Wellington City Council
Mahere ā-Tau Annual Plan 2020/21

W

Ihirangi Contents

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Published by Wellington City Council,
113 The Terrace, Wellington, New Zealand.

Wāhanga 1 | Section 1: Introduction	2
Message from the Mayor and Chief Executive	2
Background	4
Community feedback on the Annual Plan 2020/21	5
Annual Plan 2020/21 – key changes from Our 10-Year Plan	6
Financial summary	8
Wāhanga 2 | Section 2: Our work in detail	14
Pārongo ā-tāone | Governance	16
Te Taiao me te Hanganga | Environment and infrastructure	20
Whanaketanga ōhanga | Economic development	28
Oranga ahurea | Cultural wellbeing	32
Kaupapa Pāpori me ngā Mahi a Rēhia | Social and recreation	36
Tāone tupu ora | Urban development	42
Waka | Transport	46
Ngā rōpū e here ana ki te Kaunihera
Council-controlled organisations (CCOs)	52
Wāhanga 3 | Section 3: Financial information	62
Annual plan disclosure statement for year ending 30 June 2021	62
Fees and user charges	64
Funding impact statements	66
Financial statements	79
Summary of accounting policies	86
Operating Projects and programmes	95
Capital Projects and programmes	103
Āpitihanga | Appendices	107
Appendix 1: Pandemic Response and Recovery Plan	108
Appendix 2: Rates payment flexibility	110
Appendix 3: Detailed performance information	111
Appendix 4: Your Mayor and Councillors	120

1

Wellington City Council

Mahere a-Tau | Annual Plan 2020/21

Mayor and CEO Introduction

Wāhanga 1 | Section 1

Working together in challenging times to create a vibrant capital city fit for the future.

Because of Covid-19, the Council lost a large portion of our normal revenue from fees and user charges,
and our Wellington Airport dividend. Recognising this is indeed a rainy day, we will borrow to cover this lost revenue, instead of increasing rates.
However, we know that many people and businesses in Wellington have been financially impacted by Covid and that a 9.2 percent rates increase this year is unacceptable. Therefore along with borrowing to offset the COVID-19 impacts we have also made more than $7.4m of cost savings and taken on more risk to keep rates as low as possible.
This year’s 5.1 percent rates increase is a balance between reducing the immediate impact on ratepayers and not putting excessive
pressure on future ratepayers. Rates help pay for many of the things Wellingtonians love about their city – open green spaces, clean beaches, libraries, recreation centres, as well as our core roading, water and social services.
Wellington is a community with a strong heart – we’re a resilient city. We’ve overcome major issues in the past and we are winning this battle too, and building an even better capital city, fit for the future.
He waka eke noa –
We are all in this together

Andy Foster Mayor

Barbara McKerrow Chief Executive

We live in unprecedented times.
On 25 March, our entire nation went into lockdown for over a month. At that time we did not know how long Covid restrictions would be in place for or how the pandemic would impact our country and our city.
Coming together – apart – as a ‘team of 5 million’, doing the right things, we broke the chain of Covid-19 transmission in our communities.
Now at Covid-19 alert level 1, there are no social restrictions, cafes have re-opened, live community and professional sport has returned and our creative communities are again showcasing their talents to
real, live audiences. We are the envy of the world, much of which still cannot safely enjoy such freedoms.
However, it is not business or life as usual. Covid-19 will continue to have health, economic and lifestyle impacts for many months to come.
How substantial these impacts are will become clearer over the coming weeks and months. Obviously rock solid border management remains critical to maintaining all we have achieved.
As a Council we have identified five priorities for the year ahead and these form the heart of this 2020/21 Annual Plan. These priorities focus on what we need to achieve in the next 12 months so we can recover from the pandemic impacts and build back better.
First is recovery. During lockdown our focus was on supporting business, supporting employment,  and working with social service agencies to help our most vulnerable. We
will continue working closely with WellingtonNZ and our business, arts, culture and events communities
on recovery actions, including an exciting events programme. It is all about jobs and confidence, and getting the heart of our city, our region, our nation, pumping again. We will continue strengthening
2

work on the St James Theatre, and our Town Hall, and construction of the new Convention and Exhibition Centre, as well as starting bookings for exhibitions and conferences.
We will make a decision soon on the future of our Central Library.
The second is Positively Wellington. We are working together to develop new Economic and Arts and Culture Strategies and Action Plans. We will seek to polish our arts and culture crown. We will seek to make more of our unique economic strengths. We will seek to make more of being New Zealanders’ capital city, build our sense of identity, and renew our Memoranda of Understanding with our iwi mana whenua partners.
Thirdly we will focus on core infrastructure. Wellington Water has recently completed repair works on the Mt Albert wastewater tunnel, Moa Point Interceptor, and Willis Street wastewater pipes. Major water pipe works are being completed in Wallace St, and construction will start on the 35 million litre Omāroro Reservoir to provide more resilient supply to the central city and southern and eastern suburbs. We have provided additional funding for condition assessment
of our three waters network. The Mayoral Taskforce on water will feed its conclusions into a new Asset
Management Plan in advance of next year’s Long-term Plan. We will also work on retaining walls in Wadestown and the major slip in Ngaio Gorge.
Our fourth priority is planning for a growing city. While the short-term growth of the city has been impacted by Covid-19, the long-term projections still say that our population is expected to grow by 50,000 to 80,000 people in the next 30 years.
Our Planning for Growth programme will continue this year with the development of our spatial plan – how we will use our city in the future.

We will work with our Let’s Get Wellington Moving partners to start delivering safer speed limits and walking, cycling and bus priority projects, as well as the business cases for mass transit and state highway upgrade work.
Last, but definitely not least, we need to protect and restore the environment. We are working to become a carbon zero city and mitigate the impacts
of climate change. We will agree an Action Plan to deliver our Te Atakura (First to Zero) carbon zero strategy. We will continue our 30 year long environmental and biodiversity
restoration journey and seek to protect important natural areas. We are
also working on a limited extension to the Southern Landfill, alongside investigating waste collection alternatives, waste minimisation projects, and treatment of sewage sludge as an alternative to landfilling.
Finances
This year a key focus for the Council will be the review of our Long-term Plan covering at least the next ten years. This will outline our plans and our key priorities and focus areas.
We will be talking to you more about this over the coming months.
Prior to the Covid-19 pandemic, Council already faced significant cost increases in 2020/21 to deliver existing services and to respond to earthquake and resilience issues. It is the third year of our 10-Year Plan 2018-28, which signalled a rates increase of 7.1 percent in 2020/21.
This increase excluded Let’s Get Wellington Moving, and increased investment in our three water networks, Te Ngākau Civic Precinct, the new temporary central city libraries, and of course the financial impacts of Covid-19. This Annual Plan now includes all of the above projects, which meant a pre- Covid-19 rates increase of 9.2 percent.

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Community feedback on the Annual Plan 2020/21

Background	Community feedback on the Annual Plan 2020/21

Council Plans – an overview
The Local Government Act requires Council to produce a Long-term Plan (LTP). This sets out the
budget for the next 10 years and is

Covid-19
Alongside the development of this Annual Plan, we also developed a Pandemic Response and Recovery Plan. The plan outlines several

Engagement activities were carried out during May/June 2020 on our Annual Plan Consultation Document.

reviewed every three years. Our current LTP, Our 10-Year Plan 2018- 28, was adopted in June 2018. In between producing LTPs, Council produces annual plans which are
a review of our work programme, and consider whether any changes are needed. These changes could be budget revisions, new priorities that arise, or new projects to help deal with issues that face the city.
The Annual Plan 2020/21 represents and aims to deliver on the priorities set out in year three of Our 10-
Year Plan. Our 10-Year Plan is available at wellington.govt.nz

measures the Council has taken to support Wellington residents and businesses as a consequence of the impacts of COVID-19; including direct financial support, provision of wellbeing services, and economic recovery and support initiatives.
Several of the initiatives in this Response and Recovery Plan are on-going. Further detail of the Pandemic Response and Recovery Plan can be found in Appendix 1.

Covid 19 may continue to change the way New Zealanders
live, work and play.

They were focused around an engagement website which outlined what was proposed and encouraged submitters to make a submission. We ran radio and press advertising, social media campaigns and an online virtual ‘Wardinars’ with Councillors.
The timing of 2020-21 Annual Plan consultation spanned levels three and two of the COVID-19 pandemic lockdown. As a result, in-person, face-to- face engagement channels and
methods were not able to be used.
As a result the extent to which residents were aware, informed or engaged in the Annual Plan was initially significantly lower than in a ‘business as usual’
environment. This changed as the country settled into Level 2 and cases decreased, as indicated by growing website and virtual forum activity, increasing submission rates and organisations requesting oral hearings. We also received more than 200 submissions in the final weekend of the consultation, which was when New Zealand had reached zero active cases and a move to Level 1 was looking likely.
However, despite this constrained community engagement environment we received 313 submissions from individuals
or organisations, more than 8,000 visits to our engagement website, and more than 10,000 views of online wardinars and Facebook videos. 58 submitters attended oral hearings.

What people said
The feedback sought was focused around five areas:
the overall approach to the annual plan budget
rates increase options for 2020/21 (5.1% – the preferred option and 2.3%)
Tupu Toa – the Council’s pandemic response and recovery plan which included additional funding for a range of initiatives.
not changing the majority of Council fees and charges for 2020/21; and
increasing marina fees and Southern landfill fees to help fund polluter pays and waste reduction initiatives.
The feedback was:
Overall approach to the plan:
70.7 % somewhat agree or definitely agree; 20.7% somewhat disagree or
definitely disagree with the overall approach to the plan
5.1% rates increase: 67.9% somewhat agree or definitely agree; 25.2% somewhat disagree or definitely disagree with a 5.1% rates increase
2.3% rates increase: 15.9 % somewhat agree or definitely agree; 73.1% somewhat disagree or definitely disagree with a 2.3% rates increase
Tupu Toa build back better: 75% definitely or somewhat support; 13.7% somewhat or definitely oppose the Tupu Toa initiatives

Holding the majority of
Fees and charges at current levels: 74.5% definitely or somewhat support; 12.3% somewhat or definitely oppose holding
fees and charges; and
Increasing landfill fees:
3.5 % support and somewhat support; 16.5% somewhat disagree or definitely oppose increasing landfill fees to help fund ‘polluter pays’.

4	5

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Annual Plan 2020/21 –key changes from Our 10-Year Plan

Annual Plan 2020/21 –
key changes from Our 10-Year Plan

This section outlines the main changes in Annual Plan 2020/21 from what was outlined in Our 10-Year Plan 2018-28.

This package includes:
a commitment to a business case for a resource recovery centre
investment in the arts through the City Recovery Fund

Additional costs pressure
Additional cost pressures of
$10.3m were identified since consultation. Most significantly these include increased levels of

Increased Council cost savings
As a consequence, the level of cost savings in this Annual Plan has increased to $7.4m from the $3.2m included in

1 in 1,000 year event. The gap between the insurance cover and Council’s share of the loss in a significant seismic event would  be covered by borrowing.

Our changing city
Our 2018-2028 Long-term Plan (LTP) set out what we expected to deliver, how much it would cost and how it would be funded over that
10-year period. This Annual Plan is the third year of that plan, and the last before it is updated next year.
The LTP projected 2020/21 would have a total operating expenditure of $559.1 million, and capital expenditure of $261.8 million.
Since 2018, when we set our expectations for 2020/21 in the LTP, there have been several changes – the impact of COVID-19 is only one of these. Many of the other changes relate to earthquake and infrastructure resilience.
Since 2018 Council has:
Closed the Central Library and set up temporary services.
Relocated more than 1,000 staff from Te Ngākau Civic Square to The Terrace.
Included investment in our plans for Let’s Get Wellington Moving in partnership with the Government and region.
Started several large projects including the Town Hall and
St James Theatre strengthening and the new Convention
and Events Centre.
Undertaken a revaluation of our infrastructure assets. Values have increased significantly reflecting the higher cost of replacing assets. This means an increase
in rates-funded depreciation.

Invested in staff, technology and systems so we can better meet the needs of our customers.
These changes and challenges have put extra pressure on our expenditure budgets. We are now also forecasting a revenue loss of about $38m in 2020/21 as a result of Covid-19.
The impact of COVID-19
The full impact of the COVID-19 pandemic will not be fully known yet for some time, but it will change the way New Zealanders live, work and play. For the economy this is not just an impact on our business sustainability and Council’s balance sheet, but also on people’s jobs and their ability to pay their bills and feed their families.
At this stage many factors that allow us to plan for the long-term future of Wellington are extremely unpredictable. We don’t know how long the impacts of the pandemic will last for or how long there will need to be a focus on city recovery. We also don’t know how much more support will be provided by Central Government.
In addition to our Pandemic Response and Recovery Plan (Appendix 1), we are introducing a package of new initiatives called Tupu Toa: Build Back Better to support the economy, create jobs and ensure Wellington is more resilient to future challenges.

a $150k increase in funding for Home Energy Audits to
improve the energy performance of Wellington houses
a commitment to progress a green infrastructure stormwater demonstration project
continuing Council’s commitment to our first-home builders rates remission
an additional $200k in funding for the protection of biodiversity through an expanded weed management programme
Investigations of minor roading improvements that are designed to make walking safer, more child friendly, and more accessible.
More information on this package can be found in the relevant chapters in Section 2: Our work in detail.
Changes since 2020/21 Annual Plan consultation
Several cost pressures have arisen since consultation started that have been incorporated into this final Annual Plan. An equivalent value of further cost savings, acceptance of some additional risk and further borrowing have also been agreed in order to ensure that these additional pressures  have not impacted the overall required level of rates funding for 2020/21.

depreciation given increased three
waters infrastructure valuations ($2.15m); and provisioning for additional forecast cash losses for CCOs as a consequence of pandemic related decreased trading and grant losses ($2.6m).
Additional Capital spending
In addition, since  consultation three additional capital expenditure requirements have been identified that will increase the capital programme by $4.6m to $299.1m.
These are: Central Library remediation options $2m; Karori Event Centre fitout $1.2m; and Roading projects (bringing forward lifelines road improvements) $1.4m.

the Consultation Document.
Additional savings will be made through a range of efficiency measures including on Council travel, remuneration, contracts, ICT and asset capitalisation.
Increased risk
To manage cost pressures the Council has also taken on some additional risk in its level of insurance coverage. Council has secured $421m of insurance cover of a possible $623m target
cover (approximately 67  percent). In simplified terms this is approximately equivalent to having cover for a 1 in 700 year event, against the strategy target of a

Increased borrowing
Finally, the additional cost pressures will result in $2.9m of additional borrowing to the

consultation document forecast increased borrowings of $172m.

We are looking at remediation options for the Central Library which was closed last year.

6	7

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Financial summary

Financial summary

  Operating Expenditure	
Even without the COVID-19 pandemic the Council was facing significant cost increases in 2020/21 to deliver existing services and to respond to earthquake and resilience issues. These included setting up temporary library services after the closure of the Central Library. Higher asset values also meant that we needed to put aside more money to ensure crucial city infrastructure was maintained and replaced. The extra costs totalled $54 million.
If we didn’t look to manage the funding impact of these cost increases it would have been equivalent to a 17 percent rates rise.
Therefore, alongside managing the impacts of COVID-19, we had reduced the impact on rates by setting an organisational savings target of $7.4m and accepted a range of other budget risks. We also reviewed costs where the benefits will occur over several years and considered whether these be debt funded to take
the pressure off 2020/21 rates. There is more detail on this in the Borrowing Position section.

COVID-19: The impact and response
Since the COVID-19 lockdown, we have had some minor cost reductions. These include energy costs and some of the operating expenses in our closed facilities,
but generally Council still needs to pay the majority of the costs that maintain services in the city.
The crisis also has implications for each of our Council Controlled
Organisations (CCOs). The primary and almost immediate impact was the collapse of third party external revenues. As many of our CCOs rely on Council funding to support the services they provide, including the Zoo, Wellington Museums,
and Wellington Venues, we expect Council costs to increase to ensure they can thrive after COVID-19. We have made an extra $5.0m provision in our 2020/21 budget for this.
The Council is trying to balance making cost savings with protecting the jobs of our staff and maintaining service levels. The Executive Team have taken a 10 percent pay cut for six months and a salary freeze for a year.
All of the Elected Members chose to make donations to Wellington
community organisations equivalent
to 10 percent of their salary until

funding for community initiatives of
$1m in 2019/20 and $500k in 2020/21. Government also passed legislation to enable the Remuneration Authority to directly reduce Councillor’s pay and this has been applied to some WCC Councillors until January 2021. In addition to the $7.4m savings target and budget risks already assumed, the CEO is undertaking a thorough review of Council costs to ensure
all savings have been identified.
The budget
The cost of delivering and running Council services in 2020/21 is forecast to be $594m or $7.52 per resident per day. As mentioned this is a $54m increase on last year, which primarily relates to increased depreciation
due to new assets and a property revaluation, and inflation on contracts and personnel costs. We will be
trying to reduce costs further to avoid additional rates pressure while we recover from COVID-19, but our plan also assumes we will not be reducing service levels. This presents a significant challenge as our budget already contains some risks and
uncertainty around additional costs the Council we might incur as part of our COVID-19 Pandemic Response Plan
Operating spending for 2020/21

  Capital Expenditure	
Capital expenditure is used to renew or upgrade existing assets or to build new assets to provide a higher level of service or account for growth. Our assets include buildings, roads and footpaths, water, stormwater and wastewater pipes, libraries, swimming pools, and sportsfields.
We have a significant capital expenditure programme in place, with $259m originally planned for 2019/20 and $299m for 2020/21.
The 2020/21 programme includes significant investment in our water, stormwater, wastewater and transport networks, as well as multi-year projects to earthquake strengthen the Town Hall and St James Theatre, and the city’s new Convention and Exhibition Centre. Prior to COVID-19, Council was forecasting that approximately
$42m of 2019/20 planned capex would not be delivered and the budget deferred to future years.

COVID-19: The impact and response
All of the physical works on Council’s capital expenditure projects were put on hold as a result of COVID-19 alert Level
4. While work on many projects restarted under Level 3, we expect a further $23m of planned 2019/20 capital expenditure
to be deferred. There is also continued uncertainty on capital project delivery throughout 2020/21 because of the economic impacts of the pandemic. It is unlikely that we will be able
to complete the $65m of carry forward in expenditure on top of the significant capex programme already planned. We are assuming that a similar capex underspend ($65m) will be deferred from 2020/21 into future years. This reduces the borrowing required for capex in 2019/20 and partly offsets the temporary increase in debt funding required to support the rates deferral proposal in Council’s Pandemic Response Plan.
At this stage Council is not proposing to stop any capex projects currently  planned for 2020/21. However, we may need to reconsider our work

for identification of ‘shovel ready projects’. Most of the projects
in our 2020/21 draft budget are already in progress and stopping them will incur costs rather than save money. We also think it is important that we continue to invest in Wellington to ensure jobs are retained and the city is fit for the future.
It’s also important to note that we borrow to fund capital
expenditure, so stopping capex projects will have little impact on 2020/21 rates. However, the Council will be reviewing and
reprioritising projects as part of the 2021-31 Long-term Plan.
The budget
Total capital expenditure for 2020/21 is $299m. This is a small increase from what was included in the 10-Year Plan. The variances primarily relate to the refinement of costs and timings on major building and water projects. For a more detailed explanation of the planned work programme please see the Key projects sections in
Section 3: Strategy areas projects
and programmes.

Capital spending for 2020/21

the end of June 2020 to show their

programme depending on the	 	

personal support for the city. This is in addition to extra Council

Operating Expenditure (excluding Revenue)

$594m

Capital Expenditure

response to our submission to Central Government’s request

$299m

Transport

5% 4%

16%

35%

Environment
& Infrastructure

Urban Development

6%

23%

4%

7%

Economic Development

Social
& Recreation

Cultural Wellbeing

Council

Governance

The graph illustrates the proportion of planned operational expenditure in  each of our strategic activity areas. Our Priority areas ensure we allocate spending based on what is important. The biggest area of organisational expenditure is Environment & Infrastructure at 35 percent of the total
gross operating expenditure of $594 million;
Social and Recreation and Transport follow at 23 percent and 16 percent
respectively; Economic development, Urban development, Council organisational projects, Arts and Culture, and Governance follow, each with under 10 percent of total operational expenditure.

Transport

6%

22%

24%

4%

Economic Development

15%

18%

Cultural Wellbeing

11%

Urban Development

Social
& Recreation

Council

Environment
& Infrastructure

The graph illustrates the proportion of planned capital expenditure in each of our activity areas. Our Priority areas ensure we allocate spending based on what is important. The biggest area of capital expenditure is Transport at 24 percent
of the total capex of $295 million; Environment & Infrastructure, Arts and Culture, Urban Development, and Social and Recreation follow at 22 percent, 18 percent, 16 percent and 11 percent respectively; Council organisational
projects, Economic development and Governance follow each with under 10 percent of total capital expenditure. Cultural Wellbeing and Urban Development are higher than usual this year, because of construction costs for the Town Hall and St James Theatre seismic strengthening, and the new Convention & Exhibition Centre.

8	9

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Financial summary

   Where the funding comes from 
The Council uses a several mechanisms to fund our operational and capital expenditure. Rates are expected to fund 58 percent of our operational expenditure. We also collect revenue from fees and user charges, grants and government subsidies and other sources such
as interest and dividends from investments. Capital expenditure is funded through borrowings, grants and government subsidies, and development contributions for projects that aim to meet
the demands from growth.
Prior to the COVID-19 pandemic, Council was considering several increases to fees and charges to maintain the balance between how much is funded by users of some services and how much is funded by rates, as outlined in our Revenue and Financing Policy. We were expecting a total $11m in increased revenue from fee increases, the most significant increases being
in building consents, parking and landfill fees. As a result of COVID-19 the majority of these
planned increases were cancelled.

COVID-19: The impact and response
The loss of non-rates operating revenue is the most significant financial impact facing Council as a result of COVID-19. Forecasts
indicate that non-rates revenue will be down by $20m in 2019/20 because of lost revenue from the closure or reduction of Council services during different COVID-19 alert levels. This will result in an operating deficit
for the 2019/20 year, which Council will need to borrow to fund.
We are also budgeting for significantly lower revenue from fees and charges in 2020/21, we estimate this revenue will be
$38m below policy expectations. The general assumption is fees, charges and dividends revenue will be approximately 60 percent of predicted levels in July 2020, increasing to 100 percent by the end of October 2020. For some of our services we have modified this assumption based on more concrete evidential estimates.
Part of the loss of revenue results from cancelling the originally planned fee and user charges

increases. This will ease the impact on the community as we recover from the COVID-19 pandemic. We are also not expecting to receive
a dividend from our shareholding in Wellington Airport in 2020/21.
Alongside the fees and user charges revenue, there is a risk to Council’s lease and property revenue as a result of tenant hardship. A combination of short-term rent abatement and deferred payment of rents is proposed as part of the Council’s Pandemic Response Plan.
The budget
Under the Council’s current funding policies, an additional rates increase of 12% percent would be needed
to offset the $38m shortfall in non-rates revenue. This is clearly intolerable at this time. Therefore we will debt fund this loss of
revenue instead of increasing rates. Total recurring non-rates operating revenue is forecast at $153m.

Explaining our borrowing position
We borrow to fund upgrades to our assets or to invest in new infrastructure. We do this as it allows us to spread the cost of funding this expenditure over the multiple generations that will benefit from the investment.
Our policies also allow us to use debt to fund operating expenditure where the benefits are received over several years. This avoids
ratepayers having to fund the whole cost in one year. We were due to start paying for costs for Let’s Get Wellington Moving, temporary library services and additional water resilience in 2020/21, but have deferred this to keep the rates increase as low as possible – but
it does mean the rates increase will be higher next year once we start rate funding these costs.
Due to the abnormal situation created by COVID-19 we are also planning a variation from our Revenue and Finance Policy and the balanced budget requirement this year. This means we are proposing to fund the gap caused by lower
fee and user charges and dividend

income through borrowing. This is prudent so long as the revenue recovers in future years. But it
does have to be paid for eventually, so we are planning to spread this cost over the following 10 years.
For 2020/21 total borrowings are forecast to increase by $195m.
Of this increase, $111m is due to borrowing for capital expenditure (capital programme budget minus depreciation and repayments),
$42m due to debt funding of operating expenditure and $42m of revenue losses and cash flow assistance to CCOs caused by the COVID-19 pandemic. Borrowing is forecast to be $860m at the end of the year, this equates to 158 percent of our operating income compared to the Council imposed cap of 175 percent. This compares to $849.4m forecast for June 2021 in our 2018-2028 Long-term Plan.
In Wellington the average household earns $143,577 a year. Our debt
is the equivalent of our average household having a mortgage of about $227,000. By the end of the 2020/21 year, the average borrowing per resident is forecast to be $3,970.

$860m	
For 2020/21 total borrowings are forecast to be $860 million at the end of 2020/21, this equates to 158 percent of operating income.
$3,970
per resident

The forecast average borrowings per resident at the end of 2020/21 are $3,970.

2020/21 sources of non-rates revenue to fund operating expenditure	New borrowings 2020/21 Annual Plan

Property Lease income

Parking Fees
& Enforcement

Revenue losses and cash ow assistance for CCOs

CAPEX
less repayments

Other Revenue

9%

19%

19%

Pools, Rec Centres
& Sports elds	6%

18%

Housing Rents

9%

Building & Resouce Consent Fees

6%

14%

Roading Subsidies

Land ll Fees

21%

52%

Debt funding of OPEX

22%

14%

This graph illustrates the non- rates revenue to fund operating expenditure. The biggest area of
non-rates revenue is Parking fees and enforcement at 20 percent of the total non-rates revenue of $153m; Housing rents, Other revenue, and Landfill fees follow at 19%, 17%, and 14% respectively; Property lease income, Building and Resource consent fees, Pools, rec centres and sportsfields and Roading.

10	11

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21

Explaining your rates
We set our rates based on the needs of the community, their demand for services and affordability in rates. This year our budget includes an average 5.1% rates increase after growth. This is below the 7.1% forecast in the 2018-28 Long-term Plan and the 9.2% signalled earlier this year.

What do I get for my rates?

What do I get for my rates, and why are they important?
In the same way our taxes contribute to the running of the country, rates are important to ensure Wellington continues to function.
Some of the services and facilities that Wellingtonians receive through their rates include:

Our rates revenue is split between targeted rates and general rates. The Council is planning to collect $343 million (GST exclusive) of rates during 2020/21.

General rates
These are paid by all ratepayers and applied to services which benefit
the whole community, for example, maintaining parks and walkways, operating our libraries, and renewing our roads and footpaths.

Targeted rates
These are paid by a specific group of ratepayers who receive a specific service
– for example water, stormwater and wastewater services in rural areas, and business improvement districts (BIDs).

81 millon

270,675

105

671km

Whether you rent, own a home or a business in Wellington
you’ll be contributing to Council rates either directly or indirectly.
Your money helps us deliver more than 400 day-to-day services and also

litres of drinkable water piped per day

calls answered by our Contact Centre staff

playgrounds maintained and upgraded

stormwater pipes maintained and upgraded

pay for the borrowings used to fund big capital projects across Wellington

800,000

95,000

1,048km	650,000

Business

Wellington City Council

Home

Wellington City 400 day-to-day services

resources in City Archives

350km

native plants planted with the community
700km

wastewater  pipes maintained and upgraded
14,500

items can be borrowed from our 13 libraries
195.1sqm

walking and biking tracks maintained

footpaths maintained and upgraded

LED street lights operated

open space per Wellingtonian

12	13

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21

Our work in detail

Wāhanga 2 | Section 2
Our work in detail
Most of the work we do and the services we provide sit in seven strategic areas.
In this section we outline each strategic area, including an overview of the groups of activities, what’s changing

Our work is grouped into these seven activity areas:

since we released Our 10-Year Plan, other key projects, performance information and what it costs. The Annual Plan 2020/21 focuses on changes to year
three of Our 10-Year Plan, with some updates on other key projects.
For details of our ‘Business-as-usual’ services, see Our 10-Year Plan 2018-28 on our website, wellington.govt.nz

Governance
We seek to build confidence in our decisions by being as
transparent as possible, clearly communicating the reasons for the things we do and
encouraging public participation in the decision-making process.

Social and recreation
We encourage active and healthy lifestyles, deliver quality recreation and social services, provide access to housing for those in need, and carry out public health functions.

Environment & Infrastructure The Council’s environment portfolio is large and diverse, encompassing beaches and green spaces, waste reduction and energy conservation,
as well as water services (drinking and tap water, wastewater and stormwater), and conservation activities

Economic development
We support Wellington’s economic growth by supporting high-quality events and promoting tourism, attracting and supporting business activity, and delivering major economic development initiatives.

Cultural wellbeing
We provide opportunities to develop the city’s cultural scene and build engaged and curious communities. We provide support for galleries and museums, community arts and cultural support, and arts partnerships.

Urban development
We ensure the city remains liveable even as our population grows and challenges around seismic risk and climate change increase. We set urban policy, protect the city’s unique character and heritage, provide building and development control and facilitation services, and mitigate earthquake risk.

Transport
We manage, maintain and improve the city’s transport network so that people can access places easily and safely. We look after hundreds of kilometres of city accessways, footpaths, cycleways and roads, including parking facilities, traffic signs and signals, street lighting and pedestrian crossings.
Greater Wellington Regional Council (GWRC) is responsible for the public transport system. We support GWRC by maintaining and providing space on the road network for public transport to operate.

14	15

Strategic area

Pārongo ā-tāone Governance

We aim to build trust and confidence by being open, transparent and accountable.

This strategic area includes activities which enable democratic decision making. We encourage public input and involvement

W

to ensure all points of view and relevant information are considered when we make decisions on behalf of Wellingtonians.
Our partnerships with mana whenua recognise their special place in the city’s history and their relationship with its land, waterways and other parts of its environment.
In this section
This section includes what’s changing since we released Our 10- Year Plan, other key projects coming up, key performance measures and what it costs. There are two groups of activities in this section:
Governance, information and engagement.
Māori and mana whenua partnerships.

What we do – an overview
Run local elections
Schedule, run and record Council and Committee meetings and decisions
Communicate with the public about our services and decisions
Create, update and review policies, bylaws and strategies to guide the city’s decision makers
Make submissions to Central Government legislation relevant to Council’s work
Partner with mana whenua and Māori
Work to revitalise te reo Māori through our
Te Tauihu action plan
Maintain our City Archives
Run Arapaki Service Centre and the Contact Centre
Respond to Local Government Official Information and Meeting Act requests.

17

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Pārongo ā-tāone | Governance

Impact of Covid-19
Engagement and consultation on the developments and reviews of our policies, strategies and plans will continue in 2020/21. However, the timing of some engagements has changed because of the impact the lockdown had the preparation of the work and our ability to engage with the public. We will also build on our experiences of consultation during lockdown by continuing
to make greater use of virtual and online channels where appropriate.
COVID-19 has also had an impact on the budget for the Governance area, as outlined below:
Council has set a $7.4m  efficiency target for 2020/21 year.
There will be a 10 percent reduction in salaries for the Executive Leadership Team for 6 months.
The above actions are in addition to financial support and rates and rent relief tools that are already in place to support Wellington businesses and households between now and the end of June.

Our work programme in 2020/21 In 2020/21 we will continue to operate our Governance services, which include working with our mana whenua partners, operating our Arapaki Service Centre and
our call centre, supporting elected members and seeking public feedback through consultations.
Strategy and Policy work programme
Under our Governance area we work to ensure we have up-
to-date bylaws, policies and strategies to help guide the city. This includes: management plans for our Outer Green Belt,
South Coast, Parks & reserves and other Open Space; social policies for City Housing, Wellbeing, Libraries, Homelessness, and Dog Control; and transport strategies and policies for cycling, parking, walking and electric vehicles.
Many of our policies, plans, bylaws and strategies are legally required to be updated in a set time frame and we consult with the public when they are reviewed. This work is set through the committee forward programme, which is regularly reviewed by Councillors.
Policy work in 2020/21 will include, but not be limited to, developing a new Economic Strategy, an Arts and Culture Strategy, a review of the Dangerous and Insanitary Buildings policy, our approach to Footpath Management and Trading in Public Places, changes to the Traffic Bylaw to accommodate delegations from NZTA, an update of the Procurement Strategy, a review of our Gambling Venues Policy, and the regional waste management bylaw.

Mana whenua and Māori – he waka eke noa
This year we will review our memoranda of understanding with our mandated iwi mana whenua partners. It is intended that the updated MOUs will improve how we meet our legislative obligations under
Te Tiriti o Waitangi, strengthen our partnerships and achieve mutual outcomes for the city.
The Council is in discussion with mana whenua partners about how best to build capability and capacity at a Governance and operational level, in order to improve how we work together.
In 2020/21 we will also work with iwi mana whenua entities and the Māori community to:
Develop cultural landscape principles that will influence our place planning and
city design outcomes;
Continue to revitalise Te Reo Māori in our city and within council (Te Tauihu Te Reo Māori policy and action plan); and
Reflect the aspirations of the Wellington Regional Māori Economic Strategy (Te Taurapa Māori Growth and Success Strategy – in development)
Improve how we work together, through implementing
agreed governance and operational initiatives
He waka eke noa – We are all in this together

City Archives
We also maintain our City Archives collection of more than 800,000 items as the primary information resource for the history of Wellington. In December 2019, we launched Archives Online, part
of a wider programme to make Wellington City Council’s archives more accessible and to offer our services online. Anyone can now search online to discover what we have in our collections. Many of our digitised records are available for download and the public can request items to be digitised.
The work to improve our archive services will continue in 2020/21.
What it costs
2020/21 Annual Plan	$000
Operating expenditure 25,144

Rationale	What we measure	Activities	
1.1 Governance, information and engagement	
To facilitate democratic decision-making.
To provide open access to information.	Facilitating democratic decision-making.
Community engagement.
Providing information and a point of contact.	City governance and engagement.
Civic information.
City Archives.	
1.2 Māori and mana whenua partnerships	
To strengthen  our  partnerships and recognise the special place of Māori and mana whenua in Council decision-making.	Relationship with mana whenua.
Engaging Māori residents in decisions.
Promoting Māori culture.	1.2.1 Māori and mana whenua partnerships.	

Capital expenditure	0

Measuring our performance We use performance measures to track how well we are delivering services against targets. The following represents  the  groups of measures we have for the two groups of activities. For details of individual performance measures and targets, see Appendix 3: Detailed performance information.
Our long-term plan also includes outcome indicators to monitor progress toward desired results for the city in each of our Strategic
areas. These indicators are not listed in this Annual Plan as progress
is tracked over a longer period of time. For these indicators, please refer to Our 10-Year Plan on our website, wellington.govt.nz

This year we will review our Memorandums of Understanding with our mandated iwi mana whenua partners.

18	19

Strategic area

Te Taiao
me te Hanganga Environment
and infrastructure

We aim to protect and enhance Wellington’s natural environment.

The Council’s environment portfolio is large and diverse, encompassing beaches and green spaces, waste reduction and energy conservation, as well as the three waters services (drinking and tap water, wastewater and stormwater) and support for our Wellington Zoo and Zealandia.
In this section
This section includes what’s changing since we released Our 10- Year Plan, other key projects coming up, key performance measures and what it costs. There are six groups of activities in this section:
Gardens, beaches and green open spaces.
Waste reduction and energy conservation.
Water.
Wastewater.
Stormwater.
Conservation attractions.
What we do – an overview
Maintain more than walking and biking tracks
Ensure the Botanic Gardens are cared for and maintained to a high standard
Conserve the natives planted in Otari-Wilton’s Bush

Maintain 4,073 hectares of
open green space including parks and sportsfields
Through Wellington Water, provide clean and safe drinking water, and wastewater and stormwater services.
Support Wellington Zoo and Zealandia in their conservation and visitor attraction work.
Work to make Council facilities and services more energy efficient.
Encourage waste minimisation and actively divert more than 15,000 tonnes of waste from the Southern Landfill.
Operate the Tip Shop and Recycling Centre at Southern Landfill.
Investigate, monitor and work to adapt to the effects of climate change.
Help make the city more resilient and the environment more
able to cope with shocks.
Work to enhance Wellington’s biodiversity, including extensive trapping with Predator Free and Capital Kiwi

21

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Te Taiao me te Hanganga | Environment and infrastructure

Impact of COVID-19
The activities and work programme for this area is currently expected to continue as planned for 2020/21.
However, it is important to note that there are several large multi-year capital projects planned and there are a few factors that could impact these projects. These include that the construction sector is under stress due to the lockdown, and
that the Government’s stimulus package is likely to be heavily focused on short-to-medium term projects, so there will be some market disruption. Therefore the timing and costs for some capital projects may require further refinement during the year. In terms of the budget, a reduction in revenue is forecast for Zealandia and Wellington Zoo because of a forecast reduction in cruise ships and tourists for the 2020/21 summer and the consequential reduction

in overall visitor numbers at these visitor attractions. We plan to use borrowings in 2020/21 to offset foregone revenue.
Key projects
Three waters work programme Wellington Water Limited (WWL), a Council Controlled Organisation, is accountable for operating and maintaining our water, wastewater and stormwater (three waters) networks and managing renewal and upgrade projects. Water infrastructure is a key area of focus
for 2020/21 and the up-coming 2021- 2031 Long Term Plan. A Mayoral Taskforce has been set up to better understand the state of Wellington’s water network, and to provide a recommended action plan to help inform the 2021-31 Long-Term Plan.
Along with routine business, in 2020/21 Wellington Water’s work programme will have a specific

focus on the planned new Omāroro reservoir and analysing options
for sewage sludge minimisation. Options for sludge minimisation are due to be presented to Council in September 2020. Options will extend beyond wastewater to contemplate waste reduction impacts for the Southern Landfill.
We have heard loud and clear that Wellingtonians’ attitudes towards the three waters area is shifting. Fresh water is more valued than before, it is no longer taken for granted and there is an expectation that wastewater will not be
found in the sea or in streams. Stormwater is increasingly in focus as a changing climate delivers more intense rainfall, which tests the capacity of the stormwater system. While new infrastructure

is sound, most of our infrastructure is more than 30 years old.

Members of the Northern Community Gardens group.

There is significant work to be undertaken. As a first step, we are reflecting these shifting priorities in this Annual Plan and providing WWL with additional funding:
When a water leak is detected, WWL needs to be able fix the leaks faster.
Sewage in our streams and beaches needs to be reduced and eventually eliminated. WWL proposes to establish roving teams focussed on finding where sewage is escaping, and fixing it in order to improve
the quality of urban waterways and the coastal environment.
To undertake condition assessments of assets, so Wellington Water can better understand the state they are in, their expected life and then plan for optimal replacement and upgrade.
To cover increased costs in wastewater treatment
through contract escalation, as well as reflecting the actual cost of sewage sludge disposal at the landfill.
Tupu Toa: Build back better Tupu Toa: Build Back Better is a whole of Council approach to
building a stronger Wellington to meet current and future challenges.
Initiatives include a commitment to a business case for a resource recovery centre, funding to improve the energy performance of Wellington houses, a commitment to a green infrastructure demonstration project and investment into the arts and our
earthquake resilience.
Te Atakura – First to Zero Tupu Toa is a practical example of how our goals set out in our

zero carbon plan Te Atakura are already shaping our activities and initiatives. In addition to continuing to adapt our existing activities to our goal of making Wellington a zero carbon capital, over 2020/21
an implementation plan for Te Atakura will be developed in time for the next Long Term Plan to
lay the foundations for achieving our aspiration of a zero carbon city. As part of the development of Te Atakura – First to Zero’s
implementation plan, we intend to engage with the public through the LTP process around a package of initiatives to start cutting carbon emissions. The city has told us it is time to go zero carbon, we need to shift our focus to getting moving.
Waste diversion trial
Waste has become one of the major concerns of New Zealanders according to the Colmar Brunton 2020 Better Futures report. Yet sadly New Zealand is ranked 4th worst in the world as we generate at least twice as much waste per capita than developing countries according to OECD reporting. As the capital city of New Zealand
we really must do better and commit to circular and sustainable solutions. Wellington City Council is committed to supporting Wellingtonians to reduce waste and reuse our resources as part of Te Atakura – first to zero.
We currently do this through: providing a free kerbside recycling collection service; salvaging resources that are re-useable and selling them through our tip shop; and grants to help communities and organisations with waste reduction initiatives. Initiatives supported to date have included:
Around the Bays plastic water bottle

elimination; Newtown Festival Wash Against Waste, Again Again coffee cups; The Sustainability Trust’s Business Sustainability programme and Organic Wealth; Community Fridge in Aro Valley; Kiwi Community Assistance food rescue; Child Car Seat Recycling and many others.
Wellington City’s Waste Operations team has several key areas in
waste where we are looking to make substantial improvements.
A key focus for this annual plan is investigating options for household food waste. Planning is well underway for a kitchen waste diversion trial, to be carried out in Miramar, which aims to minimise organic waste to landfill. The anticipated go-live date is October 2020, and the trial will include several options including a kerbside collection and enhanced home composting. The trial will run for
12 months with a budget of $600k. Following the trial, we will present options to Council for further decision making.
Work on the business case for the transition of the landfill to a Resource Recovery park will be brought forward to the
2020/21 financial year as part of the Tupu Toa package and the outcomes will form part of the consideration for 2021-2031 LTP, including identifying immediate opportunities to increase revenue at the tip shop through further resource recovery and marketing
opportunities. Funding of $150,000
has already been earmarked  in the Southern Landfill’s Waste Levy Fund for this work. A further
$75,000 will be allocated for project management in 2020/21 to enable this work to take place.

22	23

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Te Taiao me te Hanganga | Environment and infrastructure

The Wellington Region Waste Management and Minimisation Plan (RWMMP), a collaborative plan formed by 8 councils of the Wellington Region, identifies a
range of actions to promote effective and efficient forms of waste management and minimisation.
The plan has set a waste reduction target for the region to reduce the total quantity of waste sent to landfill by one-third over 10 years. The Sludge Minimisation Utilisation and Reclamation Facility will be a major enabler to achieving this goal.
Southern Landfill extension Despite the waste minimisation initiatives outlined above, we are running out of room for Wellington’s waste, and we are in the process of applying for a landfill extension. We currently have approximately four years remaining in our existing stage of the Southern Landfill, and the
new extension will be required by July 2023. A closure of the landfill

would result in waste and sludge being transported to other landfills. As part of the Southern Landfill proposed extension project, Council waste officers have consistently maintained that extending the Landfill is likely to be the most viable interim solution for waste management for Wellingtonians.
They have investigated other options and sought feedback from the public on this assumption, which confirmed the extension option. Therefore the $22.7m project is underway; with work progressing on the preparation for the resource consent application. The application is planned to be submitted by
mid-2020. If resource consent is granted, Council has budgeted
$3.95m for the construction of the project in 2020/21.
Coastal renewals
We are continuing our programme of restoration, renewal and removal of coastal assets – this

includes boat ramps, marinas, and wharves. This year we will be
completing the upgrade of Seatoun, Karaka and Cog Park wharves, which were delayed from 2019/20 while working through heritage considerations and compliance.
We will also commence work on the marine structures in the Evans Bay Yacht Club area, including
re-piling and strengthening jetties, and building a new seawall.
Wellington Zoo
Design work has started on the snow leopards enclosure and procurement planning is underway. Council’s investment budget is $3.7 million, with the Zoo contributing
a further $875,000 toward this project which is planned to occur over the coming two financial years. The project is expected to be finished in 2022, and builds on the success of the zoo’s previous capital programme, which finished in 2016.

Zealandia
Tanglewood House: We will provide funding support to Zealandia to develop improved research and learning facilities and accommodation for staff. The improvements are expected to cost a total of $2.3 million of
capital expenditure. The Council’s contribution is $800,000, with the remainder funded by Zealandia. The project has resource consent and is currently in the late stages of design, with construction expected to occur during 2020/21.
Rātā Café: Planning is advanced for improvements to Rātā Café at the Zealandia visitor centre to improve its year-round utilisation and to support the growing number of visitors to the sanctuary. Council has an estimated budget for the improvements of $300,000.
In conjunction with the planned improvements at the Rātā Café, Zealandia is also improving the Pāteke Room to help to service the growing number of meetings and small conferences being hosted at Zealandia each year.

Zealandia will fund the planned improvements to the Pāteke Room, expected to cost $120,000.
What it costs

2020/21 Annual Plan	$000 Operating expenditure $205,244 Capital expenditure	$64.872
Measuring our performance We use performance measures to track how well we are delivering services against targets. The following represents the groups of
measures we have for each group of activities. For details of individual performance measures and
targets, see the Appendix 3: Detailed
performance information.
Our long-term plan also includes outcome indicators to monitor progress toward desired results for the city in each of our Strategic
areas. These indicators are not listed in this Annual Plan as progress is tracked over a longer period of time.
For these indicators, please refer to Our 10-Year Plan on our website, wellington.govt.nz

The kākā is one of Zealandia’s most visible and engaging birds,

Rationale	What we measure	Activities	
2.1 Parks, beaches and open spaces	
To provide access to green open spaces.
To provide public places to congregate.
To provide access to recreational opportunities.
To enhance biodiversity.	Utilisation.
Attractiveness.
Protecting and enhancing our biodiversity.
Affordability.
Community engagement.	Local parks and open spaces.
Botanical gardens.
Beaches and coast operations.
Roads open spaces.
Town belts.
Community environmental initiatives.
Walkways.
Biodiversity (pest management).
Waterfront public space.	

Design work has started on the snow leopards enclosure at Wellington Zoo.

24	25

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21

Rationale	What we measure	Activities	
2.2 Waste reduction and energy conservation	
Reducing environmental impacts.	Recycling.
Affordability.
Customer satisfaction.
Sustainable landfill operation.
Waste minimisation activities.
Energy conservation.	Waste, minimisation, disposal and recycling.
Closed landfills aftercare.
Energy efficiency and conservation.	
2.3 Water			
To increase security of potable and stored water.	Clean and safe.
Meeting customer expectations.
Continuity of supply and resolution of faults.
Efficiency and sustainability.	Water network.
Water collection and treatment.	
2.4 Wastewater			
For public and environmental health.	Compliance and sustainability.
Meeting customer expectations.
Continuity of service and resolution of faults.	Sewage collection and disposal.
Sewage treatment.	
2.5 Stormwater			
To protect people, property and the environment from flooding and storm run-off.	Continuity of service and resolution of faults.
Meeting customer expectations.	2.5.1 Stormwater management.	
2.6 Conservation attractions			
For conservation and biodiversity.
To attract visitors.
To protect flora and fauna.	Wellington Zoo.
Zealandia.	2.6.1 Conservation
visitor attractions.	

The city has told us it is time to go zero carbon, we need
to shift our focus to getting moving.

26	27

Strategic area		Whanaketanga ōhanga Economic development

We want to grow and diversify the city’s economy.

We support Wellington’s economic growth by supporting high-quality events and promoting tourism, attracting and supporting business activity, and delivering major economic development initiatives.
These activities make Wellington a more vibrant place to live. They improve residents’ quality of
life, prosperity, identity and the opportunities available to them.
In this section
This section includes what’s changing since we released Our 10- Year Plan, other key projects coming up, key performance measures and what it costs. There is one group of activities in this section:
3.1 City promotions
and business support.

What we do – an overview In collaboration with WellingtonNZ we:
Promote visitor numbers to Wellington.
Support high-quality events such as concerts, festivals and sports matches
Promote Wellington as a tourist, conference and business destination.
Encourage the business community to work together through our Business Improvement Districts.
Operate venues and convention centres.
Support large and small scale economic growth programmes through grant funding.

29

Wellington City Council

Mahere a-Tau | Annual Plan 2020/21

Whanaketanga ōhanga | Economic development

Impact of COVID-19
The full impact of COVID-19 on Wellington’s economy will not be known for some time. Many sectors are struggling, with tourism and hospitality in particular expected to be significantly impacted, with restrictions in international travel likely to remain for some time.
This will impact Council activities including our venues, convention market, and the city’s major events and festivals. We already know some major events will be cancelled for 2020, including the World of Wearable Art, whereas others will be postponed or simply delivered in a new way.
City Recovery
Council is working with key stakeholders on practical solutions to address recovery issues and challenges. Our approach around recovery will be holistic and encompass business support, but also the
community, cultural, creative and innovative dynamics of the city.
City recovery includes a $7.6m fund, which comes from the combining the uncommitted 2019/20 funding and the 2020/21 budgets of the City Growth, Destination Wellington and Capital of Culture funds.
These funds will not be open for applications in 2020/21 except as part of the recovery fund.
Council has also identified shovel-ready capital projects for potential Government funding. These will be a way of supporting economic recovery.

Rationale	What we measure	Activities	
3.1 City promotions and business support	
To attract and retain talented residents.
To grow tourism spend and economic returns from events.
To grow inward investment and exports.
To sustain city vibrancy.

1 This excludes capital expenditure for the convent	Business improvement districts.
Wellington Regional Economic Development Agency (WREDA performance (12 measures).
Wellington Regional Stadium Trust performance (6 measures)

ion and exhibition	WREDA and venues.
Wellington
Convention Centre.
Retail support.
City Growth Fund.
Major economic projects.
International relations.
Business Improvement Districts (BIDs).	

We will provide more information on how these will impact our 2020/21 work programme as the information becomes available.

WellingtonNZ continue to be focused on delivering the best support and outcomes for the Wellington region with a strong focus on the promotion of loving local, domestic tourism and events and ongoing Business support.
Council, alongside the other shareholder Infratil, will provide shareholder support to Wellington International Airport Limited
as it deals with the impacts of COVID-19. The support is through the underwriting of a convertible equity type arrangement that will ensure that funding is able to be quickly accessed by Wellington Airport, if needed, and provides comfort to the company and its lenders that the shareholders are there and supporting it if necessary. The underwrite is on a pro-rata basis in line with the respective shareholdings.
Key projects in 2020/21
St James Theatre
The St James Theatre is an important building to
Wellingtonians, playing a key role in their social and cultural lives as a leading venue for theatre, film, music and ballet for over a century. Seismic strengthening work is progressing to bring the St James Theatre up to a minimum of 67 percent NBS with a target completion date of 31 December 2021 – ahead of the 2022 New Zealand Festival. The COVID-19 shutdown has placed increased risk on this timeline. The budget
for this project is $34.06m. Of this,
$17.4m was originally budgeted in Our 10-Year Plan 2018-28, however this was based on concept designs.
An intensive building survey and detailed structural design

revealed more complex seismic strengthening was required at an additional $8.1m. A further $8.6m has been budgeted to complete the recommended building and theatre system upgrades during the closure of the theatre. These funds were approved in 2018/19.
Convention and Exhibition Centre The Wellington Convention and Exhibition Centre (WCEC) will
be Wellington’s meeting place – a modern fit-for-purpose, sustainable 5-Green Star building fitting for
our capital city and is due for completion in late 2022 (subject to COVID-19 related impacts). It will be the capital’s premium conference and exhibition space with two levels dedicated to hosting conferences, meetings, trade exhibitions and business events. In addition, the ground floor will have a public exhibition gallery to showcase leading touring exhibitions, attracting primarily domestic visitors and Wellingtonians alike.
This level will also feature two cafés, a courtyard garden and a public concourse that links Cable Street and Wakefield Street.
This important development will enable Wellington to maintain and grow this important sector of the local economy providing
a strong economic, cultural and social opportunity for Wellington. During the construction phase we expect to support a $76.3m GDP return and 864 jobs in Wellington. Once operational, the building will contribute $44.8m GDP p.a. and 554 jobs to our regional economy.
We also expect urban redevelopment of the surrounding precinct as this catalyst project

provides confidence to surrounding building owners to invest in
their land and buildings. The total budget for this project is $157.8m and construction
work is advancing well with the structure already taking shape.

What it costs

2020/21 Annual Plan	$000

Operating expenditure 40,742

Capital expenditure	12,8091

The Wellington Convention and Exhibition Centre.

Measuring our performance We use performance measures to track how well we are delivering services against targets. The following represents the groups of
measures we have for each group of activities. For details of individual performance measures and
targets, see the Appendix 3: Detailed
performance information.

Our long-term plan also includes outcome indicators to monitor progress toward desired results for the city in each of our Strategic
areas. These indicators are not listed in this Annual Plan as progress is tracked over a longer period of time.
For these indicators, please refer to Our 10-Year Plan on our website, wellington.govt.nz

centre, the capex for this project is in the cultural wellbeing strategy area.

30	31

Strategic area	Oranga ahurea Cultural wellbeing

We want to grow and diversify the city’s economy.

We provide opportunities to develop the city’s cultural scene to build engaged and curious communities.
We provide support for galleries and museums, community arts and cultural events, and arts partnerships. We develop and deliver a range of city events, and support community events.
We’re investing in arts and culture to maintain our position nationally and internationally as a vibrant, edgy capital.
In this section
This section includes what’s changing since we released Our 10- Year Plan, other key projects coming up, key performance measures and what it costs. There is one group of activities in this section:
4.1 Arts and cultural activities.

What we do – an overview
Maintaining the city art collection
Planning and running an extensive programme of events throughout the year.
Matariki and Ahi Kā
Gardens’ Magic
A Very Welly Christmas
Te Rā o Waitangi
Pasifika Festival
Sky Show
Supporting new murals and public sculptures
Fund cultural and art projects and performances
Support national and regional arts organisations such
as the Royal New Zealand Ballet, Footnote New Zealand Dance, the New Zealand Symphony Orchestra and Orchestra Wellington
Operate the Toi Pōneke Art Centre
Through the Wellington Museums Trust, operate six venues: Wellington Museum, Capital E, Cable Car Museum, Nairn Street Cottage,
Space Place and City Gallery.

33

Wellington City Council

Mahere a-Tau | Annual Plan 2020/21

Oranga ahurea | Cultural wellbeing

Impact of COVID-19
Many of the city’s arts organisations, arts practitioners and associated independent contractors have been impacted by the pandemic through loss of income and the uncertainty of the continuing impact. Council made some immediate changes in the first emergency phase and will continue to investigate new
opportunities through the recovery phase in 2020/21. We will focus
on resilience and maintaining the fabric of our arts and cultural sector infrastructure.
As one of our first changes, a new priority has been added to the Arts and Culture Fund. Through our arts and culture funding we will prioritise applications that can either: support the resilience, sustainability and recovery of organisations in Wellington City; re-frame and adapt projects, programmes and initiatives in the light of COVID-19; or develop new works to be presented later or to reach audiences in new ways.
The impact of COVID-19 on the events industry has been significant. Our focus is on supporting the sector through
this extremely challenging time. Innovation, communication, information sharing and collaboration will be critical to the success of future events as we work to find alternative platforms to reach our audiences.

The events we support, whether they be arts, cultural, leisure, recreation, sports- they all play an incredibly important role in the good health of our diverse city communities. We will continue to work closely with our many suppliers, performers and artists, stakeholders, partners and communities, in a spirit of cooperation and collaboration to deliver our city events. We plan to use borrowings in 2020/21 to offset foregone revenue that may eventuate during the year.
Key projects in 2020/21
The activities and work programmes for museums and galleries are expected to continue as planned for 2020/21.
Some small local cultural and community festivals may take place, especially the ones planned for early 2021. However, larger cultural events like World of Wearable Art have cancelled for 2020. We are also expecting there to be few, if any, international tours from musicians, shows and artists in 2020.
Wellington Museum upgrade In the 2018-28 Long Term Plan Council made provision of $10m
for the earthquake strengthening of the Bond Store, of which $5m was allocated for 2020/21. While the building is being strengthened the Wellington Museum Trust
are seeking to make several improvements to the Museum and particularly the ground floor to improve the visitor experience and enhance the way the Museum displays and tells the stories of Wellington’s rich history and connection with mana whenua.
Initial planning and design work

has commenced and a final business case will be presented to Council before funding is confirmed.
The Council identified several qualifying ‘shovel-ready’ projects for the Government’s
Infrastructure Industry Reference Group, including the Wellington Museum upgrade. Qualifying projects would cost $10m or more and be ready for construction and could, if the Government deemed it appropriate, be deployed as
part of a stimulatory package.
UNESCO City of Film Designation In November 2019,  Wellington was announced as a City of Film  in the UNESCO Creative Cities Network. As the film sector and  the independent contractors
who make up much of the sector have been highly impacted by the COVID-19 pandemic, this programme is especially timely.
We will be developing and delivering programmes to support new and diverse voices, to make connections across the globe with other cities in the film network, and to support the industry through the recovery period.

Growing and developing Matariki in Wellington
We will continue to develop the city’s offering for Matariki 2021, despite some change as a result of COVID-19. Cornerstone events such as Ahi Kā on the waterfront will be strengthened through our
relationship with mana whenua and partnerships across the region.
Public art projects such as the Courtenay Place Lightboxes and Waituhi, which celebrate Māori visual arts in Wellington’s public spaces will also continue.
Our Art Gallery at Toi Pōneke, city libraries, and other wellington regional institutions will also continue programming content relevant to the themes of Matariki and we will support the promotion and development of these offerings to the wider Wellington community.

What it costs

2020/21 Annual Plan	$000

Operating expenditure   21,449

Capital expenditure	52,669

Measuring our performance We use performance measures to track how well we are delivering services against targets. The following represents the groups of
measures we have for each group of activities. For details of individual performance measures and
targets, see the Appendix 3: Detailed
performance information.
Our long-term plan also includes outcome indicators to monitor progress toward desired results for the city in each of our Strategic
areas. These indicators are not listed in this Annual Plan as progress is tracked over a longer period of time.

Rationale	What we measure	Activities	
4.1 Arts and cultural activities	
For city vibrancy and cultural expression.
To build and maintain a sense of place and identity.
To grow visitation and exposure to creativity and innovation.	High quality events.
Arts and cultural sector support.
Funding success.
CCO – Wellington Museums Trust performance (5 measures).	City galleries and museums (Wellington Museums Trust).
Visitor attractions (Te Papa / Carter Observatory).
Arts and cultural festivals.
Cultural grants.
Access and support for community arts.
Arts partnerships.
Regional amenities fund.	

For these indicators, please refer to Our 10-Year Plan on our website, wellington.govt.nz

We will continue to develop the city’s offering for Matariki 2021.

2 This includes capital expenditure for the convention and exhibition centre which is discussed in the economic development chapter.

34	35

Strategic area

Kaupapa pāpori me ngā mahi a rēhia Social and recreation

We aim for strong and healthy communities.

We provide opportunities to develop the city’s cultural scene to build engaged and curious communities.
We provide support for galleries and museums, community arts and cultural events, and arts partnerships. We develop and deliver a range of city events, and support community events.
We’re investing in arts and culture to maintain our position nationally and internationally as a vibrant, edgy capital.
In this section
This section includes what’s changing since we released Our 10- Year Plan, other key projects coming up, key performance measures and what it costs. There are three groups of activities in this section:
Recreation promotion and support.
Community support.
Public health and safety.

What we do – an overview
Maintaining and upgrading sportsfields and playgrounds.
Operating, maintaining and upgrading libraries, community centres, swimming pools
and recreation centres
delivering programmes that reduce harm and improve perceptions of safety; including graffiti management and working with partners to reduce family violence
Ensure we are a welcoming and inclusive, tolerant
and healthy city with a strong social infrastructure supporting its residents
Work with external agencies to end street homelessness
Provide social housing
Promote a safe city for all through our regulation of alcohol licencing, food safety, and dog registration
Provide a comprehensive programme of funding for several organisations delivering on social wellbeing outcomes
Support activation of community spaces and places that improve local community resilience
and connectedness

37

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Kaupapa pāpori me ngā mahi a rēhia | Social and recreation

Impact of COVID-19
The activities and work programme for this area is expected to continue as planned for 2020/21.
As we moved out of lockdown we encouraged people to get out and about by providing discounted or free entry to some council
recreation facilities for a period of time to encourage people to get active, outdoors and healthy.
Many sports codes and clubs use Council facilities and are charged rent. We provided a variety of rent relief or rent payment plans for 2019/20 and will explore
with the affected organisations whether additional support is required through 2020/21.
Our community support functions were very active during the lockdown to help the city’s most vulnerable. We are anticipating
a higher level of support will be needed for 2020/21 in this area. We have budgeted an additional
$1.5million to go towards COVID-19 response related community grants, with $1m agreed for the 2019/20

year , and an additional $500,000 included in the 2020/21 Annual Plan.
Our public health and safety services are our regulatory functions and these will continue as required by legislation and Council bylaws. We provided rebates on some fees (alcohol, food, pavement licenses) to support the hospitality sector for the fourth quarter of 2019/20. We have also removed any planned fee increases from the budget for 2020/21.
We will use borrowings in 2020/21 to offset foregone revenue that may eventuate during the year.
Key projects in 2020/21 Interim CBD Library network We closed the Central Library
building to the public on 19 March 2019, following an engineering assessment which revealed specific building vulnerabilities, which may result in the
building failing in a moderate to severe seismic earthquake.

Our response was to:
Re-establish library services in the central city through a new central city network of interim libraries.
Establish a collection and distribution centre, with the right climatic conditions, space, and good transport routes to house and manage the full Central Library collection and support network-wide operations.
Expand the availability of the digital collection, including streaming of content and e-books and video books.
Remove as many barriers to accessing the available library services and collections as possible. This included:
temporarily extending the opening hours of our branch libraries;
removing fees for returning items to other branches;
re-homing Wellington’s rare book collection to the
Wellington City Archives; and
temporarily reducing the fees for inter-loans from external libraries.

The third and largest central city library, Te Awe Library, opened in July 2020

Two of the three new central city libraries opened to the public in 2019. Arapaki Manners Library and Service Centre opened on
28 May 2019 and He Matapihi Molesworth Library on 9 October 2019. The third and largest central city library, Te Awe Library, opened on 14 July 2020. The Collection and Distribution Centre (CDC) in Johnsonville also became operational in 2020. Te Awe and the CDC had their opening dates postponed due
to the COVID-19 lockdown.
Through the new CBD network the public can access:
approximately 350,000 items from the CDC which they will be able to order and collect from a library of their choice;
more than 60,000 items in the CBD, either on display or on loan;
popular programming and events, including Baby Rock ‘n’ Rhyme, Storytimes and Lego Sundays; and
1,900 m2 across three new library spaces for people to use in place of the closed Central Library Building.
Each CBD library provides a range of generic and specific services:
Arapaki Manners Library provides access to popular and recent collections, free WiFi, public PCs, printing and some casual seating.
He Matapihi Molesworth Library has collections with an Aotearoa and Pacific focus. It also offers a children’s section, magazines, digital content, free WiFi, public PCs, printing and seating spaces.
Te Awe has been specially designed to provide zones where people can read, study or collaborate. Families

have a dedicated space for a children’s collection, family room and the popular Baby Rock ‘n’ Rhyme sessions.
The Collection and Distribution Centre ensures the public are able to access the full collection. Customers can order items online or from a branch library, and
choose which library they wish to collect their order from.
Restoring public access to collections and running the three new central city interim library services will increase the Libraries’ operational costs. The additional cost for 2020/21 is $4.5m.
We are currently working towards the consultation on the next steps for the Central Library building and a report on it is expected to be discussed by Councillors on 21 July. The proposed consultation
will run from 27 July – 9 September, which will be followed by formal hearings at the end of September.
City Housing upgrades and rent-setting
The 20-year Housing Upgrade Programme is entering phase 2. Phase 1 involved the upgrade of more than half our portfolio of 2,000 units. Phase  2  planning is currently underway. It will look significantly different in that our tenants will be able to
remain in their properties while the work is completed. Work was originally planned to start in 2023, however some components will be bought forward to 2020/21 to ensure our properties are compliant with the Healthy Homes Guarantee Act 2017. The Act requires all landlords to meet a set of standards that includes, insulation, heating, ventilation, draft stopping and drainage.

In March, Council approved consultation on proposed new rent settings. The consultation process was started but put on hold shortly thereafter as a result of COVID-19, then recommenced from 2–30 June.
Proposed changes to rent settings are aimed at creating a fairer system for charging rent and would help to enable us to continue to provide a good standard of social housing and support to our tenants for the foreseeable future.
Te Mahana: Ending Homelessness Strategy
As we move into recovery post COVID-19 the immediate emphasis will be to maintain the significant reduction in street homelessness in Wellington. We will work with our strategic and community partners to achieve this. This includes supporting transitional and Housing First initiatives.
Our recovery planning has also identified gaps in the provision of supported and/or transitional housing for youth and the gender diverse community and this will be a focus for the Homelessness recovery work programme.
Sustainable Food Initiative
The initiative supports the social, environmental, and economic health of our city by creating a more sustainable and resilient food system in Wellington. We have developed an action plan which includes funding the delivery of food security efforts, supporting local food production, running sustainable food system events, facilitating the Wellington Community Gardens Network, funding sustainable agriculture education courses, and supporting Wellington’s food entrepreneurs. This work will continue in 2020/21. Our Pandemic Recovery Plan

38	39

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Kaupapa pāpori me ngā mahi a rēhia | Social and recreation

identifies food security as a key component of the work programme over the next year and will have
an emphasis on enhancing food security and access to healthy food.
Upgrade of Community Facilities We are taking a community co- design approach to upgrades of the Kilbirnie, Aro Valley, Newtown and Strathmore community centres.
There is $4.90m budgeted over three years for these upgrades. For all four centre upgrades we have focused
on ensuring the spaces are fit for purpose, flexible and accessible.
We have approved an additional
$1.22m to complete the fit out of the Karori Events Centre and we will work with the community and the Events Centre Trust to progress this.
Once completed the building will be gifted to the Council. The project will be completed early in 2021.
Alex Moore Park Sport and Community Hub
Construction will ramp up on the new Alex Moore Sport and Community Hub in 2020/21. This
$4.2m project is a partnership between Alex Moore Parks Sport & Community Inc (AMPSCI) and
the Council. Under the Partnership Agreement, AMPSCI is required to contribute $2m of the $4.2m budget and fundraising is underway.
The building will be leased to the AMPSCI group and include facilities for the partner clubs and new changing rooms for the park. Construction timeframes have been affected by COVID-19,
however construction was able to get underway in May 2020 with the aim to have the new facility open and operational in early 2021.

Newlands Community Park development
Construction for a new community park began in 2019/20 and will
be completed this year subject to any COVID-19 construction delays. The park will have a new community playground, public
toilets, a picnic area and an asphalt perimeter track. There will be new plantings including a wetland. We will also be upgrading the existing sportsfield pavilion. Council has a budget of $3.6m for the upgrade, which includes $1.54m of funding from the Plimmer Bequest Fund.
Frank Kitts Park
Subsequent to the resource consent being approved by the High Court, a tender process in 2019 for the Frank Kitts Park Children’s Playground resulted in a cost estimate exceeding the budgeted amount in the Long-term Plan.
This, together with the subsequent closure of the underground carpark and associated strengthening requirements, means the Council
is further considering the wider Frank Kitts Park redevelopment. While this happens, Council has prioritised development of the children’s playground and agreed to carry forward $2m playground budget to enable work to get underway in the 2020/21 year.
Decisions about the future of the wider redevelopment of Frank Kitts Park and the timing of funding will be made by the Council as part of the 2021-31 Long Term Plan process.
Cemeteries Management Plan Work will begin on reviewing and updating the Cemeteries Management Plan for the Karori and Makara Cemeteries. This is a scheduled review of the plan and
will include public engagement and consultation on the future

of Wellington’s Cemeteries.
More information will be detailed at the time of the review.
Keith Spry Pool renewals
Renewal work will be completed at Keith Spry Pool between September 2020 and June 2021. Work will be done on the ceiling and skylights above the main pool, and facilities at the northern end of the pool.
The facility will remain open during this time, though some services will be closed at times due to restricted access and the works taking place. This includes the main pool being closed from
mid-December 2020 through to the end of Term 1. At this time the other pools onsite will remain open and the groups using the main pool will be accommodated at other facilities including Thorndon Pool which
will be open during this period.
Basin Reserve Master Plan Redevelopment Programme: With the strengthening and  restoration of the Museum Stand nearing completion, most of the main buildings and seating areas at the Basin Reserve have been upgraded and refurbished. The remaining projects that will complete the master plan, include refurbishing and upgrading the embankment toilets, improving the perimeter fence and entrances and developing a children’s play area. Planning
for these works is underway and construction will be completed during the off-season. The playing surface will also undergo a full refurbishment through the 2020 winter period. However, these works are dependent on safe working practices under the COVID-19 alert levels allowing the work to begin
in late autumn/early winter.

What it costs
2020/21 Annual Plan	$000
Operating expenditure 134,417
Capital expenditure	33,055

Measuring our performance We use performance measures to track how well we are delivering services against targets. The following represents the groups of
measures we have for each group of activities. For details of individual performance measures and
targets, see the Appendix 3: Detailed

Rationale	What we measure	Activities	
5.1 Recreation promotion and support			
To encourage active and	High quality experience.
Utilisation.
Affordability.
City recreation promotion.
Basin Reserve Trust performance (9 measures)	5.1.1	Swimming pools.	
healthy lifestyles.
To enable participation in sporting and other group activities.
or social cohesion and connectedness.		5.1.2
5.1.3
5.1.4
5.1.5
5.1.6	Sportsfields.
Recreation programmes. Recreation centres.
Recreation partnerships.
Playgrounds.	
		5.1.7	Marinas.	
		5.1.8	Golf course.	
5.2 Community Support			
To foster diverse and inclusive	Libraries experience, utilisation, amenity, and affordability.
Community centres utilisation.
Community advocacy.
Funding success.
Housing quality and usage.
Housing upgrade project.	5.2.1	Libraries.	
communities.
To enable people to connect with		5.2.2	Access support (Leisure Card).	
information and with each other.		5.2.3	Community advocacy.	
		5.2.4	Grants (social and recreation).	
		5.2.5	Social housing.	
		5.2.6	Community centres and halls.	
5.3 Public health and safety			
To maintain health standards.
To help people feel safe.	Efficiency.
Timeliness.
Hygiene standard.	5.3.1
5.3.2
5.3.3
5.3.4
5.3.5	Burials cremations. Public toilets.
Public health regulations. City safety.
Wellington Regional
Emergency Management Office (WREMO).	

performance information.

Our long-term plan also includes outcome indicators to monitor progress toward desired results for the city in each of our Strategic
areas. These indicators are not listed in this Annual Plan as progress is tracked over a longer period of time.
For these indicators, please refer to Our 10-Year Plan on our website, wellington.govt.nz

40	41

Strategic area

Tāone tupu ora Urban development

We want to see our city thrive as it grows

Our work in this area includes enhancing CBD public space, making improvements to the waterfront and suburban centres, developing public spaces such as urban parks and squares, looking after heritage in the city, assessing and issuing building and resource consents, ensuring earthquake- prone buildings are strengthened, and planning for the city’s development.
These activities matter to the lives of individual Wellingtonians and to the community as a whole.
They enable the city to grow while retaining its unique sense of place and liveability. They also provide the opportunity for people to
live, work and play in an urban environment that is attractive and sustainable.
In this section
This section includes what’s changing since we released Our 10- Year Plan, other key projects coming up, key performance measures and what it costs. There are two groups of activities in this section:
Urban  planning, heritage
and public services development (including waterfront development).
Building and development control.

What we do – an overview
Assess earthquake prone buildings and set times for strengthening work
Plan for the future growth of the city
Design and build upgrades to the city and suburbs, for
example laneway and suburban centre beautification projects.
Work to make Wellington more accessible.
Enhance the CBD public space, urban parks and squares
Support the preservation of the city’s heritage buildings
Develop and maintain the Wellington waterfront
Undertake the regulatory functions for the built environment, including issuing Resource and Building Consents.

43

Wellington City Council

Mahere a-Tau | Annual Plan 2020/21

Tāone tupu ora | Urban development

Impact of COVID-19
The activities and programme of work for urban development
are broadly expected to continue as planned for 2020/21. The development of several plans – such as Planning for Growth – will continue although the approach to consultation has been adapted and timeframes for when it occurs has been shifted slightly to reflect the impact the COVID-19 lockdown had
on preparation of some of the work.
In terms of capital projects, the construction sector faces some uncertainty from the impact
of the lockdown and a planned
stimulus package expected from Central Government, and

Once finalised the spatial plan will be a key strategic tool for directing future investment, and will also provide significant direction for the review of the
District Plan. This will likely mean changes to the existing zones and development controls relating to building heights, densities and open space. For more information visit: planningforgrowth. wellington.govt.nz.
Te Ngākau Civic Precinct
The future development of
Te Ngākau — Civic Precinct has been under discussion for several years as a result of concerns about seismic resilience. In 2013, the Town Hall was closed to the public for

Town Hall/National Centre for Music
The Town Hall upgrade is underway with seismic strengthening and redevelopment as approved by Council in February 2019. The work is technically challenging and
good progress has been made on demolition, heritage management and restoration, and installation of some seismic strengthening. Major structural works will continue
for a further three years. Initially the completion date is expected to be extended by two months or more, with higher costs than pre-
COVID-19. Measures will be taken to reduce the effects of COVID-19 on the programme and cost and will be

development application in early March. Pre-COVID-19, construction was anticipated to start the
second half of this year with an estimated duration of 16 months.
Laneway upgrades
Laneways are small streets that link through urban blocks, offering people shorter, more dynamic alternative routes through the
city. They also provide necessary servicing access, bring light into potentially dark areas, frame views of nearby landscapes or landmarks, provide alternative connections to the crowded primary routes and sheltered routes in bad weather.
Done well, such investment,
in partnership with the private

associated communities and local businesses. These benefits include: making pedestrian movements easier; strengthening identity
of place through cultural and historic narratives; increasing social interaction opportunities; enhancing or connecting central area greenspaces; increasing the vibrancy and safety of urban life; supporting local businesses, and attracting future investment.
This programme of upgrades will continue in 2020/21.

What it costs
2020/21 Annual Plan	$000
Operating expenditure 38,306

Measuring our performance We use performance measures to track how well we are delivering services against targets The following represents the groups of measures we have for each group of activities. For details of individual performance measures and targets, see the Appendix 3: Detailed performance information.
Our long-term plan also includes outcome indicators to monitor progress toward desired results for the city in each of our Strategic
areas. These indicators are not listed in this Annual Plan as progress
is tracked over a longer period of
time. For these indicators, please refer to Our 10-Year Plan on our

Rationale	What we measure	Activities	
6.1 Urban planning, heritage and public spaces development	
To enable smart growth/urban containment.
For open public spaces.
For character protection.	High-quality development.
Protecting heritage.	Urban planning and policy development.
Waterfront development.
Public spaces and centres development.
Built heritage development
Housing development.	
6.2 Building and development			
To protect public health and safety.
For resilience.	Effective planning.
Timeliness.
Customer focus.
Compliance.	Building control and facilitation.
Development control and facilitation.
Earthquake risk mitigation
– built environment.
Regulatory – building control and facilitation (weathertight homes).	

therefore the timing and costs

earthquake strengthening. In 2016,

reported in the future. The benefits

sector, can bring holistic benefits	 	

website, wellington.govt.nz

for some of Council’s new capital projects may require further refinement during the year.
Key projects
Planning for Growth The Planning for Growth programme involves the
development of a 30-year spatial plan for the city and a full review of the District Plan, our ‘rule book’ for managing development in the City. The spatial plan will direct where and how growth will occur taking into account transport, infrastructure, the impacts of climate change, heritage, and
our natural environment. The focus will be ensuring quality urban development in and around the central city, inner suburbs and key suburban centres.
Consultation on a draft Spatial Plan will occur early in 2020/21.

the Kaikōura earthquake further highlighted seismic concerns with other buildings and structures in the Precinct. Since then, updates to building earthquake standards and concerns about building materials has changed the scope of work already underway and involved more buildings, the latest being the Central Library, which was closed on 19 March 2019.
On this basis, the Te Ngākau Programme has been established to develop options for the Precinct including identifying the best approach and scenarios to allow informed decision making over key assets such as the Central Library service and the Precinct as a whole, while also delivering the active projects underway in the Precinct eg National Music Centre. This programme encompasses not only the physical structures in the Precinct, but the way in which the space is utilised and the services that are provided for the benefit and enjoyment of the public.

of a National Centre for Music are expected to remain unchanged with a significant building returned to full use, and an asset for the city to use and enjoy for many decades.
Earthquake strengthening of heritage buildings
Wellington has several earthquake- prone heritage-listed buildings.
Wellington City Council has worked with building owners for many years to support the
strengthening of these buildings. We currently allocate $500,000 per year for this work.
North Kumutoto waterfront space The final stage (Site 9) of development of the North Kumutoto waterfront space is finalising the planning phase and entering into developed design for the landscape. Resource consent for the deferred landscape works and the existing car park use (temporary) was approved in July 2019. Resource Consent for the subdivision was approved in mid-February 2020 followed by approval for the

to the city’s unique places, their

Capital expenditure	46,582

44	45

Strategic area

Waka Transport

We want a safe, efficient, environmentally sustainable and reliable transport system

A good transport system should do more than just move people and goods efficiently. It should benefit people’s overall quality of life, support economic productivity, help create healthy urban neighbourhoods that
are people focused, and reduce the city’s carbon emissions.
We’re investing in transport options to maintain easy access in and around our city, promoting alternatives to private car usage, managing congestion and acting as a catalyst for urban renewal and sustainable growth.
In this section
This section includes what’s changing since we released Our 10- Year Plan, other key projects coming up, key performance measures
and what it costs. There are two groups of activities in this section:
Transport.
Parking.
What we do – an overview
Partner with the region and NZTA on the future of transport in the city
Work to make transport network more accessible and child friendly
Maintain roads, footpaths, cyclepaths, bridges and retaining walls

Upgrade and build new seawalls
Operate, maintain and upgrade street lighting
Build bus lanes, bus stops, and bus shelters
Plan and build minor safety projects such as intersection improvements
Respond to more than 30,000 customer enquiries and requests
Trim vegetation on the roadside
Clean Streets, remove graffiti and remove uncollected rubbish
Install and maintain street signs, street furniture
and road markings
Provide safe crossing points and walking space for pedestrians
Operate and  maintain traffic signals and a network of CCTV cameras
Own and operate Kiwi Point Quarry
Provide traffic assessments to support encroachment, resource and building consent approvals
Manage parking in the city
Operate the Cable Car through a council-controlled organisation

47

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Waka | Transport

Impact of COVID-19
The activities and work programme for transport were delayed as a result of the COVID-19 lockdown, but now construction has restarted, we are working
to catch up on the backlog and build up to a busy start of the new financial year. Work will continue on the Cobham Drive and Evans Bay cycleways, Ngaio Gorge slope stabilisation as well as several minor safety projects such as the Hataitai intersection improvements and Rangiora footpath.
In the planning space, the Let’s Get Wellington Moving
programme of work had planned

Key projects in 2020/21
Let’s Get Wellington Moving (LGWM)
LGWM is a joint initiative between Wellington City Council, Greater Wellington Regional Council, and Waka Kotahi NZ Transport Agency. LGWM is about working with the people of Wellington to develop a transport system that supports our aspirations for how the city looks, feels, and functions. It supports Wellington’s growth while making it safer and easier to get around.
Our focus is the area from Ngauranga Gorge to Miramar including the Wellington Urban Motorway, access to the port,

and connections to the central city, Wellington Hospital, and the airport. It includes all the ways we get to and around our city, and how the city develops alongside its transport system. At the end of the 2019 calendar year, Council agreed the LGWM City Streets work package will deliver the joint WCC/GWRC bus priority action plan to expedite improvements and maximise
funding opportunities, noting that this approach has been endorsed by the LGWM Board. The Council also agreed to the additional funding for the LGWM programme in 2020/21 as outlined below.

Ngaio Gorge Slope Stabilisation Major landslides occurred at two locations on Kaiwharawhara
and Ngaio Gorge roads in July and September 2017. These two slips caused road closures for
a considerable period of time until it was made safe for travel by temporarily managing the traffic and reducing the speed limit. The stabilisation works project comprises widening and realigning a section of road at the slip sites by the construction of three retaining walls, slope stabilisation to the two major landslides, building catch fences, and building a new car parking area for Trelissick Park users.

other walls below Grosvenor Terrace which need to be strengthened.
The Grant Road works started in January 2020 and, while delayed by COVID-19, should be completed in the first quarter of 2021.
Karori and Marsden Village Speed Limits
Since 2009, the Council has been rolling out 30kmh speed limits in suburban shopping centres across the city. We have to date completed 15 of these schemes out of a planned 21 (in addition to Council agreeing to 30khm speed limits for the central city in June 2020). The schemes are designed to reduce vehicle speeds and crashes at locations where
there are high concentrations of

Bay; to the outer eastern suburbs, including Miramar, and Strathmore Park. This year work will continue on Evans Bay and Cobham Drive projects, and on developing the business case for the Southern Connections cycleway. This work will include the investigations on the Berhampore Village upgrade improvements following the engagement that occurred with
the community during 2018. It will also enable the consideration of appropriate budgets to be allocated in the upcoming Long Term Plan.
Parking
It is expected that a new Parking Policy for the city will be adopted
early in 2020/21. If adopted as

to consult on ‘early wins’ early in the new financial year but, due to COVID-19, the programme has been reconfigured. This
is outlined in more detail in the section on this page.
On street car parking revenue is expected to be impacted as many people will continue to work and shop from home or locally. We had originally proposed parking fee increases in this budget to limit the impact of cost increases
on rates. As part of our COVID-19

Partner	Expenditure type   2020/21

NZTA	Operating expenditure	$21.4m
Capital expenditure	$19.2m
Total	$40.6m

Greater Wellington Regional Council	Operating expenditure	$7.1m
Total	$7.1m

Total	$14.1m

$7.1m
$6.9m

Operating expenditure
Capital expenditure

Wellington City Council

Construction works are expected to commence in mid-October 2020. The delay in construction start is due the environmental requirements to ensure we protect the lizard population.
We had intended to fulfil this requirement in April, but due the COVID-19 lockdown, this has to be delayed until October. The long delay is because we cannot complete this during the colder winter months when the lizards
are hibernating. Construction is

pedestrians crossing the street coupled with a high concentration of vehicular activity such as buses pulling into and out of stops. We are currently looking at whether there is merit in implementing such a scheme in central Karori and Marsden Village.
We propose including the change process to a 30kmh speed limit within a programme of Council initiatives planned for Karori.
These will include public space
enhancements in central Karori,

proposed, new area-based parking plans will be developed for specific areas of the city to ensure joined up consideration of the use of on
and off-street space for pedestrians, active and public transport and private vehicles. The plans would be developed in discussion
with local communities. It is proposed that area-based parking plans and subsequent parking changes would be implemented in line with improvements in active and public transport

response, we decided not to progress with these increases. Any losses in revenue for 2020/21 will be offset by borrowing.

For the purposes of the 2020/21 Annual Plan, Council agreed that the funding of Wellington City Council’s contribution to the LGWM programme will be funded through borrowing, with payments deferred for the 2020/21 year.
The operating expenditure will be used to complete investigations into next stage of the program across the five main areas: early delivery, city streets, mass rapid transit, strategic highway improvements and travel demand management. The capital

expenditure funding has been allocated to the early delivery and city streets areas to enable LGWM to begin programmes this year, subject to the outcomes of the business
case investigations. This work will relate to walking, cycling and public transport improvement.
Find out more about the programme at lgwm.nz

expected to take 24 months.
Wadestown Route Resilience Enhancement
The Wadestown route has been identified as a key alternative route for emergency response, to the Wellington Urban Motorway between Thorndon and Johnsonville. The southern
section of the Wadestown route also provides vital link from the suburbs of Wadestown, Wilton, and Crofton Downs to the city. It carries about 6,900 vehicles per day. There are two walls below Grant Road and two

redevelopment of the St John’s site, and potential improvements for public transport and cycling along Karori Road.
Cycling masterplan
Over the next decade, Wellington City Council is partnering with NZTA and central government to deliver a fully connected cycle network throughout Wellington. By 2028 the cycle network is expected to see connections developed to the south through Newtown, Berhampore and Island

identified through the Let’s Get Wellington Moving programme.
What it costs

2020/21 Annual Plan	$000

Operating expenditure   95,655

Capital expenditure	70,837

48	49

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21

Measuring our performance
We use performance measures to track how well we are delivering services against targets. The following represents the groups of measures we have for each group of activities. For details of individual performance measures and targets, see the Appendix 3:

Rationale	What we measure	Activities	
7.1 Transport network			
So our transport networks are reliable.
To increase mode share and reduce emissions.
For road safety.	Network condition and maintenance.
Active modes promotion.
Network safety.
Network efficiency and congestion.
Public transport enablement.
Wellington Cable Car Limited performance (7 measures).	Transport planning.
Vehicle network.
Cycle network.
Passenger transport network.
Pedestrian network.
Network-wide control and management.
Road safety.	
7.2 Parking		
To enable people to shop, work and access recreation activities.	Efficiency.
Equity.
Availability.	7.2.1	Parking.	

Detailed performance information.

Our long-term plan also includes outcome indicators to monitor progress toward desired results for the city in each of our Strategic
areas. These indicators are not listed in this Annual Plan as progress
is tracked over a longer period of time. For these indicators, please refer to Our 10-Year Plan on our website, wellington.govt.nz

We’re investing in transport options to maintain easy access in and around our city, promoting alternatives to private care usage, managing congestion and acting as a catalyst for urban renewal and sustainable growth.

50	51

Strategic area

Ngā rōpū e here ana ki te Kaunihera Council-Controlled Organisations (CCOs)

To achieve our objectives for Wellington, we have established several companies and trusts.
These were set up to independently manage Council facilities, or to deliver significant services and undertake development on behalf of the Wellington community.
Where necessary, we provide funding to support their operations and capital investment requirements.
The following pages provide a summary of what the organisations do,  their objectives, structure, and how their performance is measured. For detail on the performance measures that WCC will be reporting
on for CCOs, please refer to Our 10-Year Plan.

53

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Council-Controlled Organisations

Wellington Museums Trust	Wellington Regional Economic Development Agency Ltd

The Wellington Museums Trust was established in 1995 and now trades as Experience Wellington. The Trust operates six visitor experience for the Council. These are Capital E, Space Place at Carter Observatory, City Gallery Wellington, Nairn Street Cottage, Wellington Museum and the Cable Car Museum.

WellingtonNZ combines the economic development activities of Wellington City Council and Greater Wellington Regional Council into one organisation. Wellington City Council is an 80 percent shareholder.
The Wellington Regional Development Agency Ltd (trading as WellingtonNZ) supports economic
performance across the region to enhance prosperity, vibrancy and liveability for the people who live and work in the region and attracts and promotes major events, and runs the Council’s civic venues.
Underpinning WellingtonNZ is the Wellington Regional Strategy (WRS) and the Wellington Regional

Strategy Committee which is comprised of 10 members appointed by the Greater Wellington Regional Council.
These members are, one regional councillor, four members nominated by Wellington City Council, one member nominated by each of Kāpiti Coast District Council, Hutt City Council, Porirua City Council and Upper Hutt City Council, and one member nominated by the three Wairarapa district councils.
The WRS Committee implements and develops the Wellington Regional Strategy, including overseeing WellingtonNZ.

Objectives	Activities	Performance measures	
Experience Wellington operates six institutions on behalf of Wellington City Council. These are Capital E, Space Place at Carter Observatory, the City Gallery, Nairn Street Cottage, Wellington Museum (including the
Plimmer’s Ark display in the Old Bank Arcade) and the Cable Car Museum.
Experience Wellington aims to create artistic, cultural and scientific experiences that generate vitality and enrich Wellington city.	Deliver high-quality experiences, events and exhibitions at its facilities.
Manage conservation and care for its collections and artefacts.
Conduct research and development to enhance visitors’ experiences.
Offer education experiences to children and young people.
Work with national and international artists and collectors.	Visitation. Council support.
Non-council revenue Satisfaction.	

 	
Objectives	Activities	Performance measures	
WellingtonNZ markets Wellington as a destination for visitors, migrants and investors; it helps businesses grow and innovate; it advocates for Wellington’s economy and attracts and promotes major events and runs our civic venues.
The WellingtonNZ teams work across regional development,  destination and attraction; events and experience; and marketing and communications.
WellingtonNZ’s vision for Wellington; to make the Wellington region wildly famous.
Its programmes, projects and initiatives are designed to act as catalysts, helping Wellington to unlock more of its economic potential.	Markets and promotes Wellington as a destination for tourists, migrants, students, businesses and investors.
Helps businesses grow and innovate.
Advocates for Wellington’s economy.
Attracts and promotes conferences, performances and major events.
Operates the civic venues	Direct value to shareholders
Shaping & amplifying the regional destination story
Supporting businesses to upskill and grow
Financial health	

For performance measures and targets, please refer to the CCO Statement of Intent	For performance measures and targets, please refer to the CCO Statement of Intent

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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Council-Controlled Organisations

Wellington Zoo Trust	Basin Reserve Trust

The Wellington Zoo Trust manages Wellington’s Zoo, home to native and exotic animals, and is recognised for expertise in animal welfare, conservation, visitor experience and sustainability.
All trustees are appointed by the Council.

The Basin Reserve Trust is responsible for the operation and management of Wellington’s Basin Reserve.
The Trust has four trustees – two are appointed by the Council including the board chair, and two by Cricket Wellington.

Objectives	Activities	Performance measures	
The Trust manages the assets and operations of Wellington Zoo for the benefit of the residents of
Wellington and visitors to the city. It promotes species conservation, educates the community by building an awareness of plant and animal species, and supports the conservation and educational activities of other organisations.	Deliver learning sessions to children to grow their understanding of animals and the natural world.
Partner with conservation organisations for at-risk species from New Zealand and around the world and to advocate for animals and save wildlife and wild places.
Treat native animals at The Nest Te Kōhanga the Zoo’s animal hospital and centre for wildlife health services.
Care for resident animals and provide a high-quality visitor experiences.
Participate in captive management breeding and breed-for-release programmes.
Develop and maintain high- quality animal exhibits.
Contribute to zoological, conservation and facilities management research projects.	Visitation Council support
Non-council revenue
Financial health
Conservation, research and animal care
Satisfaction	

 	
Objectives	Activities	Performance measures	
The Basin Reserve Trust manages and operates the Basin Reserve
to continue to attract national and international sporting events to Wellington.
The overall vision is that the ground remains highly valued locally as a public reserve of unique character and is recognized as the premier International Cricket venue in New Zealand.
The day to day operational activities are carried out by Cricket Wellington under a management agreement with the Trust.	Manage the Basin Reserve for recreational activities and the playing of cricket.
Contribute to the events programme for Wellington.
Preserve and enhance the heritage value of the Basin Reserve.
Provide the home for the
New Zealand Cricket Museum.
Promote and coordinate fund raising to support the Trust’s activities.	Utilisation Attendance Council support
Non-council revenue	

For performance measures and targets, please refer to the CCO Statement of Intent	For performance measures and targets, please refer to the CCO Statement of Intent

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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Council-Controlled Organisations

Karori Sanctuary Trust	Wellington Cable Car Limited

The Karori Sanctuary Trust manages ongoing conservation and restoration work at Zealandia, works with local organisations and community groups to support local biodiversity, provides educational experiences, and connects people to New Zealand’s unique natural heritage.

Wellington Cable Car Ltd owns and operates Wellington’s iconic cable car, a funicular railway situated at the end of the Cable Car Lane, off Lambton Quay in the heart of Wellington city.
The cable car provides a unique form of public transport from the city to the suburb of Kelburn.
The board of directors is appointed by the Council’s Chief Executive and is comprised of Council officers.

Objectives	Activities	Performance measures	
To connect people with New Zealand’s unique natural heritage, and inspire actions that transform how people live with nature in our cities, towns and beyond.	Manage a 225ha conservation estate, home to dozens
of native species
promote conservation and advocate for New Zealand’s native wildlife
work with local groups to improve biodiversity across the Wellington region
partner with leading educational institutions to facilitate world- class environmental research
facilitate educational programmes and  resources to thousands of young people
around the Wellington region.	Visitation. Council support
Non-council revenue Financial health Conservation Satisfaction.	

 	
Objectives	Activities	Performance measures	
Wellington Cable Car Limited owns and operates the Cable Car.	Maintain the cable cars and associated plant, the railway tracks, tunnels, bridges and buildings in accordance with best engineering practice, and to meet all legislative compliance.
Market and manage the cable car passenger service.	Utilisation Revenues Satisfaction Reliability	

For performance measures and targets, please refer to the CCO Statement of Intent	For performance measures and targets, please refer to the CCO Statement of Intent

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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Council-Controlled Organisations

Wellington Water	Wellington Regional Stadium Trust

Wellington Water is owned by the Hutt, Porirua,
Upper Hutt and Wellington city councils, South Wairarapa District Council and Greater Wellington Regional
Council. The councils are all equal shareholders.
The role of Wellington Water is to manage the drinking water, wastewater and stormwater services of its shareholder council owners.
The Wellington Water Committee provides overall leadership and direction for the company. A representative from each authority sits on the Committee.
Wellington Water Ltd is governed by a board of independent directors.

The Trust owns, operates and manages the stadium.
The Trust’s board of trustees is jointly appointed by Greater Wellington Regional Council and this Council.
The Trust is not a Council Controlled Organisation, for the purposes of the Local Government Act 2002. However, the interest that ratepayers have in the Trust and its activities is understood and accordingly the Trustees have agreed to be subject to the reporting requirements and monitoring procedures of both Councils.

Objectives	Activities	Performance measures	
The role of Wellington Water is to manage the drinking water,
wastewater and stormwater services of its shareholder council owners.
Wellington Water is owned by the Hutt, Porirua, Upper Hutt and Wellington city councils, South
Wairarapa District Council and Greater Wellington Regional Council. The councils are all equal shareholders.	Provide high-quality, safe and environmentally sustainable services to shareholding councils and other customers with a focus on contracted service delivery for the operation, maintenance and ongoing development of drinking water, stormwater and wastewater assets and services, and asset management planning.	Provide a reliable water supply, wastewater and stormwater management service.
Deliver budgeted capital expenditure projects for its shareholding councils.
Deliver budgeted operating and maintenance activities for its shareholding councils.
Comply with relevant standards, legislation and resource consents.	

 	
Objectives	Activities	Performance measures	
The objectives as set out in the founding Trust Deed are:
To own, operate and maintain the Stadium as a high quality multi-purpose sporting
and cultural venue;
To provide high quality facilities to be used by rugby, cricket and other sports codes, musical, cultural and other users including sponsors, event and fixture organisers
and promoters so as to attract to the Stadium high quality and popular events for the benefit of the public of the region; and
To administer the Trust’s assets on a prudent commercial basis so that the Stadium
is a successful, financially
autonomous community asset.	Owns and operates the Stadium.
Manages the event programme and seeks opportunities
to provide a full and
balanced event calendar.
Ensures the Stadium is provided to the community for appropriate usage.
Operates the Stadium on a prudent commercial basis.	Total revenue. Event revenue. Net surplus.
Bank borrowing to total assets Capital expenditure.	

For performance measures and targets, go to the Environment section of the detailed performance information. All measures under activities 2.3, 2.4 and 2.5 are Wellington Water measures, with the exception of the measure that reads ‘residents (%) satisfied with the stormwater system’, this is measured by WCC through the annual residents monitoring survey.

For performance measures and targets, please refer to the Trust.
Note: The Wellington Regional Stadium Trust is not formally defined as a CCO. This plan for its activities is presented to recognise the interest that Wellington City ratepayers have in the Trust and its activities.

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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Financial information

Wāhanga 3 | Section 3
Financial information
Annual plan disclosure statement for year ending 30 June 2021

What is the purpose of this statement?
The purpose of this statement is to disclose the council’s planned financial performance in relation to various benchmarks to enable the assessment of whether the council is prudently managing its revenues, expenses, assets, liabilities, and general financial dealings.
The council is required to include this statement in its annual plan in accordance with the Local Government (Financial Reporting and  Prudence)
Regulations 2014 (the regulations). Refer to the regulations for more information, including definitions of some of the terms used in this statement.

(2) The council meets the balanced budget benchmark if its revenue equals or is greater than its operating expenses.
In 2020/21 the planned operating revenue is budgeted at 91% of the planned operating expenditure. This is due to some of the planned operating expenditure being initially debt funded for 3 reasons; 1) to fund the loss of fees and user charge revenue due to the COVID-19 pandemic, 2)
to fund the provision for forecast losses of CCOs due to reduced income from COVID-19, and 3) to fund operating expenditure that has a multi-year benefit, so that it can be repaid over the years of the benefit.
This benchmark does not take balance sheet funding into account, however we do have a balanced budget for operational funding as shown in the Explanation of Surplus/Deficit.
Essential services benchmark
For this benchmark, the council’s planned capital expenditure on network services is presented as a proportion of expected depreciation on network services.
The council meets the essential services benchmark if its planned capital expenditure on network services equals or is greater than expected depreciation on network services.

Debt servicing benchmark
For this benchmark, the council’s planned borrowing costs are presented as a proportion of planned revenue (excluding development contributions, financial contributions, vested assets, gains on derivative financial instruments, and revaluations of property, plant, or equipment).
Because Statistics New Zealand projects that the council’s population will grow slower than the national population growth rate, it meets the debt servicing benchmark if its planned borrowing costs equal or are less than 10% of its planned revenue.

Benchmark	Activities	Planned	Met	
1. Rates affordability benchmark				
income	Quantified limit $350m	$342.7m	Yes	
increases	Quantified increase limit $40.5m	$18.1m increase	Yes	
2. Debt affordability benchmark	Net closing debt over operating income 175%	158%	Yes	
3. Balanced budget benchmark	100%	91%	No	
4. Essential services benchmark	100%	139%	Yes	
5. Debt servicing	10%	4.8%	Yes	

Notes:
Rates affordability benchmark
For this benchmark:
the council’s planned rates income for the year is compared with a quantified limit on rates contained in the financial strategy included in the council’s long-term plan; and
the council’s planned rates increases for the year are compared with a quantified limit on rates increases for the year contained in the financial strategy included in the council’s long-term plan.
The council meets the rates affordability benchmark if:
its planned rates income for the year equals or is less than each quantified limit on rates; and
its planned rates increases for the year equal or are less than each quantified limit on rates increases.

Debt affordability benchmark
For this benchmark, the council’s planned borrowing is compared with a quantified limit on borrowing contained in the financial strategy included in the council’s long-term plan.
The council meets the debt affordability benchmark if its planned borrowing is within each quantified limit on borrowing.
Balanced budget benchmark
(1) For this benchmark, the council’s planned revenue (excluding development contributions, vested assets, financial contributions, gains on derivative financial instruments, and revaluations of property, plant, or equipment) is presented as a proportion
of its planned operating expenses (excluding losses on derivative financial instruments and revaluations of property, plant, or equipment).

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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Fees and user charges

Ngā utu kaiwhakamahi Fees and user charges

Our Revenue and Financing Policy guides our decisions on how to fund Council services. Under the policy,
we take into account who benefits from a service (individuals, parts of the community, or the community as a whole) because this helps us determine how the service should be funded. The policy sets targets for each Council activity, determining what proportion should be funded from the user charges, general rates, targeted rates and other sources of income.
Because of the unusual circumstances arising from the COVID-19 pandemic only a limited number of increases are being made to fees and charges this year, as we want

to ensure we are doing all we can to help the residents and businesses to recover. We will fund this shortfall through borrowing. This isn’t sustainable in the long- term, so there are likely to be larger fee increases in the 2021/22 year.
The areas where there will be some changes to fees and charges are:
2.2.1 Waste minimisation, disposal and recycling management.
5.1.7 Marinas

Activity 5.1.7 Marinas

Fee / Charge name

Visitor Day	Current Fee ($)

14.00	Proposed Fee ($)

15.00	Movement ($)

1.00	
Visitor Month	300.00	307.00	7.00	
Berth	2,865.00	2,928.00	63.00	
Berth (Sea Rescue Jetty)	1,684.00	1,721.00	37.00	
Boat Shed (8 to 11)	1,129.00	1,154.00	25.00	
Boat Shed (1 to 7, 12 to 32)	2,254.00	2,304.00	50.00	
Boat Shed (33 to 46)	3,375.00	3,449.00	74.00	
Dinghy Locker	337.00	344.00	7.00	
Live-Aboard fee	590.00	603.00	13.00	
Trailer Park	128.00	131.00	3.00	
Mooring	1,140.00	1,165.00	25.00	
Boat Shed (2 to 13)	2,390.00	2,443.00	53.00	
Boat Shed (14 to 27)	2,152.00	2,199.00	47.00	
Boat Shed (28, 29)	2,987.00	3,053.00	66.00	
Boat Shed (38B)	1,725.00	1,763.00	38.00	
Boat Shed (38A to 42B, 48A, 48B	2,477.00	2,531.00	54.00	
Boat Shed (43A to 47B)	2,870.00	2,933.00	63.00	
Dinghy Rack	200.00	204.00	4.00	

Activity 2.2.1 Waste minimisation, disposal and recycling management

Fee / Charge name

Commercial General Waste	Current Fee ($)

128.00	Proposed Fee ($)

138.00	Movement ($)

10.00	
Contaminated Soil	79.00	87.00	8.00	
Domestic General Waste	160.00	170.00	10.00	
Domestic Green Car + Trailer	141.80	152.00	10.20	
Domestic Green Ute + Trailer	119.00	127.00	8.00	
Domestic Car General Waste	160.00	170.00	10.00	
Domestic Car + Green Trailer	77.50	81.00	3.50	
Domestic General Car + Trailer	160.00	170.00	10.00	
Domestic General Trailer	160.00	170.00	10.00	
Domestic Ute / Van	160.00	170.00	10.00	
Domestic Ute + Green Trailer	100.40	106.50	6.10	
Domestic General Ute + Trailer	160.00	170.00	10.00	
Wet sludge / screenings	44.40	230.00	185.60	
Special Waste Type A – Asbestos	203.60	208.50	4.90	
Special Waste Type D – Other	163.50	167.40	3.90	
Sale of rubbish bags	2.50	2.75	0.25	
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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Funding impact statements – rating mechanisms

Funding impact statements

Notes
Fees and charges are expected to be lower than LTP and 2019/20 AP due to lost revenue from the impact of COVID-19.
Interest and dividends from investments are expected to be lower than LTP and 2019/20 AP due to the expected loss of the Wellington Airport Dividend.

2020/21 Annual plan Funding Impact Statement –
rating mechanisms
Rates
Rates are a property tax to fund local government activities. Rates are assessed under the Local Government (Rating) Act 2002 (the Act) on rating units in the Rating Information Database. Where rates requirements are allocated based on a rating unit’s value, the rateable value will be the capital value as assessed by the Council’s
valuation services provider. The latest city-wide revaluation was carried out as at 1 September 2018. This revaluation remains effective for the 2020/21 rating year, except where subsequent maintenance valuations have been required under valuation rules or the Council’s rating policies.
City-wide revaluations are performed every three years.
The 1 September 2018 revaluation was effective for the 2019/20 rating year and the two consecutive rating
years, 2020/21 and 2021/22 (subject again to subsequent maintenance valuations).
Policy objective:
To provide the Council with adequate income to carry out its mission and objectives.
To support the Council’s achievement of its strategic objectives.
To be simply administered, easily understood, allow for consistent application and
generate minimal compliance costs.
To spread the incidence of rates as equitably as possible by balancing the level of service provided by the Council with ability to pay and the incidence of costs in relation to benefits received.
To be neutral in that it does not encourage people to redirect activity in order to avoid its impact.
To reflect the decisions of the Council’s policies and rating reviews.
General Rates
General rates are set under section 13 of the Act on all rateable rating units in the City of Wellington.
The Council has set a general rate based on the capital value of each rating unit within the city.
The general rate is set on a differential basis, based on the use to which the land is put and/or the zoning. All rating

Payments to staff and suppliers are expected to be higher than LTP and 2019/20 AP due to increased costs to deliver existing services and to respond to earthquake and resilience issues.
The increase in debt is due to borrowing for capital expenditure, deferred rates impacts and debt funding of forecasted revenue loss for 2020/21 as a result of COVID-19.

units (or part thereof) will be classified for the purposes of general rates within one of the following differential rating categories.
Differential Rating Categories
Base Differential
The Base differential rating category shall be applied to the following rating units:
Separately rateable land used for one or more household units; excluding those properties that provide short stay (28 days or less) commercial accommodation for which a tariff is charged
Vacant land zoned residential
Land used as farmland and lifestyle blocks which is included in the rural activity area in the District Plan Farmland is defined as land used exclusively or principally for agricultural, horticultural, pastoral or silvicultural purposes, or for the keeping of bees or poultry or other livestock but excluding commercial dog kennels or catteries.
Separately rateable land occupied by a charitable organisation which is deemed by the Council to be used exclusively or principally for sporting, recreation or community purposes and that does not generate any private pecuniary benefit.
This category has a general rate differential rating factor of 1.0.

Commercial, Industrial and Business Differential
The Commercial, Industrial and Business differential rating category shall be applied to the following rating unit:
Separately rateable land used for a commercial or industrial purpose
Vacant land zoned commercial, industrial or business
Land used for offices, administrative and/or associated functions
Land used for commercial accommodation for which a tariff is charged and where the principal purpose is the provision of short stay (28 days or less) accommodation
Business-related premises used principally for private pecuniary benefit
Any rating unit not otherwise categorised within the Base Differential.

Funding impact statement for
whole of Council	2019/20
AP	2020/21
LTP	2020/21
AP	Notes	
Sources of operating funding					
General rates, uniform annual general charges, rates penalties	188,020	200,332	196,248		
Targeted rates	137,837	147,291	147,738		
Subsidies and grants for operating purposes	7,862	6,712	8,972		
Fees and charges	150,153	151,822	147,779	1	
Interest and Dividends from investments	14,659	14,921	921	2	
Local authorities fuel tax, fines, infringement fees, and other receipts	8,547	8,748	8,347		
Total operating funding (A)	507,078	529,826	510,004		

Applications of operating funding					
Payments to staff and suppliers	350,791	341,516	376,461	3	
Finance costs	24,902	38,175	25,718		
Other operating funding applications	56,764	45,692	53,671		
Total applications of operating funding (B)	432,457	425,383	455,850		
			
Surplus (deficit) of operating funding (A – B)	74,621	104,443	54,153		

Sources of capital funding					
Subsidies and grants for capital expenditure	25,993	20,136	26,112		
Development and financial contributions	2,000	2,000	2,000		
Increase (decrease) in debt	138,419	133,196	233,417	4	
Gross proceeds from sales of assets	13,000	9,500	2,000		
Lump sum contributions	0	0	0		
Total sources of capital funding (C)	179,411	164,832	263,529		

Applications of capital funding					
Capital expenditure					
to meet additional demand	1,078	2,044	7,641		
to improve the level of service	102,099	150,473	161,666		
to replace existing assets	137,275	109,331	129,823		
Increase (decrease) in reserves	13,580	7,427	18,551		
Increase (decrease) in investments	0	0	0		
Total applications of capital funding (D)	254,032	269,275	317,682		
			
Surplus (deficit) of capital funding (C–D)	(74,621)	(104,443)	(54,153)		
			
Funding balance ((A – B) + (C – D))	0	0	0		
			
Expenses for this activity grouping include
the following depreciation/amortisation charge	124,573	133,748	137,869		

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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Funding impact statements – rating mechanisms

This category has a general rate differential rating factor of 3.25.
Differential Rating Category Conditions
Differential rating 3.25:1 Commercial, Industrial and Business: Base
The differential apportionment for the Commercial, Industrial and Business differential is 3.25 times the rate per dollar of capital value payable by those properties incorporated under the Base differential.
Where a rating unit has more than one land use the rating unit may be ‘divided’ so that each part may be differentially rated based on the land use of each part.
A rating unit will be differentially rated where a division of the rating unit is established, based on the use to which the land is put and/or the zoning. A division will be established where:
a rating unit has a value of greater than $800,000 or
the minority use(s) account for more than 30 percent of the total capital value of the rating unit
If neither of these criteria are met no division will take place, and the rating category will be established on the primary use of the rating unit.
In any other case, the general rate differential is determined by principal use.
In regard to the rates attributable to a rating unit during the transition period between two differential rating categories, a ratepayer may apply for a change in rating category at any time between the lodgement of a building consent application with the Council (on the
condition that the principal prior use has ended) and the earlier of either:
The time at which the Council gives final approval of the completed works, or
The property is deemed (by the Council) to be available for its intended use.
In situations where the change in land use does not require a Council consent, but warrants a change in differential rating category, the onus is on the ratepayer to inform the Council prior to the property being utilised under the new use.
The differential rating category of all rating units must be set prior to the commencement of a rating year and will remain in place for that entire rating year.
Any change in circumstances that results in a change of differential rating category during a rating year will apply from 1 July of the following rating year.
Any property eligible for mandatory 50 percent non-rateability under Part 2, Schedule 1, of the Act, will be first classified under the appropriate general
rate differential classifications and the non-rateability applied to that rate.

Uniform Annual General Charge
The Council does not assess a uniform annual general charge.
Non-rateable Land
Non-Rateable
Any land referred to in Part 1, Schedule 1 of the Act is non-rateable with the exception of targeted rates solely for sewerage and water where the service is provided.
50 Percent Non-Rateable
All land referred to in Part 2, Schedule 1 of the Act is 50 percent non-rateable in respect of the rates that apply, with the exception of targeted rates for sewerage and water for which the land is fully rateable if the service is provided.
Targeted Rates
Targeted rates are set under section 16, 17, 18 and 19, and schedules 2 and 3 of the Act.
The Council has not adopted any lump sum contribution schemes under part 4A of the Act in respect of
its targeted rates, and will not accept lump sum contributions in respect of any targeted rate.
The differential rating categories described above are unitised and referred to in a number of targeted rates.
Sewerage Targeted Rate
Targeted sewerage rates are to be apportioned 60 percent:40 percent of rates between properties incorporated under the Base differential and the Commercial, Industrial and Business differential in accordance with the Revenue and Financing Policy.
This rate is set to pay for the cost of the provision and maintenance of the sewage collection and disposal network, and sewage treatment facilities for the city.
This rate is assessed on all rating units connected to the public sewerage drain.
For the purposes of these rates the sewage collection, and disposal and treatment service is treated as being provided to a rating unit if the rating unit is connected to a public sewerage drain (either directly or indirectly), irrespective of whether the property is considered
fully rateable or is mandatory non-rateable or 50 percent non-rateable under Schedule 1 of the Act.
Sewerage targeted rate is calculated as follows:
For rating units incorporated in the Commercial, Industrial and Business differential rating category:
A rate per dollar of capital value on all rating units connected to a public sewerage drain, to collect 40 percent of the required rates funding, after having deducted the total dollar amount budgeted to be collected through Trade Waste Charges (excluding consent fees).
For rating units incorporated in the Base differential rating category:

A fixed amount per annum per rating unit, plus a rate per dollar of capital value on all rating units connected to a public sewerage drain, to collect 60 percent of the required rate funding.
Water Targeted Rate
A targeted rate for water is to be apportioned with the aim of achieving a 60 percent:40 percent split between properties incorporated under the Base differential rating category and the Commercial, Industrial and Business
differential rating category in accordance with the Revenue and Financing Policy.
This rate is set to pay for the provision and maintenance of water collection and treatment facilities, the water distribution network and water conservation for the city.
This rate is assessed on all rating units connected to the public water supply.
For the purposes of these rates, the water service is treated as being provided to a rating unit if the rating unit is connected to the public water supply (either directly
or indirectly), irrespective of whether the property is considered fully rateable or is mandatorily non-rateable or 50 percent non-rateable under Schedule 1of the Act.
Water targeted rate is calculated as follows:
For rating units incorporated in the Commercial, Industrial and Business differential rating category, either:
consumption unit rate per cubic metre of water used for all rating units connected to the public water supply with a water meter installed, plus a fixed amount per annum per rating unit.
or
A rate per dollar of capital value on all rating units connected to the public water supply, without a water meter installed.
For rating units rated incorporated in the Base differential rating category, either:
A consumption unit rate per cubic metre of water used for all rating units connected to the public water supply with a water meter installed, plus a fixed amount per annum per rating unit.
or
A fixed amount per annum per rating unit, plus a rate per dollar of capital value on all rating units connected to the public water supply without a water meter installed.
Stormwater Targeted Rate
A targeted stormwater rate is to be apportioned 77.5 percent to the non-rural rating units incorporated under the Base differential and 22.5 percent to the non-rural rating units incorporated under the Commercial, Industrial and Business differential in accordance with the Revenue and Financing Policy.

This rate is set to pay for the provision and maintenance of the stormwater collection/disposal network for the city.
Properties classified in the rural area in the Council’s District Plan are excluded from the liability of this rate.
Stormwater targeted rate is calculated as follows:
For the Commercial, Industrial and Business differential rating category:
A rate per dollar of rateable capital value to collect
22.5 percent of the required rates funding.
For the Base differential rating category:
A rate per dollar of rateable capital value to collect
7.5 percent of the required rates funding.
Base Sector Targeted Rate
This rate is set to pay for activities where the Council’s Revenue and Financing Policy identifies that the benefit can be attributed to properties incorporated under the Base differential rating category.
This incorporates the following activities:
100 percent of the facilitation of cultural grants, facilitation of recreation partnerships and community advocacy activities.
95 percent of the provision of community centres and halls activities.
This rate is assessed on all properties incorporated in the Base differential rating category and is calculated on a rate per dollar of rateable capital value.
Commercial Sector Targeted Rate
This rate is set to pay for activities where the Council’s Revenue and Financing Policy identifies that the benefit can be attributed to properties incorporated in the Commercial, Industrial and Business differential rating category.
This incorporates the following activity:
Approximately 30 percent of the cost of the Wellington Regional Economic Development Agency (WREDA) and Venues. This is the equivalent of 100 percent funding of the events attraction and support activity within WREDA.
This rate is assessed on all properties incorporated in the Commercial, Industrial and Business differential rating category and is calculated on
a rate per dollar of rateable capital value.

68	69

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Funding impact statements – rating mechanisms

Downtown Targeted Rate
This rate is set to pay for tourism promotion.
This incorporates the following activities:
50 percent of the cost of the Wellington Regional Economic Development Agency (WREDA) and Venues activities
40 percent of the cost of the Wellington Convention Centre activity
70 percent of the visitor attractions activity
25 percent of galleries and museums activity.

This rate is assessed on all properties incorporated in the Commercial, Industrial and Business differential rating category in the downtown area and is calculated on a rate per dollar of rateable capital value. For the purposes of this rate, the downtown area refers to the area as described by the Downtown Area map as follows:

Tawa Driveways Targeted Rate
This rate is set to pay for the maintenance of a specified group of residential access driveways in the suburb of Tawa, overseen by the Council.
This rate is assessed on a specific group of rating units that have shared access driveway that are maintained by Council in the former Tawa Borough.
The rate is calculated at a fixed amount per annum per rating unit.

Miramar Business Improvement District Targeted Rate This rate is set by Council to fund the Business Improvement District activities of Enterprise Miramar Peninsula Incorporated.
This rate is set is on all rating units within the Miramar Business Improvement District (see map) which are subject to the Commercial, Industrial and Business differential rating category.
This rate is calculated as a fixed amount per rating unit, plus a rate per dollar of rateable capital value.

Se

e

a

ights

Downtown Targeted Rate Area

Upland Road

Oriental Parade

Aro Street

Centennial Park

Miramar BID Boundary
BID Properties

Carter Park

David Farrington Park

MAUPUIA

Miramar Park

Wors

Polo Ground

MIRAMAR

1

Wilberforce Street Play Area

70	71

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Funding impact statements – rating mechanisms

Khandallah Business Improvement District Targeted Rate This rate is set by Council to fund the Business Improvement District activities of the
Khandallah Village Business Association.
This rate is assessed on all rating units within the Khandallah Business Improvement District (see map) which are subject to the Commercial, Industrial and Business differential rating category.
This rate is calculated as a rate per dollar of rateable capital value.

Kilbirnie Business Improvement District Targeted Rate
This rate is set by Council to fund the Business Improvement District activities of the Kilbirnie Business Network.
This rate is set on all rating units within the Kilbirnie Business Improvement District (see map) which are subject to the Commercial, Industrial and Business differential rating category.
This rate is calculated as a fixed amount per rating unit, plus a rate per dollar of rateable capital value.

Khandallah BID Boundary
BID Properties
Lo
ch
ie            l Rd
res
Rd	AgraC
ayne
Cock	R
d
n o
s  l
o
h	Lo
c	G	ch
i	a
N	ng	ie
es	l
Rd
Rd

L
o  c h
i  e
l
d
R	R
d
n o
s  l
o h  c
N	St
i
Dekka
KHANDALLAH

tSt     es
Nichols	er
e	onRd	Ev
Av	d
R
ha	d	G
ut	o	a
Cl	w	ng
o
or	es
T	R
d

Rd

n  r    i
b  l    i
K

Kilbirnie Park
St

Khandallah BID Boundary BID Properties

Kilbirnie BID Boundary BID PropeKrtilibeirsnie Park
1

Evans Bay Park

1

KHANDALLAH

Kilbirnie Shopping Centre
KILBIRNIE

72	73

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Funding impact statements – rating mechanisms

Tawa Business Improvement District Targeted Rate
This rate is set by Council to fund the Business Improvement District activities of the Tawa Business Network.
This rate is assessed on all rating units within the Tawa Business Improvement District area (see map) which are subject to the Commercial, Industrial and Business differential rating category.
This rate is calculated as a fixed amount per rating unit, plus a rate per dollar of rateable capital value.

Karori Business Improvement District Targeted Rate
This rate is set by Council to fund the Business Improvement District activities of the Karori Business Association.
This rate is assessed on all rating units within the Karori Business Improvement District area (see map) which are subject to the Commercial, Industrial
and Business differential rating category.

W

Karori BID Boundary
BID Properties

scent e

KARORI

Oldershaw Block

Waghorn Block
Akoi Pai Marae

Theatre Block & Dance Studio

Prefab1

Service Workshop

P

This rate is calculated as a rate per dollar of rateable capital value.

Tawa BID Boundary
BID Properties

Woodman Drive Extension Reserve

Tawa Station

1

TAWA

Lyndhurst Park

Pikitanga Reserve

Takapu Roa Reserve

Redwood Park

Willowbank Reserve

GRENAD NORTH

Takapu Road Station

1

Grenad
Pa

d

74	75

Wellington City Council

Mahere a-Tau | Annual Plan 2020/21

Funding impact statements – rating mechanisms

2020/21 Funding Impact Statement – Rates Funding Statement (excluding GST)

Rate	Category	Factor	Differential Charge Type

Total Value of Factor

Rate/ charge*

Rates yield GST Exclusive

Rate	Category	Factor	Differential Charge Type

Total Value of Factor

Rate/ charge*

Rates yield GST Exclusive

Downtown targeted rate

Commercial, Industrial & Business

Capital Value	Commercial, industrial
& business differential located in the downtown area

$9,721,545,000	¢0.123540	$12,009,997

General Rate	Base	Capital Value	Base differential	$59,229,230,000	¢0.183612	$108,751,974

Tawa driveways targeted rate

Base	Fixed amount / rating unit

Shared residential access driveways

254 properties	$133.33	$33,866

Commercial, Industrial & Business

Capital Value	Commercial, industrial
& business differential

$14,451,790,000	¢0.596784	$86,245,970

maintained by Council in the suburb of Tawa (extent of provision of
service)

Total	$194,997,944

Karori Business

Commercial,

Capital Value	Commercial, industrial

$55,438,000	¢0.108229	$60,000

Sewerage targeted rate

Fixed amount / rating unit

Base differential per connection status

69388 properties	$116.36	$8,073,988

Improvement District

Industrial & Business

& business differential located in the Karori

Base	Capital Value	Base differential per
connection status

$62,462,652,000	¢0.033350	$8,073,988

targeted rate

Business Improvement District area

Commercial, Industrial & Business

Capital Value	Commercial, industrial
and business differential per connection status

$12,314,322,000	¢0.150849	$18,576,032

Khandallah Business Improvement District targeted rate

Commercial, Industrial & Business

Capital Value	Commercial, industrial
& business differential located in the Khandallah Business Improvement District

$17,325,000	¢0.115440	$20,000

Total	$47,481,314

area

Water targeted rate

Base	Fixed amount / rating unit

Base differential
per connection status without a water meter

61078 properties	$189.39	$11,567,481

Kilbirnie Business Improvement District

Commercial, Industrial & Business

Fixed amount / rating unit

Commercial, industrial & business differential located in the Kilbirnie Business Improvement

105 properties	$500.00	$52,500

Capital Value	Base differential per
connection status without a water meter

$51,452,461,000	¢0.037975	$19,539,072

targeted rate

District area
Capital Value	Commercial, industrial

Base	Consumption unit charge	Base differential per connection status with a water meter	n/a	$2.776 / m3	$742,821			located in the Kilbirnie
District area		
	Fixed amount /	Base differential per	n/a	$153.93	$99,593		Total		$80,000	

& business differential
Business Improvement

$168,517,000	¢0.016319	$27,500

rating unit

connection status with a water meter

Tawa Business Improvement

Commercial, Industrial &

Fixed amount / rating unit

Commercial, industrial & business differential

72 properties	$520.00	$37,440

Capital Value	Commercial, industrial
and business differential per connection status without a water meter

$692,728,000	¢0.430761	$2,984,002

District targeted rate

Business

located in the Tawa Business Improvement District area

Capital Value	Commercial, industrial

$116,625,000	¢0.049355	$57,560

Consumption unit charge

Fixed amount / rating unit

Commercial, industrial and business differential per connection status with a water meter
Commercial, industrial and business

n/a	$2.776 / m3	$17,827,699

n/a	$153.93	$487,035

& business differential located in the Tawa Business Improvement District area

Total	$95,000

Miramar Business Commercial,	Fixed amount /	Commercial, industrial	122 properties	$365.00	$44,530

differential per connection status with a

	Total					$53,247,703		Capi	tal Value	Commercial, industrial	$267,286,000	¢0.015889	$42,470	
Stormwater targeted rate	Base	Capital Value	Base differential (excluding land defined in the rural activity area)	$58,484,264,000	¢0.029071	$17,001,960			& business differential
Business Improvement		
	Commercial,	Capital Value	Commercial, industrial	$12,831,244,000	¢0.038469	$4,936,051		Total		$87,000	

water meter

Improvement District targeted rate

Industrial & Business

rating unit

& business differential located in the Miramar Business Improvement District area

Industrial & Business

and business differential (excluding land defined in the rural activity area)

located in the Miramar District area

Total rates requirement (excluding GST)	$342,735,610

Base sector targeted rate

Total	$21,938,012
Base	Capital Value	Base differential	$59,287,973,000	¢0.013741	$8,146,760

* Note

Commercial sector targeted rate

Commercial, Industrial & Business

Capital Value	Commercial, industrial
& business differential

$14,380,830,000	¢0.031556	$4,538,015

When rates for 2020/21 are assessed, GST will be applied to the final rates. The total rates requirement includes rates remissions but excludes rates penalties which are budgeted separately.
The total rates requirement (excluding GST) differs from the revenue from rates in Forecast Statement of Comprehensive Revenue and Expense as the revenue from rates includes penalties not included in this statement.

76	77

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Financial Statements

	Commercial	Base	Total	Commercial	Base	Total	
General Rate	$86,245,970	$108,751,974	$194,997,944	4.1%	4.7%	4.4%	
Sector Targeted	$4,538,015	$8,146,760	$12,684,775	-17.5%	6.6%	-3.5%	
Downtown Targeted	$12,009,997	–	$12,009,997	-11.5%	0.0%	-11.5%	
Water	$21,298,736	$31,948,967	$53,247,703	13.2%	13.2%	13.2%	
Sewerage	$18,576,032	$28,905,282	$47,481,314	9.4%	5.6%	7.1%	
Storm Water	$4,936,051	$17,001,960	$21,938,012	13.0%	13.0%	13.0%	
BIDs and Tawa Driveways	$342,000	$33,866	$375,866	2.1%	0.4%	1.9%	
Total	$147,946,800	$194,788,810	$342,735,610	3.9%	6.9%	5.6%	
Sector Growth				0.4%	0.7%	0.5%	
Rates increase per				3.5%	6.2%	5.1%	

Rates Increases

2020/21 Annual Plan	Year on Year % Increase

Financial statements

Forecast Statement of Comprehensive
Revenue and Expense For the year 2020/21	LTP 2020/21
$000
Revenue
Rates	347,623
Revenue from operating activities
Development contributions	2,000
Grants, subsidies and reimbursements	26,849
Other operating activities	148,254
Investments revenue	26,123
Fair value gains	5,408
Other revenue	1,100
Finance revenue	13	Annual Plan	Variance	
	2020/21	to LTP	
	$000	$000	
	
343,988	
(3,635)	
	2,000		
	34,334	7,485	
	144,229	(4,025)	
	11,705	(14,418)	
	6,075	667	
	1,850	750	
	13	–	
Total Revenue	557,370	544,193	(13,177)	

Expense			
Finance expense	38,175	25,718	(12,457)	
Expenditure on operating activities	387,208	430,131	42,923	
Depreciation and amortisation expense	133,748	137,869	4,121	
T otal Expense	559,131	593,717	34,586	
Total operating surplus/(deficit)	(1,761)	(49,524)	(47,763)	
Share of equity accounted surplus from associates and jointly controlled entity			
Net surplus before taxation	(1,761)	(49,524)	(47,763)	
Income tax expense	–	–	–	
Net Surplus	(1,761)	(49,524)	(47,763)	
Other comprehensive revenue and expense	-
Items that will not be reclassified to surplus/(deficit)
Revaluations:
Fair value movement – property, plant and equipment – net	62,166 Cash flow hedges:
Fair value movement – net
Fair value through other comprehensive income Fair value movement – financial assets – net	

86,710	

24,544	
Total other comprehensive revenue and expense	62,166	86,710	24,544	
Total Comprehensive Revenue and Expense	60,405	37,186	(23,219)	

sector after growth
Indicative rates
The following table shows the indicative residential and commercial property rates inclusive of GST for a selection of billing categories, based on the 2020/21 budget:

Indicative residential property rates inclusive of gst
(for properties without a water meter)

Indicative suburban commercial property rates inclusive of gst
(for properties with a water meter)*

Indicative downtown commercial property rates inclusive of gst
(for properties with a water meter)*

Capital Values	2020/21
Total Rates Incl. GST	% Increase
after growth		Capital Values	2020/21
Total Rates Incl. GST	% Increase
after growth		Capital Values	2020/21
Total Rates Incl. GST	% Increase
after growth	
$	$	%		$	$	%		$	$	%	
400,000	1,721	5.19%		1,000,000	9,580	5.99%		1,000,000	11,001	0.95%	
500,000	2,064	5.12%		1,250,000	11,931	5.96%		1,250,000	13,707	0.91%	
600,000	2,406	5.08%		1,500,000	14,282	5.94%		1,500,000	16,413	0.89%	
700,000	2,748	5.04%		1,750,000	16,632	5.92%		1,750,000	19,119	0.88%	
800,000	3,091	5.02%		2,000,000	18,983	5.91%		2,000,000	21,825	0.86%	
900,000	3,433	4.99%		2,250,000	21,334	5.90%		2,250,000	24,531	0.85%	
1,000,000	3,776	4.98%		2,500,000	23,685	5.90%		2,500,000	27,236	0.85%	
1,100,000	4,118	4.96%		2,750,000	26,035	5.89%		2,750,000	29,942	0.84%	
1,200,000	4,461	4.95%		3,000,000	28,386	5.89%		3,000,000	32,648	0.84%	
1,300,000	4,803	4.94%		3,250,000	30,737	5.88%		3,250,000	35,354	0.83%	
1,400,000	5,145	4.93%		3,500,000	33,088	5.88%		3,500,000	38,060	0.83%	
1,500,000	5,488	4.92%		3,750,000	35,439	5.88%		3,750,000	40,766	0.82%	
1,600,000	5,830	4.91%		4,000,000	37,789	5.87%		4,000,000	43,472	0.82%	
1,700,000	6,173	4.91%		4,250,000	40,140	5.87%		4,250,000	46,178	0.82%	
1,800,000	6,515	4.90%		4,500,000	42,491	5.87%		4,500,000	48,884	0.82%	
1,900,000	6,857	4.90%		4,750,000	44,842	5.87%		4,750,000	51,590	0.82%	
2,000,000	7,200	4.89%		5,000,000	47,192	5.87%		5,000,000	54,296	0.81%	

* Excludes water by consumption which are charged based on consumption

Projected property information		
Projected property information at 30 June 2020		
Rating Units	79,811	
Capital Value	$79,212,774,801	
Land value	$40,577,365,501	

78		

79

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Financial Statements

Prospective Statement of	LTP 2020/21	Annual Plan 2020/21	Variance to LTP	
Financial Position For the year 2020/21	$000	$000	$000	
Assets			
Current assets			
Cash and cash equivalents	298	4,767	4,469	
Investments	0	120,000	120,000	
Other financial assets	14,320	–	(14,320)	
Receivables and recoverable	52,765	55,488	2,723	
Prepayments	–	17,179	17,179	
Inventories	1,012	998	(14)	
Total current assets	68,395	198,433	130,038	
Non-current assets				
Other financial assets	18,151	14,844	(3,307)	
Intangibles	37,237	34,178	(3,059)	
Investment properties	251,241	270,225	18,984	
Property, plant & equipment	7,667,490	7,713,969	46,479	
Investment in controlled entities	5,071	5,071	0	
Investment in associates and jointly controlled entities	19,465	19,465	0	
Total non-current assets	7,998,655	8,057,752	59,097	

Total Assets	
8,067,050	
8,256,185	
189,135	

Liabilities				
Current liabilities				
Derivative financial liabilities	0	985	985	
Exchange transactions and transfers payable	76,981	57,135	(19,846)	
Revenue in advance	14,920	13,749	(1,171)	
Borrowings	126,500	132,000	5,500	
Employee benefit liabilities and provisions	4,131	4,597	466	
Provision for other liabilities	8,884	10,237	1,353	
Total current liabilities	231,416	218,703	(12,713)	

Non-current liabilities				
Derivative financial liabilities	–	67,153	67,153	
Exchange transactions and transfers payable	630	231	(399)	
Borrowings	744,561	847,445	102,884	
Employee benefit liabilities	1,384	1,156	(228)	
Provisions for other liabilities	17,388	29,643	12,255	
Total non-current liabilities	763,963	945,628	181,665	
			
Total Liabilities	995,379	1,164,330	168,951	

Equity			
Accumulated funds and retained earnings	5,111,693	4,994,275	(117,418)	
Revaluation reserves	1,945,782	2,145,774	199,992	
Hedging reserve	(68,138)	(68,138)	
Fair value through other comprehensive revenue and expense reserve	2,888	4,290	1,402	
Restricted funds	11,308	15,654	4,346	
Total Equity	7,071,671	7,091,855	20,184	
Total Equity and Liabilities	8,067,050	8,256,185	189,135	

Prospective Statement of	LTP 2020/21	Annual Plan 2020/21	Variance to LTP	
Changes in Equity For the year 2020/21	$000	$000	$000	
Equity – opening balances				
Accumulated funds and retained earnings	5,114,243	5,044,588	(69,655)	
Revaluation reserves	1,883,616	2,059,064	175,448	
Hedging reserve	–	(68,138)	(68,138)	
Fair value through other comprehensive revenue and expense reserve	2,888	4,290	1,402	
Restricted funds	10,519	14,865	4,346	
Total Equity – opening balances	7,011,266	7,054,669	43,403	

Changes in Equity			
Retained earnings			
Net surplus for the year	(1,761)	(49,524)	(47,763)	
Transfer to restricted funds	2,621	2,547	(74)	
Transfer from restricted funds	(3,410)	(3,336)	74	
Transfer from revaluation reserves	-	-	-	
Transfer to revaluation reserves	-	-	-	
	-	-	
Revaluation reserves		-	
Fair value movement – property, plant and equipment – net	62,166	86,710	24,544	
		-	
Transfer to retained earnings		-	

Hedging reserve		-	
Movement in hedging reserve			
		-	
Fair value through other comprehensive revenue and expense reserve		-	
Movement in fair value		-	
		-	
Restricted Funds			
Transfer to retained earnings	(2,621)	(2,547)	74	
Transfer from retained earnings	3,410	3,336	(74)	
Total comprehensive revenue and expense	60,405	37,186	(23,219)	
Net Equity – Closing Balances			
Accumulated funds and retained earnings	5,111,693	4,994,275	(117,418)	
Revaluation reserves	1,945,782	2,145,774	199,992	
Hedging reserve	-	(68,138)	(68,138)	
Fair value through other comprehensive revenue and expense reserve	2,888	4,290	1,402	
Restricted funds	11,308	15,654	4,346	
Total Equity – closing balances	7,071,671	7,091,855	20,184	

80	81

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Financial Statements

Prospective Statement	LTP 2020/21	Annual Plan 2020/21	Variance to LTP	
of Cash Flows For the year 2020/21	$000	$000	$000	
Cash flows from operating activities			
Receipts from rates – Council	345,825	344,102	(1,723)	
Receipts from rates – Greater Wellington Regional Council	72,095	71,540	(555)	
Receipts from activities and other income	151,950	145,989	(5,961)	
Receipts from grants and subsidies – operating	(787)	8,972	9,759	
Receipts from grants and subsidies – capital	27,636	28,112	476	
Receipts from investment property lease rentals	11,215	10,797	(418)	
Cash paid to suppliers and employees	(342,870)	(325,628)	17,242	
Rates paid to Greater Wellington Regional Council	(72,095)	(71,540)	555	
Grants paid	(45,427)	(53,485)	(8,058)	
Net GST (paid) / received			
Net cash flows from operating activities	147,542	158,859	11,317	
	-		
Cash flows from investing activities	-	-	
		-	
Dividends received	14,908	908	(14,000)	
Interest received	13	13	-	
Proceeds from sale of investment properties	–	-	-	
Proceeds from sale of property, plant and equipment	9,500	-	(9,500)	
Increase in investments	-	-	-	
Loan advances made	-	-	-	
Purchase of investment properties	(7,641)	(9,508)	(1,867)	
Purchase of Intangibles	(257,195)	(280,115)	(22,920)	
Purchase of property, plant and equipment	14,908	908	(14,000)	
Net cash flows from investing activities	(240,415)	(288,702)	(48,287)	

Cash flows from financing activities	

277,149
(125,000)
(25,718)	

18,951
- 14,588	
New borrowings	258,198
Repayment of borrowings	(125,000)
Interest paid on borrowing	(40,306)			
Net cash flows from financing activities	92,892	126,431	33,539	

Net increase/(decrease) in cash and cash equivalents	
19	
(3,412)	
(3,431)	
Cash and cash equivalents at beginning of year	279	8,179	7,900	
Cash and cash equivalents at end of year	298	4,767	4,469	

Prospective statement of changes in restricted funds for the period ended 2020/21

Opening balance 2020/21
$000

Deposits

$000

Expenditure

$000

Closing balance 2020/21
$000

Purpose

Special reserves and funds
Reserve purchase and development fund	
–	
–	
–	
–	
City growth fund	–	–	–	–	
Other funds	3,189	1,750	(1,750)	3,189	
Insurance reserve	11,198	1,564	(782)	11,980	
 		
Total special reserves and funds	14,387	3,314	(2,532)	15,169	

Trusts and bequests					
A Graham Trust	4	-	-	4	
A W Newton Bequest	362	17	(15)	364	
E A McMillan Estate	6	-	–	6	
E Pengelly Bequest	17	1	–	18	
F L Irvine Smith Memorial	8	1	–	9	
Greek NZ Memorial Association	5	1	–	6	
Kidsarus 2 Donation	4	-	–	4	
Kirkcaldie and Stains Donation	17	-	–	17	
QEII Memorial Book Fund	23	1	–	24	
Schola Cantorum Trust	8	1	–	9	
Terawhiti Grant	10	-	–	10	
Wellington Beautifying Society Bequest	14	-	–	14	
Total trusts and bequests	478	22	(15)	485	
Total restricted funds	14,865	3,336	(2,547)	15,654	

Used to purchase and develop reserve areas within the city.

Allows the Council to meet the uninsured portion
of insurance claims

For the upkeep of a specific area of Karori Cemetery
For the benefit of art (Fine Arts Wellington), education (technical and other night schools) and athletics (rowing)
For the benefit of the public library
For the purchase of children’s books
For the purchase of books for the Khandallah Library
For the maintenance and upgrade of the memorial
For the purchase of children’s books
For the beautification of the BNZ site
For the purchase of books on the Commonwealth
For the purchase of musical scores
To be used on library book purchases
To be used on library
 	    book purchases

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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Financial Statements

Explanation of surplus/deficit		
The following are items that are presented in the Prospective		
	$000	
Operational expenditure items identified as equitable to be funded through other funding mechanisms		
Let’s Get Wellington Moving – defer funding	(8,839)	
Shelly Bay Grantw	(3,000)	
Convention and Exhibition Centre construction phase	(2,865)	
3 Waters	(2,985)	
Revenue & Financing Policy Non-Compliance	(22,473)	
Wellington International Airport Ltd Dividend	(14,000)	
Underground Market Closure	(20)	
Chaffer Marina capital contribution	(42)	
Clyde Quay Wharf Sinking Fund	(115)	
CCO Covid Response Support	(5,000)	
Library Te Awe relocation	(135)	
Patent Slip Jetty Demolition	(170)	
ASB Sports Centre Floor	(145)	
Petone to Ngauranga Cycleway Grant	(2,500)	
Fair value movement on investment property revaluation (per Fin Perf)	6,075	
	(56,214)	
Total additional items	(50,272)	
		
Total Deficit	(49,524)	

Explanation of surplus/deficit		
The following are items that are presented in the Prospective		
	$000	
Balanced Budget	0	

Depreciation not funded by rates:
NZTA Transport funded projects	
(15,350)	
General	(50)	
Moa Point sewerage treatment plant	-	
Decommissioned Living Earth joint venture plant	(223)	
Wellington Waterfront Limited Depreciation	(2,922)	
Civic Campus	(278)	
Total depreciation not funded by rates	(18,824)	

Revenue received for capital purposes:		
Funding received from external parties for major capital expenditure projects
NZTA capital funding	
25,362	
Development contributions	2,000	

Statement of Comprehensive Revenue and Expense but do not offset rates.	Statement of Comprehensive Revenue and Expense but do not offset rates.

Bequests, trust and other external funding	2,241
Total Revenue received for capital purposes	29,603	

Ring fenced operations (no rates impact):
Housing ring-fenced surplus (deficit)	

(6,140)	
Waste Minimisation surplus (deficit)	59	
Total Ring fenced operations	(6,081)	

Items funded from prior year surpluses:		
City Growth Fund	(1,750)	
Civic Campus	(2,200)	
Total items funded from prior year surplus	(3,950)	

Prior year expenditure and provisions funded in current year		

Additional operational impacts:		
Prior year expenditure and provisions funded in current year
Weathertight Homes funding	
3,950	
Ngauranga to Airport Contribution to NZTA	130	
Cable car	125	
Technology Infrastructure and Software	481	
Alex Moore Park	55	
Technology One System–	221	
Temporary Libraries	500	
Stadium funding	400	
Toitu Poneke	80	
	5,942	

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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Summary of accounting policies

Summary of accounting policies

Subsequent actual results may differ from these estimates and these variations may be material.
The estimates and assumptions are reviewed on an ongoing basis and adjustments are made where necessary.
Judgements that have a significant effect on the financial statements and estimates with a significant risk of material adjustment in the next year are discussed in the relevant notes. Significant judgements and estimations

Rates
Rates are set annually by resolution from the Council and relate to a particular financial year. All ratepayers are invoiced within the financial year for which the rates have been set. Rates revenue is recognised in full as at the date when rate assessment notices are sent to the ratepayers. Rates are a tax as they are payable under the Local Government Ratings Act 2002 and are therefore defined as non-exchange.

The following indicative financial statements show the 2020/21 financial year’s income and expenditure, and financial position.
Balanced budget
The Council operates a “balanced budget”.
This means that rates only fund what is required to pay for the services delivered each year.
Note that the prospective statement of comprehensive financial performance shows a surplus, mainly
because revenue received for capital expenditure is required to be shown as income (operating).
So although there is a net surplus because of the accounting treatment, the Council does not budget or rate to make an operating profit.
The capital funding that is the primary cause of the ‘surplus’ mainly comes from third parties like the New Zealand Transport Agency (NZTA) for roads.
The capital expenditure that this pays for is shown as changes in assets/equity and in the statement of financial position.
The Funding and Financial Statements attached are based on the project and programmes outlined and are informed by the Financial Strategy
and significant forecasting assumptions.
Reporting entity
Wellington City Council is a territorial local authority governed by the Local Government Act 2002.
The primary objective of the Council is to provide goods or services for community or social benefits rather than making a financial return. As a defined public entity under the Public Audit Act 2001, for the purposes of financial reporting, the Council is audited by the Auditor General, and is classed as a Public Sector Public Benefit Entity.
These draft prospective financial statements are for Wellington City Council (the Council) as a separate legal entity. Consolidated prospective financial statements comprising the Council and its controlled entities (subsidiaries), joint ventures and associates have not been prepared.
Basis of preparation
Statement of compliance
The draft prospective financial statements have been prepared in accordance with the requirements of
the Local Government Act 2002, which includes the requirement to comply with New Zealand Generally Accepted Accounting Practice (NZ GAAP).

The draft prospective financial statements have been prepared to comply with Public Benefit
Entity Accounting Standards (PBE Standards) for a Tier 1 entity. A Tier 1 entity is defined as being either
publicly accountable or large (ie expenses over $30m).
The reporting period for these prospective financial statements is the one year period ending 30 June 2021. The prospective financial statements are presented in New Zealand dollars, rounded to the nearest thousand ($000), unless otherwise stated.
The accounting policies set out below have been applied consistently to all periods presented in these prospective financial statements.
Measurement base
The measurement basis applied is historical cost, modified by the revaluation of certain assets and liabilities as identified in this summary of significant accounting policies. The accrual basis of accounting has been used unless otherwise stated.
For the assets and liabilities recorded at fair value, fair value is defined as the amount for which an item could be exchanged, or a liability settled, between knowledgeable and willing parties in an arm’s-length transaction. For investment property, non-current assets classified as held for sale and items of property, plant and equipment which are revalued, the fair value is determined by reference to market value. The market value of a property is the estimated amount for which a property could be exchanged on the date of valuation between a willing buyer and a willing seller in an arm’s-length transaction.
Amounts expected to be recovered or settled more than one year after the end of the reporting period are recognised at their present value. The present value of the estimated future cash flows is calculated using applicable inflation factors and a discount
rate. The inflation rates used and the discount rate for forecast the long-term cost of borrowing are as per the “Significant forecasting assumptions” which are disclosed in the Long-term Plan 2018-28.
Judgements and estimations
The preparation of prospective financial statements using PBE accounting standards requires the use
of judgements, estimates and assumptions. Where material, information on the main assumptions is provided in the relevant accounting policy.
The estimates and assumptions are based on historical experience as well as other factors that are believed to be reasonable under the circumstances.

include landfill post-closure costs, asset revaluations,
impairments, certain fair value calculations and provisions.
Revenue
Revenue comprises rates, revenue from operating activities, investment revenue, gains, finance and other revenue and is measured at the fair value
of consideration received or receivable.
Revenue may be derived from either exchange or non-exchange transactions.
Revenue from exchange transactions
Revenue from exchange transactions arises where the Council provides goods or services to another entity or individual and directly receives approximately equal value in a willing arm’s length transaction (primarily in the form of cash in exchange).
Revenue from non-exchange  transactions
Revenue from non-exchange transactions arises from transactions that are not exchange transactions.
Revenue from non-exchange transaction arises when the Council receives value from another party without giving approximately equal value directly in exchange for the value received.
An inflow of resources from a non-exchange transaction recognised as an asset, is recognised as revenue, except to the extent that a liability is also recognised in respect of the same inflow.
As the Council satisfies a present obligation recognised as a liability in respect of an inflow of resources from
a non-exchange transaction recognised as an asset, it reduces the carrying amount of the liability recognised and recognises an amount of revenue equal to that reduction.
Approximately equal value
Approximately equal value is considered to reflect a fair or market value, which is normally commensurate with an arm’s length commercial transaction between a willing buyer and willing seller. Some goods or services that the Council provides (e.g. the sale of goods at market rates) are defined as being exchange transactions. Only a few services provided by the Council operate on a full user pays, cost recovery or breakeven basis and these are considered to be exchange transactions unless they are provided at less than active and open market prices.
Most of the services that the Council provides for a fee are subsidised by rates and therefore do not constitute an approximately equal exchange. Accordingly most of the Council’s revenue is categorised as non-exchange.
Specific accounting policies for major categories of revenue are outlined below:

Water rates by meter are regulated in the same way as other rates and are taxes that use a specific charging mechanism to collect the rate. However, as the water rates charged are primarily based on a per unit of consumption basis , they are considered to be more in the nature of
an exchange transaction. Revenue from water rates is recognised on an accrual basis, based on usage.
Operating activities
The Council undertakes various activities as part of its normal operations, some of which generate revenue, but generally at below market rates. The following categories (except where noted) are classified as transfers, which are non-exchange transactions other than taxes.
Grants, subsidies and reimbursements
Grants and subsidies are recognised as revenue immediately except to the extent a liability is also recognised in respect of the same grant or subsidy.
A liability is recognised when the grant or subsidy received are subject to a condition such that the Council has the obligation to return those funds received in
the event that the conditions attached to them are breached. As the Council satisfies the conditions, the carrying amount of the liability is reduced and an equal amount is recognised as revenue.
Reimbursements are recognised upon entitlement, which is when conditions relating to the
eligible expenditure have been fulfilled.
Development contributions
Development contributions are recognised as revenue when the Council provides, or is able to provide, the service for which the contribution was charged. In the event that the Council is unable to provide the service immediately,
or the development contribution is refundable, the Council will recognise an asset and a liability and only recognise revenue when the Council has met the obligation for which the development contribution was charged.
Rendering of services
Revenue considered to be from exchange transactions is recognised by reference to the stage of completion of the transaction at the reporting date.
Revenue from the rendering of services where the service provided is non-exchange is recognised when the transaction occurs to the extent that a liability is not also recognised.
Fines and penalties
Revenue from fines and penalties (e.g. traffic and parking infringements, library overdue book fines, rates penalties) is recognised when infringement notices are issued or when the fines/penalties are otherwise imposed.

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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Summary of accounting policies

Sale of goods
The sale of goods is classified as exchange revenue. Sale of goods is recognised when products are sold to the customer and all risks and rewards of ownership have transferred to the customer.
Investment revenues
Dividends
Dividends from equity investments, other than those accounted for using equity accounting, are classified as exchange revenue and are recognised when the Council’s right to receive payment has been established.
Investment property lease rentals
Lease rentals (net of any incentives given) are classified as exchange revenue and recognised on a straight line basis over the term of the lease unless another systematic basis is more representative of the time pattern in which benefits derived from the leased asset is diminished
Other revenue
Donated, subsidised or vested assets
Where a physical asset is acquired for nil or nominal consideration, with no conditions attached, the fair value of the asset received is recognised as non-exchange revenue when the control of the asset is transferred to the Council.
Gains
Gains include additional earnings on the disposal of property, plant and equipment and movements in the fair value of financial assets and liabilities.
Finance revenue
Interest
Interest revenue is exchange revenue and recognised using the effective interest rate method.
Donated services
The Council benefits from the voluntary service of many Wellingtonians in the delivery of its activities and services (eg beach cleaning and Otari-Wilton’s Bush guiding and planting). Due to the difficulty in determining the precise value of these donated services with sufficient reliability, donated services are not recognised in these financial statements.
Expenses
Specific accounting policies for major categories of expenditure are outlined below:
Operating activities
Grants and sponsorships
Expenditure is classified as a grant or sponsorship if it results in a transfer of resources (eg cash or physical assets) to another entity or individual in return for compliance with certain conditions relating to the operating activities of that entity. It includes any expenditure arising from a funding arrangement with another entity that has been entered into to achieve the objectives of the Council. Grants and sponsorships are distinct from donations that are discretionary or charitable gifts. Where grants and sponsorships are discretionary until payment, the expense is recognised when the payment is made. Otherwise, the expense is
recognised when the specified criteria have been fulfilled.

Finance expense
Interest
Interest expense is recognised using the effective interest rate method. All borrowing costs are expensed in the period in which they are incurred.
Depreciation and amortisation
Depreciation of property, plant and equipment and amortisation of intangible assets are charged on a straight- line basis over the estimated useful life of the associated assets.
Taxation
The Council, as a local authority, is only liable for income tax on the surplus or deficit for the year derived from any Council controlled trading organisations and comprises current and deferred tax.
Current tax is the expected tax payable on the taxable income for the year, using tax rates enacted or substantively enacted at the end of the reporting period, plus any adjustment to tax payable in respect of previous periods.
Deferred tax is provided using the balance sheet liability method, providing for temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and amounts used
for taxation purposes. The amount of deferred tax provided is based on the expected manner of
realisation or settlement of the assets and liabilities, and the unused tax losses using tax rates enacted
or substantively enacted at the end of the reporting period. Deferred income tax assets are recognised to the extent that it is probable that future taxable profit will be available against which they can be utilised.
Goods and services tax (gst)
All items in the prospective financial statements are exclusive of GST, with the exception of receivables and payables, which are stated as GST inclusive.
Where GST is not recoverable as an input tax, it is recognised as part of the related asset or expense.
Financial instruments
Financial instruments include financial assets (loans and receivables and financial assets at fair value through other comprehensive revenue and expense), financial liabilities (payables and borrowings) and derivative financial instruments. Financial instruments are initially recognised on trade-date at their fair value plus transaction costs. Subsequent measurement of financial instruments depends on the classification determined by the Council. Financial assets are derecognised
when the rights to receive cash flows have expired or have been transferred and the Group has transferred substantially all of the risks and rewards of ownership.
Financial instruments are classified into the categories outlined below based on the purpose for which they were acquired. The classification is determined at initial recognition and re- evaluated at the end of each reporting period.

Financial assets
Financial assets are classified as loans and receivables or financial assets at fair value through other comprehensive revenue and expense.
Loans and receivables comprise cash and cash equivalents, trade and other receivables and loans and deposits.
Cash and cash equivalents comprise cash balances and call deposits with maturity dates of 3 months or less.
Trade and other receivables have fixed or determinable payments. They arise when the Group provides
money, goods or services directly to a debtor, and has no intention of trading the receivable.
Loans and deposits include loans to other entities (including subsidiaries and associates), and bank deposits with maturity dates of more than 3 months.
Financial assets in this category are recognised initially at fair value plus transaction costs and subsequently measured at amortised cost using the effective interest rate method. Fair value is estimated as the present value of future cash flows, discounted at the market rate of interest at the reporting date for assets of a similar maturity and credit risk. Trade and other receivables due in less than 12 months are recognised at their nominal value. A provision for impairment is recognised when there is objective evidence that the asset is impaired.
As there are statutory remedies to recover unpaid rates, penalties and water meter charges, no provision has been made for impairment in respect of these receivables.
Financial assets at fair value through other comprehensive revenue and expense relate to equity investments that are held by the Council for long-term strategic purposes and therefore are not intended to be sold. Financial
assets at fair value through other comprehensive revenue and expense are initially recorded at fair value plus transaction costs. They are subsequently measured at fair value and changes, other than impairment losses,
are recognised directly in a reserve within equity. On disposal, the cumulative fair value gain or loss previously recognised directly in other comprehensive revenue
and expense is recognised within surplus or deficit.
Financial liabilities
Financial liabilities comprise trade and other payables and borrowings. Financial liabilities with duration of more than 12 months are recognised initially at fair value plus transaction costs and subsequently measured at amortised cost using the effective interest rate method. Amortisation is recognised within surplus or deficit. Financial liabilities with duration of less than
12 months are recognised at their nominal value.
On disposal any gains or losses are recognised within surplus or deficit.
Derivatives
Derivative financial instruments include interest rate swaps used to hedge exposure to interest rate risk on borrowings. Derivatives are initially recognised at fair value, based on quoted market prices, and subsequently remeasured to fair value at the end of each reporting period. Fair value is determined by reference to quoted

prices for similar instruments in active markets. Derivatives that do not qualify for hedge accounting are classified as non-hedged and fair value gains or losses are recognised within surplus or deficit.
Recognition of fair value gains or losses on derivatives that qualify for hedge accounting depends on the nature of the item being hedged. Where a derivative is used to hedge variability of cash flows (cash flow hedge), the effective part of any gain or loss is recognised within other comprehensive revenue and expense while the ineffective part is recognised within surplus or deficit. Gains or losses recognised in other comprehensive revenue and expense transfer to surplus or deficit in the same periods as when the hedged item affects the surplus or deficit. Where a derivative is used to hedge variability in the fair value
of the Council’s fixed rate borrowings (fair value hedge), the gain or loss is recognised within surplus or deficit.
As per the International Swap Dealers’ Association (ISDA) master agreements, all swap payments or receipts are settled net.
Inventories
Inventories consumed in the provision of services (such as botanical supplies) are measured at the lower of cost and current replacement cost.
Inventories held for resale (such as rubbish bags), are recorded at the lower of cost (determined on a first-in, first-out basis) and net realisable value. This valuation includes allowances for slow-moving and obsolete stock. Net realisable value is the estimated selling price in the ordinary course of business.
Inventory held for distribution at no or nominal cost is recorded at the lower of cost and current replacement cost.
Investment properties
Investment properties are properties that are held primarily to earn rental revenue or for capital growth or both. These include the Council’s ground leases, and certain land and buildings.
Investment properties exclude those properties held for strategic purposes or to provide a social service. This includes properties that generate cash inflows as the rental revenue is incidental to the purpose for holding the property. Such properties include the Council’s social housing assets, which are held within operational assets in property, plant and equipment.
Borrowing costs incurred during the construction of investment property are not capitalised.
Investment properties are measured initially at cost and subsequently measured at fair value, determined annually by an independent registered valuer. Any gain or loss arising is recognised within surplus or deficit. Investment properties are not depreciated.

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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Summary of accounting policies

Non-current assets classfied as held for sale
Non-current assets held for sale are separately classified as their carrying amount will be recovered through a sale transaction rather than through continuing use. A non-current asset is classified as held for sale where:
the asset is available for immediate sale in its present condition subject only to terms that are usual and customary for sales of such assets
a plan to sell the asset is in place and an active programme to locate a buyer has been initiated
the asset is being actively marketed for sale at a price that is reasonable in relation to its current fair value
the sale is expected to occur within 1 year or beyond 1 year where a delay has occurred that is caused by
events beyond the Group’s control and there is sufficient evidence the Group remains committed to sell the asset
actions required to complete the sale indicate it is unlikely that significant changes to the plan will be made or the plan will be withdrawn.
A non-current asset classified as held for sale is recognised at the lower of its carrying amount or fair value less costs to sell. Impairment losses on initial classification are included within surplus or deficit.
Property, plant and equipment
Property, plant and equipment consists of operational assets, restricted assets and infrastructure assets.
Operational assets include land, the landfill post- closure asset, buildings, the Civic Centre complex, the library collection, and plant and equipment.
Restricted assets include art and cultural assets, zoo animals, restricted buildings, parks and reserves and the Town Belt. These assets provide a benefit or
service to the community and in most cases cannot be disposed of because of legal or other restrictions.
Infrastructure assets include the roading network,

Measurement
Property, plant and equipment is recognised initially at cost, unless acquired for nil or nominal cost (e.g. vested assets), in which case the asset is recognised at fair value at the date of transfer. The initial cost of property, plant and equipment includes the purchase consideration (or the fair value in the case of vested assets), and those costs that are directly attributable to bringing the
asset into the location and condition necessary for its intended purpose. Subsequent expenditure that extends or expands the asset’s service potential is capitalised.
Borrowing costs incurred during the construction of property, plant and equipment are not capitalised.
After initial recognition, certain classes of property, plant and equipment are revalued to fair value. Where there is no active market for an asset, fair value is determined by optimised depreciated replacement cost.
Specific measurement policies for categories of property, plant and equipment are shown below:
Operational assets
Plant and equipment and the Civic Centre complex are measured at historical cost and not revalued.
Library collections are valued at depreciated replacement cost on a 3 year cycle by the
Council’s library staff in accordance with guidelines outlined in Valuation Guidance for Cultural and Heritage Assets, published by the Treasury Accounting Team, November 2002.
Land and buildings are valued at fair value on a
year cycle by an independent registered valuer.
Restricted assets
Art and cultural assets (artworks, sculptures and statues) are valued at historical cost. Zoo animals are stated at estimated replacement cost. All other

nature. The Council elected to use the fair value of land under roads at 30 June 2005 as the deemed cost of the asset. Land under roads is no longer revalued. Subsequent additions have been recorded at cost.
The service concession asset class consists of the Moa Point, Western (Karori) and Carey’s Gulley wastewater treatment plants, which are owned by the Council
but operated by Veolia Water under agreement with Wellington Water Limited. The assets are valued consistently with waste infrastructure network assets.
The carrying values of revalued property, plant and equipment are reviewed at the end of each reporting period to ensure that those values are not materially different to fair value.
Revaluations
The result of any revaluation of the Council’s property, plant and equipment is recognised within other comprehensive revenue and expense and taken to the asset revaluation reserve. Where this results in a debit balance in the reserve for a class of property, plant and equipment, the balance is included in the surplus or deficit. Any subsequent increase on revaluation that offsets a previous decrease in value recognised within
surplus or deficit will be recognised firstly, within surplus or deficit up to the amount previously expensed, and with any remaining increase recognised within other
comprehensive revenue and expense and in the revaluation reserve for that class of property, plant and equipment.
Accumulated depreciation at the revaluation date is eliminated so that the carrying amount after revaluation equals the revalued amount.
While assumptions are used in all revaluations, the most significant of these are in infrastructure. For example where stormwater, wastewater and water supply pipes are underground, the physical
deterioration and condition of assets are not visible

to determine if there is any indication of impairment. Where an asset’s, or class of assets’, recoverable service amount is less than its carrying amount it will be reported at its recoverable service amount and an impairment
loss will be recognised. The recoverable service amount is the higher of an item’s fair value less costs to sell and value in use. A non-cash generating asset’s value in use is the present value of the asset’s remaining service potential. Losses resulting from impairment are reported within surplus or deficit, unless the asset is carried
at a revalued amount in which case any impairment loss is treated as a revaluation decrease and recorded within other comprehensive revenue and expense.
Disposal
Gains and losses arising from the disposal of property, plant and equipment are recognised within surplus or deficit in the period in which the transaction occurs. Any balance attributable to the disposed asset in the asset revaluation reserve is transferred to retained earnings.
Work in progress
The cost of projects within work in progress is transferred to the relevant asset class when the project is completed and then depreciated.
Depreciation
Depreciation is provided on all property, plant and equipment, with certain exceptions. The exceptions are land, restricted assets other than buildings, and assets under construction (work in progress). Depreciation is calculated on a straight-line basis, to allocate the cost or value of the asset (less any assessed residual value) over its estimated useful life. The estimated useful lives and depreciation rate ranges of the major classes of property, plant and equipment are as follows:

Asset category	Useful life (years)

Land	Unlimited

water, waste and drainage reticulation networks, service

restricted assets (buildings, parks and reserves and

and must therefore be estimated. Any revaluation risk	 	

concession assets and infrastructure land (including land under roads). Each asset type includes all items that are required for the network to function.
Vested assets are those assets where ownership and control is transferred to the Council from a third party (e.g. infrastructure assets constructed by developers and transferred to the Council on completion
of a subdivision). Vested assets are recognised within their respective asset classes as above.
Heritage assets are tangible assets with historical, artistic, scientific, technological, geophysical or environmental qualities that are held and maintained principally for
their contribution to knowledge and culture. The Council recognises these assets within these financial statements to the extent their value can be reliably measured.
Recognition
Expenditure is capitalised as property, plant and equipment when it creates a new asset or increases the economic benefits of an existing asset. Costs that do not meet the criteria for capitalisation are expensed.

the Town Belt) were valued at fair value as at 30 June 2005 by an independent registered valuer.
The Council has elected to use the fair value of other restricted assets at 30 June 2005 as the deemed cost of the assets. These assets are no longer revalued.
Subsequent additions have been recorded at cost.
Intrastructure assets
Infrastructure assets (roading network, water, waste and drainage reticulation assets) are valued at optimised depreciated replacement cost on a 3 year cycle by an independent registered valuer. Infrastructure valuations
are based on current quotes from actual suppliers. As such, they include ancillary costs such as breaking through seal, traffic control and rehabilitation. Between valuations, expenditure on asset improvements is capitalised at cost.
Infrastructure land (excluding land under roads) is valued at fair value on a 3 year cycle.
Land under roads, which represents the corridor of land directly under and adjacent to the Council’s roading network, was valued as at 30 June 2005 at the average value of surrounding adjacent land discounted by 50 percent to reflect its restricted

is minimised by performing a combination of physical inspections and condition modelling assessments.
Impairment
The Council’s assets are defined as cash generating if the primary purpose of the asset is to provide
a commercial return. Non-cash generating assets are assets other than cash generating assets.
The carrying amounts of cash generating property, plant and equipment assets are reviewed at least annually
to determine if there is any indication of impairment. Where an asset’s, or class of assets’, recoverable amount is less than its carrying amount it will be reported at
its recoverable amount and an impairment loss will be recognised. The recoverable amount is the higher of an item’s fair value less costs to sell and value in use. Losses resulting from impairment are reported within surplus or deficit, unless the asset is carried at a revalued amount in which case any impairment
loss is treated as a revaluation decrease and recorded within other comprehensive revenue and expense.
The carrying amounts of non-cash generating property, plant and equipment assets are reviewed at least annually

Buildings	2 – 150
Civic Precinct	2 – 67
Plant and equipment	1 – 296
Library	4 – 11
Restricted assets (excluding buildings)	Unlimited Infrastructure assets:
Land (including land under roads)	Unlimited
Roading	2 – 266
Drainage, waste and water	7 – 402
Variation in the range of lives for infrastructural assets is due to these assets being managed and depreciated by individual component rather than as a whole asset.
The landfill post closure asset is depreciated over the life of the landfill based on the capacity of the landfill.

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Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Summary of accounting policies

Intangible assets
Intangible assets predominantly comprise computer software and carbon credits. They are recorded at cost less any subsequent amortisation and impairment losses.
Computer software has a finite economic life and amortisation is charged to surplus or deficit on a straight-line basis over the estimated useful life of the asset. Typically, the estimated useful lives and depreciation rate range of these assets are as follows:

Asset category	Useful life (years)

The finance charge is released to surplus or deficit over the lease period and the capitalised values are amortised over the shorter of the lease term and the useful life of the leased item.
Employee benefit liabilities
A provision for employee benefit liabilities (holiday leave, long service leave and retirement gratuities) is recognised as a liability when benefits are earned but not paid.
Holiday leave
Holiday leave includes: annual leave, long service leave, statutory time off in lieu and ordinary time off in lieu.
Annual leave is calculated on an actual entitlement basis

Amounts provided for landfill post-closure are capitalised to the landfill asset. The capitalised landfill asset is depreciated over the life of
the landfill based on the capacity used.
The Council has a 21.5 percent joint venture interest in the Spicer Valley landfill. The Council’s provision for landfill post-closure costs includes the Council’s proportionate share of the Spicer Valley landfill provision for post-closure costs.
Net assets/equity
Net assets or equity is the community’s interest in the Council and Group and is measured as the difference

The Mayor and Councillors are considered Directors as they occupy the position of a member of the governing body
of the Council reporting entity. Directors’ remuneration comprises any money, consideration or benefit received or receivable or otherwise made available, directly or indirectly, to a Director during the reporting period.
Directors’ remuneration does not include reimbursement of authorised work expenses or the provision of work- related equipment such as mobile phones and laptops.
Cost allocation
The Council has derived the cost of service for each significant activity (as reported within the Statements of

 		in accordance with section 21(2) of the Holidays Act 2003.

between total assets and total liabilities. Net assets or

Service Performance). Direct costs are expensed directly

Computer software	2 to 11

Carbon credits comprise either allocations of emission allowances granted by the Government related to forestry assets or units purchased in the market to cover liabilities associated with landfill operations. Carbon credits are recognised at cost at the date of allocation or purchase.
Gains and losses arising from disposal of intangible assets are recognised within surplus or deficit in the period
in which the transaction occurs. Intangible assets are reviewed at least annually to determine if there is any indication of impairment. Where an intangible asset’s recoverable amount is less than its carrying amount, it will be reported at its recoverable amount and an impairment loss will be recognised. Losses resulting
from impairment are reported within surplus or deficit.
Research and development
Research costs are expensed as incurred. Development expenditure on individual projects is capitalised and recognised as an asset when it meets the definition and criteria for capitalisation as an asset and it is probable that the Council will receive future economic benefits from the asset. Assets which have finite lives are stated at cost less accumulated amortisation and are amortised on a straight-line basis over their useful lives.
Leases
Operating
Leases where the lessor retains substantially all the risks and rewards of ownership of the leased items are classified as operating leases. Payments made under operating leases are recognised within surplus or deficit on a straight-line basis over the term of the lease. Lease incentives received are recognised within surplus or deficit over the term of the lease as they form an integral part of the total lease payment.
Operating leases as lessor
The Group leases investment properties and a portion of land and buildings. Rental revenue is recognised on a straight-line basis over the lease term.
Finance leases
Finance leases transfer to the Group (as lessee) substantially all the risks and rewards of ownership of the leased asset. Initial recognition of a finance lease results in an asset and liability being recognised at amounts equal to the lower of the fair value of the leased property or the present value of the minimum lease payments.

Retirement gratuities
Retirement gratuities are calculated on an actuarial basis based on the likely future entitlements accruing to employees, after taking into account years of service, years to entitlement, the likelihood that employees will reach the point of entitlement, and other contractual entitlements information.
Other contractual entitlements
Other contractual entitlements include termination benefits, which are recognised within surplus or deficit only when there is a demonstrable commitment to either terminate employment prior to normal retirement date or to provide such benefits as a result of an offer to encourage voluntary redundancy. Termination benefits settled within 12 months are reported at the amount expected to be paid, otherwise they are reported as the present value of the estimated future cash outflows.
Provisions
Provisions are recognised for future liabilities of uncertain timing or amount when there is a present obligation as a result of a past event, it is probable that expenditure will be required to settle the obligation and a reliable estimate of the obligation can be made. Provisions are measured
at the expenditure expected to be required to settle the obligation. Liabilities and provisions to be settled beyond 12 months are recorded at their present value.
Landfill post-closure costs
The Council, as operator of the Southern Landfill, has a legal obligation to apply for resource consents when the landfill or landfill stages reach the end of their operating life and are to be closed. These resource consents will set out the closure requirements and the requirements for ongoing maintenance and monitoring services at the landfill site after closure. A provision for post-closure costs is recognised as a liability when the obligation
for post-closure arises, which is when each stage of the landfill is commissioned and refuse begins to accumulate.
The provision is measured based on the present value of future cash flows expected to be incurred, taking into account future events including known changes to legal requirements and known improvements in technology.
The provision includes all costs associated with landfill post-closure including final cover
application and vegetation; incremental drainage control features; completing facilities for leachate collection and monitoring; completing facilities for water quality monitoring; completing facilities for monitoring and recovery of gas.

equity is disaggregated and classified into a number of components to enable clearer identification of the
specified uses of equity within the Council and the Group.
The components of net assets or equity are accumulated funds and retained earnings, revaluation reserves, a hedging reserve, a fair value through other comprehensive revenue and expense reserve and restricted funds
(special funds, reserve funds, trusts and bequests).
Restricted funds are those reserves that are subject to specific conditions of use, whether under
statute or accepted as binding by the Council, and that may not be revised without reference to the Courts or third parties. Transfers from these reserves may be made only for specified purposes or when certain specified conditions are met.
Prospective statement of cash flows
Cash and cash equivalents for the purposes of the cash flow statement comprise: bank balances, cash on hand and short-term deposits with a maturity of 3 months or less. The prospective statement of cash flows has been prepared using the direct approach subject to the netting of certain cash flows. Cash flows in respect of investments and borrowings that have been rolled- over under arranged finance facilities have been netted in order to provide more meaningful disclosures.
Operating activities include cash received from all non- financial revenue sources of the Council and the Group and record the cash payments made for the supply of goods and services. Investing activities relate to the acquisition and disposal of assets and investment revenue.
Financing activities relate to activities that change the equity and debt capital structure of the Council and Group and financing costs.
Related parties
Related parties arise where one entity has the ability to affect the financial and operating policies of another through the presence of control or
significant influence. Related parties include members of the Group and key management personnel. Key management personnel include the Mayor and Councillors as Directors, the Chief Executive and all members of the Executive Leadership Team being
key advisors to the Directors and Chief Executive.

to the activity. Indirect costs relate to the overall costs of running the organisation and include staff time, office space and information technology costs. These indirect costs are allocated as overheads across all activities.
Comparatives
To ensure consistency with the current year, certain comparative information has been reclassified where appropriate. This has occurred:
where classifications have changed between periods
where the Council has made additional disclosure in the current year, and where a greater degree of
disaggregation of prior year amounts and balances is therefore required
where there has been a change of accounting policy.
Public Benefit Entity Financial Reporting Standard 42 Prospective Financial Statements (PBE FRS 42)
The Council has complied with PBE FRS 42 in the preparation of these draft prospective financial statements. In accordance with PBE FRS 42,
the following information is provided:
Description of the nature of the entity’s current operation and its principal activities
The Council is a territorial local authority, as defined in the Local Government Act 2002. The
Council’s principal activities are outlined within this annual plan.
Purpose for which the prospective financial statements are prepared
It is a requirement of the Local Government Act 2002 to present prospective financial statements that span 1 year and include them within the Annual Plan. This
provides an opportunity for ratepayers and residents to review the projected financial results and position of the Council. Prospective financial statements are revised annually to reflect updated assumptions and costs.
(iii) Bases for assumptions, risks and uncertainties
The financial information has been prepared on the basis of best estimate assumptions as the future events which the Council expects to take place. The Council has considered factors that may lead to a material difference between information in the prospective financial statements and actual results. These factors, and the assumptions made
in relation to the sources of uncertainty and potential effect, are outlined within this Long-term Plan.

92	93

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Projects and Programmes

Cautionary note
The financial information is prospective. Actual results are likely to vary from the information presented, and the variations may be material.
Other disclosures
These prospective financial statements were adopted as part of the assumptions that form the Annual Plan 2020/21 for issue on 21 July 2020 by Wellington City Council. The Council is responsible for the prospective financial statements presented, including the
assumptions underlying prospective financial statements and all other disclosures. The Annual Plan is prospective and as such contains no actual operating results.

Operating Projects and programmes

Summary by Operational Expenditure by Activity 2020/21 Annual Plan Budget report

Strategy	Activity Group	Activity	Activity Description

2020/21
Annual Plan
$000

Governance	1.1	1000	Annual Planning	Operating Costs	1,593	
		1001	Policy	Operating Costs	1,417	
		1002	Committee & Council Process	Income Operating Costs	(13)
8,453	
		1003	Strategic Planning	Operating Costs	679	
		1004	Tawa Community Board – Discretionary	Operating Costs	12	
		1007	WCC City Service Centre	Income Operating Costs	(105)
3,113	
1009	Rating Property Valuations	Income Operating Costs	(232)
789	
1010	Rateable property data & valuation management	Operating Costs	1,284	
	1011	Archives	Income Operating Costs	(165)
2,487	
	1216	CCO Covid Response Support	Operating Costs	5000	
Total – 1.1 Governance information and engagement	24,311	
	1012	Funding agreements – Māori	Operating Costs	210	
	1013	Māori Engagement	Operating Costs	108	
Total – 1.2 Māori and mana whenua partnerships	317	
Total – 1 Governance	24,629	
	
2020/21	
	Strategy	Activity Group	Activity	Annual Plan
Activity Description	$000	
	Environment	2.1	1014	Parks and Reserves Planning	Income		(5) Operating Costs	1,055	
			1015	Reserves Unplanned Maintenance	Operating Costs	201	
			1016	Parks Mowing- Open Space & Reserve Land	Income	(46)
Operating Costs	1,567	
			1017	Park Furniture and Infrastructure Maintenance	Income	(10)
Operating Costs	1,796	
			1018	Parks and Buildings Maintenance	Income		(204) Operating Costs	1,394	
			1019	CBD and Suburban Gardens	Income		(32) Operating Costs	2,180	
			1020	Arboricultural Operations	Income		(132) Operating Costs	1,783	
			1021	Wellington Gardens (Botanic,Otari etc)	Income	(262)
Operating Costs	6,072	

94				
95	

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Projects and Programmes

Summary by Operational Expenditure by Activity 2020/21 Annual Plan Budget report

Strategy	Activity Group	Activity	Activity Description

2020/21
Annual Plan
$000

Summary by Operational Expenditure by Activity 2020/21 Annual Plan Budget report

Strategy	Activity Group	Activity	Activity Description

2020/21
Annual Plan
$000

Environment	2.1	1022	Coastal Operations	Income		(45) Operating Costs	1,690	
		1024	Road Corridor Growth Control	Income		(711) Operating Costs	1,820	
		1025	Street Cleaning	Income		(426) Operating Costs	9,103	
1026	Hazardous Trees Removal	Income Operating Costs	(6)
484	
1027	Town Belts Planting	Operating Costs	982	

Environment	2.3	1050	Water – Asset Management	Operating Costs	627
1051	Water – Bulk Water Purchase	Operating Costs	19,073

1052	Wastewater – Asset Stewardship	Operating Costs	21,878	
1053	Wastewater – Trade Waste Monitoring & Investigation	Operating Costs	17	
1055	Wastewater – Network Maintenance	Operating Costs	2,586	
1057	Wastewater – Asset Management	Operating Costs	1,222	
1058	Wastewater – Monitoring & Investigation	Operating Costs	1,703	

Total – 2.3 Water	54,170

1028	Townbelt-Reserves Management	Income Operating Costs	(261)
4,968	
1030	Community Greening Initiatives	Operating Costs	674	
1031	Environmental Grants Pool	Operating Costs	104	
1032	Walkway Maintenance	Operating Costs	1,223	

2.4

Income

(694)

1033	Weeds & Hazardous Trees Monitoring	Income Operating Costs	0
781	
1034	Animal Pest Management	Operating Costs	1,633	

1035	Waterfront Public Space Management

Income Operating Costs

(465)
7,881

	1059	Wastewater – Pump Station Maintenance –	Operating Costs	1,674 Operations	
	1060	Wastewater – Treatment Plants	Operating Costs	22,344	
	1062	Sewerage Disposal	Income	0
Operating Costs	252	
Total – 2.4 Wastewater	50,981

Total – 2.1 Gardens, beaches and green open spaces	44,785

2.2	1036	Landfill Operations & Maintenance	Incomeng Costs	(12,294)

2.5	1063	Stormwater – Asset Stewardship	Operating Costs	16,728	
	1064	Stormwater – Network Maintenance	Operating Costs	2,702	

(11)

Operati
1037	Suburban Refuse Collection	Income

8,111
(4,012)

1065	Stormwater – Monitoring & Investigation	Income
Operating Costs

801

Operating Costs

3,427

1066	Stormwater – Asset Management	Operating Costs	804

Operating Costs

1038	Domestic Recycling	Income
1039	Waste Minimisation	Income

(3,618)
6,798
(1,069)

1067	Drainage Maintenance

Income Operating Costs

(193)
1,406

Operating Costs

2,588

1068	Stormwater – Pump Station Maintenance – Operations Operating Costs	320

1040	Litter Enforcement	Operating Costs	9
1041	Closed Landfill Gas Migration Monitoring	Operating Costs	530

Total – 2.5 Stormwater	22,557

Operating Costs

1042	EV Charging & Home Energy Audits	Income

(60)

2.6	1069	Zealandia	Operating Costs	1,527	
	1070	Wellington Zoo Trust	Operating Costs	5,461	
Total – 2.6 Conservation attractions	

758

Total – 2.2 Waste reduction and energy conservation	1,167

2.3	1043	Water – Meter Reading	Operating Costs	138		Total – 2 Environment	180,648	
	1044	Water – Network Maintenance	Operating Costs	6,085				
	1045	Water – Water Connections	Income Operating Costs	(39)
0		
	1046	Water – Pump Stations Maintenance – Operations	Operating Costs	1,141		
	1047	Water – Asset Stewardship	Operating Costs	25,717		
	1048	Water – Reservoir-Dam Maintenance	Operating Costs	291		
	1049	Water – Monitoring & Investigation	Operating Costs	1,136		

96					
97	

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Projects and Programmes

Summary by Operational Expenditure by Activity 2020/21 Annual Plan Budget report

Strategy	Activity Group	Activity	Activity Description

2020/21
Annual Plan
$000

Summary by Operational Expenditure by Activity 2020/21 Annual Plan Budget report

Strategy	Activity Group	Activity	Activity Description

2020/21
Annual Plan

Income Operating Costs	(6,049)
25,398	
Income	(242)	
Operating Costs	3,782	
Income	(400)	
Operating Costs	1,766	
Income	(642)	
Operating Costs	3,481	

$000

Economic

1073	WellingtonNZ Tourism	Operating Costs	5,869

Social and

5.1	1107	Swimming Pools Operations

Development	 	
1074	Events Fund	Operating Costs	4,976

Recreation

1108	Natural Turf Sport Operations

1075	Wellington Venues	Income Operating Costs	(15,277)

18,778		1109	Synthetic Turf Sport Operations	
1077	CBD Free Wifi	Operating Costs	779		1110	Recreation Centres	

Operating Costs

1078	Wellington Convention & Exhibition Cen	tre (WCEC) Income	0
2,865		1111	ASB Sports Centre	Income
Operating Costs	(1,341)
6,914	
1081	Economic Growth Strategy	Operating Costs	947		1112	Basin Reserve Trust	Operating Costs	1,477	
1082	City Growth Fund	Operating Costs	5,241		1113	Recreational NZ Academy Sport	Operating Costs	47	
1087	International Relations	Operating Costs	945		1114	Playground and Skate Facility Maintenance	Operating Costs	1,053	

1089	Business Improvement Districts	Operating Costs	342
Total – 3.1 City promotions and business support	25,465
Total – 3 Economic Development	25,465

1115	Marina Operations	Income Operating Costs
1116	Municipal Golf Course	Income Operating Costs

Operating Costs

1117	Recreation Programmes	Income

(579)
870
(60)
255
(35)
586

Cultural Wellbeing 4.1	1090	Wellington Museums Trust	Operating Costs	9,556

Total – 5.1 Recreation promotion and support	36,281

1092	Te Papa Funding	Operating Costs	2,250		5.2	1118	Library Network – Wide Operation	Income		(75) Operating Costs	15,614	
1093	Carter Observatory	Operating Costs	691			1119	Branch Libraries	Income		(555) Operating Costs	8,584	
1095	City Events Programme	Income Operating Costs	(224)
3,254		1120	Passport to Leisure Programme	Operating Costs	130	
1097	Citizen’s Day – Mayoral Day	Operating Costs	23		1121	Community Advice & Information	Operating Costs	1,641	
1098	Cultural Grants Pool	Operating Costs	1,241		1122	Community Group Relationship Management	Operating Costs	248	
1099	Subsidised Venue Hire For Community Groups	Operating Costs	200		1123	Support for Wellington Homeless	Operating Costs	215	

Operating Costs

1100	City Arts Programme	Income Operating Costs

(10)
477

1124	Social & Recreational Grant Pool	Operating Costs	4,569

1101	NZSO Subsidy	Operating Costs	216

1125	Housing Operations and Maintenance	Income

(26,153)
32,202

	1102	Toi Poneke Arts Centre	Income
Operating Costs	(542)
1,649	
	1103	Public Art Fund	Operating Costs	536	
	1104	New Zealand Ballet	Operating Costs	160	
	1105	Orchestra Wellington	Operating Costs	292	
	1106	Regional Amenities Fund	Operating Costs	631	
	1214	UNESCO Strategic City of Film	Operating Costs	273	

 	
	1126	Housing Upgrade Project	Operating Costs	89	
	1127	Community Property Programmed Maintenance	Income	(4)
Operating Costs	860	
	1128	Community Halls Operations and Maintenance	Income	(40)
Operating Costs	784	

	1129	Community Property & Facility Operations	Income Operating Costs	(281)
2,189	
	1130	Rent Grants for Community Welfare Groups	Operating Costs	232	
	1208	CBD Library Services Network	Operating Costs	2,996	
Total – 5.2 Community participation and support	43,245	
5.3	1131	Burial & Cremation Operations	Income Operating Costs	(922)
2,045	
	1132	Public Toilet Cleaning and Maintenance	Operating Costs	3,948	
	1133	Public Health (Food & Alcohol Premises,	Income	(2,392)	
		Dog Registrations	Operating Costs	6,205	

Total – 4.1 Arts and cultural activities	20,673
Total – 4 Cultural Wellbeing	20,673

98	99

Income Operating Costs	2020/21
Annual Plan
$000
(83)
176	
Operating Costs	1,282	
Income	(103)	
Operating Costs	3,012	
Income	(286)	
Operating Costs	751	

Wellington City Council

Mahere a-Tau | Annual Plan 2020/21

Projects and Programmes

Summary by Operational Expenditure by Activity 2020/21 Annual Plan Budget report

2020/21

Strategy	Activity Group	Activity	Activity Description		$000		Strategy	Activity Group	Activity	Activity Description	
Social and	5.3
Recreation	11134	Noise Monitoring	Operating Costs	934		Transport	7.1	1161	Cycleways Maintenance	
	1135	Anti-Graffiti Flying Squad	Operating Costs	968				1162	Cycleway Asset Stewardship	
	1136	Safe City Project Operations	Operating Costs	2,134				1163	Cycleways Planning	

Annual Plan

Summary by Operational Expenditure by Activity 2020/21 Annual Plan Budget report

Operating Costs

		1138	Rural Fire	Income	0
46		1165	Bus Shelter Contract Income	Income
Operating Costs	(635)
4	
	Total – 5.3 Public hea	lth and safety	15,106		1166	Passenger Transport Asset Stewardship	Operating Costs	1,057	
Total – 5 Social and	Recreation		94,632		1167	Bus Priority Plan	Operating Costs	64	

1137	Civil Defence	Income

Operating Costs

(14)
2,156

1164	Passenger Transport Facilities

Urban
Development	6.1	1139	District Plan	Income
Operating Costs	(22)
3,787	
	1141	Build Wellington Developments	Operating Costs	1,479	
	1142	Public Art and Sculpture Maintenance	Operating Costs	411	
	1143	Public Space-Centre Development Plan	Operating Costs	2,181	
	1145	City Heritage Development	Operating Costs	1,062	

Operating Costs

1206	Housing Investment Programme	Income

(1,009)

Operating Costs	12	
Income	(6)	
Operating Costs	390	
Income	(72)	
Operating Costs	6,775	
Income	(447)	
Operating Costs	921	
Income	(96)	
Operating Costs	200	
Income	(734)	
Operating Costs	1,546	
Income	(144)	
Operating Costs	2,893	
Income	(804)	
Operating Costs	1,720	
Income	(184)	
Operating Costs	424	
Income	(1,214)	
Operating Costs	1,573	
Income	(1,420)	
Operating Costs	2,647	
Income	(206)	
Operating Costs	856	
Income	(240)	
Operating Costs	544	

	1168	Cable Car	
	1170	Street Furniture Maintenance	
	1171	Footpaths Asset Stewardship	
	1172	Pedestrian Network Maintenance	
	1173	Pedestrian Network Structures Maintenance	
	1174	Traffic Signals Maintenance	
	1175	Traffic Control Asset Stewardship	
	1176	Road Marking Maintenance	
	1177	Traffic Signs Maintenance	
	1178	Network Activity Management	
		1179	Street Lighting Maintenance	

2,112

Total – 6.1 Urban development, heritage and public spaces development	10,000

Operating Costs

6.2	1146	Building Control and Facilitation	Income

(7,432)
17,857

1147	Weathertight Homes	Operating Costs	30

Operating Costs

1148	Development Control and Facilitation	Income

(2,686)
7,506

1149	Earthquake Assessment Study	Operating Costs	93
1,788

1151	Earthquake Risk Building Project	Operating Costs

Total – 6.2 Building and development control	17,156

Total – 6 Urban Development	27,156

1180	Transport Education & Promotion 1181	Fences & Guardrails Maintenance

	
2020/21		1182	Safety Asset Stewardship	Income Operating Costs	(27)
3,683	
Strategy	Activity Group	Activity	Activity Description	Annual Plan
$000		1209	LGWM – Mass Rapid Transit	Operating Costs	3,110	

Transport	7.1	1152	Ngauranga to Airport Corridor	Operating Costs	642

	1153	Transport Planning and Policy	
	1154	Road Maintenance and Storm Clean Up	
	1155	Tawa Shared Driveways Maintenance	
	1156	Wall, Bridge and Tunnel Maintenance	
	1157	Drains & Walls Asset Stewardship	
	1158	Kerb & Channel Maintenance	
	1159	Vehicle Network Asset Stewardship	
	1160	Port and Ferry Access Planning	

100				

Operating Costs	1,460

1210	LGWM – State Highway Improvements	Operating Costs	2,442

Income Operating Costs

(1,155)
2,554

1211	LGWM – Travel Demand Management	Operating Costs	416

Operating Costs	29

1212	LGWM – City Streets	Operating Costs	2,017

Income Operating Costs

(166)
392

1213	LGWM – Early Delivery	Operating Costs	853

Income
Operating Costs	(357)
7,137	Total – 7.1 Transport	68,892	
Income	(415)			
Operating Costs	897			
Income	(632)			
Operating Costs	25,767			
Operating Costs	73			
			
101	

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Projects and Programmes

Summary by Operational Expenditure by Activity 2020/21 Annual Plan Budget report

Capital Projects and programmes

Summary by Capital Expenditure by Activity 2020/21 Annual Plan Budget report – 1 year
Activity

2020/21

	2020/21
Annual	

Income Operating Costs	Plan $000
(28,513)
17,134	
Income	(606)	
Operating Costs	201	
	(11,783)	
	57,109	
Income	(2,134)	
Operating Costs	4,428	
Income	(2,654)	
Operating Costs	6,087	
Income	(25,362)	
Operating Costs	0	
Income	0	
Operating Costs	1,619	
Income	(1,491)	
Operating Costs	0	
Income	(750)	
Operating Costs	2	
Income	(226)	
Operating Costs	449	
Income	(375,016)	
Operating Costs	20,176	
Income	160	
Operating Costs	0	
	(374,712)	
	(374,712)	
	55,599	

Strategy	Activity Group	Activity	Activity Description	
Transport	7.2	1184	Parking Services & Enforcement	
		1185	Waterfront Parking Services	
	Total – 7.2 Parking			
Total – 7 Transport				
				
Council	10.1	1186	Waterfront Commercial Property Services	
		1187	Commercial Property Management & Services	
		1191	NZTA Income on Capex Work	
		1193	Self Insurance Reserve	
		1196	External Capital Funding	
		1197	Plimmer Bequest Project Expenditure	
		1198	Waterfront Utilities Management	
		1200	ORG	
		1204	Sustainable Parking Infrastructure	

Governance	1.1	Governance information and engagement	2000	Committee & Council Processes	0	
Governance Total					0	
						
Environment	2.1	Gardens, beaches and green open spaces	2003	Parks Infrastructure	1,045	
		Gardens, beaches and green open spaces	2004	Parks Buildings	603	
		Gardens, beaches and green open spaces	2005	Plimmer Bequest Project	825	
		Gardens, beaches and green open spaces	2006	Botanic Garden	920	
		Gardens, beaches and green open spaces	2007	Coastal – upgrades	65	
		Gardens, beaches and green open spaces	2008	Coastal	673	
		Gardens, beaches and green open spaces	2009	Town Belt & Reserves	1,528	
		Gardens, beaches and green open spaces	2010	Walkways renewals	679	
	2.2	Waste reduction and energy conservation	2011	Southern Landfill Improvement	6,764	
	2.3	Water	2013	Water – Network renewals	5,084	
		Water	2014	Water – Pump Station renewals	398	
		Water	2015	Water – Water Meter upgrades	514	
		Water	2016	Water – Network upgrades	2,668	
		Water	2018	Water – Network renewals	1,443	
		Water	2019	Water – Reservoir renewals	148	
		Water	2020	Water – Reservoir upgrades	16,319	
	2.4	Wastewater	2023	Wastewater – Network renewals	11,014	
		Wastewater	2024	Wastewater – Network upgrades	1,453	
		Wastewater	2026	Wastewater – Pump Station renewals	1,074	
	2.5	Stormwater	2028	Stormwater – Network upgrades	4,101	
		Stormwater	2029	Stormwater – Network renewals	3,701	
	2.6	Conservation attractions	2033	Zoo renewals	955	
		Conservation attractions	2034	Zoo upgrades	1,759	
		Conservation attractions	2135	Zealandia	1,139	
Environment Total					64,872	

Strategy

Group	Activity Group Description	Activity Activity Description

Annual Plan $000

Total – 10 Council Grand total

Total – 10.1 Organisational Projects

102	103

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Projects and Programmes

Summary by Capital Expenditure by Activity 2020/21 Annual Plan Budget report – 1 year
Activity

2020/21
Annual Plan

Summary by Capital Expenditure by Activity 2020/21 Annual Plan Budget report – 1 year
Activity

2020/21
Annual

6.1

Strategy

Group	Activity Group Description	Activity Activity Description

$000

Strategy

Group	Activity Group Description	Activity Activity Description

Plan $000

Economic Development

3.1	City promotions and business support	2035	Wellington Venues renewals	12,809

Urban Development

2067	Wgtn Waterfront Development	8	
2068	Waterfront Renewals	1,100	
2070	Central City Framework	528	
2073	Suburban Centres upgrades	85	
2074	Minor CBD Enhancements	63	

Urban development, heritage and public spaces development

Economic Development Total	12,809

Urban development, heritage and public spaces development

Urban development, heritage

Cultural

4.1	Arts and cultural activities	2038	Gallery & Museum Upgrades	5,358

and public spaces development

Wellbeing	 	
Arts and cultural activities	2042	Arts Installation	33

Urban development, heritage and public spaces development

& Exhibition Centre (WCEC)

Arts and cultural activities	2129	Wellington Convention

47,278

Urban development, heritage and public spaces development

Cultural Wellbeing Total	52,669

Urban development, heritage and public spaces development

2136	Housing Investment Programme	2,827

Social and	5.1	Recreation promotion and support	2044	Aquatic Facility renewals	1,657	
		Recreation promotion and support	2045	Sportsfields upgrades	479	
		Recreation promotion and support	2048	Recreation Centre Renewal	81	
		Recreation promotion and support	2049	ASB Sports Centre	305	
		Recreation promotion and support	2050	Basin Reserve	4,822	
		Recreation promotion and support	2051	Playgrounds renewals & upgrades	1,965	
		Recreation promotion and support	2052	Evans Bay Marina – Renewals	703	
		Recreation promotion and support	2053	Clyde Quay Marina – Upgrade	559	
	5.2	Community participation and support	2054	Upgrade Library Materials	2,314	
		Community participation and support	2055	Upgrade Computer Replacement	89	
		Community participation and support	2056	Central Library upgrades	19	
		Community participation and support	2058	Branch Libraries renewals	302	
		Community participation and support	2060	Housing renewals	10,157	
		Community participation and support	2061	Community Halls –	6,296	
	5.3	Public health and safety	2062	Burial & Cremations	388	
		Public health and safety	2063	Public Convenience and pavilions	2,722	
		Public health and safety	2064	Safety Initiatives	117	
		Public health and safety	2065	Emergency Management renewals	82	

Recreation

6.2	Building and development control	2076	Earthquake Risk Mitigation	41,970

Urban Development Total	46,582

Transport	7.1	Transport	2075	Urban Regeneration Projects	256	
		Transport	2077	Wall, Bridge & Tunnel Renewals	8,640	
		Transport	2078	Road Surface Renewals	1,859	
		Transport	2079	Reseals	2,527	
		Transport	2080	Preseal Preparations	3,844	
		Transport	2081	Shape & Camber Correction	4,796	
		Transport	2082	Sumps Flood Mitigation	258	
		Transport	2083	Road Corridor New Walls	2,392	
		Transport	2084	Service Lane Improvements	124	
		Transport	2085	Tunnel & Bridge Improvements	1,963	
		Transport	2086	Kerb & Channel Renewals	2,344	
		Transport	2087	Vehicle Network New Roads	52	
		Transport	2088	Road Risk Mitigation	4,907	
		Transport	2089	Roading Capacity Projects	370	
		Transport	2090	Area Wide Road Maintenance	969	
		Transport	2091	Port and Ferry Access	157	
		Transport	2094	Cycling Improvements	8,888	
		Transport	2095	Bus Priority Planning	5,818	
		Transport	2096	Pedestrian Network Structures	512	
		Transport	2097	Pedestrian Network Renewals	3,880	
		Transport	2098	Walking Improvements	515	
		Transport	2099	Street Furniture	305	

upgrades & renewals

Social and Recreation Total	33,055

104	105

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21

	2020/21	
Activity	Annual Plan	
Strategy	Group	Activity Group Description	Activity Activity Description	$000	
Transport	7.1	Transport	2100	Pedestrian Network Accessways	252	
		Transport	2101	Traffic & Street Signs	1,220	
		Transport	2102	Traffic Signals	1,009	
		Transport	2103	Street Lights	1,236	
		Transport	2104	Rural Road Improvements	112	
		Transport	2105	Minor Works Projects	1,855	
		Transport	2106	Fences & Guardrails	699	
		Transport	2107	Safer Roads Projects	1,586	
		Transport	2134	Lambton Quay Bus Interchange	0	
		Transport	2141	LGWM – City Streets	1,539	
		Transport	2142	LGWM – Early Delivery	5,392	
	7.2	Parking	2108	Parking Asset renewals	438	
		Parking	2109	Roadside Parking Improvements	123	
Transport Total					70,837	
						
Council	10.1	Organisational Projects	2111	Capital Replacement Fund	3,689	
		Organisational Projects	2112	Information Management	277	
		Organisational Projects	2114	ICT Infrastructure	2,667	
		Organisational Projects	2116	Strategic Initiatives	0	
		Organisational Projects	2117	Unscheduled infrastruture renewals	0	
		Organisational Projects	2118	Health & Safety – Legislation	343	
		Organisational Projects	2119	Civic Property renewals	1,069	
		Organisational Projects	2120	Commercial Properties renewals	724	
		Organisational Projects	2121	Community & Childcare	600	
		Organisational Projects	2126	Business Unit Support	1,049	
		Organisational Projects	2127	Workplace	1,177	
		Organisational Projects	2128	Civic Campus Resilience and	4,202	
		Organisational Projects	2131	Smart Council	1,736	
		Organisational Projects	2132	Digital – Internet Intranet	0	
		Organisational Projects	2133	Quarry Renewals and Upgrades	173	
		Organisational Projects	2138	Permanent Forest Sink Fund	0	
		Organisational Projects	2140	Security	600	
Council Total					18,306	
Grand Total					299,130	

106						

Summary by Capital Expenditure by Activity 2020/21 Annual Plan Budget report – 1 year

Āpitihanga | Appendices
Appendices

Compliance

Facility renewals

Improvements

Initiative – Carbon Credits

107

Wellington City Council

Mahere a-Tau | Annual Plan 2020/21

Pandemic Response and Recovery Plan

Appendix 1:

Pandemic Response and Recovery Plan

To ensure Wellington gets through the Pandemic in the best possible shape and the City recovers as fast as possible.

1.	2.	3.

4.	5.	6.

Council Financial Support

With the lockdown in place, some businesses and households were facing significant financial hardship. The government provided a range of support mechanisms as did banks. Council:
provided support to businesses and commercial ratepayers by providing the ability to defer fourth quarter rates without penalty for six months
provided a variety of rent relief or rent payment plans for the balance of 2019/20 to organisations, businesses and clubs that use council facilities
reduced the timeframes for payments to suppliers who provide goods and services to Council from 20 to 7 days to help with cash-flow.

Council Services

Council services are important for community wellbeing. While many were temporarily on hold, essential services continue to be
delivered and others were delivered in a different way. Council services will play an important part of the recovery phase, and Council costs also impact many businesses.
Council:
reduced many fees such as alcohol and food licence fees to support the hospitality sector
provided a rebate for pavement licence holders for the equivalent of the fourth quarter of 2019/20
provided ongoing support through Council grants to Wellington community groups
froze pool and council gym membership costs for the duration of the lockdown.

Community Wellbeing

As we move through COVID-19 and into recovery we will work with our partners to understand and address emerging needs.
To assist us we will provide additional grant funding of $1.5m to support community and social service organisations to address these needs
Continue work with our partners to address homelessness and ensure the increased transitional housing capacity developed through the COVID-19 response is maintained
We recognise there is a need have an increased focus on wellbeing and harm reduction programmes such as family violence and we will take a partnership approach to address increased need in
this area
To ensure food is available to people in need we will continue with our food security work programme
Renewed emphasis on programmes that improve local resilience and wellbeing –
including restoring the function of community centres.
Get people active – provide discounted or free entry to facilities like the Zoo, Zealandia and Council pools for a period of time to encourage people.

Economic Recovery

Businesses pay 45 percent of the total rates in the city, and provide jobs for Wellingtonians as well many others in the region. It is important that businesses are supported through the lockdown so they can be at the forefront of the economic recovery. Actions include:
Business support – WellingtonNZ operating a business advice
line and running a series of webinars and online workshops for the business community
City Recovery Fund – a fund of up to $8m to support and boost the economic recovery
including support for the creative and innovative sectors.

Absolutely Positively Wellington

Wellington has a strong sense of community and is no stranger to a crisis. As shown with the
earthquake in 2016, Wellingtonians are resilient and look after each other in times of need. This area of focus is about maintaining pride in the city, looking after each other, and looking after everything local. There are two main aspects:
Buy local – the #LoveLocal programme will be geared up to encourage Wellingtonians to buy from and support local
Wellington businesses and those across the region
Pride in the city – a range of initiatives will be undertaken to encourage the Absolutely
Positively Wellington pride in our city, foster Wellingtonians’ caring spirit and find new ways in which we can support each other.

Regional & Central Government Collaboration

As part of the recovery phase it will be important that economic stimulus projects are strongly aligned with central government efforts to ensure benefits are maximised. The key areas of focus are:
Preparing a package of 10 ‘shovel ready’ projects to support economic growth and job creation in the region
Partnering with Wellington stakeholders and our CCOs on a future programme of work to assist city recovery
Working alongside mana whenua towards a strong recovery for our city, whānau and hapori
Advocate to central government for funding and other support to assist with the recovery of Wellington, a capital fit for
the future.

108	109

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Detailed performance information

Appendix 2:
Rates payment flexibility

Appendix 3:
Detailed performance information

We are proposing flexibility for how and when rates are paid for 2020/21 for ratepayers

How we will monitor performance
Performance measures

who are impacted by Covid-19.

We use performance measures to track how well we
are delivering services against targets.
Please note the following when reading these

For Council Controlled Organisations (CCOs),
measures are to be confirmed through the Statement of Intent (SOI) process through the Council’s CCO

For those requiring help paying the 4th instalment of rates in 2019/20, please refer to your rates bill or wellington.govt.nz/rates for more information.
Rates related policy changes
Rates Postponement policy

and business ratepayers in cases of financial hardship due to the Covid-19 pandemic are as follows:
Commercial (Non-residential) ratepayers or their tenants will be able to illustrate
experiencing financial hardship

This postponement relates specifically to the rates invoices for the 2019/20 4th quarter (due 1 June 2020) and the 2020/21 1st Quarter (due 1 September 2020). Deferred payment will attract  interest  at  a rate of 2 percent per annum. Interest

measures.
These measures represent the range of data we collect, which will inform how well we are delivering our services. When we report on our performance, it may be on groups of measures rather than individual measures in order to clearly tell our performance story.

subcommittee. Detailed measures can be found in these SOIs on our website.
Baseline targets – as some measures were new in our 10 year plan, actual results are being used to establish a ‘baseline’ to set future targets.

We are making some changes to our rates postponement policy to enable better support to ratepayers

resulting from natural disaster or other type of local or national emergency eg Covid-19

will be calculated quarterly. For Q4 2019/20 this is on the 15 July 2020 and 15 October 2020 and added to

Performance measure	Target 2019/20	Target 2020/21

Governance, information and engagement

facing financial hardship during

through either:

the unpaid balance of the postponed	 	

the COVID-19 pandemic. The changes below are an addition to our existing policy which caters for rates postponement for residential and commercial ratepayers facing financial hardship. Residents can apply for a rates deferral under
the existing rates remission and rates postponement policy criteria. Applications for a rates postponement must be made in
writing. New criteria for commercial ratepayer’s rates deferral due to COVID-19 have been added as

Qualification for Government Covid-19 wage subsidy; or
Qualification for Government Covid-19 Business Finance Guarantee Scheme; or
Qualification for a mortgage ‘holiday’ from the bank;
Qualification for other Government funded schemes or initiatives relating to the natural disaster or  other type of local or national emergency

rate amount of instalment four for the 2019/20 rating year. For Q1 2020/21 this is on the 15th October 2020 and 15 January 2021.
This rates postponement ceases on 31 December 2020 for Q4 2019/20, and 31 March 2021 for Q1 2020/21, unless extended by a resolution
of Council prior to that date. This may be in the form of an extension to the duration of the period of postponement and/or the inclusion of postponement of additional rate(s) invoices.

Facilitating democratic decision-making

Meeting and committee agendas (%) made available to the public at least 4 days prior to meetings	70%	70%	
Community engagement			
Residents (%) who believe they have adequate opportunities to have their say in Council activities	45%	45%	
Residents (%) who state they are satisfied with how the Council makes decisions	45%	45%	
Providing information and a point of contact			
Contact Centre – Contacts responded to within target timeframes (calls)	85%	85%	
Contact Centre – Contacts responded to within target timeframes (emails, web form and FIXiT)	100%	100%	
City Archives – users (%) satisfied with services and facilities	75%	75%	

Meeting and committee agendas (%) made available to the public within statutory timeframes	100%	100%

follows:
Covid-19 Pandemic Response

Show that benefits of relief
are passed through to tenants.

Rates instalment penalties and rates arrears penalties relating to

Residents (%) who agree that Council information is easy to access (via website, libraries, social media, newspapers etc)

55%	55%

Rates Postponement
Relief of up to six months rates

The rateable property is not owned and/or occupied by a

successful applications will not be added during the period of approved

Residents (%) who agree that the Council is proactive in informing residents about their city	70%	70%

postponement (deferred payment) can be provided for commercial, business and industrial ratepayers.
Criteria for the postponement of

central government agency, crown entity, state owned enterprise or utility company as these are excluded from

deferral. All other outstanding
unpaid balances will attract the normal penalty fees.

Official information requests (%) handled within Local Government Official Information and
Meetings Act legislative timeframe
Māori and mana whenua partnerships Relationship with mana whenua

90%	90%

rates for commercial, industrial

qualification.

Mana whenua satisfaction with their relationship with Wellington City Council	Satisfied	Satisfied The extent to which (how satisfied) mana whenua partners believe (are) that the Council

is meeting its obligations under Te Tiriti o Waitangi with respect to Partnership, Protection
and Participation (narrative-based measure based on interviews)
Engaging Māori residents in decisions

Māori residents (%) who believe that they have adequate opportunities to have their say in decision-making

Satisfied	Satisfied

75%	75%

110	111

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Detailed performance information

Performance measure	Target 2019/20	Target 2020/21

Promoting Māori culture

Māori residents (%) who agree that the Council is taking an active role in revitalising te reo Māori	75%	75%

Performance measure	Target 2019/20	Target 2020/21
2.3 Water Clean and safe

Māori residents (%) who agree that the Council is taking an active role in revitalising Māori cultural heritage

75%	75%

Compliance with Drinking Water Standards for NZ 2005 (revised 2008) (Part 4 bacterial compliance criteria)*

Compliant	Compliant

Performance measure	Target 2019/20	Target 2020/21

Parks, beaches and open spaces Utilisation
Number of visitors to the Wellington Botanic Gardens and Otari-Wilton’s Bush	1,280,000	900,000
Estimated 30% reduction due to impact of Covid-19 on tourism

Compliance with Drinking Water Standards for NZ 2005 (revised 2008) Part 5 protozoal compliance criteria)*
Meeting customer expectations

Number of complaints about the drinking water’s clarity, taste, odour, pressure or flow, continuity of supply, and supplier responsiveness, expressed per 1000 connections*
Continuity of supply and resolution of faults

Compliant	Compliant

<20	<20

Number of formal education attendees at Council programmes (School & Community)	Baseline	2,000
Attractiveness

and reserves, playgrounds, botanic gardens, beaches and coastal areas, walkways and trails,	90%	90%		Median response time for resolution for non-urgent call outs*	≤ 5 days	≤ 5 days	
Protecting and enhancing our biodiversity				Water supply interruptions (measured as customer hours)	Baseline	Baseline	
Establish 2 million native plants by 2025	1,815,000	1,850,000		Efficiency and sustainability			
Hectares of high-value biodiversity sites covered by coordinated pest management	Baseline	296		Percentage of real water loss from networked reticulation system *	<17%	<17%	
Affordability				Average drinking water consumption resident/day*	365ltr	365ltr	
Cost to the ratepayer per visitor to the Wellington Botanic Gardens and Otari-Wilton’s Bush	Baseline	< $4.20		2.4 Wastewater			
Community engagement				Compliance and sustainability			
Proportion of households engaged in Council-coordinated pest trapping	Baseline	30%		Dry weather wastewater overflows, expressed per 1000 connections*	0	0	
Number of plants supplied for community planting	35,000	35,000		Compliance with the resource consents for discharge from the sewerage system,			

Residents (%) satisfied with the quality and maintenance of green open spaces (local parks waterfront, forested areas and green belts)

Median response time for attendance for urgent call outs*	≤ 60 min	≤ 60 min

Median response time for resolution for urgent call outs*	≤ 4 hours	≤ 4 hours

Median response time for attendance for non-urgent call outs*	≤ 36 hours	≤ 36 hours

Waste reduction and energy conservation Recycling
Residents (%) who use WCC recycling services regularly	90%	90%

Affordability

Cost per household (per annum) for kerbside recycling	Baseline	$86.00

Customer satisfaction

Residents (%) satisfied with kerbside recycling service	85%	85%

Users (%) satisfied with waste collection service	90%	90%

measured by the number of:

Abatement notices	0	0	
Infringement notices	0	0	
Enforcement orders	0	0	
Convictions*	0	0	

Meeting customer expectations

Number of complaints about the wastewater odour, system faults, blockages, and supplier responsiveness, expressed per 1000 connections*
Continuity of service and resolution of faults

<30/1000	<30/1000

Sustainable landfill operation
Estimated efficiency of gas capture system
(% of estimated gas produced that is captured and destroyed)
Waste minimisation activities

Baseline	Baseline

Number of wastewater reticulation incidents per km of reticulation pipeline (blockages)		≤0.8		≤0.8 Median response time for wastewater overflows* (attendance time)	≤1 hour	≤1 hour
Median response time for wastewater overflows* (resolution time)	≤6 hours	≤6 hours

Volume of waste diverted from landfill (tonnes)		20,000	20,000 Number of participants in waste minimisation and education programmes run by WCC	Baseline		3,000 Energy conservation
Energy cost ($)	Baseline	Baseline

Amount of energy used (kWh)	Baseline Reduce by 5% pa

Stormwater

Continuity of service and resolution of faults

Number of flooding events*	Baseline	Baseline

Number of pipeline blockages per km of pipeline		≤0.5		≤0.5 Number of habitable floors per 1000 connected homes per flooding event*	Baseline	Baseline

Estimated energy savings	Baseline	5% pa		Median response time to attend a flooding event*	≤60 minutes	≤60 minutes	
							
WCC corporate greenhouse gas emissions (tonnes)	Achieve 2050
target	Achieve 2050
target		Days (%) during the bathing season (1 November to 31 March)	90%	90%	

112				
*denotes mandatory measures		
113	

that the monitored beaches are suitable for recreational use

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Detailed performance information

Performance measure	Target 2019/20	Target 2020/21	Performance measure	Target 2019/20	Target 2020/21

Monitored sites (%) that have a rolling 12 month median value for E.coli	90%	90%		Scheduled sports games and trainings (%) that take place (all sportsfields) Summer	Baseline	95%	
Compliance with the resource consents for discharge from the stormwater system,		Scheduled sports games and trainings (%) that take place (all sportsfields) Winter	Baseline	85%	
Abatement notices	0	0		Utilisation			
Infringement notices	0	0		Artificial sports-field (%) utilisation – peak winter	80%	80%	
Enforcement orders	0	0		Artificial sports-field (%) utilisation – peak summer	40%	40%	
Convictions*	0	0		Artificial sports-field (%) utilisation – off-peak winter	25%	25%	
Meeting customer expectations				Artificial sports-field (%) utilisation – off-peak summer	20%	20%	

(dry weather samples) that do not exceed 1000 cfu/100ml measured by the number of:

Number of complaints about stormwater system performance per 1000 connections*	<20/1000	<20/1000 Residents (%) satisfied with the stormwater system		75%		75%

Swimming pool visits (by facility)
Estimated 15% reduction due to impact of Covid-19

1,321,000	1,122,000

Conservation attractions

Wellington Zoo – for CCO measures refer to CCO’s Statement of Intent.	Refer SOI

ZEALANDIA – for CCO measures refer to CCO’s Statement of Intent.	Refer SOI

Performance measure	Target 2019/20	Target 2020/21

3.1 City promotions and business support Business Improvement Districts
Total targeted rates collected from and paid to Business Improvement Districts	335,000	342,000

WellingtonNZ – for CCO measures refer to CCO’s Statement of Intent.

Wellington Regional Stadium Trust – for measures refer to Trust Statement of Intent.

Performance measure	Target 2019/20	Target 2020/21
4.1 Arts and cultural activities High quality events

Attendees (%) satisfied with Council-delivered arts and cultural festivals	90%	90%

Estimated attendance at WCC-supported and delivered events.	Trend	Trend

Arts and cultural sector support

Users (%) satisfied with Toi Pōneke facilities and services	90%	90%

Users (%) satisfied with Toi Pōneke staff	New	90%

Grant outcomes (%) achieved (through funded outcomes – four out of five – being met)	80%	80%		User satisfaction (%) with library collection (e-library)	80%	80%	
Wellington Museums Trust – for CCO measures refer to CCO’s Statement of Intent.	Refer SOI		Libraries utilisation			

Funding Success

– Arts and Culture Fund

Marinas occupancy (%)	96%	96%

Recreation centre visits (including ASB Sports Centre)	1,165,000	1,165,000	
ASB Sports Centre court space utilisation (%) – peak	65%	65%	
ASB Sports Centre court space utilisation (%) – off-peak	50%	50%	
Number of uses of Leisure Card	148,000	148,000	
Berhampore Golf course users	Baseline	1,770

Affordability

Residents’ perception that pool admission charges are affordable	Baseline	60%

Ratepayer subsidy per swim	Baseline	<$13.60

Ratepayer subsidy per court/hour (ASB Sports Centre)	Baseline	<$6.25

City recreation promotion

Number of international and national events at Council recreation facilities	Baseline	Baseline	
Estimated attendees of international and national events at Council recreation facilities	Baseline	Baseline	
Basin Reserve Trust – for CCO measures refer to CCO’s Statement of Intent.	Refer SOI
5.2 Community Support

Libraries experience		
User satisfaction (%) with library services	90%	90%	
User satisfaction (%) with library facilities	Baseline	70%	
User satisfaction (%) with library collection (physical)	75%	75%	

Performance measure	Target 2019/20	Target 2020/21
5.1 Recreation promotion and support High quality experience

User satisfaction (%) – pools	90%	90%	
User satisfaction (%) – recreation centres including ASB Sports Centre	90%	90%	

Library items issued (physical)	Baseline	2,200,000

Library items issued (e-library)	340,000	340,000

Estimates of attendees of library programmes		75,000		Baseline Library physical visits	2,400,000	2,400,000*
Library website visits	3,300,000	3,300,000

Residents (%) who are active library users	75%	75%

User satisfaction (%) – sportsfields (grass)	85%	85%		Libraries amenity		
User satisfaction (%) – sportsfields (artificial)	85%	85%		Customers (%) who think the library helped them to gain new knowledge and skills	Baseline	70%	

114

* denotes mandatory measures	* Target re-set due to COVID-19 and central library closure.

115

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Detailed performance information

Performance measure	T	arget 2019/20	Target 2020/21		Performance measure	Target 2019/20	Target 2020/21	
Customers (%) who think the library helped them to connect with others and ideas	Baseline	50%		Residents (%) who agree that the public areas of their suburban centre –feel safe	Baseline	70%	
Customers (%) who think the library helped them to improve their job and earning potential	Baseline	25%		Residents (%) who agree that the public areas of their suburban centre –are well designed	Baseline	40%	
Customers (%) who think the library contributed to their sense of belonging in the community	Baseline	65%		Economic impact of urban regeneration projects (specific methodology to be scoped)	Baseline	Baseline	
Libraries affordability				Protecting heritage			
Cost to the ratepayer per library transaction	Baseline	Baseline		Residents (%) who agree that heritage items are adequately valued and protected in the city	65%	70%	
Community centres utilisation				Number of heritage-listed buildings that are earthquake prone	Baseline	10% reduction	
Occupancy (%) of Council community centres and halls	45%	45%		Residents (%) who agree that the character of historic suburbs is adequately retained	70%	70%	
Funding success				6.2 Building and development			
Grants outcomes (%) achieved (through funded outcomes – four out of five – being met)	80%	80%		Effective planning			

Housing quality and usage				Residents’ agreement that our building and development control settings strike the right balance	Baseline	45%	
Tenant satisfaction (%) with services and facilities	90%	90%		Timeliness			
Tenant rating (%) of the overall condition of their house/apartment (average, good, and very good)	90%	90%		Building consents (%) issued within 20 workings days	100%	100%	
Tenant (%) sense of safety in their complex at night	75%	75%		Code of compliance certificates (%) issued within 20 working days	100%	100%	
Occupancy rate of available housing facilities	90%	90%		Land Information Memorandums (LIMs) (%) issued within 10 working days	100%	100%	
All tenants (existing and new) housed within policy	98%	98%		Resource consents (non-notified) (%) issued within statutory time frames	100%	100%	
Housing upgrade project				Resource consents (%) that are monitored within 3 months of project commencement	100%	100%	
Agreed milestones, design standards and budgets are met in accordance with the agreed works	To achieve	To achieve		Subdivision certificates – Section 223 certificates (%) issued within statutory timeframes	100%	100%	
Noise control (excessive noise) complaints (%) investigated within 1 hour	90%	90%	

– Social and Recreation Fund
between allowing development and preserving the character of the city

programme and Deed of Grant between the Crown and the Council
5.3 Public health and safety Compliance
Food registrations – premises (%) inspected within Food Act regulation required timeframes (new business and existing businesses)
Efficiency

100%	100%

Customer focus

Customers (%) who rate building control service as good or very good	70%	70%

Customers (%) who rate resource consent service as good or very good	Baseline	90%
Compliance

Alcohol licences – high to very high premises (%) inspected during peak time	50%	50%

Alcohol licences – very high risk premises (%) inspected twice during the year	100%	100%
Timeliness

Graffiti removal – response time frames (%) met	80%	80%	
Dog control – urgent requests (%) responded to within 1 hour	100%	100%	
Dog control – non-urgent requests (%) responded to within 24 hours	99%	99%	
Public toilets – urgent requests (%) responded to within 4 hours	100%	100%	
Public toilets – non-urgent requests (%) responded to within 3 days	95%	95%

Hygiene standard

Toilets (%) that meet required cleanliness and maintenance performance standards	95%	95%

	Residents (%) satisfied with street lighting in the central city	85%	85%	
6.1 Urban planning, heritage and public spaces development				Residents (%) satisfied with street lighting in suburbs	75%	75%	
High-quality development				Requests for service (%) response rate – urgent within 2 hours	98%	98%	
Residents (%) who agree that new buildings constructed in the city maintain	Baseline	60%		Requests for service (%) response rate – non-urgent within 15 days	98%	98%	

Performance measure	Target 2019/20	Target 2020/21

Building Consent Authority (BCA) accreditation retention	Retain	Retain
Performance measure	Target 2019/20	Target 2020/21

7.1 Transport network		
Network condition and maintenance			
Roads (%) that meet smooth roads standards*	70%	70%	
Structures (%) that have been condition rated in the past five years – walls	100%	100%	

Structures (%) in serviceable (average) condition or better – bridges	100%	100%	
Structures (%) in serviceable (average) condition or better – tunnels	100%	100%	

Structures (%) that have been condition rated in the past five years – bridges and tunnels	100%	100% Structures (%) in serviceable (average) condition or better – walls		97%		97%

or enhance the city’s attractiveness

Residents (%) who agree that regeneration of areas of the city adds to its vibrancy (eg laneways)	Baseline	85%

Footpaths (%) in average condition or better (measured against WCC condition standards*)	96%	96%

Residents (%) who agree that the public areas of their suburban centre – encourage use	Baseline	70%	Sealed local road network (%) that is resurfaced*	target range
8.9–9.9%	target range
8.9–9.9%	
116			
* denotes mandatory measures		117	

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21

<25min

Performance measure	Target 2019/20	Target 2020/21	
Residents (%) satisfaction with the condition of local roads in their neighbourhood

Active modes promotion	75%	75%	
Number of pedestrians entering and leaving the CBD	Inc on last year	Inc on last year	
Number of cyclists entering and leaving the CBD

Network safety	Inc on last year	Inc on last year	
Residents (%) who are satisfied with walking on Wellington’s footpaths	75%	75%	
Residents (%) who are satisfied with cycling on Wellington’s cycleways

Network efficiency and congestion	75%	75%	
Residents (%) who think peak travel times are acceptable	majority	majority	

Peak travel times between CBD and suburbs (Karori, Johnsonville, Island Bay and Miramar)	Each route

Each route
<25min

Rates help pay for many of the things Wellingtonians love

PT enablement
Bus stops (%) that have a shelter (co-delivered with GWRC)	Baseline	30%
Wellington Cable Car Limited – for CCO measures refer to CCO’s Statement of Intent.
7.2 Parking Equity
Residents (%) who perceive that parking enforcement is fair	>50%	>50%

Availability		
City parking occupancy during weekdays (8am-6pm)	50–70%	50–70%	
City parking occupancy during weekends (8am-6pm)	50–70%	50–70%	
Residents (%) satisfaction with the availability of on-street car parking (weekdays)	70%	70%	
Residents (%) satisfaction with the availability of on-street car parking (weekend)	70%	70%	

about their city – open green spaces, clean beaches, libraries, recreation centres,
as well as our core roading, water and social services.

118	119

Wellington City Council	Mahere a-Tau | Annual Plan 2020/21	Your Mayor and Councillors

Appendix 4

Te Koromatua me ō Kaikaunihera Your Mayor and Councillors
The Wellington City Council is made up of 14 elected Councillors and a Mayor. The Council is elected, along with all other local authority elected members in New Zealand, every 3 years. The Mayor is elected by the city’s residents. The Councillors are elected by voters from the wards they represent. The wards and number of elected Councillors for each are:

Motukairangi | Eastern Ward

Sarah Free Deputy Mayor
022 121 6412
Sarah.Free@wcc.govt.nz
Chair
Long Term Plan and Annual Plan Committee
Portfolio Leader Governance Associate Transport

Sean Rush
021 964 898
Sean.Rush@wcc.govt.nz
Portfolio Leader
Associate Urban Development Infrastructure

Teri O’Neill
021 967 090
Teri.ONeill@wcc.govt.nz
Portfolio Leader
Natural Environment
Associate Community Wellbeing

 	 	

Citywide

Paekawakawa | Southern Ward

Pukehīnau | Lambton Ward

 	 	 	 	 	

Andy Foster Mayor
021 227 8537
Mayor@wcc.govt.nz
Chair
Council
Portfolio Leader
Transport and Urban Development

Fleur Fitzsimons
027 803 0515
Fleur.Fitzsimons@wcc.govt.nz
Chair
Grants Subcommittee
Portfolio Leader
Community Wellbeing

Laurie Foon
021 963 270
Laurie.Foon@wcc.govt.nz
Portfolio Leader
Waste Minimisation
Associate Economic Development

Iona Pannett
021 227 8509
Iona.Pannett@wcc.govt.nz
Portfolio Leader
Associate Urban Development

Nicola Young
021 654 844
Nicola.Young@wcc.govt.nz
Portfolio Leader
Arts, Culture and Events Associate Urban Development Associate Economic Development

Tamatha Paul
027 506 2783
Tamatha.Paul@wcc.govt.nz
Portfolio Leader
Climate Change
Associate Community Wellbeing

 	
Takapū | Northern Ward	Wharangi | Onslow-Western Ward

Jenny Condie
021 972 763
Jenny.Condie@wcc.govt.nz
Chair
Council-Controlled Organisations Subcommittee
Portfolio Leader
Associate Transport

Jill Day
027 262 3181
Jill.Day@wcc.govt.nz
Chair
Strategy and Policy Committee
Portfolio Leader
Māori Partnerships
Associate Community Wellbeing

Malcolm Sparrow
027 232 2320
Malcolm.Sparrow@wcc.govt.nz
Chair
Regulatory Processes Committee
Portfolio Leader
Associate Resilience

Diane Calvert
029 971 8944
Diane.Calvert@wcc.govt.nz
Chair
CEO Performance Review Committee, Finance, Audit and Risk Subcommittee
Portfolio Leader
Economic Development

Rebecca Matthews
021 973 365
Rebecca.Matthews@wcc.govt.nz
Portfolio Leader
Community Engagement Associate Community Wellbeing

Simon Woolf
027 975 3163
Simon.Woolf@wcc.govt.nz
Portfolio Leader
Sport and Recreation

120	121

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