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WELLINGTON TOWARDS 2040: SMART CAPITAL

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 1 CONTENTS

4 A strategy for Wellington 5 Developing the strategy 6 Global trends facing Wellington 7 Our response: City strengths 8 A vision for Wellington Building a smart capital Building a resilient capital 11 Four goals for Wellington 12 People-centred City Why a People-centred city? Building place and identity Building vibrant and resilient communities 20 Connected City Why a Connected City? Connecting places Connected people and ideas 26 Eco-City Why an Eco-City? Building sustainability and resilience Developing the green dividend for Wellington 32 Dynamic Central City Why a Dynamic Central City? A dynamic and vibrant city centre A sustainable and resilient city centre

41 Implementing the strategy: What will the Council do? MAYOR’S FOREWORD Tēnā koutou katoa. We Wellingtonians love our city and engage actively I’m delighted to launch this strategy. Wellington in its development. We see this in the high levels has come a long way in recent decades. Our of commitment to volunteer activities across compact cosmopolitan has one of Wellington’s communities and passionate debate the best lifestyles in the world in a beautiful on many issues. This strategy will ensure that natural setting. We’re home to world-class talent, Wellington will continue to be a city of which we successful businesses, new technologies and a are proud. creative sector to be proud of. The vision for Wellington is underpinned by four However, the world is a changing place. We can’t city goals. These goals are based on the city’s stand still and expect to achieve the success we competitive advantages – our highly skilled want for the future. Globally, cities are facing and innovative population; our strong ‘eco-city’ challenges of economic and environmental performance; our position as ’s capital uncertainty, population changes, and increasing connected culturally and socially to the world; and demands on city resources and services. our compact city form. As we respond to these challenges together, Many cities aspire to one or more of these goals we need to think and act deliberately to grow but Wellington’s combination of strengths is unique. Wellington’s resilience. We need a strong focus These goals describe a distinctively Wellington on a thriving diversified economy and good approach to guide our decisions about what we need opportunities for our people. Council’s strategic role to do now and in the future to ensure that Wellington includes leadership in urban design and protection is economically, socially and environmentally thriving of our natural and built heritage – our sense and prosperous. of place. Wellington’s city strategy will inform the future The year 2040 marks the bicentenary of two work and investments of our City Council. significant events – the signing of the Treaty of Success will also require the contribution of all Waitangi and the first Wellington Town Board. sectors and many individual Wellingtonians. I want As such it provides a useful timeframe for thinking to see effective collaboration between organisations, about Wellington’s future. This strategy sets out sectors and cities. where Wellington needs to head to secure our city’s Wellington’s success is closely related to future, starting with actions to be taken right now. New Zealand’s success. I look forward to developing Wellington’s city strategy will position Wellington strong partnerships with communities, individuals as an internationally competitive city with a and businesses here and overseas, as we work strong and diverse economy, a high quality of together to develop Wellington’s exciting future. life and healthy communities. It acknowledges and builds on our current success as New Zealand’s creative and events capital and is based on evidence and research. It provides a platform for world-leading exemplars – socially, Celia Wade-Brown culturally, environmentally and economically.

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 3 WELLINGTON TOWARDS 2040: SMART CAPITAL

Wellington City Council’s vision for Wellington is focused on the future development of the city over the next 30 years – starting from today. It builds on Wellington’s strengths, acknowledges the challenges the city faces now and over the medium to long-term, understands the changing role of cities, and is informed by Wellington’s communities. It is a statement of the future that we want for Wellington and how we believe this can best be achieved. We will act with urgency to build the economic, physical and social resilience of our city. The purpose of developing a Cities are not static. They grow, A strong economy will support Wellington has a world-class strategy for Wellington City is to shrink, prosper, fail, at the mercy Wellington to meet many of these quality of life, a physical acknowledge the need to build our of luck and circumstance. The challenges. A prosperous and environment of outstanding resilience – economic and social, story of the American rust belt is resilient economy that delivers beauty, a highly skilled population, physical and environmental – and an example of shifting fortunes quality jobs for all Wellingtonians healthy communities, and a to emphasise the urgency in which – when the industries moved at all skill levels requires strong reputation for creativity and quality we need to act to achieve this. away, so did people. Yet other city foundations. The city needs events. These are the strong city Wellington needs to respond to cities show that they can adapt to invest in the infrastructure foundations on which Wellington some big challenges. Like other and survive. The difference is and environment that supports can act deliberately and decisively cities it is experiencing economic resilience. business to innovate and thrive. to build its future, recognise downturn; an ageing population; We need to be economically We need to protect and enhance opportunities, and respond the need to respond to climate resilient – by reducing our our outstanding quality of life, that proactively to current and future change; increasing resource dependence on central attracts the best and the brightest challenges. scarcity; the pace of technological government employment and to live in our city and region. Local government has an change; and competition to increasing the diversity of Wellington’s city strategy important contribution to make, attract skilled and talented people Wellington’s economy. We need acknowledges and builds on but is just one player in shaping to live and work in the city. to be physically resilient – with our achievements and previous Wellington’s future. Furthermore, Wellington faces infrastructure that protects our successful transformations. From To deliver the changes needed this as a small city in a small urban and natural environments the quiet government town of the will require the efforts of all of country at a time when growth from natural events – earthquakes 1980s Wellington has become Wellington’s communities; strong and prosperity is becoming and the impacts of climate New Zealand’s ‘Creative Capital’, partnerships with the region, the increasingly concentrated in large change; and urban activity – transforming the entertainment, rest of New Zealand and further global cities and city-regions. population growth and arts, culture and economic base of afield; and a clear understanding Standing still is not an option. resource use. the city. Wellington’s strengths as of the city’s strengths and the The status quo will not deliver the And we need to be socially and a creative city will continue to be a challenges we face. future we want for Wellington in culturally resilient – understanding big part of our future. the short- or long-term. the needs of our communities, valuing the participation and knowledge of Wellingtonians, and working to ensure all can take part in the life of the city.

PAGE 4 WELLINGTON TOWARDS 2040: SMART CAPITAL DEVELOPING THE STRATEGY We have developed a strategy for Wellington that is supported by four city goals: • PEOPLE-CENTRED CITY • CONNECTED CITY • ECO-CITY • DYNAMIC CENTRAL CITY Each of the city goals is associated with priority outcomes for Wellington to achieve. Taken together, this strategic positioning of the city will support our economic, social, physical and environmental resilience into the future.

How we got here • research on implications of What did people say? Wellington’s stunning natural Work on developing the strategy global trends – identification Between June and August 2011, setting, vibrant creative has taken place over two years of Wellington’s strengths, the City Council gathered views downtown feel, public transport and involved the expertise and weaknesses, challenges from Wellingtonians on the draft and cycling and walking input of many Wellingtonians. and opportunities in light of strategy document. People were infrastructure, all topped the list It has drawn on what we know those trends able to give their feedback in of what people love about the to be good practice from cities • exploration of alternative written form; by making an online city. The relationship between around the world and closer to scenarios – understanding submission; filling out a feedback Wellington’s quality of life and home. It is informed by research how critical underlying form; or talking to the Mayor, ability to attract talent and on global trends – identifying what trends could play out and Councillors and Council staff business was a strong theme we need to respond to now and give rise to divergent futures directly at the many workshops and one where we need to pay in the future. It reflects the city’s for Wellington and forums both during the more attention. strengths and where Wellingtonians development of the draft Wellingtonians also clearly told have said they want to head in the • workshops with elected document and during the us not to be complacent. We future, starting today. members – connecting consultation. Two shipping need to act with urgency to with the views of Wellington containers, or Storyboxes, were The process included: build on the strengths we have communities installed in the city to profile the to retain our high performance • environmental scan – • conversations and workshops strategy and increase awareness as one of the best places in the identification of major global with external community of the work and ideas. world to live. trends that are likely to groups and stakeholders impact on and have particular relevance to Wellington in the • public consultation process next 30 years on the draft strategy, Toward 2040: Smart Green Wellington.

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 5 GLOBAL TRENDS FACING WELLINGTON Big cities and the global Harnessing the Our people are becoming competition for talent opportunities presented older and populations In recent decades, major cities by new technologies more diverse – such as , , New technologies will affect City populations are becoming Singapore and Shanghai – the types of jobs people do, more diverse – in terms of have dominated economic and the skills they need, and how culture, language, taste and population growth in they communicate with, and interests. Populations are and Asia, attracting ever greater relate to one another. They also ageing, and demands shares of skills, business and provide significant opportunities on cities are growing. investment. Smaller cities have to improve the efficiency of Providing opportunities for all to find ways to stand out and our resource use and the Wellingtonians to participate and position themselves. What a city effectiveness of city services. be part of city communities will can offer, in terms of quality of Information and communications need to be actively supported. life and quality of jobs, is driving technology (ICT) links will provide There will be continued demand the decisions of mobile, skilled access to global resources, for increasing access to city populations about where they markets and ideas. life, community and recreation want to live. Wellington will need choices for a range of abilities, to have a clear sense of who we Our response to climate interests and needs. are and what we offer the world change and resource and develop partnerships that scarcity will become ever can support this. more urgent Cities – not countries – will lead the way in adapting to climate change, reducing dependence on fossil fuels and developing “DEPENDING ON new ways of living and working SIZE, CITIES ARE THE that are less energy intensive. MOST INFLUENTIAL We will need to develop more urgent responses to protect our INSTITUTIONS WITHIN THE biodiversity, and gain a better MODERN NATION. THEY understanding of the relationship REPRESENT THE ENGINES between our urban and natural OF THE ECONOMY AND environments. PROVIDE HOMES FOR A MAJORITY OF THE POPULATION. THEY ALSO ARE RESPONSIBLE FOR A MAJORITY OF RESOURCE AND ENERGY CONSUMPTION AND HARMFUL EMISSIONS.” The World Bank, Eco²Cities, 2010

PAGE 6 WELLINGTON TOWARDS 2040: SMART CAPITAL OUR RESPONSE: CITY STRENGTHS Creative capital with a Highly skilled population Ecological assets and dynamic central city Wellington’s people are its opportunities Our compact and dynamic central greatest asset. We have New Wellington has a head start on city, unique in Australasia, has Zealand’s most highly educated the rest of New Zealand, with a developed over recent years population. Our employment lower carbon footprint, higher into one of the most distinctive landscape is dominated by public transport usage, access features of Wellington, attracting knowledge jobs that need to significant renewable energy people to work, live, visit degree-level skills or higher. We resources, and a growing and play. are home to significant high- creative and knowledge-based quality education organisations. It is the economic engine room ‘weightless’ economy. of the Wellington regional Outstanding quality of life Our marine reserve and economy. It is the locus for mainland sanctuary and parks significant culture, arts and Wellington consistently signal the importance of our events, which drive the success outperforms bigger cities on unique biodiversity. of our city. The central city quality of life measures. Our unique natural harbour setting, We need to build our resilience provides Wellington with many to the impacts of climate change of the outstanding quality of life bounded by the Town Belt, characterises an urban form and protect our natural resources. features we need to be a place We need to understand and where talent wants to live. that is easy to move around. We have big city assets, such develop the economic potential New Zealand’s capital city as our regional stadium, and of our ecological assets through national treasures like Te Papa. research and innovation. As home to New Zealand’s We need to continue to support Parliament and Government, the citywide leadership and Wellington hosts significant investments that have created historical and cultural sites and “WE NEED TO the city we enjoy today. resources. National institutions, ARTICULATE A VISION FOR art galleries and museums, are NEW ZEALAND AS A PLACE based in the city. WHERE TALENT WANTS As well as being an important TO LIVE. A CONSEQUENCE driver of the local economy, Wellington, as the seat of IS THAT WE PROTECT government, is the location OUR ENVIRONMENT AND for national embassies, high IMPROVE INFRASTRUCTURE. commissions and consulates – WE NEED TO SEE all sources of valuable international connections and OURSELVES, AND PROJECT knowledge. OURSELVES TO THE WORLD, AS SMART, CREATIVE AND INNOVATIVE, ENCOURAGING THE BEST AND BRIGHTEST TO LIVE AND WORK HERE.” Sir

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 7 A STRATEGY FOR WELLINGTON

The city strategy tells the world what Wellington is about and where the city is headed in the future. It is based on our aspirations for Wellington and an understanding of the challenges and opportunities facing the city. It is informed by research on the The strategy for Wellington Global trends major trends facing cities around reflects the city’s future as one facing Wellington the world, now and in the future. of evolution, not revolution. It • Big cities get the most It is based on conversations with builds on our creative, dynamic attention Wellingtonians about what they strengths and looks to grow these want for their city. And it is based in a way that supports Wellington • Harnessing new technologies on a good understanding of to be sustainable and resilient • Responding to climate where the city is now and where into the future. change and resource scarcity our future opportunities lie. • Populations older and more diverse

THE CAPITAL CITY IS ALREADY A CREATIVE, HIGHLY SKILLED, CONNECTED POPULATION WITH OUTSTANDING ECOLOGICAL ASSETS. THESE ARE OUR STRENGTHS.

PAGE 8 WELLINGTON TOWARDS 2040: SMART CAPITAL BUILDING A SMART CAPITAL Wellington as a smart city is Wellington’s capital city status, The idea of the ‘smart city’ has a response to known future home to central government, come to represent more than challenges – most notably the national institutions and how cities use new technologies ongoing impact of economic embassies, strongly underpins to be more efficient. Now, being a downturn. A smart city approach our smart city foundations. smart city means understanding enables us to think about how to The public sector is recognised the role of ‘social infrastructure’ make the best use of knowledge, as directly connected to the to be a successful city. This investments and technology to knowledge economy, through includes the skill levels of create a better Wellington with its dominance of knowledge the population, how we use a diverse and resilient economic sector employment and indirectly information and knowledge, base. We need this as we face a through its procurement strong civic organisations future with an ageing and more budgets.1 Regularly supporting and participation, and healthy diverse population, and the need education, innovation and new communities. to respond to climate change and technologies and products, The increasing diversity of resource scarcity. Wellington’s public sector Wellington’s population will put Wellington as a smart city will continue to be a key part extra pressure on city services acknowledges our highly of our economy. at a time of need for greater skilled, creative population; Alongside this, we will work to efficiency. Everyone, regardless of recognises how new diversify our economy by focusing age, culture, or ability must have technologies and innovations economic growth on high-value, access to city life and be able will help us to respond to knowledge-intensive sectors and to participate in civic activities future sustainability and resource businesses. Strong connections – and healthy communities. challenges; and reflects a set regionally, nationally and globally Approaching solutions from of values that underpins much – for sharing and creating new a smart-city perspective will of what is distinctive about the knowledge, ideas and innovations support innovation, valuing city’s character. will be based on collaborative of good practice, technology Wellington outperforms the opportunities that support the and knowledge from around rest of New Zealand (and scale we need to be competitive. the world, acknowledging the many comparably sized cities To be smart, Wellington will importance of the involvement internationally) on a number continue to value and support of Wellingtonians themselves as of smart characteristics. the growth of our highly skilled the city’s most important smart Wellington’s population has population and access to resources. the highest education levels world-class education. We will 1 The Work Foundation, A plan for in the country and the highest understand and exploit our growth in the knowledge economy, proportion of people employed smart assets (research and 2011. in knowledge jobs (requiring development, new technologies), degree-level skills or higher). which will drive strong economic BY USING RESOURCES Our smart people are a performance and help us to IN A SMARTER WAY, significant asset for Wellington, protect and sustain Wellington’s [CITIES] WILL BOOST but they also present the city high quality of life. We will INNOVATION, A KEY with a challenge – world-class encourage smart urban design skills expect to live in a world- that contributes to efficient, FACTOR UNDERPINNING class city. effective and environmentally COMPETITIVENESS AND sustainable results. ECONOMIC GROWTH. IBM, ‘A vision for smarter cities’

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 9 BUILDING A RESILIENT CAPITAL Building Wellington’s resilience Australasia. They include All of these factors support for the future will influence the • low carbon footprint – Wellington to be recognised as investments we make, how Wellington generates a high quality city, where people we build and create things, 6.2 tonnes per person of choose to live and do business. and how we go about our daily greenhouse gas emissions, a Research from around the world lives in the short-, medium-, third of the national average of tells us emphatically – smart, and long-term future of the 18 tonnes per person highly talented and creative people city. It is about recognising the • access to local renewable place a high premium on quality of need to put climate change, energy – wind power and life when deciding where to live. If sustainability of resources developing tidal technology Wellington is to continue to attract and the environment front- the workforce we need to support • strong public transport use and-centre of planning for the the economy we want, we must future. We need to find ways • an economic base dominated act deliberately and remain at the to do things differently, more by knowledge-sector service forefront of leading edge initiatives efficiently, and smarter if we industries – part of the to be a sustainable urban city. ‘weightless economy’ want to continue to support a Building on Wellington’s strong strong economy and sustain our • a compact city with further creative city foundations to develop quality of life. potential for low-carbon creative digital industries, and It is absolutely essential to residential growth in the CBD other knowledge-based innovative Wellington’s continued and future • an established green identity economic opportunities, will high performance that we support at an international level – contribute to the city’s growing innovations that can protect our ranking 5th on the Mercer low-carbon ‘weightless’ economy. economy against rapidly rising eco-cities index. Wellington is strongly supported by energy costs – these are the kind ‘Windy Wellington’ – on the shores tertiary education institutions and of costs that put our enterprises of the turbulent – is Crown research institutes – out of business. We need to work considered one of the best places all of which are key resources for to lower energy use and provide in the world for developing and developing leading-edge research, access to renewable local energy trialling new wind and tidal energy thinking, and technologies to alternatives. generation technologies. Work in support a green city. Wellington has the potential to these areas has already started As the capital city of ‘clean green build on its significant ecological in the region. We can further New Zealand’, Wellington has assets, including the marine develop our understanding of the a an important role to play as an reserve, sanctuary and returning economic opportunities present in environmental leader. We need to biodiversity, to make a green developing Wellington as an eco- ensure the city is prepared for the approach an opportunity. This can city including , clean-tech challenges and can build resilience create economic advantage and industries, and through leadership in the face of the impacts of “IF NEW ZEALAND COULD will be a strong statement of the in national and international climate change, resource scarcity, BUILD COLLABORATIVE values that underpin the city’s networks. environmental degradation and NETWORKS AS IF IT WAS strategic positioning. Wellington’s geography and biodiversity loss. It requires active A CITY OF FOUR MILLION Wellington has many unique compact form work together to commitment, leadership and understanding of what’s needed to PEOPLE, WE WOULD environmental strengths and support a low carbon footprint, through inner-city residential position Wellington as a world-class SURPASS IN natural advantages that give it a head-start over any other city in living, use of public transport green performer. INVENTIVE ACTIVITY.” and more efficient infrastructure. Shaun Hendy, MacDiarmid Institute

PAGE 10 WELLINGTON TOWARDS 2040: SMART CAPITAL FOUR GOALS FOR WELLINGTON We need to understand what can make the most contribution to advancing Wellington. Four goals describe a different way of working – focused on collaboration, not competition, to build Wellington’s resilience in the face of future environmental, economic, and social challenges.

People-centred City Connected City Eco-City Dynamic Central City Wellington’s people are the city’s As a connected city, Wellington’s Developing Wellington as an eco- As a city with a dynamic centre, greatest asset. Wellington’s shape and people, places and ideas access city involves a proactive response Wellington will be a place of creativity, character will continue to reflect the networks – regionally, nationally and to environmental challenges. It exploration and innovation. The central people who live in, work in, and visit the globally. Connections will be physical, recognises the importance of city will be a vibrant and creative place city. Wellington’s People-centred City allowing for ease of movement of Wellington taking an environmental offering the lifestyle, entertainment will be healthy, vibrant, affordable and people and goods; virtual, in the form leadership role as the capital city and amenity of a much bigger city. resilient, with a strong sense of identity of world-class ICT infrastructure; of clean and green New Zealand. The central city will continue to drive and ‘place’ expressed through urban and social, enabling people to feel Wellington’s many natural assets give the regional economy. form, openness and accessibility for its connected to each other and their the city a head start and opportunities existing and future population. communities. as part of a green economy.

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 11 PEOPLE-CENTERED CITY

Wellington’s people are the city’s greatest asset. Wellington’s shape and character will continue to reflect the people who live in, work in, and visit the city. Wellington’s people-centred city will be healthy, vibrant, affordable and resilient, with a strong sense of identity and ‘place’ expressed through urban form, openness and accessibility for its current and future populations.

The role of with Active communities whenua celebrated and unique identities that support innovation recognised by the visibility • Support mixed residential, and resilience of Mäori culture and commercial, social and cultural • Develop spaces and places history in the city activities in Wellington’s (physical and virtual) to engage • Use public spaces, buildings, suburban areas. with each other. artworks and events as • Support strong links and • Support participation and opportunities to celebrate and access to good transport engagement through reflect the city’s relationship options between suburban increased transparency and with Māori. areas and the CBD and other accountability of city-level • Acknowledge and identify sites parts of the city. decision-making. of historical importance to • Understand the factors that • Use ICT and social media to Māori. influence housing affordability augment traditional forms • Acknowledge mana whenua and cost of living to ensure the of engagement to increase and Wellington whānau, hapū city can support a dynamic and access and relevance of city and as important partners diverse population. and community-level activities. in the future cultural, social, economic and environmental Wellington as Healthy and safe wellbeing of the city. a ‘smart’ city communities • Use new technologies to • Understand how urban design An open and improve quality and efficiency and built form interacts with welcoming city of city infrastructure, amenities the climate and Wellington’s • Understand what attracts and natural resource use. environment. people, ideas and investment • Use ‘smart’ information to drive • Respond to changing to the city – economic, social improvements in efficiency, populations by investing in and cultural. access and effectiveness of healthy and safe access to • Welcome diversity and new city services and activities. recreation activities for older populations in the city and • Develop ‘smart’ infrastructure people and across a range of acknowledge how diversity to support Wellington’s different abilities. drives success. creative, knowledge-intensive • Support social and economic economic growth and integration of diverse quality jobs. populations in the city.

PAGE 12 WELLINGTON TOWARDS 2040: SMART CAPITAL WHY A PEOPLE-CENTRED CITY? Wellington’s people are We need to respond to Increased diversity of the the city’s greatest asset the global competition population can challenge the social cohesion of a city. The people who live in, work in, for talent People feel more connected to and visit Wellington form the Wellington’s people are highly their city and communities when character, or personality, of this skilled and mobile. We need that diversity is reflected visibly creative, smart city. They are to continue to respond to and in the city. Wellington’s intellectual, social deliver on the needs, wants and and cultural capital. desires of our smart and creative Urban form, the natural environment, facilities and No one knows more about people, or risk losing them to events will all be used to reflect a place and how it functions other parts of the globe. the people that live in the city, than the people who live and Individuals and families moving and tell the ‘story’ of Wellington, work there. Urban planners to Wellington are attracted by past and present. across the world are working the unique physical and social to involve people more directly qualities of the city: its beauty in city development. New ICT and compactness, convenience, technologies and social media diversity, and sociability. It will make it cheaper and easier be important to understand, and to share information and respond to, what contributes to seek involvement in city and a high ‘quality of life’ for new community development. But city migrants and current residents. governments worldwide struggle to appear relevant and to engage Celebrating population their citizens, as evidenced by diversity will promote low voter turnouts. social resilience We need to increase the New populations support the transparency and accountability growth and sustainability of of decision-making, provide creative, knowledge-based cities. more opportunities for direct They provide connections to new involvement in city developments, ideas, networks and knowledge. and encourage a better They form part of the dynamic of understanding of how and the city that helps it be innovative where people engage in ideas and outward-looking, and and information. celebrate diversity.

“VERY FEW CITIES HAVE DEVELOPED SPECIFIC STRATEGIES TO ACHIEVE, TO ATTRACT AND CULTIVATE HIGH CALIBRE TALENT.” Greg Clark, 2009

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 13 BUILDING PLACE AND IDENTITY • Acknowledge and The role of mana whenua celebratedMana whenua and statusrecognised identify sites of bywhenua the visibility celebrated of Māori cultureacknowledges and history the incustomary the city and recognised by the authority of these iwi historical importance Māori whānau, hapū and iwi, as part ofgroupings Wellington’s within history, the Port present andvisibilit future,ā ofare māori an important culture part of the city’s identity. About 8 percent to Māori. and history in the city Nicholson boundaries and the of Wellington City’s population is of Māoriongoing descent. connection they have • Acknowledge mana TaranakiMäori whänau, Whānui hapū ki te and Upoko iwi, o Te Ika with( the land. Whānui) are the whenua and Wellington recognisedas part of Wellington’s iwi collective history, that includes Te Ātiawa, Ngāti Tama, Ngāti present and future, are an Public spaces, buildings, artworks Ruanui and Taranaki interests in the areaand knownevents asprovide the Port opportunities Nicholson whānau, hapū and iwi Block,important which part includes of the city’s Wellington City. Ngāti Toa is also acknowledged as important partners identity. About 8 percent of to reflect the city’s relationship by the as having manawith whenua Mäori. Acknowledginginterests on the sites in the future cultural, south-westWellington City’s populationof the city. is of Māori descent. of historical importance will make social, economic and Mana whenua status acknowledges thevisible customary to all Wellingtonians authority of these the Taranaki Whänui ki te Upoko o environmental wellbeing iwi groupings within the Port Nicholsonrole boundaries of Mäori whänau, and the ongoinghapü and connectionTe Ika (Taranaki they Whänui)have with are the land. iwi in the development of the city. of the city. the recognised iwi collective Publicthat includes spaces, Te buildings, Ätiawa, Ngäti artworks andWellington events provide hapü andopportunities iwi have toTama, reflect Ngäti the Ruanui city’s relationshipand Taranaki with anMāori. important Acknowledging sites role of in historicalinterests inimportance the area known will make as visiblethe to alllong-term Wellingtonians cultural, the social, role of Māorithe Port whānau, Nicholson hapū Block, and iwiwhich in the developmenteconomic and of the environmental city. Wellingtonincludes Wellington hapū and City. iwi haveNgäti an importantwellbeing partnership of the city, role and in thework long- termToa is cultural, also acknowledged social, economic by the and environmentalactively to pursue wellbeing these of interests. the city, andWaitangi work Tribunalactively asto pursuehaving manathese interests. whenua interests on the south- west coast of the city.

PAGE 14 WELLINGTON TOWARDS 2040: SMART CAPITAL BUILDING WELLINGTON AS A PEOPLE-CENTRED CITY • Support mixed residential, Suburbs with unique identities commercial, social and cultural The areas outside of Wellington’s CBD have little in common activities in Wellington’s suburban with the image of the quiet, dormitory ‘suburbs’ as experienced outside of the centre of many other cities around the world. All areas. have their own distinctive characteristics, identity and ‘feel’. • Develop strong links and access Wellington’s suburban areas will continue to be strengthened to good transport options between to meet the needs of an increasingly diverse population and supported to continue to develop their own identities. We need suburban areas and the CBD and a variety of residential options, ease of travel around the city, other parts of the city. access to amenities – social, cultural and natural – to retain Wellington’s reputation for a high quality of life; make Wellington • Understand the factors that a place where talent wants to live; and support people to access influence housing affordability and different lifestyle options over different stages of their life. cost of living to ensure the city can Understanding factors that influence housing affordability and support a dynamic and diverse cost of living in the city will be important to ensuring future population. population diversity. Retaining and reinforcing the vibrancy of our urban areas while planning for population growth means thinking and acting deliberately to build and sustain local and community-level infrastructure – such as that planned for Johnsonville, Newtown- Adelaide Road and Kilbirnie. Planning for growth will also require a balance between preserving the features and character of an area with the need to change and evolve to meet the needs of future populations.

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 15 BUILDING VIBRANT AND RESILIENT COMMUNITIES • Spaces and places Active communities that supportWe need innovation to think of new ways to (physical and virtual) to andthat resiliencesupport innovation engage residents – less formal, and resilience more timely and accessible in develop and engage Communities underpin the civil societydifferent and social ways. fabric Improving the with each other. ofCommunities cities and directly underpin contribute to a city’stransparency resilience and to accountability negativethe civil society events and– whether social it’s a naturalof city-leveldisaster ordecision-making a will • Participation and protractedfabric of cities economic and directly downturn. Local help.communities ICT and socialare media can madecontribute up of to many a city’s interests resilience and backgrounds, including engagement also be used alongside more geography,to negative eventsculture, – faith, whether interest, politics,traditional sports engagement and and supported by occupation.it’s a natural Most disaster people or a are part of moreconsultation than one processes. increased transparency community.protracted economic Strong communities downturn. drive local activity, We need to work to be more and accountability includingLocal communities volunteer areactivity, and support social cohesion andmade resilience. up of many interests relevant and accessible to of city-level communities and individuals Wellington’sand backgrounds, communities including drive local innovation by decision-making. geography, culture, faith, and acknowledge the value of connecting people to each other and their participation.resources, knowledgeinterest, politics, and skills. sports But and to do this, our communities • Use ICT and social needoccupation. spaces Most and placespeople to engage with each other and media to augment otherare part communities. of more than one community. Strong communities traditional forms of Wellington,drive local activity, like other including cities around the world, is facing engagement to increase thevolunteer challenge activity, of finding and support new and more efficient ways of access and relevance meetingsocial cohesion the needs and of resilience. an increasingly diverse population. We need to find ways to be more proactive in our of city and community- engagementWellington’s communitiesof people in how drive services and facilities are level activities. developedlocal innovation and delivered. by connecting people to each other and their Weresources, need to knowledge think of new and ways skills. to engage residents – less formal,But to do more this, timely our communities and accessible in different ways. Improvingneed spaces the and transparency places to and accountability of city- levelengage decision-making with each other will and help. ICT and social media can alsoother be communities. used alongside more traditional engagement and consultation processes. Wellington, like other cities Wearound need the to world,work tois befacing more the relevant and accessible to communitieschallenge of findingand individuals new and and acknowledge the value ofmore their efficient participation. ways of meeting the needs of an increasingly diverse population. We need to find ways to be more proactive in our engagement of people in how services and facilities are developed and delivered.

PAGE 16 WELLINGTON TOWARDS 2040: SMART CAPITAL BUILDING WELLINGTON AS A PEOPLE-CENTRED CITY • Understand what An open and welcoming city attracts people, ideas Wellington has successfully Creative and knowledge-based and investment to the developed itself as a ‘Creative companies need talented and Capital’ with a strong cultural innovative individuals to work for city – economic, social arts and events sector. People them. Wellington businesses like and cultural are drawn to the city’s vibrancy Weta, Icebreaker and Sidhe need and diversity. to be able to access a workforce • Welcome diversity Experience around the globe tells that reflects the kind of quality and new populations us that cities with strong creative jobs we want in the city. in the city and identities need to be active in Increased population diversity in a acknowledge how their efforts to attract new people city can have an impact on social diversity drives success into the city – to live, work or cohesion. We need to support visit. New people bring new ideas, activities that help people feel • Support social and innovations and investments. connected to one another and They support a continued creative to their city. Wellington needs to economic integration dynamic for Wellington. be a city that can support and of diverse populations Wellington’s future success integrate a diversity of people, not in attracting new talent and just attract them. investments will require us to work actively to be an open and welcoming city. This means a city that is easy to do business in, attractive to new migrants, connected internationally, and tolerant of diversity.

QUALITY OF LIFE IS THE NUMBER ONE REASON PEOPLE CHOOSE TO LIVE IN WELLINGTON. Department of Labour research, 2010

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 17 BUILDING VIBRANT AND RESILIENT COMMUNITIES • Use new technologies Wellington as technologies can provide local a ‘smart’ city and central government with to improve quality information on how services and As cities become increasingly results and efficiencies infrastructure are used and how complex and diverse in their they are accessed, contributing to in city infrastructure, populations, the demands on improvements for end users. amenities and natural city infrastructure, amenities resource use. and natural resources rise. With a highly educated This is happening alongside population, Wellington is • Use ‘smart’ information contradictory pressures well-placed as a city that can to drive improvements to reduce resource use (to learn, adapt and innovate. contribute to environmental goals) Smart cities can make use of in efficiency, access and lower costs to residents of new technologies to gather and effectiveness of city running the city (as a result of information on any number of city services and activities. economic downturn). To respond activities or functions, from traffic to these challenges, Wellington flow to water usage to trends in • Develop ‘smart’ needs to become a smart city. swimming pool use. infrastructure to support Many cities are approaching Smart city infrastructure also Wellington’s creative, these same issues in ways supports the kind of environment that are referred to as ‘smart that can attract ‘smart’ people. knowledge-intensive development’ or ‘smart cities’. ICT infrastructure, research economic growth and They use new technologies to and development systems and quality jobs. improve intelligence on how the creative innovation networks – city operates (and, importantly, this is the kind of infrastructure a how people operate within it) city needs to support creative and and improve the efficiency of the knowledge-intensive economic response. It’s about gathering growth. Wellington’s focus on good data in timely, cost- being a smart city will emphasise effective and efficient ways. In ideas, creativity and innovation as other words, getting access to well as new techologies. information when it’s needed, Developing smarter services where it’s needed, both cheaply and infrastructure will support and quickly. WELLINGTON HAS THE Wellington to respond to Smart city innovations can increasing quality-of-life HIGHEST PERCENTAGE help improve access to city expectations with sustainable OF RESIDENTS and community life for all approaches, as well as WITH A BACHELOR Wellingtonians. ICT innovations developing the infrastructure DEGREE OR HIGHER and social media are increasingly needed to support quality used to overcome physical knowledge-sector jobs and QUALIFICATION. OVER limitations of geography, industries. 28% OF WELLINGTON income or physical ability to RESIDENTS EARN OVER create spaces and places for $50,000 COMPARED TO people to come together, share ideas, work on joint issues and 16% NATIONALLY. create community. Smart city NZ Census 2006

PAGE 18 WELLINGTON TOWARDS 2040: SMART CAPITAL BUILDING WELLINGTON AS A PEOPLE-CENTRED CITY • Understand how Healthy and safe communities urban design and Healthy and safe communities understand the physical environment, built form interacts built form and public spaces and how these impact on the health and safety of people in the city. with the climate Wellington is one of the windiest cities in the world, and it rains and Wellington’s about a third of the time. While not necessarily a negative (many environment. Wellingtonians take pride in their ‘weather-resilience’) the health and liveability of the city can be improved when these factors • Respond to changing are considered as part of any changes to the urban and physical populations by environment of the city. investing in healthy Sports, recreation and outdoor activities are important to the lives of and safe access to Wellingtonians. The way we plan and invest in amenities for Wellington should work to improve weather-resistant access to these important recreation activities lifestyle features of our city. for older people and Our recreational facilities and open spaces need to work with a across a range of changing population. We need to invest in providing healthy and safe different abilities. access for older people and those with different abilities – for both formal and informal recreation in the city. Wellington has evolved in the past to work with our natural environment and location in the ‘’ – mitigating against threats to safety (eg understanding the importance of the design of corner buildings to wind trajectory on a street) and celebrating the uniqueness and value that results from our geography (eg significant local wind energy generation). The design and placement of open space, street lighting and pedestrian flows must be planned to enhance the safety of our streets and the attractiveness of public areas as places for people to meet and engage with each other. Wellington will continue to improve the liveability of the city by considering how changes to the urban and built form can support the way in which future generations live in, move around, and engage with each other.

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 19 CONNECTED CITY

As a connected city, Wellington’s people, places and ideas access networks – regionally, nationally and globally. Connections will be physical, allowing for ease of movement of people and goods; virtual, in the form of world-class ICT infrastructure; and social, enabling people to feel connected to each other and their communities.

Effective and efficient National and international People connected regional, national connections that support internationally to support and international Wellington’s economic, market access and infrastructure social and cultural goals knowledge exchange • Understand, advocate for, • Clear understanding • Use Wellington’s arts and and facilitate the existing and of Wellington’s unique events successes to increase future infrastructure needs characteristics (the Wellington the city’s profile and reach to of Wellington and beyond – ‘story’) and role in wider international audiences immediate priorities include networks, nationally and • Connect Wellington’s existing long-haul airport capability internationally. international links with local and the ultra-fast and rural • City to city relationships that business and communities broadband initiatives. support international economic, • Use Wellington’s national • Continue to improve the social and cultural connections. institutions, embassies and city’s public transport consulates to connect to and pedestrian/cycling City and regional markets and knowledge infrastructure as a distinctive connections that drive internationally feature of Wellington, aligned economic growth and • Work with networks, such as with low-carbon goals. innovation Expats Association (KEA) • Develop a sustainable funding • An environment that to connect to Wellington’s model to support the role of encourages collaboration expat communities. regional amenities as creators and partnerships in the city of spaces and places where and region. people connect. • Industry strategies that identify the links between research, development, production, and commercialisation. • Connections between Wellington’s tertiary education and research resources and regional development goals.

PAGE 20 WELLINGTON TOWARDS 2040: SMART CAPITAL WHY A CONNECTED CITY? Cities are becoming We need strong city’s infrastructure. regions to support New Zealand’s more important connections within the We will continue to need a development as a whole. At the international level, Wellington’s Urban populations have been city and region clear understanding of how connections will support access growing – half of humanity now Wellington City contributes For creative and knowledge- to overseas markets, investment lives in cities and the trend is to wider regional goals. The based sectors, product and knowledge. continuing. Intensity of activity is life-cycles are continuously Wellington Regional Strategy resulting in greater efficiencies shortening. Time is now the is one articulation of this. Our Wellington’s shift to a more and knowledge creation and crucial cost, not distance. regional links and commitment collaborative and connected transfer – generating the majority Face-to-face contact, and the to shared regional objectives approach will be underpinned by of the world’s economic, social trust and confidence that flows will remain a priority and one of a clear understanding of the city’s and cultural prosperity. Big places from these connections and our most important connections. strengths, what it has to offer, are getting bigger. relationships, is what makes the and how it wants to be viewed by We need strong Smaller cities like Wellington difference. the world. Telling this story is part connections regionally, of positioning the capital. will struggle to be seen among Wellington is proud of the the bigger players. We need to nationally and knowledge, ideas, and internationally change our gameplan – from innovation of its people. competition to collaboration. Proximity, and the ease and By world standards, Wellington This means having a strong frequency of such face-to- is a small city in a small sense of who we are and what face interactions, is what country. To respond, Wellington we can offer, and building the underpins the city’s creativity needs to become a connected connections we need to be part and innovation. city – networked regionally, of a winning team. nationally and internationally – But we’re not that good Cities continue to grow, but to attract flows of people, ideas at using this creativity differently than in the past. The and investment, and access and innovation to drive cost of transporting goods has larger domestic and off-shore Wellington’s economy. We reduced and ICT has improved economies. over the last few decades continue to rely on serendipity rather than strategy. We Wellington needs to actively allowing many goods and partner and collaborate – with services to be produced far away need a better understanding “A KEY BENEFIT FOR Auckland, Australia, and others from where they are sold. Low- of this dynamic and how to in the Asia-Pacific region. We WELLINGTON OF A skilled jobs have moved to low- maximise the potential of city need to define Wellington’s role LARGE AND INFLUENTIAL wage economies. The pressure and regional connections. as part of wider networks, expand is on high-wage economies like We need to understand how TERTIARY EDUCATION the city’s profile externally, New Zealand to produce high- people move around the SECTOR IN THE CITY IS develop city and industry level value goods and services. city and region, the way in partnerships, grow the Wellington THE OPPORTUNITIES IT which the urban environment When it comes to producing ‘brand’ and secure the right CREATES FOR LINKAGES provides opportunities and high-value goods and services, infrastructure and technology to places for interactions, where WITH KNOWLEDGE- cities have the advantage. They support the city’s objectives. provide intensity of activity; and how businesses might INTENSIVE SERVICES opportunities for ‘knowledge locate, how to connect our As a result, regionally, IN THE CITY AND Wellington’s connections will spillovers’ and access to skilled research and innovation THE DISSEMINATION labour; they are the focus for resources with industry, how to achieve greater scale and building external connections connect high-level skills with efficiencies in industry sectors. OF KNOWLEDGE and access to global resources, high-value business, and the Nationally, Wellington will be BETWEEN THEM.” production and markets. implications this has for the part of a network of cities and Infometrics

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 21 CONNECTING PLACES • Understand, advocate Effective and efficient 400 metres of a bus stop or Te Papa and other national for, and facilitate the regional, national train station (about a five-minute institutions hosted in Wellington and international walk). Having choice around play an important role in existing and future infrastructure transport options, supported by facilitating connections regionally, infrastructure needs of quality infrastructure, is greatly nationally and internationally – We need effective and efficient Wellington and beyond. valued by Wellingtonians. The as physical venues and public infrastructure to connect city must continue to support spaces, and as leaders in the Immediate priorities Wellington to the rest of the and improve its public transport areas in which they operate. include long-haul world. Physical connections – and pedestrian and cycling by sea, air, rail and road – will Cities and regions rely on airport capability and infrastructure as an efficient and investment from the Government continue to be essential to the sustainable way of connecting the ultra-fast and rural flow of goods and people in and to support most major people with each other. developments and improvements broadband initiatives. out of the city. ICT infrastructure, as the key delivery mechanism ICT infrastructure is particularly in key infrastructure. Wellington’s • Continue to improve the for goods and services associated important to Wellington as a city leaders will continue to way of connecting the city’s advocate with the Government city’s public transport with Wellington’s knowledge industries, must continue to be knowledge-based industries to support the infrastructure and pedestrian/cycling developed. Future investment in to markets, new ideas and Wellington needs to sustain infrastructure as a the city’s infrastructure must also innovations. Knowledge-based strong regional, national and international connections. distinctive feature of be consistent with Wellington’s service industries that deliver goals to be efficient and work products – usually in the form of Wellington, aligned with toward a lower carbon footprint. large amounts of electronic data low-carbon goals. – using ICT infrastructure are part A port, a rail network and an of the ‘weightless economy’. • Develop a sustainable international airport support Wellington’s connections Wellington has historically led the funding model to nationally and internationally. way with respect to broadband support the role of All facilitate the movement of infrastructure with early regional amenities as goods and people. Passengers investment in fibre deployment through the city in the mid- creators of places and and cargo moving in and out of the city are expected to 1990s. This has supported the spaces where people continue to increase. rise of a number of innovative connect. companies in the digital sector. We need to continue to work to The Government has two achieve enhanced connectivity initiatives that will provide better through access to long-haul broadband services through the services from Wellington Wellington area – the ultra- International Airport. fast broadband initiative, and Formal and informal relationships the rural broadband initiative. at the city level are supported These initiatives are essential by the ease in which people can for supporting the next stage communicate with each other of development of a strong ICT and physically move around. infrastructure for the city. Wellington has good access Significant amenities, such as to, and high use of, public Stadium, are also key transport. Ninety percent of the infrastructure for the wider region. region’s residents live within

PAGE 22 WELLINGTON TOWARDS 2040: SMART CAPITAL • A clear understanding National and international Wellington has a wealth of highly- Wellington’s international of Wellington’s unique connections that support skilled, specialised expertise that connections support the can be accessed by other parts of following aims: characteristics (the Wellington’s economic, social and cultural goals the country (and internationally) • Economic, through commercial Wellington ‘story’) in the development of products, opportunities in global markets Wellington needs strong services and ideas. Wellington’s and international investment in and role in wider links with other parts of New success in the screen industry Wellington. networks, nationally and Zealand and connections provides a stand-out example of • Educational, enabling access to internationally. with international centres to how Wellington-based workers international best practice on ensure the city’s future growth can contribute specialist skills (for example) climate change, • City-to-city relationships and prosperity, as well as its to a wider workforce through city leadership, earthquake and that support international contribution to wider national connections to other cities. goals. green technologies. economic, social and Wellington needs to identify International city- • Social, by contributing to cultural connections. what role it will play as part of a level connections diversity and tolerance, city national and international network Wellington must be able ‘openness’, and retention of of cities and regions. Wellington’s to sustain and grow existing populations and new unique characteristics include: active, mutually beneficial, skilled migrants to support a quality of life enjoyed by connections internationally. creative, knowledge-based city. Wellingtonians; capital city status A 2 NZ Treasury, International connections and links with central government and productivity: Making globalisation report notes: work for New Zealand, (Productivity and foreign embassies; Paper 09/01), p 37. home to national organisations; ‘the pace of technological location of tertiary education and progress is likely to continue, research institutions; and resulting in greater gains from a highly educated workforce. international connections and higher risks should New Zealand Wellington plays an important fail to provide an environment role in New Zealand’s network conducive to knowledge creation of cities and regions as the and acquisition’2 capital city of New Zealand. Wellington is home to the head In the past, Wellington’s “IT IS BECOMING CLEAR offices of most of the country’s international relationships have THAT DESPITE THE ‘DEATH government departments and been largely organised around OF DISTANCE’, INNOVATION traditional sister city or ‘partner’- agencies and, of course, New CONTINUES TO CLUSTER Zealand’s Parliament. It is where city arrangements. New city-to-city national social, economic and relationships can be developed to AROUND SPECIFIC cultural policy is developed connect Wellington internationally REGIONS AND URBAN and influenced. The shape of on issues or industries of CENTRES THAT HAVE importance to the city, including Wellington’s local economy, and SKILLED PEOPLE, VIBRANT many of the connections the film, earthquake technologies, city has with other parts of the climate change, research and COMMUNITIES, AND THE country, will continue to flow knowledge exchange. INFRASTRUCTURE FOR from Wellington’s position as INNOVATION.” New Zealand’s capital city. Barbara Ischinger, ‘Universities for cities and regions’, Change, 2009.’

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 23 CONNECTING PEOPLE AND IDEAS • An environment City and regional and commercialisation. This publicly-funded research and skill goes beyond simply encouraging that encourages connections that drive development and Wellington’s economic growth and co-location of similar businesses regional development. collaboration and innovation in an area. Instead it requires New Zealand has a very low level partnership in the city an environment for innovation of privately-funded research and regionally. Industry strategies that rewards collaboration over and development, necessitating Wellington needs strong competition. a larger role for tertiary and • Industry strategies connections within the city Wellington’s economic research institutions to support that identify the links as well as outside to support development agency, Grow economic, social and cultural between research, creative and knowledge-based Wellington, and the Employers innovation and development. innovative industries and Central Chamber of Commerce Forging these links at the development, ideas. There is an economic (ECCC) will be important for regional level supports both production, and advantage to individual firms facilitating collaboration. We will access to (and retention of) a commercialisation. in thinking about connections also work with central government skilled workforce in the city, and collaboration, rather than and support agencies to think and the creation of more • Connections between adversarial competition about how regional development system-level opportunities for Wellington’s tertiary between firms in the same is resourced and supported commercialising our research – industry. For many businesses, strategically. an area in which New Zealand education and research this is a new way of thinking. currently performs poorly. resources and regional Tertiary education and Industry sectors with high research linked to regional development goals. potential employment growth in development goals Wellington over the next 30 years Wellington has significant tertiary include high-tech innovative education and research resources. sectors with firms like Weta Located in the city and region are Digital, the broader business two universities, two wananga, services sector, and the tertiary three institutes of technology and education sector. polytechnics, many private training Many of Wellington’s potential establishments, national offices future growth industries of over half of New Zealand’s currently lack scale, suffer from industry training organisations fragmentation and compete and four of the eight national against each other, stopping most Crown Research Institutes (CRIs). of them from gaining the capacity All are important contributors to they need to become export- Wellington’s education, skills and focused and sustainable. Industry research infrastructure. sector-level strategies can Typically, tertiary education encourage collaboration, identify organisations consider their market opportunities and develop primary connections to be national the scale needed for an industry (or, in the case of universities, even to become export-focused. international) rather than regional. We need to do more to recognise There is significant unrealised how value is gained from linking potential to be gained from more research, development, production structured connections between

PAGE 24 WELLINGTON TOWARDS 2040: SMART CAPITAL BUILDING WELLINGTON AS A CONNECTED CITY

• Use Wellington’s arts People connected High profile events, including the the world. We also need to and events successes internationally to support International Festival of the Arts, recognise the valuable, and the World of Wearable Arts and largely untapped, resource to increase the city’s market access and knowledge exchange the New Zealand International that is the Wellington and New profile and reach to Comedy Festival are all important Zealand expat community. Wellington’s researchers, international audiences. opportunities for showcasing Wellingtonians living or businesses, creative sector, Wellington to the world. Sporting working in other parts of the • Connect Wellington’s education institutions, students events, such as the New Zealand world can be a rich source of and migrants all link the city to existing international Sevens and Rugby World Cup information, market knowledge international markets, knowledge 2011 connect Wellington with and networking opportunities. links with local business and ideas. International international audiences. We need to work more and communities. connections are essential deliberately to understand and for Wellington and the city’s Wellington’s ‘Creative City’ arts and events strengths are a value the role of the Wellington • Use Wellington’s emerging high-tech industries diaspora in supporting the city’s and research base. successful part of Wellington’s national institutions, brand internationally. We need international connections. government agencies, Wellington does have some to take this to the next level strong international connections, embassies and through the development of a but not all are linked to city or deliberate and strategic consulates can be used regional development goals. approach to building on to connect Wellington to Universities and Crown research the international profile of institutes (CRIs) have good Wellington’s arts and events. markets and knowledge international research links which internationally. need to be more fully exploited. Wellington is also connected Wellington has some outstanding internationally through the many • Work with networks export business success stories, embassies and consulates such as Kiwi Expats but the majority of Wellington’s located in the city. We need to economy is domestically-focused. realise the potential for moving Abroad (KEA) to connect these relationships beyond the to Wellington’s expat Wellington businesses need diplomatic realm and introduce communities. to be supported to work and a more commercial focus. partner with businesses in similar The Ministry of Foreign Affairs industries in other parts of New and NZ Trade and Enterprise Zealand which may have greater already provide good support international access. to Wellington businesses that “ONE OF THE KEY Wellington’s strong and embark on offshore travel to DRIVERS OF A CITY’S well-regarded creative sector secure export markets. Forming ATTRACTIVENESS IS THE showcases the city to the rest earlier connections between local of the world. businesses and the Wellington- EXTENT TO WHICH PEOPLE Wellington is internationally based diplomatic community will FEEL CONNECTED TO connected as home to national result in stronger connections and ONE ANOTHER, IN OTHER arts sector institutions, including access to export opportunities and WORDS, THE DEGREE OF markets. the New Zealand School SOCIAL CAPITAL THAT of Music, the New Zealand New migrants have an Symphony Orchestra, and the important role to play in EXISTS.” Royal New Zealand Ballet. connecting Wellington to PricewaterhouseCoopers, Cities of the future, 2010

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 25 ECO-CITY

Developing Wellington as an eco-city involves a proactive response to environmental challenges. It recognises the importance of Wellington taking an environmental leadership role, as capital city of clean and green New Zealand. Wellington’s many natural assets give the city a head-start and opportunities as part of a green economy.

A city-based approach to A sustainable urban developing Wellington as environment an eco-city • Incentives and investment that • Involve everyone in a city-level encourage innovation in green approach to Wellington’s future building design and transport as an eco-city. infrastructure. • Understand where city activities • Support for the growth of can support change. ‘domestic-based’ energy • Acknowledge the importance efficiency initiatives. of Wellington’s unique natural • Protect Wellington’s green environment and how this infrastructure, including supports healthy communities. the Town Belt, to support • Be clear about what we biodiversity and offset want to achieve to support a carbon emissions. leadership role for Wellington A city with a beyond the city. green economy Infrastructure to create a • Grow the city’s knowledge- secure and resilient city based, creative industries • Continue to prioritise the as part of a ‘green, weightless’ Council’s work to develop economy an approach to earthquake • Require businesses to resilience, consistent with the integrate sustainability into work of central government. their business models. • Invest in infrastructure to build • Develop innovation resilience to climate change partnerships to explore the impacts, sea-level rise and potential of Wellington’s WELLINGTON HAS MORE unexpected natural events. renewable energy resources PEOPLE WHO COMMUTE • Invest in smart infrastructure and emerging green BY PUBLIC TRANSPORT, that can increase the technologies. OR WALK, RUN OR CYCLE effectiveness and efficiency TO WORK THAN THE of our physical infrastructure through better information REST OF NEW ZEALAND. FOR CENTRAL CITY RESIDENTS THE RATE IS AS HIGH AS 65%.

PAGE 26 WELLINGTON TOWARDS 2040: SMART CAPITAL WHY AN ECO-CITY? The world is facing Cities need to lead Wellington has a unprecedented the response to head start on a environmental and these challenges greener future resource challenges Most of the world’s people Wellington’s small carbon The global population is live in cities, and cities are footprint and environmental growing. Oil reserves are net consumers of the world’s outlook, combined with new declining. Many parts of the resources. Cities contribute to smart technologies, means it can world face shortages of food, global environmental problems, position itself as a green city, to water and other resources. and are especially vulnerable to drive economic opportunities, The climate is changing and their impacts. research and development becoming more unpredictable. But, if cities are the problem, connections and leadership in green innovation. Climate change is one of the they must also be the greatest challenges for the 21st solution. More than national Research shows Wellingtonians century. We need to develop governments, cities are uniquely have more concern for the Wellington as an eco-city by placed to find local solutions to environment than the average understanding how planning environmental pressures. New Zealander. These are and urban development Wellington is the capital city values we can build on to make decisions can support our of New Zealand – a country Wellington an environmental sustainability and resilience to that promotes itself as clean leader. the impacts of climate change and green. This is how we sell Recognising the ‘green dividend’ and threats to our biodiversity. ourselves to visitors, overseas that can result from eco-city markets buying our products, and initiatives can be a strong the talented new incentive for the changes we we want to attract. want. Business costs go down Wellington, with its natural when energy use is reduced; environment, access to green business opportunities flow from space and safe and abundant low-carbon innovations; and jobs natural resources is well-placed are created when investment to step up and show leadership responds to Wellington’s growing – nationally and globally – to reputation as a resilient and ensure we play our part in sustainable city. protecting New Zealand’s ‘clean “CITY PLANNING IS FIRST and green’ image. ABOUT PROTECTING AND REGENERATING THE IRREPLACEABLE NATURAL CAPITAL, ESPECIALLY THE NATURAL ASSETS AND ECOLOGICAL SERVICES THROUGHOUT THE URBAN REGION IN WHICH THE CITY IS LOCATED.” Eco² Cities, World Bank

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 27 BUILDING SUSTAINABILITY AND RESILIENCE • Involve everyone in a A city-based approach to developingA city-based Wellington approach canas work city-level approach to anto developingEco-City Wellington to manage demand – resource as an Eco-City and energy efficiency initiatives, Wellington’s future as Understanding the science cityA city-based management approach systems, can work an eco-city. Understandingis only part of the the challenge science landto manage use and demand infrastructure – resource isof onlyresponding part of theto climate challenge planning.and energy Multimodal efficiency transport initiatives, • Acknowledge the ofchange. responding Our future to climate ecological infrastructurecity management (bus, systems, cycle lanes), importance of change.sustainability Our future will be ecological reliant on urbanland use design and infrastructureand spatial sustainabilityus finding and will implementing be reliant on the planning,planning. renewableMultimodal energy, transport Wellington’s unique usright finding policy solutions.and implementing the waterinfrastructure and waste-water (bus, cycle systems, lanes), natural environment Aright city-based policy solutions. approach creates andurban solid-waste design and management spatial all and how this supports top-down support for bottom- haveplanning, a role renewable to play. energy, A city-based approach creates water and waste-water systems, healthy communities. top-downup actions. support The World for bottom-Bank’s What happens nationally and Eco²Cities project recognises and solid-waste management all up actions. The World Bank’s havefurther a roleafield to play.will also shape our • Understand where theEco²Cities importance project of recognisesinvolving response. Being clear about what city activities can theeveryone importance in a citywide of involving response weWhat want happens to achieve nationally as a cityand to the environmental challenge. further afield will also shape our support change. everyone in a citywide response will support Wellington to take a toCreative the environmental local-level self-reliant challenge. leadershipresponse. Beingrole beyond clear about the city. what • Be clear about what Creativesolutions local-level need support self-reliant at we want to achieve as a city solutionsgovernment need level, support such atas access will support Wellington to take a we want to achieve to governmentto good information, level, such consistent as access leadership role beyond the city. support a leadership toregulatory good information, settings, and consistent role for Wellington regulatoryleadership settings,at all levels. and beyond the city. Leadershipleadership atat allthe levels. city level Leadershiprecognises Wellington’sat the city level unique recognisesenvironment, Wellington’s geography, unique environment,biodiversity and geography, natural biodiversityenvironment, and and natural the intersection environment,with Wellington’s and economy,the intersection its withresidents, Wellington’s and how economy, they interact its in residents,the city and and wider how region. they interact in the city and wider region.

PAGE 28 WELLINGTON TOWARDS 2040: SMART CAPITAL BUILDING WELLINGTON AS AN EC0-CITY • Incentives and Build sustainability into Wellington’sWe also needurban an approach that investment that environmentTraditionally, urban supports the urban environment to be a positive environmental Tenvironmentsraditionally, urban are users environments of are users of energy and natural encourages innovation contributor. This means resources.energy and Wellington’s natural resources. buildings are responsible for 42 percent of in green building encouraging more green buildings theWellington’s city’s greenhouse buildings gasare emissions. Transport accounts for another in the city – buildings that are design and transport 35responsible percent. Wefor 42need percent to find ways to develop our urban environment creators of energy, not just users. infrastructure. inof athe more city’s sustainable greenhouse way. gas emissions. Transport accounts Green roofs also help to absorb Creating incentives to reduce energy use will be part of the approach. • Support for the for another 35 percent. We rainwater, provide insulation and Many small-scale energy-efficient improvements such as better need to find ways to develop our create spaces for city gardens. growth of ‘domestic- insulation in homes, vehicle efficiency, more efficient lighting, cooling urban environment in a more This is existing technology. and heating systems, make economic sense as well as green sense. based’ energy sustainable way. We need to explore the potential Our transport infrastructure will be more sustainable with continued efficiency initiatives. of domestic-based infrastructure, increasesCreating incentives in public transportto reduce availability and quality, alongside walking bringing green building • Protect Wellington’s andenergy cycling use willalternatives. be part of the approach. Many small-scale innovations for homes and We also need an approach that supports the urban environment to be green infrastructure, energy-efficient improvements neighbourhoods. Local renewable a positive environmental contributor. This means encouraging more including the Town Belt, such as better insulation in energy such as wind, tidal and green buildings in the city – buildings that are creators of energy, not homes, vehicle efficiency, more wave energy, as well as biomass to support biodiversity just users. Green roofs also help to absorb rainwater, provide insulation efficient lighting, cooling and energy from waste, could be and offset carbon and create spaces for city gardens. This is existing technology. heating systems, make economic used to power the city’s homes, emissions. Wesense need as towell explore as green the sense.potential of domestic-basedbuildings and transport.infrastructure, bringingOur transport green infrastructure building innovations forThe homes city willand continue neighbourhoods. to invest Localwill be renewable more sustainable energy such with as wind,in tidal its networkand wave of energy,natural asassets well ascontinued biomass increases energy from in public waste, could –be parks, used gardens,to power coastline,the city’s homes,transport buildings availability and and transport. quality, Town Belt and reserves. These Thealongside city will walking continue and to cycling invest in its networkhelp to ofsupport natural biodiversity assets – parks,alternatives. gardens, coastline, Town Belt andand reserves. absorb carbon These emissions,help to support biodiversity and absorb carbonand emissions, form part and of Wellington’sform part of Wellington’s green infrastructure. green infrastructure.

“THE GLOBAL ‘GREEN’ ECONOMY WAS WORTH SOME $6 TRILLION IN 2007/08. ALTERNATIVE FUELS, BUILDING TECHNOLOGY, AND WIND POWER WERE THE BIGGEST SECTORS AND ARE GROWING.” Department of Business, Innovation & Skills, UK

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 29 BUILDING WELLINGTON AS AN ECO-CITY • Continue to prioritise Infrastructure to create a City infrastructure and land- the Council’s work to secure and resilient city use patterns will be adapted to ensure they can withstand develop an approach to The earthquake, potential threats including rising earthquake resilience and other tragedies around sea levels, storms, earthquakes the world, reminds us of how in the city, consistent and tsunami. We will need to be important it is for our city to able to manage water prudently, with the work of central be secure and resilient. The to ensure security of supply and government. infrastructure that contributes minimise wasteful consumption. to our ability to withstand We need a good understanding • Invest in infrastructure unexpected shocks largely of the infrastructure needed to build resilience goes unnoticed – until it stops to make our transport routes working. We need to plan for resilient. to climate change investment in the infrastructure impacts, sea level we need to protect our security Smart infrastructure will be and future resilience. part of future infrastructure rise and unexpected investments. Smart infrastructure natural events. Local and regional government will include the use of ICT to facilitate decisions around the better manage complex systems • Invest in smart type of energy infrastructure and ranging from traffic patterns to infrastructure that waste management systems the the electric grid. It also includes can increase the city should have, as well as how the integration of wireless to manage the city’s forests, sensors, which can collect and effectiveness and parks and open spaces in ways transmit information from almost efficiency of our physical that support environmental aims. any object, including utility lines, infrastructure through Having a good understanding water pipes, roads, and buildings of the urban and natural better information. – to monitor and ‘optimise’ environment, now and in the the kinds of complex systems future, will support smart resulting in reduced energy use, infrastructure decisions that are emissions and waste. resilient and adaptive.

PAGE 30 WELLINGTON TOWARDS 2040: SMART CAPITAL DEVELOPING THE ‘GREEN DIVIDEND’ FOR WELLINGTON • Grow the city’s A city with a Businesses – in line with the green economy city as a whole – will need to knowledge-based, be sustainable in their use of There are significant potential creative industries resources such as energy and economic opportunities to water, and to minimise, or if as part of a ‘green, Wellington embracing an eco- possible, eliminate waste. They weightless’ economy. city approach. will need to incorporate ecological • Require businesses • Building on its skilled principles into their business knowledge base, creative models. This will be important to integrate industries and services sector for their competitiveness – their sustainability into to capitalise on a world ability to attract customers, their business economy that is becoming investors and staff. increasingly ‘weightless’ – models. with a focus on generating Our considerable local renewable energy resources, including wind • Develop innovation high-value, low-carbon products and services. and tidal, can provide a focus for innovation partnerships – partnerships to • Taking advantage of explore the potential of including developing Wellington opportunities for innovation and as a testing ground for new and Wellington’s renewable job creation while transitioning developing clean-technologies. energy resources to a lower-carbon city, such This will require commitment as through retrofitting homes and emerging green from the business sector, and offices and trialling new research organisations and also, technologies. solutions to comply with green from local authorities and central building standards. government in the development • Partnering on global solutions of international connections. in the area of renewable energy and sustainable urban development with others in the region, nationally and overseas. • Developing lifestyle features attractive to skilled and talented migrants.

AROUND 48% OF THE WELLINGTON CITY AREA IS OPEN SPACE – HIGH BY WORLD STANDARDS. THIS HAS IMPORTANT BIODIVERSITY, CARBON- REDUCTION, LANDSCAPE AND RECREATIONAL BENEFITS.

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 31 DYNAMIC CENTRAL CITY

As a city with a dynamic centre, Wellington will be a place of creativity, exploration and innovation. The central city will be a vibrant and creative place, helping Wellington to offer the lifestyle, entertainment and amenity of a much bigger city. The CBD will continue to drive the regional economy.

Supporting the central A showcase for Strategic planning for city as the economic Wellington’s green urban development in engine room of the wider infrastructure and the central city Wellington city and region quality built form Long-term planning for the • Continue to invest in growing • Encourage green city centre requires: economic activity in the central infrastructure developments • a Central City Framework to city for the benefit of the wider • A clear regulatory model that enhance the street structure, city and region supports the development of landscape and built form of • Protect and grow the lifestyle quality built form the city features offered by the central • Support for the uptake of • identification of long-term city that makes Wellington ‘a emergent technologies, and catalyst projects place where talent wants to aligned with Wellington’s • review of policy changes to live’ goal to be an eco-city enable a more resilient urban • Develop a better understanding environment of the partnerships and Actively plan for interdependencies between population growth the central city and the wider in the central city city and region, nationally and • Ensure that inner-city urban internationally, that support development is adaptive and Wellington’s economy flexible, in response to diverse populations and the need for Wellington’s ‘story’ told change over time through built form and • Continue to support and grow natural heritage ‘mixed use’ (ie residential, • Showcase Wellington’s values commercial, retail) in the city – – respect for the natural as the key driver of the central environment, heritage and city’s dynamism and vibrancy creativity • Reflect the city’s status as capital city of New Zealand • Reflect the diversity of cultures that are part of the city’s history

PAGE 32 WELLINGTON TOWARDS 2040: SMART CAPITAL WHY A DYNAMIC CENTRAL CITY? Engine room of The face of the city – Supporting vibrancy, Wellington’s economy compact, accessible, creativity and Fifty-two percent of the region’s liveable innovation GDP and 68 percent of all Wellington’s compact and Wellington’s distinctive Wellington City employment is dynamic central city, unique compact central city provides located in the central city. in Australasia, has developed an environment for the kind of The mix of commercial, over recent years into one of ‘unplanned activities’ known to residential and tourism offerings Wellington’s most distinctive drive innovation and creativity. supports the central city’s role as features, attracting people to work, The central city form supports an the economic engine room for the live, visit and play. intensity of activities – economic, wider city and region. The central city is the flagship of social and creative – providing a catalyst for knowledge sharing As home to the Government, the city’s identity and culture. It is Wellington’s ‘face’ to the rest that will drive Wellington to be a Wellington’s central-city smart green city. workforce is highly educated of the world. From its wide open – the highest in the country. harbour to its intimate streets and The concentrated, compact Being New Zealand’s capital unexpected corners, the central form makes Wellington a vibrant city is intrinsic to Wellington’s city has become synonymous with cornucopia of workplaces, identity and the foundation of what is most ‘Wellingtonian’ about shops, restaurants, theatres, our economy – that goes well Wellington – charming, urbane bars, residential apartments, beyond the public sector. Finance, and offbeat. parks, public art, and communal communications and business Wellington’s quality of life appeal spaces. Wellington has a ‘big city’ services are all a part of the is founded on characteristics dynamism and access to a wide Wellington economic landscape. intrinsic to the central city and range of experiences, but with its fringes: its compact scale, the friendliness and authenticity As capital we are home to afforded by our smaller population. national institutions like Te walkability, the accessibility of Papa, the Royal New Zealand arts, culture and events, the The mix of activity in the city Ballet and the New Zealand waterfront, as well as a vibrant is at the heart of Wellington’s School of Music. They are all social scene. vibrancy. Future growth in the part of an environment that Urban form and population growth city will continue to support reinforces Wellington’s thriving in the central city will continue to mixed use – residential, creative industries which are support design – buildings, open commercial, entertainment, such an important part of space, transport options – that education, parks and open Wellington’s identity. reinforce the city’s low-carbon spaces, and strong links to the advantages on which to further wider city and region. We will develop Wellington as a green city. develop our streets, laneways, boulevards, built form and open spaces to reinforce Wellington as a city built for people.

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 33 A DYNAMIC AND VIBRANT CITY CENTRE • Continue to invest in Supporting the central city as economic engine room of the growing economic wider Wellington city and region activity in the central Fifty-two percent of the Wellington’s people are highly city for the benefit of the ’s GDP is educated and highly mobile. generated in Wellington’s CBD Many were born overseas and wider city and region and 68 percent of all Wellington are migrants to Wellington. What • Protect and grow the City employment is located in attracts them here is Wellington’s the central city. The central city lifestyle – embodied in our lifestyle features offered provides the focus for the majority compact central city – accessible, by the central city that of tourist activity in the wider city vibrant, creative and dynamic. makes Wellington ‘a and region and hosts significant We will need to continue to grow place where talent regional amenities. the varied range of workplaces, The continued growth of a entertainment offerings, arts and wants to live’. dynamic and vibrant city centre culture assets and residential options that underpin the lifestyle • Develop a better will benefit the whole city and the wider Wellington region. This will features that attract the talent we understanding of require deliberate investment and need in Wellington. the partnerships and the development of strong links The strength of the central interdependencies (physical, economic, cultural) city is the people, ideas and between the central between the central city, the investments that flow in and wider city and the region. out of the city daily. We need city and the wider Wellington’s economy is built a better understanding of the city and region, around knowledge, creativity and partnerships, linkages and nationally and services. We are home to the interdependencies between the central city, the wider internationally that Government, to many of New Zealand’s most prized cultural Wellington city-region, nationally supports Wellington’s institutions, to many banks and and beyond, to realise the full economy. financial institutions, to several potential of our unique and tertiary institutions and research dynamic central city environment. organisations and to a wide range of businesses that get their edge from creativity or innovation.

PAGE 34 WELLINGTON TOWARDS 2040: SMART CAPITAL SUPPORTING WELLINGTON’S DYNAMIC CENTRAL CITY • Showcase Wellington’s Wellington’s ‘story’ told through built form and natural values – respect for the heritagethrough built form and natural heritage natural environment, Wellington’s built form and natural heritage contribute to what makes heritage and creativity. upWellington’s our sense built of a formWellington and ‘identity’. Our compact city form is enhancednatural heritage by our contribute natural setting as a harbour city surrounded by hills. • Reflect the city’s status Ourto what built makes environment up our issense both an expression of the city’s history and whereof a Wellington we are charting ‘identity’. our Our future. as the capital city of compact city form is enhanced Future development of the city should continue to showcase what New Zealand. by our natural setting as a we value about Wellington, and how the city’s identity can be given harbour city surrounded by physical expression in our new buildings, public spaces and interaction • Reflect the diversity of hills. Our built environment with the natural environment. cultures that are part of is both an expression of the the city’s history. city’sThe physical history environmentand where we should are reflect the people that live in the chartingcity – past, our present The place and of future. Māori Valuing heritage features will be as inimportant Wellington’s as showcasing story – past, where we’re headed (eg green innovations, presentsmart buildings). and future – is one that Wellington’smust be made status visible as inthe the capital built city of New Zealand impacts on theform city’s and history;natural heritagebuilt form of as the home to Parliament and Government buildings,city. Wellington’s key national more institutionsrecent (eg Te Papa) and embassies; andcolonial economy history (as also location reflects of themany head offices of most Government departments).different cultures Being important the capital in city is an important part of the Wellingtonthe shaping story of Wellington and one thattoday. will continue to be reflected in the city’s urbanReflecting landscape. the diversity of the city’s past provides a strong base The place of Māori in Wellington’s story – past, present and future – is for accepting the diversity of its one that must be made visible in the built form and natural heritage future. of the city. Wellington’s more recent colonial history also reflects many different cultures important in the shaping of Wellington today. Reflecting the diversity of the city’s past provides a strong base for accepting the diversity of its future.

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 35 SUPPORTING WELLINGTON’S DYNAMIC CENTRAL CITY • Ensure that inner-city Actively plan for As our population is growing, it is urban development is population growth in the becoming more diverse. Making central city sure that future development and adaptive and flexible, population growth enhances rather in response to diverse Wellington City’s population is than undermines the central city as expected to increase by over populations and an attractive destination for people 20 percent over the next 20 will be critical to Wellington’s the need to change years. Retaining our inner-city success. This includes ensuring over time. vibrancy and building Wellington that streets and public spaces are as a sustainable eco-city means welcoming and easy to get around, • Continue to support and directing much of that growth and that buildings are designed grow ‘mixed use’ in the into the central city. We’ve flexibly to cater for a range of already experienced an almost lifestyle and business needs. city – as the key driver 10 percent drop in car use over of the central city’s a decade as a result of increased Concentrating population residential living in the inner city. growth in the inner city is the dynamism and vibrancy. most effective way of providing Retaining Wellington’s central city residents with access to a full as unique, dynamic and vibrant range of amenities and services. will rely on our ability to continue The growth of Wellington’s to support a greater intensity of central city as one that has activity in all areas – commercial, ‘mixed use’ has enabled residential, entertainment and Wellington to offer greater choice recreation. and diversity than most cities the Actively planning for inner-city same size. residential population growth enables us to build the urban spaces and places that will work – now and in the future. We need to acknowledge that what people want will change over time. We need to develop buildings and public spaces that are adaptive and flexible, able to be repurposed for different uses over time.

PAGE 36 WELLINGTON TOWARDS 2040: SMART CAPITAL A SUSTAINABLE AND RESILIENT CITY CENTRE Long-term planning for the city centre will require: • a Central City • identification of • review of policy Framework to enhance long-term and changes to enable a the street structure, catalyst projects more resilient urban landscape and built environment form of the city Responding to how people use the central city, move around it, and interact with its buildings, public spaces and natural environments is key to growing the vibrancy and dynamism of the central city. has developed a Central City Framework – a plan to guide the future development of the central city’s built form, infrastructure and public spaces. It includes the following ideas: • Encourage green A showcase for Wellington’s buildings should infrastructure Wellington’s green also reflect an eco-city ethos, infrastructure and meeting strong environmental developments quality built form standards and providing high levels of comfort for building • A clear regulatory Wellington’s central city should users while minimising use of model that supports the be an example of sustainable energy and water. 21st century urban living, development of quality both ecologically sensitive to Buildings should be designed built form its environment and forward- with the landscape, streetscape looking. There are opportunities and neighbours in mind. • Support for the to incorporate more green The regulatory model should be uptake of emergent infrastructure into the central clear and managed in way that technologies, aligned city. This is in keeping with provides certainty for developers, Wellington’s aspiration to become occupiers, neighbours and future with Wellington’s goal an eco-city and will contribute to generations. to be an eco-city Wellington becoming a model for The overall aims should be those sustainable living. of increased amenity, more Green infrastructure is the efficient use of land and greener interconnected network of open building standards. Design and spaces and natural areas, such construction should also take into as parks, reserves, wetlands account emergent technologies and native plant vegetation, that and the ability to more easily naturally manages stormwater, adapt buildings for change of use reduces flooding risk and over time. Innovations such as improves water quality. solar energy, rainwater harvesting

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 37 and green walls and roofs work with property owners and boulevard strategy — defining a should become commonplace. developers will be undertaken clear identity and plan for each of Areas of the city could become to encourage better design and these streets. showcases for leading-edge land use and embed a regulatory green development. environment that supports this. Improved use and connection to open space A comprehensive plan Cross-valley links Better connected waterfront for central city streets The central city’s open spaces, Responding to how people use including the Town Belt and the Wellington’s waterfront is the central city, move around it, waterfront, offer people spaces continually rated by residents as and interact with its buildings, for recreation, contemplation, to one of the city’s greatest features. public spaces and natural gather together or find solace. For the waterfront to succeed it needs to be used by large environments is key to growing While the city is surrounded numbers of people during the the vibrancy and dynamism of the by bush and green space it is week as well as in the weekends. central city. not necessarily easy to get to. For this to happen, there needs Wellington City Council has Access to good quality, attractive to be easy-to-find, intuitive and developed the Central City open space encourages people frequent links between the city and Framework – a plan to guide the to be more physically active the waterfront. future development of the central and improves their experience city’s built form, infrastructure of a place. This project involves This project involves creating and public spaces. It includes the making the open spaces on the better connections to the following ideas: central city’s edge more desirable waterfront. The role and identity and accessible. It also involves of this area could be made Laneways making the most of the city’s clearer. Likewise, the central Laneways are small streets that streets as open spaces, making waterfront and Pipitea areas have offer pedestrians, vehicles and them greener and more attractive. the potential to be more clearly cyclists alternative routes through defined and their links to the city larger street blocks, bring light Boulevards made more explicit. into potentially dark areas, offer The north-south streets running Jervois Quay currently acts as a views of nearby landscapes and through are important barrier to the waterfront. Much provide sheltered routes in bad for people moving around the like the boulevard streets in Te weather. They make movement city. These streets are hard to Aro, Jervois Quay is more of a easier and quicker and encourage “GROWTH IS INEVITABLE navigate for pedestrians, cyclists corridor than a space for people. people to get out and about more. and vehicles largely due to AND DESIRABLE, BUT Ensuring clear connections Wellington already has a network buildings, kerbs and footpaths across this street will help link the DESTRUCTION OF of small streets linking parts of Te not aligning, street blocks being waterfront and the city. COMMUNITY CHARACTER Aro and also between Lambton too big, too few areas of interest IS NOT. THE QUESTION Quay and The Terrace. There and a general lack of consistency Triangular spaces within the streetscape. IS NOT WHETHER YOUR is scope to improve these links Triangular spaces in urban and create a network of highly PART OF THE WORLD IS In effect, these streets are merely environments are highly prized. distinctive, attractive, pedestrian- acting as corridors rather than These spaces make cities easier GOING TO CHANGE. THE friendly, safe and viable laneways. as spaces where people stop to navigate and therefore more QUESTION IS HOW?” Those most important to the and occupy for any other reason. walkable. Wellington’s central city Edward T. McMahon network will be prioritised, and This project involves creating a has an abundance of triangular

PAGE 38 WELLINGTON TOWARDS 2040: SMART CAPITAL SUPPORTING WELLINGTON’S DYNAMIC CENTRAL CITY

spaces, which were created Victoria Street where the original city street grid Victoria Street plays an important met the old shoreline. They make role in the central city, absorbing a significant contribution to the a number of minor streets and central city’s compact, distinctive, linking Jervois Quay with State pedestrian-friendly form. Highway 1, Mt Cook and the This project involves redesigning southern suburbs. However, the key triangular spaces to make Victoria Street is car-dominated, the most of their special features and is an unattractive destination and strategic locations. These for shoppers and pedestrians. redevelopments will improve It’s also not well integrated into connections to the waterfront Te Aro’s network of small streets and other civic spaces, create and lanes. higher quality open, cultural Improvements will have a and performance spaces, and big impact on this part of the revitalise parts of the city. city – making it more walkable Building on the character and commercially viable, particularly given its proximity of precincts, blocks and to the universities. This in turn neighbourhoods will improve Dixon Street and Capital city precincts enhance links to Cuba Street. It will also mean greater potential Wellington’s capital city status for residential developments. sets us apart from other cities in New Zealand. It is a major source of jobs, a point of attraction for visitors, and an important part of our identity. Yet this status is not celebrated in the city’s urban design. Though Parliament is surrounded by the key state institutions, they are separated from each other both physically (by roads) and visually. More can be done to give the Parliamentary Precinct a clear identity that celebrates New Zealand’s unique parliamentary history, and to unify the precinct and open it up to the waterfront and other neighbouring areas.

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 39 IMPLEMENTING THE STRATEGY WHAT WILL THE COUNCIL DO?

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Achieving our ambitions for The Council will play its part in a future activities. The strategy the future will require a strong number of different ways. It will will guide future Council efforts partnership between the have an important role in leading at a number of levels. Council and all of the people of key projects in the city. Equally Wellington. Everyone will have a important will be Council activities role to play – local government, that focus on supporting and central government, communities, facilitating collaborative activities businesses, organisations and with other partners in the city and individuals. The success of the wider region. city, its look and feel, the way we Wellington’s city strategy will live and work in Wellington, is provide the framework for a shared responsibility and will decision-making and resource require shared action. allocation for the Council’s

WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 41 LEADING The Long-Term Plan (LTP) is the • Central City Framework – a • Town Belt Legislative and Council’s key planning document. plan for the future development Policy Framework review Covering a 10-year period, and of Wellington’s central city • Review of Capital Spaces updated every three years, the • Digital Strategy – a citywide • Water Efficiency and LTP explains what the Council strategy in support of Conservation Plan plans to do, why we plan to do developing Wellington as a • Regional Waste it, how much it will cost, and creative digital leader who will pay. It is developed in Management Plan. • Economic Development consultation with the community Strategy – a citywide strategy On behalf of Wellington residents, and is due to be reviewed to support the development the Council invests heavily in again in 2012. This will be an of an economic development the look and feel of the city, opportunity for the Council to strategy for Wellington and services to homes and work with the community to align businesses. Looking at what the Council-led projects and activities • Arts and Culture Strategy – Council does in the context of the with the goals of Wellington’s a review of Council activities strategy will have implications city strategy. Policy and research to ensure the most effective for decisionmaking and future work informed by the LTP will support for Wellington’s investments in core services, provide a clearer description and ‘Cultural Capital’ status into including city infrastructure and prioritisation of what the Council the future urban planning. needs to do. • Events Strategy Some of the work has already • Climate Change Action begun. The following strategies Plan – completed in 2010, are being developed in direct the plan identifies priority support of these aims: actions for Wellington to mitigate the impacts of climate change COLLABORATING AND FACILITATING Wellington’s city strategy Many of these collaborations Opportunities to be part of has identified that there is will need to be instigated and wider networks and the ability significant potential to be sustained by the individuals, to identify opportunities for realised by identifying greater institutions and/or businesses collaborative activity can be opportunities for collaboration themselves. The Council supported by good information across the city, and with other can facilitate some of these on the city – who lives here, places in New Zealand and connections by drawing on its what they do and where things overseas. We are not realising own resources and relationships are heading in the future. The the full value of all of the to develop wider networks. The Council’s role in developing and resources that Wellington has city’s sister-city relationships disseminating good data and to offer. are an example of where the research on Wellington – its Council can facilitate economic people, places and ideas – will development outcomes for be an important resource for the city through connecting facilitating people to work Wellington business to together in the direction we want international partners. to head.

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