (the land purchase is not complete)
¦
central city parks and squares – reduce
capital spending by $1 million by deferring
construction of Cobblestone Park until 2008/09
(this is necessary to allow sufficient time for
consultation and design)
¦
waterfront development – reduce operational
spending by $150,000 by decreasing the
management fee paid to Wellington
Waterfront Ltd (which achieved a surplus
in the 2005/06 financial year while also
meeting its required performance targets)
¦
waterfront development – we have provided
additional capital expenditure funding
of $14.95 million over three years to the
Wellington Waterfront project for public space
development on the waterfront. The amount
will be repaid from commercial proceeds by
November 2009
¦
waterfront development – we have
also agreed a 125-year ground lease to
redevelop the Overseas passenger Terminal.
The proposal is for a mixed use development,
with public use such as restaurants on the
ground floor and apartments for the upper
levels. Public access will be maintained
around the perimeter
¦
city heritage development – reduce
operational spending by $100,000 (this
funding is provided to support owners
on restoration and upgrade of heritage
buildings. In past years it has been
under-subscribed).
WHAT IT WILL COST
OPeraTIONaL SPeNDING
CaPITaL SPeNDING
aCTIvITy
USer CharGeS aND
OTher reveNUe
$000
NeT exPeNDITUre / raTeS
FUNDING reqUIremeNT
$000
exPeNDITUre
2007/08
$000
exPeNDITUre
2007/08
$000
Waterfront development (1.5.1)
-
2,411
2,411
6,600
Public space and centre
developments (1.5.2)
-
1,297
1,297
3,671
heritage development (1.5.3)
-
674
674
-
Total for 2007/08
-
4,382
4,382
10,271
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We’re setting up a ‘flying
squad’ to protect the city’s
streetscapes from graffiti.
Graffiti detracts from the attractiveness of the city.
Unless it is removed quickly, it can lead to further
property damage and, ultimately, to other forms of
street crime. This is a problem Wellington takes seriously.
From 2007/08, we’re trialling a ‘flying squad’ to tackle
the problem. This will involve:
¦
providing a rapid graffiti removal service for eligible
small businesses, utilities, sports clubs, community
organisations, and private homes – this would
respond to complaints within 48 hours
¦
providing education on how to remove, discourage
and report graffiti
¦
engaging with local artists and community groups
to develop murals
¦
look for corporate sponsorship opportunities
for graffiti removal.
Operational spending of $225,000 is budgeted
for 2007/08. Future funding will depend on the
project’s success.
The budget for this work is provided for within
our ‘public health and safety’ activities.
Attractive, well-designed parks and public spaces
in the city and suburbs are crucial to people
,
s
enjoyment of the city. They encourage people to get
together, support shops and cafes, and make the city
more attractive for Wellingtonians and visitors alike.

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TRANSPORT
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Transport is one of the key
issues facing any city.
A well-planned, efficient transport system is critical
for economic growth, and also for residents’ quality
of life. The transport system influences where people
choose to live, how easily they can get to and from
work and shops, and how easily they can enjoy what
the city has to offer. Transport is also vital for business,
a well-planned transport system is a significant
competitive advantage. It also encourages energy
efficient forms of transport that have significant
environmental benefits.
Our goal is to manage the
transport network so that
it meets both current and
future needs.
Wellington’s transport system is generally performing
well but is at or nearing its capacity at peak times.
Most residents believe the city is easy to get around.
By national standards, we are high users of public
transport and of other alternatives to private cars such
as walking. Our safety record in recent years is among
the best of any New Zealand city.
However, the city also faces significant transport
challenges. Demands on the transport system are
increasing as the city grows and behaviours change.
Cars, buses and cyclists as well as café seating
and parking are all competing for space on narrow,
hilly streets. In most urban areas, building new roads
isn’t a viable or desirable option. Access to our port
and airport need to be improved to ensure freight
and visitors can move freely across the city and we
need to reduce harmful environmental effects such
as noise, and water and air pollution.
To achieve this, the first step
is planning.
We:
¦
carry out planning projects aimed at ensuring
the city’s transport network develops in ways
that respond to the challenges outlined above
¦
work with the Greater Wellington Regional Council
(Greater Wellington), central government and other
agencies to ensure that Wellington’s transport
needs are taken into account in regional and
national transport decisions
¦
are developing a plan for reducing demand
on our transport networks – this will involve
reducing our own reliance on cars for Council
business, promoting walking and cycling, using
traffic signal enhancements to manage peak-time
congestion, considering whether ‘price’ can be
used to discourage road use, promoting better
urban development, and adding to our bus
priority programme.
TransporT planning and policy
MEASURING OUR PERFORMANCE
We measure performance in our transport planning
work using performance measures from other
transport activities. In relation to advocacy with
central government and other agencies, we will
report (in our Annual Report) on progress. Over time,
we will look to develop measures and targets for our
travel demand management planning.
WHAT IT WILL COST
OpeRATIONAl SpeNDING
CApITAl SpeNDING
ACTIvITy
USeR CHARGeS AND
OTHeR ReveNUe
$000
NeT expeNDITURe / RATeS
fUNDING ReqUIReMeNT
$000
expeNDITURe
2007/08
$000
expeNDITURe
2007/08
$000
Transport planning (2.1.2)
(30)
387
417
-
Travel Demand Management
planning (2.3.1)
-
120
120
-
Total for 2007/08
(30)
507
537
-

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A transport system should
get people safely from
‘A’ to ‘B’. It should also
be as efficient as possible,
to minimise travel times
and reduce environmental
harm from vehicles.
An efficient vehicle network that allows people
and goods to move easily from one part of the city
to another is important for the city’s economy and
for residents’ quality of life. It is also important for
the environment. While Wellington’s transport system
is generally working well, we face challenges such
as managing the transport network to ease congestion,
and minimising harm by making the shift from private
cars to public transport, walking, cycling and other
forms of transport.
We manage the city’s
transport network to
achieve these goals.
We:
¦
maintain the city’s extensive network of roads,
streets, bridges, tunnels, footpaths, roadside
walls, and cycleways
¦
manage the transport network, using traffic lights
and a closed circuit camera system to minimise
congestion at peak times
¦
promote traffic safety by working with suburban
communities to design and implement safety
projects ranging from education and enforcement
to installing new features such as new traffic lights,
pedestrian crossings, roundabouts, guardrails and
traffic calming features.
In the coming year, we plan to explore options to
manage the Johnsonville transport network. The area
is growing and upcoming developments are expected
to place demands on the network. We plan to spend
$300,000 of our new roading budget on design plans
for the area.
This year we’re aiming
to make progress on the
crucial ‘city gateway’ area.
The area from Waterloo quay north towards
Ngauranga is crucial for many reasons. It is the
“gateway” through which visitors enter the city
centre and residents return, which means its urban
design shapes people’s impressions of the city.
It is a major transport hub, bringing together the
port, ferry terminals, railway station, bus terminal,
and traffic routes along which tens of thousands of
vehicles pass each day. It’s also the site of increasingly
intensive development, with plans for new office
and university buildings.
In future, pressures on the area are likely to become
even greater, with increasing numbers of people and
vehicles passing through, as well as possible growth
in freight volumes from the port. In recent years, we
have worked with Centreport and other agencies on
a long-term vision for the area, which aims to let the
port grow, meet the city’s transport needs, allow the
CBD to expand, and ensure the gateway area reflects
Wellington’s natural drama and “sense of place”.
We indicated our support for this project last year
in our long term plan. Since then we have further
developed our plans and are now looking at the
following key projects for the coming years:
¦
2007/08: complete detailed plans for the area
between the Hutt Road and Bunny Street, and start
street improvements along Waterloo quay between
Bunny and Hinemoa Streets
TransporT neTworks
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
Vehicle network
¦
at least 66% of road travel within the
WCC area occurs on “smooth” roads
(smoothness is measured in NASRAA counts)
¦
80% of residents agree that WCC roads are
maintained to a good or very good standard.
Cycle network
¦
75% of cycleway users are satisfied with
the maintenance of cycleways
¦
75% of cycleway users are satisfied with
the safety of cycleways
¦
3% of residents who come into central
Wellington (on weekdays) use a cycle.
Passenger transport network
¦
38% of city bound bus-stops have
an effective bus-shelter
¦
32% of residents who come into central
Wellington (on weekdays) use a bus
¦
85% of residents surveyed are satisfied
with the reliability of public transport
¦
85% of residents surveyed are satisfied
with the frequency of public transport.
Pedestrian network
¦
95% of street pavements are within
acceptable defect limits
¦
92% of WCC roads have a formed footpath
on at least one side
¦
14% of residents who come into central
Wellington (on weekdays) walk
¦
to monitor the number of primary school
children that walk to school.

Page 27
TRANSPORT
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Network-wide control and management
¦
95% of WCC traffic signs have a condition rating
of 3 or better (measured on a 5-point scale)
¦
85% of residents surveyed are satisfied with
the way that traffic signals allow them to move
around the city (pedestrians and vehicles)
¦
no entire intersection signal failures will
last for more than 24 hours.
Transport safety
¦
all reported road hazards will be made safe
within four hours
¦
80% of residents surveyed are satisfied with
street lighting in the central city area and 75% are
satisfied with street lighting in suburban areas
¦
85% of residents surveyed are satisfied with
the safety of the transport network environment
(based on issues such as footpath/road conditions,
lighting, guardrails, behaviour of others etc).
Ports access
¦
to complete detailed plans for the area between
the Hutt Road and Bunny Street, and start street
improvements along Waterloo quay between
Bunny and Hinemoa Streets.
VARIANCES
for the 2007/08 financial year, we are planning the
following variances from our 2006–16 long-term plan:
¦
roading capacity projects – reduce capital
spending by $1.5 million by adjusting the timing
of completion of the widening of the Riddiford
Street entrance to the hospital, in line with the
timing of the upgrade of Wellington Hospital
¦
road corridor new walls – reduce capital spending
by $500,000 for one year (the priority work
programme in this area has been completed)
¦
pedestrian network footpath renewals –
reduce capital spending by $250,000 by ‘phasing’
the work programme over a longer period
¦
bus journey plan – defer capex spending
by $150,000 for one year to allow for a longer
consultation period.
¦
2008/09: further street improvements including
a new intersection at King’s Wharf
¦
2009/10: construction of a roundabout on
Aotea quay providing access to the ferry
terminal – existing access to the ferry terminal
is poor and needs to be improved to cope
with expected increased demand
¦
2012-15: design and construct a roundabout
linking Aotea quay and Hutt Road.
WHAT IT WILL COST
OpeRATIONAl SpeNDING
CApITAl SpeNDING
ACTIvITy
USeR CHARGeS AND
OTHeR ReveNUe
$000
NeT expeNDITURe / RATeS
fUNDING ReqUIReMeNT
$000
expeNDITURe
2007/08
$000
expeNDITURe
2007/08
$000
ports access (2.2.2)
-
54
54
718
vehicle network (2.4.1)
(1,193)
18,484
19,677
18,513
Cycle network (2.4.2)
(5)
44
49
68
passenger transport network (2.4.3)
(445)
434
879
1,118
pedestrian network (2.4.4)
(523)
3,914
4,437
4,368
Network-wide control and
management (2.4.5)
(818)
2,158
2,976
1,839
Road safety (2.5.1)
(1,150)
3,291
4,441
2,228
Total for 2007/08
(4,134)
28,379
32,513
28,852
We are budgeting $718,000 for these projects
in 2007/08, and further allocations ranging from
$500,000 to $3 million over the next eight years.
land Transport NZ is expected to bear the majority
of the costs for the roundabout/road widening works,
and funding is also expected from other stakeholders
such as Centreport.
An efficient vehicle network that allows
people and goods to move easily from one
part of the city to another is important for the
city’s economy and for residents quality of life.
It is also important for the environment.

Page 28
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We provide CBD car
parks so that people
can conveniently
access the central city.
Central city car parking is important for shoppers,
tourists, people working in Wellington, and people
coming in to the city for recreational activities.
provision of car parking helps make Wellington
a liveable, prosperous city.
parking
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
average weekday turnover in WCC central
city on-street car parks of 7.5 cars per day,
and weekend turnover of 4.7 cars per day
¦
90% compliance with WCC on-street car
park time restrictions and 85% compliance
with payment requirements.
WHAT IT WILL COST
OpeRATIONAl SpeNDING
CApITAl SpeNDING
ACTIvITy
USeR CHARGeS AND
OTHeR ReveNUe
($000)
NeT expeNDITURe / RATeS
fUNDING ReqUIReMeNT
($000)
expeNDITURe
2007/08
($000)
expeNDITURe
2007/08
($000)
Car parking (2.1.1)
(23,268)
(12,960)
10,308
250
Total for 2007/08
(23,268)
(12,960)
10,308
250
We provide more than 3,000 on-street parking
spaces in the central city. To ensure as many people
as possible can access parking spaces, we enforce
parking times and impose charges using meters
and pay-and-display machines.
In addition, we provide off-street parking at Clifton
Terrace, the Michael fowler Centre, and beneath
Civic Square. On the fringes of the central city,
we operate coupon parking zones and resident
parking areas to balance the needs of residents,
visitors, shoppers and commuters.

Page 29
ECONOMIC DEVELOPMENT
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WELLINGTON CITY COUNCIL ANNUAL PLAN 07/08
We want Wellington to
be vibrant, prosperous
and ‘eventful’.
Through our involvement in city promotions,
events and attractions, we aim to position Wellington
as an internationally competitive city, attractive
to residents and visitors alike. In this work, we aim
to help the city maintain its edge as a prime tourist
and conference destination, maximise economic
value from promoting and hosting high-profile
events, support the development of a thriving retail
sector, and build on the city’s strengths – such as
its compactness and its strong sense of identity
– to enhance prosperity and contribute to higher
quality of life for all Wellingtonians.
To achieve this, we support
a wide range of events,
visitor attractions,
and city promotions.
We:
¦
provide funding for Positively Wellington Tourism,
the city’s official tourism marketing organisation,
so it can run its highly successful domestic
and international visitor attraction campaigns
¦
support Te Papa – with more than one
million visitors each year, it is one of the
city’s major attractions
¦
have committed, along with support from
the Government, to a complete redevelopment
of Carter Observatory – this is scheduled to start
mid-2007. The new-look facility will be a leading
science-based visitor attraction
¦
operate an Events Development Fund, which
contributes to the city’s buzz by supporting
a huge range of events – including the X-Air
Games, World of WearableArt Awards, Rugby
Sevens, Chinese New Year festivities and more
City promotions,
events and attraCtions
¦
manage the Wellington Convention Centre,
which provides venues for arts/entertainment
and sports community events, and attracts
out-of-town visitors to conventions
¦
help keep the city centre lively over the weekend
by providing free parking
¦
carry out work to maintain and enhance
Marsden Village in Karori
¦
promote the city as Creative Wellington
– Innovation Capital.
From 2007/08, we’ll
build on past successes
by further boosting our
events programme.
Since its establishment in 2003/04, our Events
Development Fund has proved highly successful
at attracting events to the city. These range from
ongoing, iconic events such as the World of
WearableArt Awards, International Rugby Sevens
and X-Air Games to one-offs such as the 2006 World
Mountain Running Championships and the Volvo
Ocean Race. These events are major contributors
to Wellington’s economy, bringing well over $20
million in new spending to the city each year. They
also enhance quality of life for Wellington residents,
providing entertainment and a sense of pride in the
city, adding colour and vibrancy, and helping to keep
the city’s retail and café sectors thriving.
As the number of events supported by the fund has
grown, our ability to attract new iconic and one-off
major events has diminished. We plan to increase
the fund’s budget by $500,000 for 2007/08 and
future years to help Wellington retain its edge
as New Zealand’s events capital.
MEASURING OUR PERFORMANCE
In recent years, Wellington has experienced
steady growth in visitor numbers, both from
international destinations and throughout
New Zealand. This growth has been helped
by the attraction of events.
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
major events supported by the Events
Development Fund will have an estimated
economic impact of at least $20 million (20:1),
and at least 90% of residents surveyed will
be satisfied with Council-supported events
¦
Te Papa will attract at least 1.1 million visitors
(with 35% of adult visitors coming from outside
New Zealand and 35% of adult domestic visitors
coming from outside the Wellington region)
¦
the Wellington Convention Centre will hold
more than 872 events (including more than
120 concerts); achieve occupancy rates of 65%
for the Town Hall, 72% for the Michael Fowler
Centre, and 60% for the Queens Wharf Events
Centre; and maintain its 4-star Qualmark
rating and its ISO9001 accreditation
¦
at least 60% of residents surveyed say they’re
more likely to come in to the city at weekends,
for other reasons than work because WCC
on-street parking is free, and the turnover
rate for WCC city car parks will be 4.7 cars per
day at weekends and 7.5 per day on weekdays.
We will also measure the total number of events
we support. We do not have a target for total
number of events. Instead, we aim to support
as many worthwhile events as possible that meet
our funding criteria, subject to budget limits.
Performance targets for Positively Wellington
Tourism are shown in the council-controlled
organisations section of this annual plan
– see the appendix.

Page 30
Through our involvement in city promotions,
events and attractions, we aim to position
Wellington as an internationally competitive
city, attractive to residents and visitors alike.
WHAT IT WILL COST
OPERATIONAl SPENDING
CAPITAl SPENDING
ACTIVITY
USER CHARGES AND
OTHER REVENUE
$000
NET EXPENDITURE / RATES
FUNDING REQUIREMENT
$000
EXPENDITURE
2007/08
$000
EXPENDITURE
2007/08
$000
Tourism promotion (3.1.1)
-
4,116
4,116
-
Visitor attractions (3.1.2)
-
2,319
2,319
300
Convention venues (3.1.3)
(4,925)
3,974
8,899
497
Suburban and city centres
vitality (3.2.1)
-
1,223
1,223
-
Events attraction and support (3.3.1)
-
1,849
1,849
-
Creative workforce (3.6.1)
-
1,228
1,228
-
Total for 2007/08
(4,925)
14,709
19,634
797
28
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WELLINGTON CITY COUNCIL ANNUAL PLAN 07/08
VARIANCES
For the 2007/08 financial year, we are planning
the following variances from our 2006–16
long-term plan:
¦
Wellington Convention Centre – reduce
operational spending by $100,000 by
deferring some non-urgent maintenance.
The New Zealand Film and Television School is the
only training provider of its type in Wellington and its
graduates provide the film industry with skilled staff
that supports the growing film sector in Wellington to
attract and retain film business. The funding is $40,000
per annum for three years to assist the School with
relocating to their new premises and with set up costs.
From 2007/08 we’ll provide
support to the New Zealand
Film and Television School.

Page 31
ECONOMIC DEVELOPMENT
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WELLINGTON CITY COUNCIL ANNUAL PLAN 07/08
We want Wellington to
be an internationally
competitive, prosperous city.
Through our business support work, we aim to
enhance residents’ quality of life by raising overall
levels of prosperity. We aim to encourage innovation
and entrepreneurship, and to enhance Wellington’s
competitiveness as a world-class location for talent,
business/industry and investment.
We also aim to support the city centre’s development
as the region’s premier retail, knowledge and
entertainment district. We also aim to make the city
more ‘connected’, by building the communications
and transport infrastructure so vital to business success.
To achieve this, we
encourage business
development and work
to enhance transport and
communications hubs.
We:
¦
provide grants for one-off projects that bring
economic benefits to the city
¦
run a move to Wellington campaign aimed at
attracting and retaining skilled, creative people
¦
are supporting Positively Wellington Tourism and
Wellington International Airport in their bid to
attract at least one daily long-haul air service
to the city from an Asian destination
¦
are working on a policy that aims to enhance
the city’s communications infrastructure
and build ICT skills
¦
represent Wellington’s interests to central
government and other agencies, the business
community, and sister cities.
Business support
We’re considering ways to
boost Wellington’s broadband.
Early in 2007, we adopted a vision for broadband
connectivity in the city: “By 2012, all of Wellington
city will have affordable access to an interactive and
open broadband network capable of supporting
applications and services using integrated layers
of voice, video and data, with sufficient two-way
capacity in the city, and out to the world, to meet
the ongoing information and communications needs
of the city’s residents, businesses, investors and
institutions.” During 2007/08, we will engage with
stakeholders to explore options on how this can
best be achieved.
And we’re working to
unlock the region’s potential
for sustainable economic
development through the
Wellington Regional Strategy.
The Wellington Regional Strategy is a blueprint for
sustainable economic growth over the next 30 years.
The strategy has been developed by greater Wellington’s
nine local authorities, in tandem with central
government and the business, education, research and
voluntary sectors. Greater Wellington will play a pivotal
role in the implementation and funding of the strategy,
taking responsibility for its future governance, funding
and delivery. As part of this work, Greater Wellington
will establish a new regional economic development
agency. This agency will effectively take over the work
previously carried out by Positively Wellington Business.
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
attract at least one long-haul airline
to fly daily between Wellington and
Asia by 2008/09
¦
positive growth in the number of businesses
and jobs in Wellington’s education, ICT,
professional engineering, creative and film,
manufacturing, and biotechnology sectors,
along with positive growth in Wellington’s
location quotients for each sector
¦
at least 15 events/activities held with our
formal international partnership cities
(both in Wellington and overseas).
We record the number of economic grant
applications we receive, the number receiving
grants, and the total budget allocation.
Our target is for all economic grants to be
distributed in accordance with eligibility criteria.
We will also report on our work with
stakeholders to enhance the city’s information
and communications infrastructure.

Page 32
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WELLINGTON CITY COUNCIL ANNUAL PLAN 07/08
Greater Wellington will fund the new agency’s work
through a targeted rate from 1 July 2007, raising $4
million (excluding GST) in 2007/08, $4.5m in 2008/09
and $5m in 2009/10. The final budget will be decided
following consultation by Greater Wellington and after
detailed consideration of specific strategic projects by
WHAT IT WILL COST
OPERATIONAl SPENDING
CAPITAl SPENDING
ACTIVITY
USER CHARGES AND
OTHER REVENUE
$000
NET EXPENDITURE / RATES
FUNDING REQUIREMENT
$000
EXPENDITURE
2007/08
$000
EXPENDITURE
2007/08
$000
Transport gateway connections (3.4.2)
-
200
200
-
Economic grants (3.5.2)
-
165
165
-
Regional and external relations (3.7.1)
-
295
295
-
Total for 2007/08
-
660
660
-
the new economic development agency’s board, the
Wellington Regional Strategy Committee and Greater
Wellington. The new regional rate will replace the
amounts rated by the local authorities – including
the Wellington City Council – for funding Positively
Wellington Business.

Page 33
ENVIRONMENT
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Wellington’s parks,
gardens and coastline
are a natural playground.
From the rugged south coast to Oriental Bay, from
the peace of Otari to the elegance of the city’s botanic
rose gardens, Wellington’s parks, gardens and coastal
areas provide locations for relaxation, enjoyment,
and community/entertainment events. As natural
gathering places, they are important for social
cohesion. We aim to ensure that the city continues
to offer high-quality outdoor environments that
are attractive, accessible, and enhance the city’s
unique ‘sense of place’.
These areas need to be cared
for in ways that balance
nature with opportunities
for enjoyment.
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,
Gardens and beaches
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
90% of residents surveyed have visited a
park at least once in the previous 12 months,
and for 80% of those to rate the quality and
maintenance of the parks as good or very good
¦
80% of residents surveyed have visited one
of the city’s four botanical gardens at least
once in the previous 12 months
¦
90% of the plant collection held by the
botanical gardens meet our defined WCC plant
performance standards for health and quality
¦
75% of residents surveyed have visited one
of the city’s beaches or used wharves, jetties or
boat ramps in the previous 12 months, and 85%
of those rate the cleanliness and maintenance
of the city’s beaches and coastline as good
or very good.
VARIANCES
For the 2007/08 financial year, we are planning
the following variance from our 2006–16
long-term plan: Wellington Botanic Gardens
– reduce capital spending by $500,000 by
deferring the upgrade of the Tree House and
the replacement of nursery buildings (this will
allow further work to be undertaken on how
to best integrate environmental education
into the redevelopment).
WHAT IT WILL COST
OPerATIOnAl SPenDInG
CAPITAl SPenDInG
ACTIvITy
USer CHArGeS AnD
OTHer revenUe
$000
neT exPenDITUre / rATeS
FUnDInG reqUIreMenT
$000
exPenDITUre
2007/08
$000
exPenDITUre
2007/08
$000
local parks and open spaces (4.1.1)
(328)
6,605
6,933
539
Botanical gardens (4.2.1)
(356)
3,372
3,728
428
Beaches and coast operations (4.2.2)
(54)
828
882
608
Total for 2007/08
(738)
10,805
11,543
1,575
and many other reserve areas – these areas
provide beautiful, high-quality venues for
recreation and community festivals/events
(the Wellington Botanic Garden alone has
more than 1.3 million visitors a year)
¦
protect native plants through our work in the
gardens and at the Berhampore nursery, which
grows around 80 thousand plants each year
for use in parks, gardens and open spaces
¦
look after the city’s beaches and coastline,
from the wild south coast to Oriental Bay Beach
– this work includes dune protection, planting,
erosion control and maintenance of boat ramps,
slipways and jetties.
We are currently working on upgrades for Scorching
Bay Beach and the old Owhiro Bay quarry site to
provide better recreation opportunities and reflect
its natural coastal values. In 2007/08, we plan to
commence a restoration of Brooklyn’s Central Park.
Part of the Plimmer Bequest fund will go towards this
work. Once a draft design has been developed the
Council will be seeking public feedback before it is
finalised. This is likely to happen in mid-2007.

Page 34
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Wellington is unique:
it is literally surrounded
by nature.
One-eighth of Wellington’s area is reserve
land, much of it rugged and covered in bush.
This land, protected for generations, is a vital part
of Wellington’s landscape. It contributes to the city’s
identity, and offers opportunities – within minutes
of downtown – for walking, mountain biking and
other outdoor recreation activities.
Our long-term vision is to substantially improve the
natural biodiversity on Wellington Town Belt, Outer
Green Belt land and elsewhere. We aim to protect these
areas from development, restore native ecosystems,
provide opportunities for enjoyment that do not
compromise environmental values, and maintain
these areas in ways that enhance the city and make it
more attractive for residents and visitors. We recognise
that the key to protecting the city’s open spaces is for
Wellington residents to feel a sense of ownership and
kaitiakitanga/guardianship over those spaces, and we
aim to foster that feeling by sharing information and
supporting volunteer/community initiatives.
We will continue our work protecting and enhancing
Wellington streams and catchments / surrounds.
We also plan to be consulting on our draft Biodiversity
Plan mid-way through 2007. The plan will address
biodiversity issues in the city, including removing
and replacing hazardous trees.
Green open spaces
The Town Belt and other
natural areas need to be
protected – and, over time,
enhanced through the
regeneration of native bush.
We:
¦
look after the city’s 34.7 square kilometres of
Wellington Town Belt, Outer Green Belt and
other reserve land
¦
look after more than 300km of tracks extending
throughout the city’s open space areas – including
160km of walking tracks, 25km of mountain bike
tracks, 14km of four-wheel-drive tracks, and 100+
kilometres of dual use tracks
¦
remove exotic trees that may be in danger of
falling during storms and replace them with
native trees – one example is the mass planting
of northern rata, with their distinctive red flowers,
on Tinakori Hill
¦
manage and maintain heritage buildings on
reserve land
¦
support community volunteers who help to
look after reserve land – each year, volunteers
plant 18,000 – 25,000 eco-sourced native plants
throughout the city
¦
provide grants for projects that benefit the
city’s environment, promote sustainability, raise
awareness of environmental issues, or otherwise
contribute to our environmental objectives
¦
work with community groups to restore and protect
the city’s streams and surrounding areas
¦
support facilitators to implement the national
Enviroschools programme in Wellington schools
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
to carry out four hectares of restorative planting
on Wellington Town Belts and reserves
¦
60% of residents surveyed have visited the
Wellington Town Belt or Outer Green Belt at
least once in the previous 12 months, and 85%
of those who had visited rate the cleanliness
and maintenance of the Wellington Town Belt
and Outer Green Belt as good or very good
¦
for community groups and volunteers to
plant 25,000 eco-sourced native plants
supplied by the Council
¦
80% of residents surveyed rate the
maintenance and quality of open space
walkways and tracks as good or very good,
and 80% of the walkway and track network
meet required quality service standards
¦
to start a review of stream protection regulatory
tools, complete a review of the Project
Kaiwharawhara stream catchment project,
and develop a stream protection model to
apply to the Porirua and Owhiro catchments.

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¦
protect native ecosystems by controlling weeds
and pest animals such as possums and goats
on open space land
¦
maintain roadside verges and clean city
and residential streets, keeping them
safe and attractive, through litter collection,
planting, mowing, and controlling pest
plants and other weeds.
In 2007/08, we plan to complete the Draft northern
reserve Management Plan.
We plan to make these
areas more accessible by
upgrading the network
of walkways and tracks.
We want to enhance and extend our network of
Wellington Town Belt and Outer Green Belt tracks.
The tracks make these areas accessible for walkers,
mountain bikers and others.
Our long-term Open Spaces Access Plan aims to
strengthen and improve the track network in order
to increase recreation and tourism opportunities,
and enhance links between communities and
open space areas. The plan aims to ensure that
tracks provide for a wide range of user interests
and levels of fitness and ability.
Specific major track proposals include the Skyline
Track along the Outer Green Belt ridgeline, the Urban
Coastal Connection from Owhiro Bay around the coast
to the city, a Kaiwharawhara Stream track from the
Karori Sanctuary to the sea, Harbour escarpment Walk
from Waihinahina Park to ngauranga Gorge, as well
as upgrading the existing primary network track,
and rationalising secondary links and local networks.
In our long term plan, we budgeted just over
$350,000 for track upgrades for 2007/08. We’re not
changing that, but we are also increasing capital
funding by $200,000 per year from 2008/09
– this would allow us to upgrade existing tracks
over 10 years and develop new tracks over 20 years.
The depreciation, maintenance and interest costs
associated with the upgrades will also increase
to on average $150,000 per annum.
¦
to continue existing service levels for weed
and pest management (based on pest
management plans for 12 areas defined
as ‘key native ecosystems’)
¦
95% compliance with performance standards
for CBD street cleaning
¦
83% of residents surveyed agree that street
cleaning in central Wellington is of a good
or very good standard
¦
83% of residents surveyed agree that
roadside vegetation is maintained
to a good or very good standard.
We also record the number of environmental grant
applications we receive, the number receiving
grants, and the total budget allocation. Our target
is for all environmental grants to be distributed
in accordance with eligibility criteria.
VARIANCES
For the 2007/08 financial year, we are making
the following variance from our 2006–16
long-term plan: to move our ‘road side open
spaces’ budget from transportation to here.
This reflects the environmental benefits of
road side vegetation control and of keeping
streets and waterways free of litter.
WHAT IT WILL COST
OPerATIOnAl SPenDInG
CAPITAl SPenDInG
ACTIvITy
USer CHArGeS AnD
OTHer revenUe
$000
neT exPenDITUre / rATeS
FUnDInG reqUIreMenT
$000
exPenDITUre
2007/08
$000
exPenDITUre
2007/08
$000
roads Open Spaces (2.3.2)
(446)
7,051
7,497
-
Town belts (4.2.3)
(221)
3,790
4,011
841
Community environmental
initiatives (4.3.1)
-
330
330
-
Walkways (4.4.1)
-
369
369
350
Stream protection (4.7.1)
-
25
25
-
Pest plant and animal
management (4.7.2)
-
751
751
-
Total for 2007/08
(667)
12,316
12,983
1,191

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water
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
97% of service requests relating to the water
network are responded to within one hour of
the request being received (‘response’ includes
initial investigation and prioritisation of work)
¦
75% of residents surveyed about water network
service are satisfied with work carried out
¦
all water delivered to Wellington properties
complies with Drinking Water Standards
for new Zealand (2005)
¦
no more than 19% of water in the network
is unaccounted for.
VARIANCES
For the 2007/08 financial year, we are planning
the following variance from our 2006–16
long-term plan: Water reservoir/pump station
renewals – reduce capital spending by $3 million
by deferring construction of the Messines road
water reservoir until 2008/09 (this will allow
for further consideration to be given to the
best option for the project).
We want to provide
Wellingtonians with safe,
high quality drinking water,
while also encouraging
efficient water use.
Water is a fundamental need. It’s crucial for people’s
health, and for quality of life. A city cannot survive
without a steady supply of clean, safe, drinkable water.
It’s also a resource that’s in limited supply. Before it
can be supplied to Wellington households, it has to be
gathered in rainwater catchments, stored, and treated
to ensure it is free of contamination. It is then piped to
Wellington city. All of this requires costly infrastructure
– reservoirs, pipes, treatments stations and so on.
Already, every day, more than 450 litres of water
is consumed per person in Wellington city. And
consumption has been increasing. If a one in 50 year
drought occurs anytime from this year, the region’s
water supply may not be able to meet demand.
Our goal is to continue to provide safe, drinkable water
to all households and businesses – while also moving
the city towards a more sustainable approach in which
water is used wisely and without waste.
To achieve these goals, we
own and operate the water
supply network, and promote
conservation measures.
We:
¦
own a water supply network that includes
75 reservoirs, 34 pumping stations and about
1,000km of underground pipes
¦
contract Capacity, a company that we own jointly
with the Hutt City Council, to manage, maintain
and operate the network and carry out upgrades
and renewals
¦
buy more than 30,000 million litres of water
per year from Greater Wellington regional Council
and supply the water to Wellington properties.
We are currently investigating future water needs
and conservation targets in conjunction with three
councils in the region. As these plans are finalised
decisions will need to be made about what water
conservation tools are implemented in each city.
We will be considering options for how we can
accelerate the construction of council district water
meters. The provision of district water meters in
various parts of the city is important for us to fully
understand the trends and quantity of water
consumption in different areas. This information is
required to determine the impacts of developments
and where water loss may be occurring in the
network. This is vital information for water
conservation purposes. By capturing this information
we will know where we should be putting our efforts
and resources to reduce our water consumption.
WHAT IT WILL COST
OPerATIOnAl SPenDInG
CAPITAl SPenDInG
ACTIvITy
USer CHArGeS AnD
OTHer revenUe
$000
neT exPenDITUre / rATeS
FUnDInG reqUIreMenT
$000
exPenDITUre
2007/08
$000
exPenDITUre
2007/08
$000
Water network (4.5.5)
(173)
15,073
15,246
12,988
Water collection and treatment (4.6.1)
-
12,764
12,764
-
Total for 2007/08
(173)
27,837
28,010
12,988

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We want to safeguard
public health and safety,
and protect the city’s
waterways from pollution.
Wellington’s stormwater network keeps residents
and property safe by protecting the city from flooding.
each year, the network carries about 80 million cubic
metres of runoff from roofs, paths, kerbs and channels
and drains to streams and the harbour.
The sewage network, which carries about 29 million
cubic metres of wastewater a year, protects human
health and the environment by removing wastewater
from homes and treating it to make it safe for disposal.
In this work, our key aims are safety and sustainability:
wastewater should be disposed of in ways that protect
public health and don’t compromise ecosystems.
wastewater and stormwater
To achieve this, we
provide comprehensive
stormwater drainage
and sewerage networks.
We:
¦
own the city’s stormwater and wastewater
network, including thousand of kilometres
of pipelines, as well as pumping stations
and sewage treatment plants
¦
contract Capacity, a company that we own jointly
with the Hutt City Council, to manage, maintain
and operate the networks and monitor the
network and carry out upgrades and renewals
¦
ensure that sewage and trade waste is treated
to safe levels before disposal – treated wastewater
is piped to Cook Strait and sludge is piped to the
Southern landfill where it is combined with green
waste to make compost
¦
monitor and regulate trade wastes to ensure that
harmful substances don’t enter the sewage system.
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution to
the city. In 2007/08, our stormwater targets are:
¦
97% of service requests relating to the stormwater
network are responded to within one hour of the
request being received (‘response’ includes initial
investigation and prioritisation of work)
¦
75% of residents surveyed about stormwater
network service are satisfied with work carried out
¦
stormwater discharges are free of scums
or foams, floating or suspended material,
abnormal colour or clarity, and fats or gross
solids, on 100% of sampling days
¦
annual faecal coliform counts are less than
1,000 per 100ml at 80% of monitored freshwater
sampling sites (lower levels of bacteria mean the
water is cleaner)
¦
water quality at monitored bathing beaches
comply with Ministry for the environment
guidelines on 90% of sampling days (green status).
Our 2007/08 wastewater network (sewage collection
and disposal) and treatment targets are:
¦
97% of service requests relating to the wastewater
network are responded to within one hour of the
request being received (‘response’ includes initial
investigation and prioritisation of work)
¦
75% of residents surveyed about wastewater
network service are satisfied with work
carried out
¦
annual median faecal coliform counts are
less than 2,000 per 100ml at 80% of monitored
harbour/coastal sampling sites (lower levels
of bacteria mean the water is cleaner)
¦
100% of businesses producing trade waste
are inspected throughout the year
¦
no infringement notices are received for
breaches of resource consents relating
to wastewater treatment plants.
WHAT IT WILL COST
OPerATIOnAl SPenDInG
CAPITAl SPenDInG
ACTIvITy
USer CHArGeS AnD
OTHer revenUe
$000
neT exPenDITUre / rATeS
FUnDInG reqUIreMenT
$000
exPenDITUre
2007/08
$000
exPenDITUre
2007/08
$000
Stormwater management (4.6.2)
(13)
11,649
11,662
3,360
Sewage collection and disposal
network (4.6.3)
(120)
14,236
14,356
8,171
Sewage treatment (4.6.4)
(700)
19,037
19,737
-
Total for 2007/08
(833)
44,922
45,755
11,531
VARIANCES
For the 2007/08 financial year, we are planning the following variance from our 2006–16 long-term plan:
Sewerage network renewals – reduce capital spending by $250,000 by ‘phasing’ the work over more
than one year. Investigations have shown that some planned renewal works can be delayed without
compromising the long term renewal needs.

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WHAT IT WILL COST
OPerATIOnAl SPenDInG
CAPITAl SPenDInG
ACTIvITy
USer CHArGeS AnD
OTHer revenUe
$000
neT exPenDITUre / rATeS
FUnDInG reqUIreMenT
$000
exPenDITUre
2007/08
$000
exPenDITUre
2007/08
$000
energy efficiency and conservation (4.5.1)
-
9
9
100
recycling (4.5.3)
(1,781)
(58)
1,723
-
Waste minimisation and disposal
management (4.5.4)
(6,857)
431
7,288
1,807
Total for 2007/08
(8,638)
382
9,020
1,907
We want Wellington
to be a sustainable city.
Sustainability is about meeting today’s needs in ways
that don’t cause future harm. A truly sustainable city
meets its energy needs from renewable supplies.
It uses resources efficiently, and it finds ways to re-use
or recycle instead of adding to the amount of rubbish
sent to landfills. Wellington can’t yet claim to be a truly
sustainable city – but in some areas we are heading
in the right direction. The city’s recycling volumes, for
example, have been steadily increasing in recent years.
We dispose safely of the
city’s waste. For the sake of
future generations we’re also
working to promote recycling
and energy efficiency.
We:
¦
provide weekly household recycling collections
in suburban areas and the CBD – residents strongly
support this work and the vast majority recycle
¦
provide weekly rubbish collections from
households and daily collections in the CBD
¦
operate the Southern Landfill, with the aims of
minimising the amount of waste disposed off and
ensuring that waste is disposed off safely – the
landfill operates a transfer station where recyclables
waste reduction and
enerGy conservation
are separated, a Second Treasure Shop where second-
hand items can be dropped off, and facilities for
collection and disposal of hazardous waste such as
paints, batteries, gas bottles, garden chemicals, oils
and solvents; green waste is combined with sewage
sludge to make high-quality compost
¦
manage the city’s 30+ closed landfills to reduce
any environmental impacts
¦
provide residents with information about waste
reduction, and carry out research about the impact
of waste on the city
¦
have progressed the Kai to Compost trial into
a permanent service for businesses that produce
food scraps
¦
enforce waste bylaws (which can include fines
for disposing of waste in inappropriate ways)
¦
are working to encourage energy efficiency in the city
through our energy manager who will identify ways to
reduce our own energy use, and by developing guidelines
on sustainable building covering areas such as water
conservation, energy reduction and waste reduction.
In 2007/08, we will be continuing our review of the viability
of waste-to-energy and solid waste material recovery
facilities (which use advanced technology to extract
re-useable material such as paper and metals from the
waste stream). As part of this review, we will be considering
our approach to recycling and to disposal of biosolids.
We are working in partnership with nova Gas to convert
landfill gas (methane) into electricity. The resulting
electricity will be plugged directly into the main grid.
We aim to have the system operational by the end of 2007.
We also plan to upgrade the Carey’s Gully stream
diversion in the coming year.
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
collect 12,600 tonnes of kerbside recycling
¦
85% of residents surveyed say they
have used kerbside recycling weekly
in the previous 12 months
¦
76% of residents surveyed say our kerbside
recycling service is good or very good
¦
divert 33,900 tonnes of recyclable waste
from the landfill, while total waste to the
landfill will be maintained at no more
than 65,000 tonnes
¦
maintain domestic waste collection once
a week and inner-city waste collection
six days a week (excluding Christmas,
new year and easter)
¦
landfill and hazardous waste facility open
9.5 hours a day, seven days a week, 52 weeks a
year (excluding Christmas, new year and easter)
¦
landfill resource consent quality standards are
met on all occasions
¦
76% of closed landfills that need monitoring
systems have systems in place measured as
a percentage of all known landfills requiring
such work (nB: our long-term target is 100%).
We have also set a longer-term target of stabilising
Wellington City Council (corporate) greenhouse gas
emissions at 2003 levels by 2009/10 and reducing
them by 20% by 2020.
VARIANCES
For the 2007/08 financial year, we are planning the
following variance from our 2006–16 long-term
plan: Southern landfill Improvements – deferred
capital spending by $225,000. These costs were
associated with obtaining resource consent for
stage 4 of the landfill. The costs are now expected
to be incurred in 2008/09.
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Nature is one of Wellington’s
biggest attractions.
In the Karori Sanctuary and Wellington Zoo,
Wellington has two facilities that play crucial roles
in wildlife conservation, and educating people
about nature. The sanctuary has a 500-year vision
of restoring pristine native forest and bird life
in a valley just minutes from the city.
The Zoo has a programme of breeding and rearing
endangered species from new Zealand and abroad.
In the next few years, these facilities will be joined by
the Aquarium of new Zealand – Te Moana Tamariki.
Together, these will make vital contributions to
conservation while also benefiting the economy
by positioning Wellington as the natural centre
of nature-based visitor attractions.
environmental
conservation attractions
We’re helping to keep it
that way by supporting
initiatives that put
conservation at the heart of
the city‘s visitor experience.
We:
¦
support the sanctuary by providing land
and a loan to contribute to development
of new visitor facilities
¦
fund Wellington Zoo (which attracts more
than 160,000 visitors each year)
¦
are supporting the development of the proposed
Marine education Centre, to be known as
the Aquarium of New Zealand – Te Moana
Tamariki, by offering to provide a loan.
The loans for the sanctuary and the aquarium
have been approved in past years.
MEASURING OUR PERFORMANCE
We use a range of measures to gauge
our contribution to the city. In 2007/08,
our target is:
¦
Karori Wildlife Sanctuary will attract
90,000 visitors.
We will also monitor the number and
type of endemic bird species recorded
at the Karori Wildlife Sanctuary.
Performance measures for Wellington Zoo are
shown in the council-controlled organisations
section of this annual plan – see the appendix.
Performance measures for the Marine education
Centre will be developed as the project progresses.
WHAT IT WILL COST
OPerATIOnAl SPenDInG
CAPITAl SPenDInG
ACTIvITy
USer CHArGeS AnD
OTHer revenUe
$000
neT exPenDITUre / rATeS
FUnDInG reqUIreMenT
$000
exPenDITUre
2007/08
$000
exPenDITUre
2007/08
$000
environmental and conservation
attractions (4.8.1)
-
5,702
5,702
2,197
Total for 2007/08
-
5,702
5,702
2,197

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To be viable, Wellington needs
roads and other infrastructure.
The Kiwi Point quarry’s output is needed for the
region’s roads and other infrastructure. It contributes
to a community goal of ensuring that ‘Wellington’s
long-term environmental health is protected through
well-planned and well-maintained infrastructure’.
We ensure raw materials are
provided for this infrastructure,
while also aiming for long-term
restoration of the environment.
Quarry
We own the Kiwi Point quarry in ngauranga Gorge
and manage a contract for the operation of the
quarry, which provides aggregate to the local
construction market. each year, about 250,000
tonnes of rock are extracted for use on roading
and other infrastructure. In our management of
this resource, we aim to minimise environmental
impacts by restoring and developing the area while
contributing to the city’s development needs.
MEASURING OUR PERFORMANCE
We use a range of measures to gauge our
contribution to the city. In 2007/08, our targets
are to meet all commercial objectives, and to
comply with all District Plan, resource consent
and quarry licence requirements.
WHAT IT WILL COST
OPerATIOnAl SPenDInG
CAPITAl SPenDInG
ACTIvITy
USer CHArGeS AnD
OTHer revenUe
$000
neT exPenDITUre / rATeS
FUnDInG reqUIreMenT
$000
exPenDITUre
2007/08
$000
exPenDITUre
2007/08
$000
quarry (4.5.2)
(650)
(288)
362
-
Total for 2007/08
(650)
(288)
362
-
Each year, about 250,000 tonnes of rock are
extracted for use on roading and other infrastructure.
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Wellington’s art and heritage
deserves to be celebrated.
High-quality galleries and museums contribute
to Wellington’s status as New Zealand’s arts
and culture capital. They are significant visitor
attractions, benefiting the city’s economy.
They entertain and challenge residents and
visitors alike, encouraging engagement and
participation in the arts. They play critical roles
in protecting the city’s heritage – enhancing
our sense of shared identity. In addition, several
of the museums and galleries are housed in listed
historic buildings which contribute to the city’s
heritage and ‘sense of place’.
We provide the venues where
they can be appreciated.
We:
¦
fund the Wellington Museums Trust, which
operates the Museum of Wellington City and Sea,
the City Gallery, Capital E, the Wellington Cable Car
Museum, the Colonial Cottage Museum, and the
Plimmer’s Ark conservation project
¦
are redeveloping the City Gallery to provide
an exhibition space to display work from the
city’s art collection. We are also relocating the
Michael Hirschfeld Gallery and adding a Maori
and Pacific Island Gallery and a new auditorium
– construction is expected to start in August 2007
¦
have provided funding for the NZ Portrait Gallery
and the NZ Centre for Photography to set up a gallery
and exhibition facility in Shed 11.
We plan to fund galleries
and museums at a level that
allows them to maintain
current levels of service.
The Museums Trust has been under financial pressure
in recent years and in 2006/07 budgeted for a deficit
of over $200,000. To hold the deficit at that level,
it has had to reduce some of its services. For example,
the Museum of Wellington City and Sea has held two
exhibitions this year instead of four. The City Gallery
has reduced its number of exhibitions from four
a year to 3.5, and has changed the mix away from
international exhibitions towards Australian
and New Zealand art.
Without an increase in funding, further cuts will be
needed. We don’t want that to happen, so we’re
providing a funding increase of $480,000 per year
from 2007/08 on.
We are also amending our funding support to the
New Zealand Centre for Photography and the New
Zealand Portrait Gallery who have combined to form
Shed 11 Ltd. Shed 11 Ltd will provide Wellington with
a high quality fine arts institution that will give
greater exposure to portrait and photography work
from across New Zealand. Instead of a permanent
exhibition they will provide exhibitions for a period
totalling six months per year and anticipate to have
a permanent presence at Shed 11 in two years time.
We have adjusted our funding from $88,000 per
year to $75,000.
Galleries and museums
MEASURING OUR PERFORMANCE
Performance measures and targets for the
Wellington Museums Trust are shown in
the council controlled organisations section
of this annual plan – see the appendix.
WHAT IT WILL COST
OPErATIONAL SPENDING
CAPITAL SPENDING
ACTIvITy
USEr CHArGES AND
OTHEr rEvENUE
$000
NET ExPENDITUrE / rATES
FUNDING rEqUIrEMENT
$000
ExPENDITUrE
2007/08
$000
ExPENDITUrE
2007/08
$000
City galleries and museums (5.4.1)
-
6,395
6,395
-
Total for 2007/08
-
6,395
6,395
-

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It’s worth understanding
the past…
Wellington’s history is worth preserving for many
reasons. The most obvious is that understanding the
past contributes to people’s sense of shared heritage
and identity as residents of the city and as members
of particular groups or families. History can contribute
to our sense of pride in the city, and our sense that
we all have a stake in its future.
Maintaining records of our heritage also has an
inherent educational value. Historic records are
used by historians, genealogists, students and other
members of the public. They also have practical value
– they can help people to conduct their business
with better information, or understand their property
before carrying out building work.
… so we maintain sites
of cultural significance and
provide access to information
about the city’s history.
HeritaGe
We:
¦
provide the Wellington City Archives, which holds
a vast amount of information about the city’s history
and development from the 1840s to the present
– the archives are accessible to members of the public
¦
manage Te Ara o Nga Tupuna – the Maori
Heritage Trail, which begins at Pipitea Marae
in Thorndon and ends at Owhiro Bay; the sites
included in the trail have been selected for their
importance to Wellington’s history and Maori
culture, their accessibility to the public,
and their viewing interest
¦
take a pro-active role in protecting and enhancing
the city’s local sense of place.
In addition to these projects, we use our District Plan
to protect historical sites and artefacts (see urban
planning) and we provide grants for the restoration
of heritage buildings (see earthquake risk mitigation).
In 2007/08, we will continue our three-year plan
to make key holdings from the City Archives available
online. This includes photographs and historic rates
books, which though very fragile are of great interest
to genealogists and other researchers.
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
98% of archives information requests
are completed within agreed timeframes
¦
at least 33,000 additional items are added
to the Archives database
¦
at least four additional cultural heritage
sites are added to the Maori Heritage Trail.
VARIANCES
For the 2007/08 financial year, we are planning
the following variance from our 2006–16
long-term plan: Te Ara o Nga Tupuna – Maori
heritage trails – we had planned to complete
an extension of the trail in the coming year but
have now deferred $68,000 of capital spending.
This will allow us to continue our discussions
with local iwi about the best ways to preserve
the trails.
WHAT IT WILL COST
OPErATIONAL SPENDING
CAPITAL SPENDING
ACTIvITy
USEr CHArGES AND
OTHEr rEvENUE
$000
NET ExPENDITUrE / rATES
FUNDING rEqUIrEMENT
$000
ExPENDITUrE
2007/08
$000
ExPENDITUrE
2007/08
$000
City Archives (5.1.1)
(140)
1,298
1,438
-
Promotion of heritage
landmarks (5.1.2)
-
4
4
-
Total for 2007/08
(140)
1,302
1,442
-

Page 43
CULTURAL WELL-BEING
41
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WELLINGTON CITY COUNCIL ANNUAL PLAN 07/08
Wellington’s community
arts scene is thriving.
A buzzing local arts and festival scene is important
in many ways. It ensures there’s always plenty
to see and do, and that the city’s atmosphere is
lively and vibrant. It also provides other benefits,
such as the chance to celebrate Wellington’s many
cultures. By sharing our experiences through art
and performance, we’ll build stronger, more
cohesive communities.
We contribute by providing
opportunities for artistic
and cultural expression.
Community arts
and Cultural support
We:
¦
run a popular community arts programme
and provide exhibition space at Toi Poneke –
Wellington Arts Centre
¦
support well over 100 arts and cultural events/
festivals including: the Diwali Festival of Lights,
Chinese New year celebrations, Cuba Carnival,
Summer City, Christmas Carols at the Stadium,
Waitangi Day celebrations, the round the Bays Fun
run, and dozens of other suburban fairs, cultural
events, parades and community and charity events
¦
provide grants to support community-based
arts and culture organisations and initiatives
– such as Arts Access Aotearoa, Pablo’s Art Studios,
vincent’s Art Workshop, the Christmas Parade Trust,
Fringe Festival, and the Wellington International
Jazz Festival, and many more
¦
provide subsidies for community groups
to use the Wellington Convention Centre.
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
110 free events will be held at Civic Square,
with a combined attendance of 135,000
¦
80 community festivals and events
will be supported by WCC, with estimated
combined attendance of 600,000
¦
90% of residents surveyed are satisfied with
WCC associated events and festivals
¦
34 community groups to access the Wellington
Convention Centre with assistance from the
venues subsidy, 38 events held, and for the
total WCC venues subsidy budget to be spent.
We record the number of arts and culture grant
applications we receive, the number receiving
grants, and the total budget allocation. Our target
is for all arts and culture grants to be distributed
in accordance with eligibility criteria.
WHAT IT WILL COST
OPErATIONAL SPENDING
CAPITAL SPENDING
ACTIvITy
USEr CHArGES AND
OTHEr rEvENUE
$000
NET ExPENDITUrE / rATES
FUNDING rEqUIrEMENT
$000
ExPENDITUrE
2007/08
$000
ExPENDITUrE
2007/08
$000
Arts and cultural festivals (5.2.1)
(352)
1,421
1,773
-
Cultural grants (5.2.3)
-
667
667
-
Access and support for
community arts (5.3.1)
-
403
403
45
Total for 2007/08
(352)
2,491
2,843
45

Page 44
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CULTURAL WELL-BEING
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WELLINGTON CITY COUNCIL ANNUAL PLAN 07/08
Wellington’s reputation
as New Zealand’s arts and
culture capital depends on
the quality and breadth of
its professional arts scene.
Welllington is home to top-class orchestras and
dance, theatre and opera companies, as well as Toi
Poneke – Wellington Arts Centre and The New Zealand
International Arts Festival. These organisations
entertain residents and visitors, contribute to the
city’s economy, foster the development of the city’s
emerging artists and entertainers, and provide
opportunities for high-quality artistic expression.
New Zealand’s premier arts
festivals and organisations
are based in Wellington
and enjoy our support.
We:
¦
provide and operate Toi P
-
oneke – Wellington
Arts Centre. Opened in 2005, it provides a home
to many emerging artists, theatre groups,
designers, producers and dance organisations
arts partnersHips
¦
support the country’s premier arts and cultural
event – the New Zealand International Arts
Festival – with an annual grant of $750,000; held
every two years, the festival celebrates the very
best of international and national theatre, dance,
music, opera, writing, and visual arts, and brings
thousands of visitors to the city
¦
provide the New Zealand Symphony Orchestra
with a permanent home within the Wellington
Convention Centre, giving it ready access to
the centre’s auditoriums as rehearsal and
concert venues
¦
provide funding to the Chapman Tripp Theatre
Awards, the NGC Wellington Sinfonia, the NBr
New Zealand Opera, Downstage Theatre, Circa
Theatre, Bats Theatre, Taki rua Theatre,
and the Wellington Sculpture Trust
¦
host the public art panel, which guides
decisions on the purchase and placement
of the city’s collection
¦
maintain more than 80 permanent public
artworks, monuments, plaques and fountains
throughout the city, such as the Cobham Drive
wind sculptures.
MEASURING OUR PERFORMANCE
We use a range of measures, including resident
satisfaction surveys, to gauge our contribution
to the city. In 2007/08, our targets are:
¦
30% of tickets sold for the New Zealand
International Arts Festival are sold to people
outside the Wellington region, and the
festival contributes at least $12 million
to the city’s economy
¦
Toi P
-
oneke – Wellington Arts Centre will
achieve occupancy rates of 96% for the
arts studios, 96% for tenancies and 63%
for room hire.
We record the number of new Council-