Wellington City Council Quarterly Report

January – March 2008 9835 PDWCC6

A message from the Chief Executive

Wellington City Council Quarterly Report – January to March 2008

In March Wellington City Councillors approved the 2008/09 Draft Annual Plan – the first since the Council signed up to its vision of a carbon-neutral Wellington.

Carbon neutrality is an ambitious vision that will require significant effort by the Council, central government, businesses and residents. This year's draft plan includes initiatives that if approved, will be small but potentially significant steps towards achieving our goal. One proposal is to generate electricity or LPG from sewage sludge at the Southern Landfill using a bioreactor.

In this quarter we established a Climate Change Office to provide a focus for the Council's work on reducing corporate and community greenhouse gas emissions and working toward the goal of carbon neutrality. Early projects for the team include developing a robust methodology for measuring corporate emissions, establishing carbon sinks on Council reserve land using the Government’s Permanent Forest Sink Initiative (PFSI) mechanism, developing sustainable vehicle and green building standards, and supporting the World Environment Day.

Other key highlights for the third quarter included:

ƒ Supporting two major bike events: the Go By Bike Day which saw almost 900 cyclists gathered in Civic Square to enjoy a free breakfast and entertainment; and Bike the Bays which was supported by 1525 cyclists. ƒ Supporting successful Waitangi Day celebrations at Waitangi Park and the inaugural Absolutely Pasifika Festival at Frank Kitts Park. ƒ Opening the new water play and hydrotherapy services facilities at the Wellington Regional Aquatic Centre.

This Quarterly Report provides an update on the Council’s consolidated financial performance for the year to date and sets out operational and financial progress towards delivering the outcomes and activities approved in the Council’s Annual Plan.

This Quarterly Report is also available on the Council’s website - www.Wellington.govt.nz

Garry Poole CHIEF EXECUTIVE

A MESSAGE FROM THE CHIEF EXECUTIVE WELLINGTON CITY COUNCIL EXECUTIVE SUMMARY______

This report provides an outline of the Council’s activities for the period 1 January to 31 March 2008 and a consolidated financial view for the period 1 July to 31 March 2008.

It presents detailed information for each activity by strategy area and group. Its purpose is to provide assurance that each activity is being carried out to plan, with explanations where there are variances. The report also provides assurance that the Revenue and Financing Policy targets are being monitored.

HIGHLIGHTS

ƒ We introduced the Eco Design scheme, which is subsidised by the Ministry for the Environment and BRANZ. This scheme will offer one-to-one sustainable design advice for anyone planning, or in the process of, building a home. ƒ Athfield Architects were announced the winner of the concept design competition for Kumutoto sites 8, 9 and 10. ƒ We launched www.parkingfine.co.nz for on-line parking infringement payments. ƒ We completed construction of the new pedestrian facility at Hinemoa Street, ensuring safe access across Waterloo Quay. ƒ We supported the ‘Go By Bike Day’, part of the National Bike Wise Week (23 February to 2 March). Almost 900 cyclists gathered in Civic Square to enjoy a free breakfast and entertainment. This was by far the largest turnout in the country. ƒ We hosted the Diabetes Congress at the Wellington Convention Centre - the largest conference across our venues. The conference is estimated to have generated $3m of economic value for the city. ƒ We removed approximately 80 over-mature hazardous pine trees from various sites around the city’s Town Belt. ƒ A Climate Change Office was established in the Strategy Directorate, to provide a focus for the Council's work on reducing corporate and community greenhouse gas emissions and working toward the goal of carbon neutrality. ƒ The Todd Energy power generation plant was officially opened. This plant generates electricity from methane produced from the landfill. The installation of this plant was a joint project between WCC and Todd Energy. ƒ We completed the inaugural round of sports development grants. ƒ We organised a successful Bike the Bays event on 23 February. The event was well supported with 1,525 cyclists participating. ƒ We opened the new water play (Spray) and hydrotherapy services facilities at the Aquatic Centre on 24 February 2008. ƒ We supported the inaugural Absolutely Positively Pasifika Festival that was held on 16 February 2008. ƒ The 2008 New Zealand International Arts Festival was held during the quarter. ƒ In conjunction with the Wellington Tenths Trust we hosted Waitangi Day celebrations at Waitangi Park. The celebrations attracted the largest citizen participation at Waitangi celebrations to date. ƒ The 2008/09 Draft Annual Plan was approved for public consultation.

PRIORITY PROJECTS

1.0 Urban Development

Management of residential infill development We advanced our work towards a targeted approach to infill housing - the process of building new dwellings within an existing suburban residential boundary. Key work for the quarter included: ƒ We have completed a series of research reports supporting our residential infill development work. A focus of one report assesses factors affecting future residential growth, including a citywide urban character study. ƒ We have also developed criteria to guide targeting of intensification and areas where further protection is required. EXECUTIVE SUMMARY 1 WELLINGTON CITY COUNCIL

Growth Spine Centres This project is one of the key methods for implementing the Urban Development Strategy. It involves the phased development of detailed concept plans for the major growth nodes that together form the growth spine. Key work for the quarter included: ƒ We completed an initial round of public consultation for the Adelaide Road Framework. Analysis of the 184 submissions received has been completed. ƒ We also held a series of stakeholder workshops with residents, businesses, developers, community groups and key agencies.

2.0 Transport

Port and ferry access The project aims to improve traffic and freight access to CentrePort and the ferry terminal and manage the forecasted growth in traffic on the Quays. Key work for the quarter included: ƒ We completed construction of the new pedestrian facility at Hinemoa Street, ensuring safe access across Waterloo Quay ƒ Detailed design work continues for the first stage of work between Bunny Street and the new Kings Wharf entrance.

Travel Demand Management programme The project aims to control road congestion, improve the performance of the city’s transport system and moderate road space demand. Key work for the quarter included: ƒ We held meetings with key stakeholder groups to gather input into development of the city walking and cycling plans. Both plans are scheduled for completion in June 2008. ƒ We also continued the implementation of the ‘Getting Around Wellington’ project aimed at altering travel patterns and behaviour. The project is being led, on our behalf, by the Sustainability Trust. Over 400 people have been involved to date. The findings from this work will be an important input into the development of the city walking and cycling plans. ƒ We continued to progress an Organisational Travel Plan for the Council.

3.0 Economic Development

Information and communications infrastructure This project aims to enhance the city’s communications infrastructure and build ICT skills. There have been many developments in the telecommunications sector over the past few months and these have been assessed for their potential impact on the Council’s role. A committee paper has been completed detailing recommended next steps for achievement of the Council’s Broadband Vision. This paper will be presented in early April.

4.0 Environment

Energy management plan The primary objective of this project is to understand and control the Council’s corporate energy consumption and expenditure. Reduction in energy consumption will ultimately result in reductions in greenhouse gas emissions. The Wellington City Council is committed to becoming carbon neutral and managing energy use is a key component in that goal. Furthermore, energy costs continue to rise and the most effective way to mitigate that risk is through energy conservation. Key work for the quarter included:

ƒ Establishment of a Climate Change Office in the Strategy Directorate, to provide a focus for the Council's work on reducing corporate and community greenhouse gas emissions and working toward the Council's goal of carbon neutrality. A key focus will be developing a robust methodology for measuring corporate emissions and developing sustainable vehicle and green building standards. ƒ We installed combustion control equipment on the Municipal Office Building (MOB) boiler. This technology continually optimises the mixture of natural gas and air being burnt for the buildings heating needs. It has shown to decrease natural gas consumption by at least 5% in other installations. Natural Gas consumption at MOB will be monitored in the coming months to measure the success of the project. ƒ Design work on the Main Library boiler system has been completed and a retrofit to the heating hot water piping arrangement is being scheduled. Initial estimates suggest that savings in natural gas consumption of up to 15% will be achieved as a result of the changes.

EXECUTIVE SUMMARY 2 WELLINGTON CITY COUNCIL

5.0 Cultural Wellbeing

Toi Poneke – Wellington Arts Centre Wellington Arts Centre houses local artists’ studios and the offices of a number of arts organisations. It also provides space for music and theatre rehearsals, dancing, workshops, corporate events, photography and auditions. Key work for the quarter included: ƒ Toi Pōneke Gallery and its visual arts panel received a number of good proposals in February and the exhibition programme through to the end of 2008 is very exciting. ƒ We have carried out a review of the rates charged to casual users and developed a new pricing structure for peak and off peak rates. We are also developing a targeted marketing plan to increase room utilisation. ƒ A number of artist studios became available in February and have now been re-rented. The interest from artists wanting to rent studios at the centre continues to out number the available spaces.

6.0 Social and Recreation

Housing operations We own more than 2,300 housing units, which we rent to low-income people whose housing needs are not met by other housing providers. We are developing a significant maintenance and upgrade programme in light of our $220 million partnership with Government. We signed the Memorandum of Understanding with the Crown for the Housing Investment Project. Key work for the quarter included: ƒ The Housing Upgrade Project (HUP) team worked on the development of the investment plan and community action programme. A senior advisor was appointed to progress the community action programme. ƒ We continued to work closely with the current maintenance contractor as the Council transitions to an aggregated facilities management approach. We also tendered a major exterior painting contract at the Arlington Estate. ƒ We continued the very popular programme of Push Play activities across the housing portfolio.

7.0 Governance

The 2008/09 Draft Annual Plan was approved for public consultation.

EXECUTIVE SUMMARY 3 WELLINGTON CITY COUNCIL CONTENTS______Pages CONSOLIDATED FINANCIAL OVERVIEW 7

1.0 URBAN DEVELOPMENT 15

Urban Planning and Policy 1.1.1 Urban Planning and Policy Development 1.2.1 Smart Growth Development Control and Facilitation 1.3.1 Development Control and Facilitation Earthquake Risk Mitigation 1.4.1 Earthquake Risk Mitigation Building Control and Facilitation 1.4.2 Building Control and Facilitation Public Spaces Development 1.5.1 Waterfront Development 1.5.2 Public Space and Centre Development 1.5.3 Heritage Development

2.0 TRANSPORT 23

Parking 2.1.1 Car Parking Transport Planning and Policy 2.1.2 Transport Planning 2.3.1 Travel Demand Management Planning Transport Networks 2.4.1 Vehicle Network 2.2.2 Ports Access 2.4.2 Cycle Network 2.4.4 Pedestrian Network 2.4.3 Passenger Transport Network 2.4.5 Network-wide Control and Management 2.5.1 Road Safety

3.0 ECONOMIC DEVELOPMENT 31

City Promotions, Events and Attractions 3.1.1 Tourism Promotion 3.1.2 Visitor Attractions 3.1.3 Convention Centre 3.2.1 Suburban and City Centres Vitality 3.3.1 Events Attractions and Support 3.6.1 Creative Workforce Business Support 3.4.1 Information and Communications Infrastructure 3.4.2 Transport Gateway Connections 3.5.2 Economic Grants 3.7.1 Regional and External Relations

4.0 ENVIRONMENT 37

Gardens and Beaches 4.1.1 Local Parks and Open Spaces 4.2.1 Botanical Gardens 4.2.2 Beaches and Coast Operations Green Open Spaces 2.3.2 Roads Open Spaces 4.2.3 Town Belts 4.3.1 Community Environmental Initiatives 4.4.1 Walkways 4.7.1 Stream Protection 4.7.2 Pest Plant and Animal Management Waste Reduction and Energy Conservation 4.5.1 Energy Efficiency and Conservation 4.5.3 Recycling 4.5.4 Waste Minimisation and Disposal Management Water 4.5.5 Water Network 4.6.1 Water Collection and Treatment Wastewater and Storm water

CONTENTS 4 4 WELLINGTON CITY COUNCIL 4.6.2 Stormwater Management 4.6.3 Sewage Collection and Disposal Network 4.6.4 Sewage Treatment Quarry 4.5.2 Quarry Environmental Conservation Attractions 4.8.1 Environmental and Conservation Attractions

5.0 CULTURAL WELLBEING 53

Heritage 5.1.1 City Archives 5.1.2 Heritage Landmarks Galleries and Museums 5.4.1 Galleries and Museums Community Arts and Cultural Support 5.2.1 Arts and Cultural Festivals 5.2.3 Cultural Grants 5.3.1 Access and Support for Community Arts Arts Partnerships 5.4.2 Arts Partnerships 5.2.2 New Zealand International Arts Festival

6.0 SOCIAL AND RECREATION 59

Housing 6.1.1 Community Housing Recreation Facilities and Programmes 6.1.2 Recreation Partnerships 6.3.3 Recreation Programmes 6.3.1 Access Support 6.4.1 Swimming Pools 6.4.2 Sports Fields 6.4.3 Recreation Centres 6.4.4 Playgrounds 6.4.5 Marinas Community Support 6.2.2 Community Advocacy 6.2.1 Implementation of the Homelessness Strategy Libraries 6.4.8 Libraries Network 6.4.6 Community Centres and Halls 6.3.2 Social and Recreational Grants 6.4.7 Community ICT Access Public Health and Safety 6.5.1 Burials and Cremations 6.5.2 Public Toilets 6.5.3 Public Health 6.6.1 City Safety 6.6.2 Wellington Emergency Management Office

7.0 GOVERNANCE 73

Information, Consultation and Decision-Making 7.2.2 City Governance and Decision-Making 7.1.1 Consultation and Communication 7.2.3 Civic Information Maori Engagement (including Mana Whenua) 7.2.1 Mana Whenua Partnership and Wider Maori Community

APPENDICES

Appendix One: Operational and Capital project expenditure by Strategy area 78 Appendix Two: Activity Profiles by Strategy area 93 Appendix Three: Health and Safety Consolidated Fund 103 Appendix Four: Wellington City Council Property Sales 105

CONTACT INFORMATION 107

CONTENTS 5 5 WELLINGTON CITY COUNCIL

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CONSOLIDATED FINANCIAL OVERVIEW

Consolidated Financial Overview

CONTENTS

Introduction

Financial performance at a glance

Table 1: Statement of financial performance

Financial position at a glance

Table 2: Statement of financial position

Borrowings and investments at a glance

Figure 1: Borrowing and investments summary Figure 2: Forecast borrowings 2007/08 – 2015/16 Table 3: Statement of borrowings Figure 3: 2007/08 Projected accumulated borrowings Figure 4: Cost of Funds

Strategy Areas at a glance

Table 4: Operating revenue by strategy area Table 5: Operating expenditure by strategy area Table 6: Operating net expenditure by strategy area Table 7: Capital expenditure by strategy area

Introduction

The Council’s consolidated financial position and performance for the period 1 July 2007 to 31 March 2008 are presented in this section. This includes a Statement of Financial Performance, a Statement of Financial Position, a Statement of Borrowings, and a Segment Analysis by Strategy Area.

Positive numbers in the financial statements indicate a favourable variance from budget and negative numbers (represented by brackets) indicate an unfavourable variance from budget.

Detailed discussion in respect of Strategy Area revenue and expenditure for each activity is contained within the body of this report.

7 7 WELLINGTON CITY COUNCIL CONSOLIDATED FINANCIAL OVERVIEW

FINANCIAL PERFORMANCE AT A GLANCE

Table 1: Statement of financial performance

Statement of Financial YTD YTD YTD Full Year Actual Budget Variance Budget Performance 2008 2008 2008 2008 $'000 $'000 $'000 $'000 Rates Income 144,220 144,503 (283) 192,671 Income from Activities 61,600 61,547 53 82,295 Lease Income 24,625 24,188 437 32,234 Interest Income 149 75 74 100 Other Income 8,354 6,742 1,612 7,589 Development Contributions 547 956 (408) 1,274 Total Income 239,496 238,011 1,486 316,163 General Expenses 109,573 106,897 (2,677) 142,156 Personnel Expenditure 63,821 65,182 1,361 86,746 Depreciation & Loss/Gain on Sale 45,400 47,282 1,882 63,043 Financing Expenditure 14,852 15,190 338 20,258 Total Expenditure 233,646 234,551 905 312,203

Net operating surplus/(deficit) 5,850 3,460 2,390 3,960

Overall, the year to date net operating surplus of $5.9m is $2.4m more favourable than the budgeted surplus of $3.5m. This favourable variance is attributed to a combination of factors as outlined below.

Income

Wellington International Airport Limited (WIAL) approved and paid a dividend to the Council for the 2007 financial year of $5.6m. This payment is $0.9m ahead of the full year budget.

Approximately $1m unbudgeted income has been received to fund capital expenditure.

Income of $0.8m has been generated from the sale of surplus land.

Offsetting these positive one-off impacts are lower than budgeted water rates income and development contributions.

Expenditure

Expenditure is currently $0.9m favourable to budget, this is due to a combination of timing variances in general expenditure and delayed completion of capital projects (which has resulted in less depreciation and interest charges than budgeted).

8 8 WELLINGTON CITY COUNCIL CONSOLIDATED FINANCIAL OVERVIEW

FINANCIAL POSITION AT A GLANCE

Table 2: Statement of financial position

The increase in current assets primarily reflects an increase in Statement of Financial YTD Year prepayments and rates debtors (due to the timing of instalments) Actual End offset by lower cash balances. Position 2008 2008 $'000 $'000 The increase in non-current assets is primarily due to the net Current assets 37,572 34,204 increase in capitalised assets offset by increased accumulated Non-current assets 5,741,168 5,724,977 depreciation. Total assets 5,778,740 5,759,181 The increase in current liabilities primarily reflects expected Current liabilities 169,271 166,010 fluctuations in creditors due to timing differences. Non-current liabilities 157,935 139,053 Total liabilities 327,206 305,063 The increase in non-current liabilities reflects new longer-term borrowing to fund our capital expenditure programme. Net assets / equity 5,451,534 5,454,118

BORROWINGS AND INVESTMENTS AT A GLANCE

Introduction

In this section the definition of investments includes all Council investments as reported in its Annual Report, rather than just those considered to be financial instruments.

LTCCP Overview

The 2006/07 LTCCP (revised June 2007) forecast borrowings to increase from $233m to $295m over the 2007/08 financial year. In June 2007 the Council approved a $62m increase in borrowing to fund new capital expenditure projects and loans to external entities for 2007/08 as reflected in the LTCCP.

The 2007 – 2016 LTCCP indicates that the Council will remain within prudential borrowing limits throughout the duration of the Plan.

Figure 1: Forecast Borrowings 2007/08 – 2015/16 Figure 2: 2007/08 Projected Accumulated Borrowings

$000's Borrowing to Prudential Policy Limits - Amended LTCCP 2007/08 Actual Accumulated Borrowings Forecast 700,000 Actual 300,000 600,000 290,000

500,000 280,000 LTCCP forecast

400,000 270,000 260,000 300,000 250,000 200,000 240,000

100,000 230,000 Forecast Borrowing ($000s) Borrowing Forecast 220,000 0 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 210,000

Current borrowing forecast Net borrowing to annual income 200,000 June Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Net interest to annual rates Existing borrowing plus funding of new capex Working Capital

The borrowing forecast is within our prudential policy limits. 30 June 2008 accumulated borrowings are forecast to be $20 - $30m below the $295m forecast in the Annual Plan due primarily to lower than anticipated capital expenditure and loans to other organisations.

9 9 WELLINGTON CITY COUNCIL CONSOLIDATED FINANCIAL OVERVIEW

Table 3: Statement of Borrowings

Statement of Borrowings At 31 March 2008 gross borrowings total $245.1m, up $10.3m from YTD Year $234.8m at 31 December 2007. As at 31 March 2008 Actual End 2008 2007 Core borrowing to fund new assets has increased by net $29.5m for the $'000 $'000 financial year to date. Facilities at start of year 264,000 264,000 New facilities arranged 27,000 0 Repayment of facilities 0 0 There has been a $11.62 decrease in the Working Capital funding Facilities at end of period 291,000 264,000 requirement for the financial year to date. This is a timing difference only Borrowings at start of year 227,200 212,000 and is due to the impact of rates receipt revenue exceeding expenditure Change in core borrowing + (-) 29,523 15,200 funding requirements during the month. This is consistent with forecast Repayment of loans + (-) 0 Change in working capital requirement + (-) (11,620) 0 expectations. Actual Borrowings at end of period 245,103 227,200 Note: Borrowing ‘facilities’ is an indication of funds the council currently Plus unutilised facilities 45,897 36,800 has access to and includes an emergency provision to ensure Council has access to funds, for example, in case of a natural disaster. ‘Actual Total Borrowing Facilities Available 291,000 264,000 Borrowings’ is the amount drawn down against these facilities.

Investments Summary

At $349.6m Council’s investments are $36m higher than the LTCCP forecast due to asset revaluations. There have been no major changes in the Council investment portfolio for the financial year to date.

INVESTMENTS

Cash & near cash investments Income generating commercial Income generating Non- income generating debt instruments commercial equity and investments property investments Total Key attributes: Key attributes: Key attributes: Key attributes: * Most liquid * Loans to other organisations * Commercial investments * No cashflow return * Cash and bank balances * Deliver a cashflow return to WCC * Deliver a cashflow return * Held for strategic or * Investments maturing in less than 1 yr * No capital value appreciation * Deliver capital value ownership reasons and Funds held or invested by CCO's appreciation * Usually held for working capital purposes only.

Current components Current components Current components Current components

Book Book Book Book Value Book Value Value Value Value $m $m $m $m $m

Bank funds 0.0 Loan to WIAL 0.0 Investment in WIAL 107.7 Civic Assurance Corp. 0.5 WCC investment prop. 157.8 WRS loan 7.1 WWP investment prop. 46.9 Wellington Cable Car 3.8 St James Theatre 2.7 Share of associates 23.1

Total 0.0 Total 0.5 Total 312.4 Total 36.7 349.6

Figure 3: Borrowing and Investment Summary

$m Borrowing & Investment Summary - March 2008 400

350 Non-income generating investments 300 Income generating 250 commercial equity and property investments 200 Income generating Investments commercial debt instruments 150 Borrowings Cash or near cash 100

50 Borrowings

-

At 31 March 2008 the Council’s investments of $349.6m exceed borrowings of $245.1m by $104.5m.

10 10 WELLINGTON CITY COUNCIL CONSOLIDATED FINANCIAL OVERVIEW

Figure 4: Cost of funds

$000 2007/08 Net Interest- actual vs forecast vs budget 25,000

20,000

15,000

10,000 Forecast

5,000 Budget Cumulative Actual

0 Jun-07 Jul-07 Aug-07 Sep- Oct-07 Nov-07 Dec- Jan-08 Feb-08 Mar-08 Apr-08 May-08 Jun-08 07 07

Net interest expense at $13.75m is $0.47m favourable to straight-lined budget expectation of $14.22m. The impact of current interest rates at levels higher than budgeted is impacting on total cost of funding with average interest rate up 6.8% to 7.5% since July 2007, despite having 50% of the Council’s exposure hedged through interest rate swaps. This has been offset by slower than anticipated completion of capital expenditure projects carried forward from 2006/07. Full year net interest expense is now forecast to be $0.1m to $0.2m favourable to budget. . Treasury Policy Compliance

The Council is compliant with all its treasury policy prudential limits with the exception of 0 -3 year sub-limits, where fixed interest and liquidity slightly exceed benchmarks. This will be remedied through some restructuring of existing debt maturities over the coming months.

Prudential limits Policy Limit Actual Compliance Borrowings as a % of equity <20% 5% Yes Borrowings as a % of income <150% 82% Yes Net interest as a % of annual rates income <15% 10% Yes Notes: Equity is based on the 30 June 2007 Annual Report Net interest, Annual Rates and Income are based on 2007/08 LTCCP budget

Interest rate risk control limits (interest rate exposure) Policy Limit Actual Compliance Fixed interest proportion 50% - 95% 54% Yes Broken down as follows: 1 - 3 year bucket 20% - 50% 50% Yes 3 - 5 year bucket 20% - 50% 32% Yes 5 - 10 year bucket 15% - 50% 17% Yes

Liquidity/funding risk (access to funds) Policy Limit Actual Compliance Liquidity/funding risk (acess to funds) >110% 110% Yes Broken down as follows: 0 - 3 year bucket 10% - 50% 53% No 3 - 5 year bucket 20% - 60% 29% Yes 5 - 10 year bucket 10% - 60% 18% Yes "Liquidity" is defined as: Current borrowings + committed loan facilities divided by current borrowings

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CONSOLIDATED FINANCIAL OVERVIEW

STRATEGY AREAS AT A GLANCE

Tables 4, 5, 6 and 7 summarise the Council’s revenue and expenditure by strategy area for the nine months ended 31 March 2008.

YTD YTD YTD FULL YEAR Operating Revenue by Strategy Actual Budget Variance Budget Revenue Revenue Revenue Revenue Area 2008 2008 2008 2008 $000 $000 $000 $000 Urban development 7,294 6,886 408 9,395 Transport 20,654 20,337 317 27,654 Economic development 4,233 3,617 616 5,151 Environment 8,832 9,492 (660) 12,623 Cultural Wellbeing 887 909 (22) 1,099 Social and recreation 24,346 23,955 391 31,796 Governance 871 772 99 1,028

Total Strategy Area 67,117 65,968 1,149 88,746

Council 172,379 172,043 337 227,417

Total Revenue 239,496 238,011 1,486 316,163

Table 4: Operating revenue by strategy area

YTD YTD YTD FULL YEAR Operating Expenditure by Actual Budget Variance Budget Expenditure Expenditure Expenditure Expenditure Strategy Area 2008 2008 2008 2008 $000 $000 $000 $000 Urban development 16,092 16,838 746 22,439 Transport 32,626 32,247 (379) 43,580 Economic development 16,333 15,553 (780) 20,520 Environment 84,201 85,557 1,356 114,299 Cultural Wellbeing 10,543 9,999 (544) 13,244 Social and recreation 60,636 61,414 778 81,162 Governance 10,651 10,389 (262) 13,780

Total Strategy Area 231,082 231,997 915 309,024

Council 2,564 2,554 (10) 3,179

Total Operating Expenditure 233,646 234,551 905 312,203

Table 5: Operating expenditure by strategy area

YTD YTD YTD FULL YEAR Actual Budget Variance Budget Net Operating Expenditure Net Net Net Net Strategy Area Expenditure Expenditure Expenditure Expenditure 2008 2008 2008 2008 $000 $000 $000 $000 Urban development (8,798) (9,952) 1,154 (13,044) Transport (11,972) (11,910) (62) (15,926) Economic development (12,100) (11,936) (164) (15,369) Environment (75,369) (76,065) 696 (101,676) Cultural Wellbeing (9,656) (9,090) (566) (12,145) Social and recreation (36,290) (37,459) 1,169 (49,366) Governance (9,780) (9,617) (163) (12,752)

Total Strategy Area (163,965) (166,029) 2,064 (220,278)

Council 169,815 169,489 326 224,238

Net Operating Surplus / (Deficit) 5,850 3,460 2,390 3,960

Table 6: Operating net expenditure by strategy area

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CONSOLIDATED FINANCIAL OVERVIEW

YTD YTD YTD FULL Year Capital Expenditure by Strategy Actual Budget Variance Budget Expenditure Expenditure Expenditure Expenditure Area 2008 2008 2008 2008 $000 $000 $000 $000 Urban development 12,280 15,466 3,186 19,696 Transport 20,149 23,615 3,466 31,550 Economic development 1,820 2,657 837 3,021 Environment 22,496 28,756 6,260 35,893 Cultural Wellbeing 330 1,196 866 1,311 Social and recreation 10,001 13,824 3,823 21,646 Governance 35 80 45 80

Total Strategy Area 67,111 85,594 18,483 113,197

Council 5,545 10,948 5,403 14,352

Total Capital Expenditure 72,656 96,542 23,886 127,549

Table 7: Capital expenditure by strategy area (including carry forward projects)

Note: The Council line within Table 7 reflects capital expenditure incurred by the Council in providing information technology hardware and systems, replacement of vehicles and equipment, and meeting health and safety requirements.

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URBAN DEVELOPMENT______

Contents

ACTIVITIES WHAT IT COST

URBAN PLANNING AND POLICY Full Year Actual Budget Variance Budget 1.1.1 Urban Planning and Policy Development Net cost/(income) by activity $000 YTD YTD YTD 2008 1.1.1 Urban Planning and Policy 1,334 1,428 94 1,898 Development 1.2.1 Smart Growth 1.2.1 Smart Growth 214 230 16 306 1.3.1 Development Control and 1,889 1,583 (306) 2,063 Facilitation 1.4.1 Earthquake Risk Mitigation 331 332 1 445 DEVELOPMENT CONTROL AND FACILITATION 1.4.2 Building Control and 2,181 3,092 911 3,950 Facilitation 1.3.1 Development Control and Facilitation 1.5.1 Waterfront Development 1,620 1,808 188 2,411 1.5.2 Public Space and Centre 849 975 126 1,297 Development 1.5.3 Heritage Development 380 504 124 674 EARTHQUAKE RISK MITIGATION Operating Expenditure 8,798 9,952 1,154 13,044

1.4.1 Earthquake Risk Mitigation Full Year Actual Budget Variance Budget Capital expenditure $000 YTD YTD YTD 2008 1.1.1 Urban Planning and Policy 858 1,136 278 1,365 BUILDING CONTROL AND FACILITATION Development 1.2.1Smart Growth 000 0 1.4.2 Building Control and Facilitation 1.3.1Development Control and 000 0 Facilitation 1.4.1Earthquake Risk Mitigation 000 0 1.4.2Building Control and 000 0 PUBLIC SPACES DEVELOPMENT Facilitation 1.5.1 Waterfront Development 7,847 9,375 1,528 11,025 1.5.1 Waterfront Development 1.5.2 Public Space and Centre 3,091 4,445 1,354 6,796 Development 1.5.2 Public Space and Centre Development 1.5.3 Heritage Development 484 510 26 510 Capital expenditure 12,280 15,466 3,186 19,696

1.5.3 Heritage Development

STRATEGY AREA URBAN DEVELOPMENT 15 WELLINGTON CITY COUNCIL

URBAN PLANNING AND POLICY______

We develop policies and plans to encourage high-quality urban development, ensuring we focus growth in a way that makes the city more sustainable, while also preserving its character. The major projects for 2008 are the Suburban Centre review and the review of Infill Housing. In addition, we are continuing with our place-based planning projects, including the Johnsonville Town Centre Plan and the Adelaide Road Framework. We remain on track to deliver on these key projects and have engagement plans in place to ensure the proposals are understood by the community and provide appropriate opportunities to become involved. A significant focus over the next year will also include efforts to resolve the large number of District Plan change appeals.

Activity 1.1.1 Urban Planning and Policy Development Activity 1.2.1 Smart Growth WHAT WE DID WHAT WE DID

We completed an initial round of public consultation for the Suburban We have completed a series of research reports supporting our Centre Review - 64 submissions were received. We also completed residential infill development work. A focus of one report assesses factors detailed monitoring of each suburban centre. A draft Centres Policy is affecting future residential growth, including a citywide urban character being prepared to outline the proposed new approach. study. We have also developed criteria to guide targeting of intensification and areas where further protection is required, and A District Plan change introducing new rules controlling earthworks across identified some draft options. the city was approved in March. This plan change will be publicly notified in June 2008. We continued efforts to resolve the large number of District We have completed an initial round of public consultation for the Adelaide Plan change appeals. Road Framework - 184 submissions were received. We have held a series of stakeholder workshops with residents, businesses, developers, We have continued to work towards an Infrastructure Funding Agreement community groups and key agencies. for Harbour Quays. This agreement is on schedule for completion in July 2008. KEY PROJECT MILESTONES The following key projects are on schedule for completion: We lodged resource consent applications for John Sims Drive and Westchester Drive connections. Management of residential infill development Date

KEY PROJECT MILESTONES Public engagement on issues and options April / May 2008 The following key projects are on schedule for completion: Public engagement on preferred option July / August 2008 District Plan change November / Northern Growth Management Framework Date December 2008 implementation Growth spine centres Date Mark Avenue completion Adelaide Road Framework: community workshop and May 2008 April / May 2008 Lincolnshire Farm Reservoir completion November 2008 development of options Adelaide Road Framework: consultation on draft John Sims Drive completion April 2009 July / August 2008 framework Westchester Drive completion April 2011 Adelaide Road Framework: completion and District Plan Gateways planning October 2008 Date change Harbour Quays Infrastructure Funding Agreement July 2008 Adelaide Road Framework: completion and District Plan November / completion* change December 2008 * Further performance measures to be developed following finalisation of funding agreement ACTIVITIES FOR THE NEXT QUARTER

ACTIVITIES FOR THE NEXT QUARTER We will consult with the community in May discussing issues and options We will consult on the proposed approach to the review of the Suburban with regard to residential infill development. A discussion paper will be Centre chapter of the District Plan. This will include a draft Centres Policy. prepared presenting draft options for residential infill development target areas. The Earthworks Plan Change will be publicly notified.

We will hold a four-day community planning and design workshop to discuss the Adelaide Road Framework. The workshop will be attended by residents, businesses, developers, community groups, and key agencies. Input from the workshop will contribute to a draft Adelaide Road urban WHAT IT COST development framework. This draft framework is scheduled for Cost of activity $000 Actual Budget Variance Full Year completion by June with consultation scheduled for July / August. YTD YTD YTD Budget

Operational projects WHAT IT COST Cost 1,443 1,488 45 1,977 Cost of activity $000 Actual Budget Variance Full Year Revenue (109) (60) 49 (79) YTD YTD YTD Budget Net Cost 1,334 1,428 94 1,898 Operational projects Capital projects Cost 217 235 18 312 Cost 858 1,136 278 1,365 Revenue (3) (5) (2) (6) Operating expenditure Net Cost 214 230 16 306 Operating costs are in line with budget. Capital projects The favourable variance to revenue is mainly due to grant and subsidy income received for the IntensCity programme. In addition, we had more private plan Cost 0 0 0 0 changes than budgeted in the District Plan project. Operating expenditure Operating costs and revenue are in line with budget. Capital expenditure The variance in capital expenditure is due to the delays in John Sims Drive, with spend and contract works not expected till later in the year than budgeted. HOW IT WAS FUNDED HOW IT WAS FUNDED This activity is targeted to be 100% rates funded. This activity is targeted to be 100% rates funded. The favourable variance in revenues relates to additional income received in relation to IntensCity sponsorship and more private plan changes than budgeted.

STRATEGY AREA URBAN DEVELOPMENT 16 WELLINGTON CITY COUNCIL

DEVELOPMENT CONTROL AND FACILITATION______

We assess resource consent applications against the District Plan, issue consents, monitor compliance, and take enforcement action under the Resource Management Act (RMA) when necessary. Our focus in the coming months will be on efficiently managing the current high number of resource consent applications, and the added complexity of these due in part to the introduction of District Plan changes. Any workload pressures and potential delays are being communicated both amongst officers and to applicants, to manage expectations while these issues are resolved.

Activity 1.3.1 Development Control and Facilitation WHAT IT COST WHAT WE DID Cost of activity $000 Actual Budget Variance Full Year We continue to manage a very high workload, with a significant amount of YTD YTD YTD Budget work in progress, a full schedule of hearings, a number of appeals and the Operational projects added complexity of District Plan changes. A number of hearings Cost 3,479 3,157 (322) 4,196 scheduled for the quarter were suspended on request from the applicants Revenue (1,590) (1,574) 16 (2,133) meaning that these remain work in progress. Net Cost 1,889 1,583 (306) 2,063 We granted 204 resource consents and 45 other permissions during the Capital projects quarter. We received a number of new complex consent applications, Cost 0000 including for the Mill Creek wind farm and several central area buildings. Operating expenditure Also, as site preparation and construction for the West Wind development The operating cost variance is due to higher than budgeted legal expenses, gathers momentum we will devote greater resource consent monitoring resulting from the large number of appeals. There was also a higher amount efforts to the project. of personnel related costs.

The Compliance Monitoring and Enforcement (CME) team continued to HOW IT WAS FUNDED work with those who breach conditions of planning approval or those who Rates (%) Revenue (%) adversely impact upon the natural and built environment. YTD Actuals 57 43

Annual Target 55 45 HOW WE PERFORMED

RESOURCE CONSENTS (NON-NOTIFIED) RESOURCE MANAGEMENT COMPLAINTS ISSUED WITHIN STATUTORY TIMEFRAMES RECEIVED VS. COMPLAINTS RESOLVED 150 100% 120 80% 60% 90

40% 60

20% 30 0% Sep(Q1) Dec (Q2) Mar(Q3) Jun (Q4) 0 Sep(Q1) Dec (Q2) Mar(Q3) Jun (Q4) 2005 / 06 2006 / 07 2007 / 08 Target Received Resolved Target (Received)

RESOURCE CONSENT APPLICATIONS RECIEVED 400

350 300 250

200 150 100 50

0 Sep(Q1) Dec (Q2) Mar(Q3) Jun (Q4) 2006 / 07 2007 / 08

We have reviewed processes to assess why there have been delays in issuing resource consents. We have made some minor adjustments to our processes which should impact positively on our consent issuing performance. Although the number of resource consent application received remain broadly in line with past levels, increasing workloads and complexity of applications are impacting on processing times. ACTIVITIES FOR THE NEXT QUARTER We have a significant amount of work in progress – including complex consents and a number of hearings. Officers are communicating potential

delays to applicants to ensure expectations are managed while we attempt to work through this workload issue.

The CME team intends to add to its proactive monitoring function by appointing a second monitoring officer.

STRATEGY AREA URBAN DEVELOPMENT 17 WELLINGTON CITY COUNCIL

EARTHQUAKE RISK MITIGATION______

Our work in this area seeks to identify risks associated with earthquakes and better understand how to manage them. We are contributing to a long-term research project into seismic activity and are implementing a policy, under the Building Act, that requires the assessment of earthquake prone buildings and strengthening work to be completed by owners.

We are currently reviewing options to progress our work in relation to earthquake prone buildings. The limited availability of structural engineers with the specialist skills and required knowledge to undertake this work means we are behind our initial targets. It is likely that we will phase the work programme over a longer period than originally planned. An increase in funding and an extension to timeframes for the earthquake-risk building project has been sought through the draft Annual Plan 2008/09.

Activity 1.4.1 Earthquake Risk Mitigation WHAT WE DID WHAT IT COST During the quarter, we received 119 reviews of potentially earthquake Cost of activity $000 Actual Budget Variance Full Year prone buildings from our structural engineers. This is well below our target YTD YTD YTD Budget of approximately 300 assessments a quarter. Operational projects Cost 3333341449 An increase in funding and an extension to timeframes for the earthquake- Revenue (2) (2) 0 (4) risk building project has been sought through the draft Annual Plan Net Cost 331 332 1 445 2008/09. This project which requires structural engineers has turned out Capital projects to be more complex and time-consuming than we initially expected. Cost 0000

Following finalisation of the Annual Plan in June 2008, a new project Operating expenditure programme and performance targets will be identified. Operating costs are in line with budget for the earthquake prone aspect of this activity, but are not achieving the number of assessment with the available We part fund It’s Our Fault – a long-term research project looking at funding as initially assessed. All scheduled payments have been made towards seismic activity in Wellington. The key streams of work include: specific the localised earthquake assessment study.

fault investigations (including mapping of Cook Strait faults), detailed and HOW IT WAS FUNDED precise measurements of movements using GPS equipment, and This activity is targeted to be 100% rates funded. development of a model to analyse and predict likely earthquake events. The first of these involves progressive excavation and analysis of trenches across fault lines – up to seven excavations, with a focus on the Te Kopahou site initially. The second is an ongoing programme and the third has been completed in a collaborative effort with NIWA, and that data is now being analysed.

HOW WE PERFORMED

POTENTIALLY EARTHQUAKE-PRONE BUILDINGS

500 ASSESSED

400

300

200

100

2 0 Sep(Q1) Dec (Q2) Mar(Q3) Jun (Q4) 2006 / 07 2007 / 08 Target

Our progress against the earthquake-prone buildings assessment schedule has fluctuated and is directly related to the speed at which contracted structural engineers are able to complete assessments. We have assessed 487 buildings during the first three quarters, 413 buildings under target. We continue to work closely with our engineers to enable greater progress against our work programme.

ACTIVITIES FOR THE NEXT QUARTER We expect to receive a further 150 reviews of potentially earthquake prone buildings from our structural engineers. We are working with our structural engineers on a work programme that takes into account their limited availability and funding.

We will continue to work on advising property owners of their obligations under the Building Act 2004. We will work through hearing applications, which are seeking time extensions on strengthening of buildings.

STRATEGY AREA URBAN DEVELOPMENT 18 WELLINGTON CITY COUNCIL

BUILDING CONTROL AND FACILITATION______

This activity covers the assessment of building consent applications, the issuing of building consents and monitoring compliance according to the Building Act 2004. We focused on and improved our processing times for issuing building consents this quarter. As we expect the numbers of building consents applications to continue to remain at a high level, we will ensure that the momentum for issuing consents continues, without lessening the quality of work produced.

Activity 1.4.2 Building Control and Facilitation WHAT IT COST WHAT WE DID Cost of activity $000 Actual Budget Variance Full Year We continued our focus on improving our processing times. As a result we YTD YTD YTD Budget continue to see improving timeliness for issuing building consents. During Operational projects the quarter we received 653 building consent applications and issued 719 Cost 7,711 8,292 581 11,063 building consents. There has been a slight decline in the timeliness for Revenue (5,530) (5,200) 330 (7,113) code compliance certificate issues this quarter. During the quarter we Net Cost 2,181 3,092 911 3,950 received 556 applications and issued 602 code compliance certificates. Capital projects

We introduced the Eco Design scheme, which is subsidised by the Cost 0000

Ministry for the Environment and BRANZ. This scheme will provide one- Operating expenditure to-one sustainable design advice for anyone planning, or in the process of, The favourable expenditure variance is due to lower than expected legal, building a home. technical services and personnel related cost (because of a tight labour market limiting recruitment). The continued favourable income variance is due to work HOW WE PERFORMED starting on a number of large building projects in the first quarter.

BUILDING CONSENTS ISSUED (%) WITHIN CODE OF COMPLIANCES ISSUED (%) WITHIN STATUTORY TIMEFRAMES STATUTORY TIMEFRAMES HOW IT WAS FUNDED 100% 100% Rates (%) Revenue (%)

80% 80% YTD Actuals 26 74

60% 60% Annual Target 40 60 The funding of this activity is ahead of the annual target due to lower than 40% 40% expected operational costs and favourable revenue. 20% 20%

0% 0% Sep(Q1) Dec (Q2) Mar(Q3) Jun (Q4) Sep(Q1) Dec (Q2) Mar(Q3) Jun (Q4) 2006 / 07 2007 / 08 Target 2006 / 07 2007 / 08 Target

BUILDING CONSENT APPLICATIONS RECIEVED 1200 1000

800

600

400

200 0 Sep(Q1) Dec (Q2) Mar(Q3) Jun (Q4) 2006 / 07 2007 / 08

A number of process enhancements have resulted in improved performance for issuing consents over the last three quarters. Although there has been a slight reduction in the number of building consent application received, there has been an increase in both the number of major projects and complexity of applications. This trend has a considerable impact on our processing timeliness.

ACTIVITIES FOR THE NEXT QUARTER We will continue to receive and issue building consents and code compliance certificates. Our focus will be on continuing to maintain or improve our processing times.

We will continue to work towards building authority accreditation by May 2008.

STRATEGY AREA URBAN DEVELOPMENT 19 WELLINGTON CITY COUNCIL

PUBLIC SPACES DEVELOPMENT______

We oversee the development of the waterfront, provide grants to developers and others for the restoration of heritage buildings and assets and fund work to develop the street environments and other public areas in the city and suburbs.

Activity 1.5.1 Waterfront Development Activity 1.5.2 Public Space and Centre Developments WHAT WAS DONE WHAT WE DID

Athfield Architects were announced the winner of the concept design We commenced construction work on the early stages of the Aro Valley competition for Kumutoto sites 8, 9 and 10. The judging panel convenor, Project, including Aro Community Centre landscaping. We also Professor John Hunt said “The panel was impressed both by the strong commenced consultation on the design of the Aro Park.

vision that had informed the Athfield Architects’ design proposals and We completed the Karori Town Centre hard landscape works. The Karori their clear recognition of the practical realities of viable development at Stage 2 landscape project is scheduled for completion in April. this point on the waterfront.” We continued construction on the Courtenay Place Park and Lambton Tenancies on the ground floor of the Meridian Building (Site 7) opened Quay projects – both projects are running to schedule. for business including Mojo Coffee café and the Dominion Post ferry We installed a new link on the Wahine memorial to commemorate its 40 offices. Stage 3 of the Kumutoto public space project around Site 7 was year anniversary completed, including opening the Brandon Street gates to traffic. KEY PROJECT MILESTONES Progress towards these key milestones remains on track: The Environment Court upheld appeals from Wellington Civic Trust, Town centres development Date Waterfront Watch and nearby property owners against a September 2006 Karori stage 2 landscape project contract completion April 2008 Greater Wellington Regional Council decision to grant resource consent to a Hilton Hotel on the outer T of Queens Wharf. The future of the Outer Golden mile / Central city streets Date T and the impact of the Hilton decision are being considered. Lambton Quay construction contract completion June 2008

Central city squares and parks Date HOW WE PERFORMED Courtenay Place Park construction contract completion June 2008 PUBLIC SPACE DEVELOPMENT EXPENDITURE ($M) (CUMULATIVE) $12 Suburban centres upgrades Date $9 Aro Valley project construction contract completion June 2008

$6 The following projects are currently having their timeframes reassessed: Central city walking routes Date $3 Hannah’s Courtyard / Eva Street link purchase Uncertain completion $-

Sep(Q1) Dec (Q2) Mar(Q3) Jun (Q4) 2007 / 08 Target ACTIVITIES FOR THE NEXT QUARTER

ACTIVITIES FOR THE NEXT QUARTER We will complete the construction works for Courtenay Place Park and Further tenancies in the ground floor of the Meridian Building (Site 7) are Lambton Quay. We will complete the landscape planting on Karori Stage scheduled for opening. 2 project. We will complete the construction work in Aro Street, and commence construction work on Aro Park and Aro Community Centre We expect to receive the decision on the resource consent for the landscape. We will commence consultation on the Khandallah Village Overseas Passenger Terminal. upgrade and engage a design consultant to develop design ideas as part of this consultation.

Wellington Waterfront Limited will finalise their Statement of Intent and We will undertake maintenance on the Zephyrometer Sculpture, Whipping Business Plans for 2008/09. the Wind Sculpture, the Ferns Sculpture and will work on identifying a solution to the drainage problem on the City to Sea Bridge Seagull Sculpture.

WHAT IT COST WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget YTD YTD YTD Budget Operational projects Operational projects Cost 1,618 1,808 190 2,411 Cost 898 1,011 113 1,345 Revenue 2 0 (2) 0 Revenue (49) (36) 13 (48) Net Cost 1,620 1,808 188 2,411 Net Cost 849 975 126 1,297 Capital projects Capital projects Cost 7,847 9,375 1,528 11,025 Cost 3,091 4,445 1,354 6,796 Operating expenditure Operating expenditure Operating costs are behind budget, as budgeted capital funding to Wellington Operating costs are behind budget due to timing differences in the Public Space Waterfront Project is behind schedule and therefore interest charges have not Centres Development Plan project. been incurred as planned. The favourable variance in revenue is due to external contributions and expense Capital expenditure recoveries in the above project.

Capital expenditure on the waterfront development is currently behind schedule Capital expenditure due to delays and the outcome of the Hilton Hotel Environment Court decision. This capital program is behind schedule due to delays in projects including the This activity is expected to be under budget by approximately $350k at year Golden Mile, Central City Squares and Parks and Suburban Centre Upgrades. A end. carry forward of $2 M is expected at year end.

HOW IT WAS FUNDED HOW IT WAS FUNDED This activity is targeted to be 100% rates funded. This activity is targeted to be 100% rates funded.

STRATEGY AREA URBAN DEVELOPMENT 20 WELLINGTON CITY COUNCIL

______

Activity 1.5.3 Heritage Development WHAT WE DID WHAT IT COST We have continued negotiations with the SPCA regarding them leasing Cost of activity $000 Actual Budget Variance Full Year the Chest Hospital site for their Wellington Headquarters. The SPCA is YTD YTD YTD Budget preparing their design option for the building. Operational projects Cost 393 513 120 686 We held the second grants round on 11 February, where 6 applicants Revenue (13) (9) 4 (12) received a total of $100,000. The total fund available for built heritage Net Cost 380 504 124 674 incentives is $250,000, with $50,000 distributed from the first round of Capital projects grants. Cost 484 510 26 510

Applications for the third and final general grants round closed on March Operating expenditure 31 (the Grants Subcommittee is scheduled for 24 May 2008). We worked Operating costs are favourable to budget due to the timing of heritage grant closely with all potential applicants to ensure ease of process and to payments, where grants have been conditionally approved but the heritage works not having substantially taken place and hence payments not yet made. provide advice on eligibility and other possible funding streams. Revenues are in line with budget.

HOW WE PERFORMED Capital expenditure The capital programme relates to the Chest Hospital project which is nearing September February Round May Round BUILT HERITAGE INCENTIVE FUND completion. Capital expenditure is currently in line with budget, however this Quarter 1 Quarter 3 Quarter 4 programme is expected to be overspent due to unbudgeted expenditure to Total number of grant applicants 394complete earthquake strengthening. Number of applicants receiving grants 26N/A Total budget available to applicants $250,000 $200,000 $100,000 HOW IT WAS FUNDED Total budget distributed to applicants $50,000 $100,000 N/A This activity is targeted to be 100% rates funded. We have received 4 applications for the final round of the year (closed 31st March).

ACTIVITIES FOR THE NEXT QUARTER We will finalise lease negotiations with the SPCA.

The Grants Subcommittee is scheduled for 24 May, where decisions will be made on the 4 applications.

STRATEGY AREA URBAN DEVELOPMENT 21 WELLINGTON CITY COUNCIL

22 WELLINGTON CITY COUNCIL

TRANSPORT______

Contents

ACTIVITIES WHAT IT COST

PARKING Actual Budget Variance Full Year YTD Budget 2008 2.1.1 Car Parking Net cost/(income) by activity $000 YTD YTD 2.1.1 Car Parking (9,398) (9,586) (188) (12,960) 2.1.2 Transport Planning 198 292 94 387 2.2.2 Ports Access 9 33 24 54 TRANSPORT PLANNING AND POLICY 2.3.1 Travel Demand 9 60 51 120 Management Planning 2.4.1 Vehicle Network 13,807 13,753 (54) 18,484 2.1.2 Transport Planning / 2.2.1 Regional 2.4.2 Cycle Network 20 32 12 44 Transportation 2.4.3 Passenger Transport 168 389 221 434 2.4.4 NtPedestriank Network 2,956 2,907 (49) 3,914 2.4.5 Network-wide Control and 1,862 1,642 (220) 2,158 2.3.1 Travel Demand Management Management 2.5.1 Road Safety 2,341 2,388 47 3,291 Planning Operating Expenditure 11,972 11,910 (62) 15,926

TRANSPORT NETWORKS

Actual Budget Variance Full Year 2.2.2 Ports Access YTD Budget 2008 Capital expenditure $000 YTD YTD 2.4.1 Vehicle Network 2.1.1 Car Parking 197 211 14 250 2.1.2 Transport Planning 0 0 0 0 2.4.2 Cycle Network 2.2.2 Ports Access 0 255 255 718 2.3.1 Travel Demand 0 0 0 0 2.4.3 Passenger Transport Network Management Planning 2.4.1 Vehicle Network 14,017 16,258 2,241 20,670 2.4.4 Pedestrian Network 2.4.2 Cycle Network 23 31 8 68 2.4.3 Passenger Transport 152 383 231 1,118 2.4.5 Network-wide Control and 2.4.4 PedestrianNt k Network 3,473 3,563 90 4,499 2.4.5 Network-wide Control and 1,228 1,414 186 1,999 Management Management 2.5.1 Road Safety 1,059 1,500 441 2,228 2.5.1 Road Safety Capital expenditure 20,149 23,615 3,466 31,550

STRATEGY AREA TRANSPORT 23 WELLINGTON CITY COUNCIL

PARKING______

We provide more than 3,000 on-street parking spaces in the central city. We enforce parking times and impose charges using meters and pay-and-display machines. Income comes from on-street parking subsidies and transport infrastructure projects.

The recently approved Parking Policy identified key areas for future work. Resident and coupon parking have been identified as the first two areas to be reviewed. Work will continue to ensure that our traffic regulatory assets are optimised to improve our enforcement ability and to optimise our network.

Activity 2.1.1 Car Parking WHAT WE DID WHAT IT COST We launched www.parkingfines.co.nz a web-site for on-line parking Cost of activity $000 Actual Budget Variance Full Year Budget infringement payments. Initial analysis suggests the web-site has proved YTD YTD YTD a popular payment option, with approximately 60% of all credit card Operational projects payments now going through the web facility. Also during the quarter Cost 7,978 7,689 (289) 10,345 Wellington Parking and Infringements Services (Tenix Solutions NZ ltd) Revenue (17,376) (17,275) 101 (23,305) went operational with their own web-base payment facility. Net Cost (9,398) (9,586) (188) (12,960) Capital projects We continued to work with Cash Handling Systems (CHS) to enhance Cost 197 211 14 250 reporting capabilities. Enhancements will allow more accurate reporting of performance information including fee collection and occupancy. Operating expenditure Operating revenue continues to be ahead of budget primarily due to higher revenue from parking meters, particularly txt-a-park and credit card transactions, We continued construction of additional parking spaces on Tacy Street, and slightly offset by lower than budgeted parking enforcement income. Kilbirnie. We completed consultation with residents of Baden Street, Kilbirnie to discuss parking improvement options. Operating expenditure is unfavourable to budget due to the amount owed to the Police in relation to static offences (linked to income). Expenditure on court fees HOW WE PERFORMED is also unfavourable due to higher lodgements in Courts resulting from new processes in place to lodge tickets before they become statute barred. COMPLIANCE WITH TIME RESTRICTION (%) COMPLIANCE WITH PAYMENT (%) 100% 100% Capital expenditure 75% 75% Capital costs are in line with budget.

50% 50% HOW IT WAS FUNDED This activity is targeted to be 100% revenue funded. 25% 25%

0% 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target

LEVEL OF OCCUPANCY (%) 100%

75%

50%

25%

0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target

ACTIVITIES FOR THE NEXT QUARTER We will continue to work with Cash Handling Systems (CHS) to enhance reporting capabilities.

We will be working with an external service provider to modify our parking infringement and reminder notices, to meet new legislative requirements.

We will commence consultation on proposed parking improvements for Roseneath Terrace.

We will complete construction of additional parking spaces on Tacy

Street, Kilbirnie.

STRATEGY AREA TRANSPORT 24 WELLINGTON CITY COUNCIL

TRANSPORT PLANNING AND POLICY______

We carry out planning projects aimed at ensuring the city’s transport network develops in ways that meet future needs. This includes managing travel demand through the promotion of walking, cycling, and better urban development. We also work with the regional council, central government and other agencies to ensure that Wellington’s transport needs are taken into account in regional and national transport decisions.

Activity 2.1.2 Transport Planning Activity 2.3.1 Travel Demand Management Planning WHAT WE DID WHAT WE DID We provided transportation advice and input on approximately 100 We held meetings with key stakeholder groups to gather input into resource consent applications and expert evidence to the development of the city walking and cycling plans. Both plans are Commissioners’ Hearing on the Overseas Passenger Terminal scheduled for completion in June 2008. redevelopment. We also continued the implementation of the ‘Getting Around Wellington’ Working with Transit New Zealand, we commissioned further work from project aimed at altering travel patterns and behaviour. The project is Sinclair Knight Merz (SKM) in relation to the proposed Johnsonville Mall being led, on our behalf, by the Sustainability Trust. Over 400 people redevelopment. The brief included an assessment of traffic effects have been involved to date. The findings from this work will be an external to the Johnsonville roading triangle, an assessment of peak important input into the development of the city walking and cycling plans. morning traffic effects and predictions for traffic levels up to 2026.

We also prepared a submission to the Ministry of Transport on We continued to progress an Organisational Travel Plan for the Council. Sustainable Transport – Update of the NZ Transport Strategy. KEY PROJECT MILESTONE

We continued to take a major role in the Ngauranga-Airport Transport Progress continues towards the completion date for these two milestones: Study, attending a number of consultation open days and assisting with Key Milestone the preparation of analytical and consultation material. Date City Walking Plan completion June 2008 City Cycle Plan completion June 2008 A series of meeting convened by Local Government NZ to provide input

to the planned changes to the land transport sector were also attended. ACTIVITIES FOR THE NEXT QUARTER Officers attended a major workshop to finalise the design of the We will continue to refine the city walking and cycling plans – working through options for how to most effectively implement the plans. Transmission Gully Motorway. Support was provided to the Transport Portfolio Spokesperson attending the Regional Land Transport Committee meeting. We will also be talking to a private company proposing to use the city’s streets to have a bike hire scheme for Wellington. ACTIVITIES FOR THE NEXT QUARTER We will continue to assess and provide advice on transportation options We will complete the ‘Getting Around Wellington’ initiative. Support from for the following projects: the Sustainability Trust is for 12 months only and ceases at the end of ƒ Parking Policy projects June 2008. An application for continued funding from LTNZ has been ƒ Indoor Community Sports Centre made - a decision is expected from LTNZ in early July. ƒ Ngauranga to Airport transport study ƒ Transmission Gully Technical working group We will undertake a Council wide Organisational Travel Survey. ƒ Proposed Tasman Street supermarket ƒ Adelaide Road boulevard ƒ Mill Creek wind farm ƒ Grenada to Gracefield transport study ƒ Hutt Corridor transport study update.

WHAT IT COST WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD YTD YTD YTD Budget Operational projects Operational projects Cost 228 323 95 429 Cost 91 60 (31) 120 Revenue (30) (31) (1) (42) Revenue (82) 0 82 0 Net Cost 198 292 94 387 Net Cost 96051120 Capital projects Capital projects Cost 0000 Cost 0000 Operating expenditure Operating costs are slightly below budget but this is expected to change as more Operating expenditure work on resource consents and some significant related studies are The unfavourable variance in expenses is offset by revenue from external funding commissioned. for the project year to date. The full year net cost is expected to be in line with budget at year end.

HOW IT WAS FUNDED HOW IT WAS FUNDED This activity is targeted to be 100% rates funded. This activity is targeted to be 100% rates funded. (Note – the ‘Getting Around Wellington’ project is part-funded by the Ministry for Environment’s Sustainability Management Fund).

STRATEGY AREA TRANSPORT 25 WELLINGTON CITY COUNCIL

TRANSPORT NETWORKS______

We maintain the city’s extensive transport networks, and promote traffic safety by working with suburban communities to design and implement safety projects. Our traffic control system works towards minimising congestion at peak times, and we support the use of public transport through the provision of bus lanes, shelters, and priority signals. We also work with CentrePort and other agencies on a long-term vision for the ports area.

LOOKING AHEAD A National Code of Practice for Working on the Road is being developed and will be circulated early in 2008. The new code will replace Wellington City Council’s code of practice for working on the road and will need to be adopted by all contractors employed by the Council, as well as all third party contractors, for example utility companies. The Council may need to modify its existing processes to ensure that there will be ongoing compliance with relevant standards. We will ensure that with the adoption of the Bus Priority Plan we will manage the impacts on parking which may stem from the plan’s implementation.

Activity 2.4.1 Vehicle Network Activity 2.2.2 Ports Access WHAT WE DID WHAT WE DID We continued to implement our renewal and upgrade programme aimed Progress continues to be made on this key initiative: at keeping our roads and associated assets at acceptable levels. Key ƒ we completed construction of the new pedestrian facility at work this quarter has included: Hinemoa Street, ensuring safe access across Waterloo Quay ƒ completion of 3.3km of kerb and channel renewals ƒ detailed design work continues for the first stage of work between ƒ completion of five renewals and three new wall projects Bunny Street and the new Kings Wharf entrance. ƒ completion of five sumps upgrades and tendering of three others. ƒ we continued to work with Transrail to finalise development plans for access improvement to the port and ferry terminals We made considerable progress on the Rangoon Street Bridge replacement project. Key work this quarter has included: We also continued to work through future development proposals with ƒ completion of design for the new bridge Harbour Quays. ƒ awarding of resource consent KEY PROJECT MILESTONES ƒ approval of the deed of grant from ONTRACK for the project ƒ completion and issuing of all tender documentation. Port and ferry access Date

The tender period closes on 28 April and the contract will be awarded Road widening between Bunny Street and BNZ site June 2008 completion soon after that date. The project is expected to take approximately 6 months to complete. We remain on track to meet this key milestone although the scope of work has been increased to coordinate work with the development of the BNZ building HOW WE PERFORMED which will delay the completion of the monitored section. KERBS AND CHANNEL RENEWALS SCHEDULE ROADS (KM) RESURFACED (YTD) 35 (CUMULATIVE) 15 ACTIVITIES FOR THE NEXT QUARTER 30 We plan to tender construction of the new road section between Bunny 12 25 St and King’s Wharf. Construction is expected to start late in next

20 9 quarter.

15 6

10 We will hold further discussions with Harbour Quays and Transrail on 3 5 further development of the area. 0 0 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Thin asphaltic concrete Shape Slurry Chipseal 2007 / 08 Target 2007 / 08 Target

VEHICLE NETWORK - NON-URGENT SERVICE VEHICLE NETWORK - URGENT SERVICE REQUESTS REQUESTS RESPONSE RATE RESPONSE RATE 100% 100%

80% 80%

60% 60%

40% 40%

20% 20%

0% 0% Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) 2007 / 08 Target 2007 / 08 Target Delays have been experienced for both the road resurfacing and kerb and channel renewals programmes. We expect both programmes to be completed to schedule in the 4th quarter. We proactively monitor the service requests response times of our contractors. Service requests are logged through CONFIRM and then distributed to contractors. Generally, contractors complete work within required timeframes. Minor delays can occur through the CONFIRM process of job input and distribution, as this is a Council wide system with a wide number of users. This can impact on our response time to service requests. We will continue to review our processes and hope to see improvement over coming months.

ACTIVITIES FOR THE NEXT QUARTER We will complete the road resurfacing and kerb and channel renewals programmes, concluding our schedules for the year.

We will also carry out required planning and preparation for 2008/09 work schedules.

STRATEGY AREA TRANSPORT 26 WELLINGTON CITY COUNCIL

______

Activity 2.4.2 Cycle Network GROUP FINANCIALS WHAT WE DID 2.4.1 VEHICLE NETWORK We finalised the design and completed consultation for the proposed cycle WHAT IT COST facility on Thorndon Quay, near the intersection with Tinakori Road. The Cost of activity $000 Actual Budget Variance Full Year Budget purpose of the project is to better help cyclists enter and exit the Hutt Road YTD YTD YTD cycleway. Operational projects Cost 14,620 14,658 38 19,760 We supported the ‘Go By Bike Day’, part of the National Bike Wise Week Revenue (813) (905) (92) (1,276) (23 February to 2 March). Almost 900 cyclists gathered in Civic Square to Net Cost 13,807 13,753 (54) 18,484 enjoy a free breakfast and entertainment. This was by far the largest Capital projects turnout in the country. The Bike Wise Week is a national campaign aimed Cost 14,017 16,258 2,241 20,670 at getting more people on their bikes. Operating expenditure The unfavourable variance in revenue is due to LTNZ subsidy work not being We made alterations to the roading layout on Evans Bay Parade through completed as planned. This will be in line with budget at year end. Greta Point, including minor changes to the cycle lanes. We have received Capital expenditure a large number of complaints regarding these changes to the cycle lanes. The variances in capital expenditure is largely the result of delays to the Mark The alterations better fit with demands placed on the road network as a Avenue extension project, Tunnel and Bridges improvements project, shape result of land use changes. Recently we have seen more intense and camber corrections and kerb and channel renewal programmes. Project development adjacent to the road and more importance placed on crossing delays are expected to be rectified over the coming months with the exception the road as a pedestrian and for vehicles turning into and out of those of the Tunnel and Bridges improvements project, expected to have a carry adjacent properties. The reallocation of road space has meant the forward at year end of $970,000.

dedicated on road cycle lane has had to be removed. Cyclist have an HOW IT WAS FUNDED option to use the shared cycle path/foot path on the eastern side of the Rates (%) Revenue (%) road or to continue cycling in the wider traffic lane as they need to south of YTD Actuals 94 6 Greta Point. Many cyclists however feel the removal of the cycle lane is hazardous. Annual Target 95 5

2..2.2 PORTS ACCESS We continued with our regular maintenance of the Ngauranga / Petone WHAT IT COST cycleway. Cost of activity $000 Actual Budget Variance Full Year Budget HOW WE PERFORMED YTD YTD YTD Operational projects CYCLE NETWORK - COMPLAINTS/REQUESTS NUMBER OF CYCLE CRASHES (ACCIDENTS) Cost 9332454 RECEIVED 25 40 Revenue 0 0 0 0

20 Net Cost 9332454 30 Capital projects 15 Cost 0 255 255 718 20 10 Operating expenditure There is a timing difference to budget with operating costs, but these are 10 5 expected to be in line with the budget at year end.

0 0 Capital expenditure Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) May - July Aug - Oct Nov - Jan Feb - Apr The variances in capital expenditure is largely the result of delays to the work 2006 / 07 2007/08 Target 2005 / 06 2006 / 07 2007 / 08 Target programme in front of the BNZ, which will result in this project having a likely Note - Targets are based on exceeding past levels of achievement. Cycle crash data has a 3 carry forward at year end of $350,000. month time lag in reporting. HOW IT WAS FUNDED We received a large number of cycle network complaints during the quarter This activity is targeted to be 100% rates funded. regarding the removal of a cycle lane at Great Point. The removal of the cycle lane was part the roading alterations work on Evans Bay through to Greta Point. See 2.4.2 CYCLE NETWORK comments above. WHAT IT COST ACTIVITIES FOR THE NEXT QUARTER Cost of activity $000 Actual Budget Variance Full Year We will complete construct of cycle facility on Thorndon Quay, near the Budget YTD YTD YTD intersection with Tinakori Road. Operational projects

Cost 22 35 13 50 We will continue to maintain the cycle network. Revenue (2) (3) (1) (6) Net Cost 20 32 12 44 Capital projects Cost 23 31 8 68 Operating expenditure The favourable variance to operating costs is due to trenching works slightly delaying the work programme. The net costs will be in line with budget at year end.

Capital expenditure The variance in capital expenditure is largely the result of timing delays, and is expected to be in line with budget at year end.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 91 9 Annual Target 85 15

STRATEGY AREA TRANSPORT 27 WELLINGTON CITY COUNCIL

______Activity 2.4.4 Pedestrian Network Activity 2.4.3 Passenger Transport Network We continued to implement our renewal and upgrade programme aimed at WHAT WE DID keeping our pedestrian network and associated assets at acceptable levels. We continued work on maintaining public transport infrastructure including Key work this quarter has included: bus shelters, terminals, pedestrian shelters and the park and ride areas, ƒ competing 5.9km of footpath renewals and upgrades ensuring the functionality and attractiveness of the transport system. We ƒ completing six footpath extension projects also responded to resident requests for service.

ƒ continuing construction of the Fortification Road to Karaka Bay Road We have continued to progress the Bus Priority Plan. A package of access way initiatives have been developed which will be reported to committee in the ƒ we responded to 183 requests for service from the public relating to next quarter. Proposals include ‘Economics By Route’ discussing existing pedestrian network bus lanes and use by taxis; and also bus priority plan proposals for ƒ we let contracts to replace two footbridges - Maidavale footbridge and Courtenay Place. Makara footbridge. We will work on a design protocol for future bus shelters ensuring shelters We also continued to maintain the city’s bins, seats and bollards. are conducive to community sense of place. More work will be carried out on this framework before it is taken back to the community for wider HOW WE PERFORMED discussion. PEDESTRIAN NETWORK (KM) RENEWED AND NEW FOOTPATHS ADDED TO THE PEDESTRIAN UPGRADED AGAINST SCHEDULE (CUMULATIVE) NETWORK (CUMULATIVE) 25 15 HOW WE PERFORMED

20 12 BUS SHELTER - NON-URGENT SERVICE REQUESTS RESPONSE RATE 100% 15 9

80% 10 6

60% 5 3 40%

0 0 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) 20% 2007 / 08 Target 2007 / 08 Target

0% PEDESTRIAN NETWORK - URGENT SERVICE SERVICE PEDESTRIAN NETWORK - NON URGENT SERVICE Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) REQUESTS RESPONSE RATE SERVICE REQUESTS RESPONSE RATE 2007 / 08 Target 100% 100% Note - urgent bus shelter service requests (within 4 hours) are recorded and reported under pedestrian network. 80% 80% No new bus shelters have been added to the network over the last three quarters. 60% 60% Council has withdrawn the resource consent application for Adshel bus shelters, with

40% 40% a view to further consult the community on suitable alternatives.

20% 20% We proactively monitor the service requests response times of our contractors. Service requests are logged through CONFIRM and then distributed to contractors. 0% 0% Generally, contractors complete work within required timeframes. Minor delays can Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) 2007 / 08 Target 2007 / 08 Target occur through the CONFIRM process of job input and distribution, as this is a Council wide system with a wide number of users. This can impact on our response We proactively monitor the service requests response times of our contractors. Service time to service requests. We will continue to review our processes and hope to see requests are logged through CONFIRM and then distributed to contractors. Generally, improvement over coming months. contractors complete work within required timeframes. Minor delays can occur through

the CONFIRM process of job input and distribution, as this is a Council wide system with ACTIVITIES FOR THE NEXT QUARTER a wide number of users. This can impact on our response time to service requests. We We will report to Committee on Bus Priority Plan initiatives including will continue to review our processes and hope to see improvement over coming proposals for Courtenay Place inline with the Courtenay Place precinct months. ACTIVITIES FOR THE NEXT QUARTER plan. We will carry out a further 4.5km of footpath renewals, which will complete our 2007/08 scheduled programme. We will continue to maintain public transport infrastructure and responded to service requests from residents. We will complete replacement work on Maidavale footbridge and Makara footbridge.

We will continue to maintain bins, seats, poster bollards and bollards.

We will complete the Fortification Road to Karaka Bay Road access way project.

We will also carry out required planning and preparation for 2008/09 work schedules.

STRATEGY AREA TRANSPORT 28 WELLINGTON CITY COUNCIL

______Activity 2.4.5 Network-Wide Control and Management GROUP FINANCIALS WHAT WE DID 2.4.4 PEDESTRIAN NETWORK We continued to maintain and renew traffic signs. Efforts focussed on remedying defective and damaged signs around the city, including WHAT IT COST installation of new parking signs, new directional traffic signage and Cost of activity $000 Actual Budget Variance Full Year Budget improved street name signage. YTD YTD YTD Operational projects We continued maintaining and renewing road markings which include the Cost 3,341 3,341 0 4,464 use of thermoplastic paint, reflective paint and reflective raised pavement Revenue (385) (434) (49) (550) markers. Net Cost 2,956 2,907 (49) 3,914 Capital projects We continued to maintain, upgrade and operate traffic signals. Cost 3,473 3,563 90 4,499

HOW WE PERFORMED Operating expenditure

Operating revenue is below budget due to reduced construction loading zone TRAFFIC SIGNALS - PREVENTATIVE TRAFFIC SIGNALS - RESPONSE RATE TO parking income. MAINTENANCE INSPECTIONS SCHEDULE UNSCHEDULED REPAIRS

100% 100% Capital expenditure This capital programme is slightly behind schedule. Costs are expected to be 75% 75% in line with budget at year end.

50% 50% HOW IT WAS FUNDED This activity is targeted to be 100% rates funded for all projects other than the Street Activity Co-ordination project which is mostly user funded. 25% 25%

2.4.3 PASSENGER TRANSPORT NETWORK 0% 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) WHAT IT COST 2007 / 08 Target 2007 / 08 Target Cost of activity $000 Actual Budget Variance Full Year We responded to 159 unscheduled traffic signal faults during the quarter, of which Budget all were repaired within target timeframes. We carried out 67 scheduled inspections YTD YTD YTD during the quarter, all of which were performed within target timeframes. Operational projects Cost 636 661 25 884

ACTIVITIES FOR THE NEXT QUARTER Revenue (468) (272) 196 (450) We will continue to implement the maintenance, renewal and upgrade Net Cost 168 389 221 434 programmes to minimise the likelihood of interruptions to the transport Capital projects network. Cost 152 383 231 1,118

From the next financial year we will be using a different type of paint which Operating expenditure The favourable variance in revenue is largely due to the timing difference in the will increase traffic safety especially at night and in poor weather receipt of grant and subsidy funding. It is expected that this will be in line with conditions. budget by year end.

Capital expenditure The variance in capital expenditure is due to delays in the timing of the construction phase in the Bus Priority Planning project. It is expected that this will result in a carry forward of $500,000 at year end.

HOW IT WAS FUNDED This activity is targeted to be 100% revenue funded.

2.4.5 NETWORK-WIDE CONTROL AND MANAGEMENT

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD Operational projects Cost 2,519 2,206 (313) 3,011 Revenue (657) (564) 93 (853) Net Cost 1,862 1,642 (220) 2,158 Capital projects Cost 1,228 1,414 186 1,999

Operating expenditure The increase in operating costs is partly due to traffic and parking signage, road marking maintenance work being completed ahead of plan. This in turn has led to an increase in LTNZ subsidy revenue. The full year net costs is expected to be in line with the budget at year end.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 71 29 Annual Target 75 25

STRATEGY AREA TRANSPORT 29 WELLINGTON CITY COUNCIL

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WHAT IT COST Activity 2.5.1 Road Safety Full Year WHAT WE DID Cost of activity $000 Actual Budget Variance Budget We continued our on-going programme which covers the maintenance of YTD YTD YTD handrails and streetlights and the introduction of minor safety and traffic Operational projects calming works as part of the SaferRoads project. Key work during the Cost 3,182 3,241 59 4,463 quarter included: Revenue (841) (853) (12) (1,172) ƒ maintaining and upgrading handrails as planned, along with minor Net Cost 2,341 2,388 47 3,291 residential upgrades in response to customer requests Capital projects ƒ initiating a road safety campaign for stopping red light “running” and Cost 1,059 1,500 441 2,228

for driver feedback signs ƒ assisting with campaigns targeting restraint use and driver fatigue Operating expenditure ƒ supporting the ‘Go By Bike Day’ and the ‘Walk to Work Day’ events Operating costs and revenues are in line with budget.

ƒ finalising the proposal for SaferRoads in Newtown and prepare for community engagement. Capital expenditure The majority of the under spend relates to changes to the project programme We completed construction of Duncan Terrace speed humps. We also against budgeted timing, including safer roads principal works (Lambton Quay) substantially completed the new Evans Bay Parade road marking/islands which only recently commenced. A carry forward in the safer roads project is and Aro Valley road safety improvements. expected at year end of $650,000.

HOW WE PERFORMED HOW IT WAS FUNDED WELLINGTON CITY ROAD CRASHES (ACCIDENTS) NEW STREET LIGHTS ADDED TO NETWORK 60 Rates (%) Revenue (%) 600

50 YTD Actuals 73 27 450 Annual Target 75 25 40

300 30

20 150 10

0 0 May - July Aug - Oct Nov - Jan Feb - Apr Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2007 / 08 Target FENCES & GUARD RAILS - URGENT SERVICE FENCES & GUARD RAILS - NON-URGENT SERVICE REQUESTS RESPONSE RATE REQUESTS RESPONSE RATE 100% 100%

80% 80%

60% 60%

40% 40%

20% 20%

0% 0% Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) 2007 / 08 Target 2007 / 08 Target Note - Road crash data has a 3 month time lag in reporting. Although achievement against the new street light programme has fallen behind target for the quarters 2 and 3, we expect performance to meet the year-end target of 160 new street lights added to the network. The number of new streetlight installed during a quarter can fluctuate depending on the complexity and cost of an installation. For example: fewer more costly installations may be undertaken in some quarters compared to a greater number of less costly installations in other quarters. Across the four quarters we expect to meet our annual target.

ACTIVITIES FOR THE NEXT QUARTER We will continue maintaining and upgrading handrails as planned, along with minor residential upgrades in response to customer requests.

We will complete safety improvement works in residential areas. We will put in place lower speed limits along Ohiro Road, Hutt Road and Takapu Road.

We will celebrate school road patrollers by hosting the orange day parade from Parliament to the Town Hall and putting on a show and lunch for all those children that take responsibility for getting students safely across the road.

We will consult with the Newtown and Berhampore communities over a package of measures to improve road safety.

STRATEGY AREA TRANSPORT 30 WELLINGTON CITY COUNCIL

ECONOMIC DEVELOPMENT______

Contents

ACTIVITIES WHAT IT COST

Full Year Actual Budget Variance CITY PROMOTIONS, EVENTS AND ATTRACTIONS Budget Net cost/(income) by activity $000 YTD YTD YTD 2008 3.1.1 Tourism Promotion 3.1.1 Tourism Promotion 3,087 3,087 0 4,116 3.1.2 Visitor Attractions 1,726 1,739 13 2,319 3.1.2 Visitor Attractions 3.1.3 Convention Centre 3,315 3,292 (23) 3,974 3.2.1 Suburban and City 922 916 (6) 1,223 3.1.3 Convention Centre Centres Vitality 3.3.1 Events Attractions and 1,719 1,536 (183) 1,849 3.2.1 Suburban and City Centres Vitality Support 3.3.1 Events Attractions and Support 3.4.2 Transport Gateway 150 150 0 200 3.5.2 EconomicCti Grants 117 110 (7) 165 3.6.1 Creative Workforce 3.6.1 Creative Workforce 902 885 (17) 1,228 3.7.1 Regional and External 162 221 59 295

Operating Expenditure 12,100 11,936 (164) 15,369

BUSINESS SUPPORT

3.4.1 Information and Communications Infrastructure Full Year Actual Budget Variance 3.4.2 Transport Gateway Connections Budget Capital expenditure $000 YTD YTD YTD 2008 3.5.2 Economic Grants 3.1.1Tourism Promotion 0000 3.1.2 Visitor Attractions 1,399 2,160 761 2,524 3.7.1 Regional and External Relations 3.1.3 Convention Centre 421 497 76 497 3.2.1Suburban and City 0000

Centres Vitality

3.3.1Events Attractions and 0000

Support

3.4.2Transport Gateway 0000

3.5.2EconomicCti Grants 0000

3.6.1Creative Workforce 0000

3.7.1Regional and External 0000

Capital expenditure 1,820 2,657 837 3,021

STRATEGY AREA ECONOMIC DEVELOPMENT 31 WELLINGTON CITY COUNCIL

CITY PROMOTIONS, EVENTS AND ATTRACTIONS______

We work to develop, support and draw major events and attractions, which are important contributors to the city’s economy. We provide funding to Positively Wellington Tourism (PWT) for marketing and research in order to increase visitor numbers and expenditure. We own and operate venues for arts performances, entertainment, sports and community events, and work to attract and retain creative, skilled people into our workforce. AT A GLANCE PWT is continuing to develop a tourism strategy and has been embedding its operational activities by launching an upgrade of its website and starting the relocation of its information office. Another focus will be to ensure a successful opening for the Carter Observatory, including Carter meeting its fundraising targets.

Activity 3.1.1 Tourism Promotion Activity 3.1.2 Visitor Attractions WHAT PWT DID WHAT WE DID Positively Wellington Tourism (PWT) continued preparation for the Te Papa marked its first decade on the 16th February and attracted more refresh of their New Zealand Marketing Campaign. than 20,000 visitors. The celebration included a 12 hour festival of music, dance, workshops and floor talks. Visitors also had the opportunity to PWT have identified a suitable site for the relocation and expansion of sample Te Papa’s massive birthday cake, a 20m long chocolate the i-Site. Preliminary designs for the new site have been completed. lamington. This was Te Papa’s second busiest day since opening.

PWT developed a new proposal to increase their on-line presence. The Te Papa held a total of 35 events and visitor entertainment activities during proposal seeks to take the PWT website from a static site with an the quarter with a total audience of 32,432. outdated booking system to a fully interactive experience where users can research, plan and book trips to Wellington and interact with other The Carter Observatory appointed a new director. The key areas of focus visitors to the city. This proposal is included in the draft Annual Plan for the Carter Observatory refurbishment project were completing due 2008/09 for consultation. diligence on the project and finances, securing the external funding promised for the project, and negotiating a management agreement PWT distributed Wellington event calendars to over 60,000 households. between the Board, Wellington City Council and the Crown. An advisory

HOW WE PERFORMED group to guide the redevelopment was approved by Council in March OCCUPANCY RATE - ACCOMMODATION 2008.

GUEST NIGHTS - ACCOMMODATION PROVIDERS PROVIDERS 600 80% HOW WE PERFORMED VISITORS TO TE PAPA (CUMULATIVE) 500 1,500,000

Thousands 60% 400 1,200,000

300 40% 900,000 200 20% 600,000 100

0 0% 300,000 Jun-Aug Sep-Nov Dec-Feb Mar-May Jun-Aug Sep-Nov Dec-Feb Mar-May 2006 / 07 2007 / 08 Target 2006 / 07 2007 / 08 Target 0 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target Note – Statistics New Zealand accommodation data for March was unavailable for this report. ACTIVITIES FOR THE NEXT QUARTER Te Papa will host the Matariki Festival scheduled for 6 - 29 June. The ACTIVITIES FOR THE NEXT QUARTER Festival commences with a Dawn Ceremony on the morning of 6 June and PWT will commence consultation with partners and stakeholders on the culminates in the ever popular Matariki Gala dinner on 27 June. Other Te draft Wellington Tourism Strategy. Papa events for the next quarter include: May Music Month, International PWT will undertake a review of their Australian consumer campaign Day of Persons with Disabilities, Royal NZ Ballet Day, and activity. They will also commence preparation for their online strategy Wellington International Film Festival. development. Carter Observatory will review their operating model and business plan for PWT will finalise their Statement of Intent and Business Plans for 2008/09. The redevelopment of Carter Observatory is scheduled for 2008/09. opening in late 2008.

WHAT IT COST WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget YTD YTD YTD Budget Operational projects Operational projects Cost 3,087 3,087 0 4,116 Cost 1,726 1,739 13 2,319 Revenue 0000 Revenue 0 0 0 0 Net Cost 3,087 3,087 0 4,116 Net Cost 1,726 1,739 13 2,319 Capital projects Capital projects Cost 1,399 2,160 761 2,524 Cost 0000

HOW IT WAS FUNDED Capital expenditure This activity is targeted to be 100% targeted rates funded through the Downtown During December 2007 Council approved funding from the Cable Car Precinct levy. project be reallocated for upgrade work at the Carter Observatory. Costs are Positively Wellington Tourism also funded their activities through private sector expected to be in line with budget at year end. A portion of the Events Centre investment. upgrades will occur later than budgeted. Works are underway and are expected to be completed by end of May 2008.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

STRATEGY AREA ECONOMIC DEVELOPMENT 32 WELLINGTON CITY COUNCIL

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Activity 3.1.3 Convention Venues Activity 3.2.1 Suburban and City Centres Vitality WHAT WE DID WHAT WE DID / HOW WE PERFORMED We staged 152 events during the quarter, which was slightly below our We continued maintenance of Marsden Village, which is funded through target of 177 events. A key highlight was hosting the Diabetes Congress the Marsden Village targeted rate. – the largest conference across our venues. The conference is estimated to have generated $3m of economic value for the city. Parking Wardens continued to monitor and enforce weekend parking limits. We also hosted a number of New Zealand International Festival of The Arts events across all our venues. Festival events were well supported ACTIVITIES FOR THE NEXT QUARTER by strong patron numbers. We will continue with our regular Marsden Village maintenance work and

parking monitoring and enforcement work. The TSB Bank Arena upgrade work continued and is on time to programme, with a completion scheduled for 19 May 2008. There has been little or no interference with our event programme thanks to the cooperation of our contractors. HOW WE PERFORMED

EVENTS - WELLINGTON CONVENTION CENTRE (CUMULATIVE)

1,000 WHAT IT COST 800 Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget 600 Operational projects Cost 922 916 (6) 1,223 400 Revenue 0000

200 Net Cost 922 916 (6) 1,223 Capital projects 0 Cost 0000 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target Operating expenditure

EVENT DAYS - WELLINGTON CONVENTION CENTRE Operating costs are in line with budget.

Sep(Q1) Dec(Q2) Mar(Q3) Jun (Q4) Capital expenditure Michael Fowler Centre 62 43 24 No capital expenditure is budgeted for this activity. Wellington Town Hall 79 49 50 TSB Bank Arena 83 42 50 HOW IT WAS FUNDED OCCUPANCY - WELLINGTON CONVENTION CENTRE This activity is targeted to be 100% rates funded. Sep(Q1) Dec(Q2) Mar(Q3) Jun (Q4) Michael Fowler Centre 67% 47% 27% Wellington Town Hall 86% 53% 56% TSB Bank Arena 90% 46% 56%

January to March is traditionally the quietest quarter of the year, with January having very low occupancy. The number of events, occupancy and event days are expected to increase in the 4th quarter.

ACTIVITIES FOR THE NEXT QUARTER We will complete the TSB Bank Arena upgrade work in May 2008.

Events to be hosted in the next quarter include: ICON – Early Childhood Annual Conference, Vodafone Homegrown Kiwi Music Festival, Alliance Francaise 1908 -2008 Art Exhibition and the James Blunt concert.

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget Operational projects Cost 7,235 6,893 (342) 9,103 Revenue (3,920) (3,601) 319 (5,129) Net Cost 3,315 3,292 (23) 3,974 Capital projects Cost 421 497 76 497 Operating expenditure Operating costs are ahead of budget due to higher than expected event related expenditures. This is offset by higher than budgeted revenue. Net cost is expected to be in line with budget at financial year end. Capital expenditure The capital expenditure programme is close to completion. Costs are expected to be in line with budget at year end.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 40 60 Annual Target 45 55

STRATEGY AREA ECONOMIC DEVELOPMENT 33 WELLINGTON CITY COUNCIL

______

Activity 3.3.1 Events Attraction and Support Activity 3.6.1 Creative Workforce WHAT WE DID WHAT WE DID We had a busy quarter supporting many events. The 3rd quarter is The Move to Wellington website continues to receive high internet traffic traditionally our busiest quarter. Some of the key events we supported volumes. We investigated options to better monitor site visitation, including included: a ‘page view’ monitoring system that will allow us to review trends in page ƒ International Rugby Sevens viewing. Such information will allow further improvement to the content and ƒ International Beach Volleyball use of the Move to Wellington website. ƒ The Police in Concert ƒ Rock2WGTN We supported the Positively Wellington Tourism event calendar, which was ƒ Line 7 Regatta distributed to 60,000 Wellington households. We also supported major ƒ Round the Bays Fun Run event promotions including print advertisements in magazines like ‘The Guide and Café Culture’. ƒ Women’s Cycle Tour. We continued our review of The Welcome Pack project which will be HOW WE PERFORMED completed in the next quarter. The Welcome Pack is distributed to new ESTIMATED ECONOMIC IMPACT (NEW SPEND) EVENTS SUPPORTED BY THE EVENTS residents to the city and contains a personal welcome from the Mayor and FROM MAJOR EVENTS ASSISTED BY THE EDF DEVELOPMENT FUND key city information and contacts. 20 (CUMULATIVE) 50 HOW WE PERFORMED MOVE TO WELLINGTON WEBSITE - VISITOR SESSIONS 40 15 Millions (CUMULATIVE) 250,000 30 10 200,000 20

5 150,000 10

0 100,000 0 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 50,000 2006 / 07 2007 / 08 Target 2006 / 07 2007 / 08

0 Note: there is no target in place for the number of events supported. Our target is to support as many Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) worthwhile projects as possible that meet our funding criteria and budget restrictions. 2006/07 2007 / 08 Target

ACTIVITIES FOR THE NEXT QUARTER The new Move to Wellington website was substantially upgraded just over a year We will be supporting the following events in the next quarter: ago. This included development of approximately 100 pages of specifically prepared ƒ Homegrown Kiwi Music Festival information to make it as easy for prospective migrants to access the information ƒ FIFA U17 World Cup Draw they needed. Since then the number of visitor sessions have increased substantially and are now running at about 1,000 per day. For this quarter there were 71,012 ƒ Tango Festival visitor sessions to this website. ƒ Trans Tasman Netball League ƒ Capital Half Marathon ACTIVITIES FOR THE NEXT QUARTER ƒ Oceania Handball Champs We will add more up-to-date material to the Move to Wellington website. We will also review the current “Love it Live it” brand and visual strategy for the Move to Wellington campaign. We will complete our review of The WHAT IT COST Welcome Pack project. Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget There will be a Move to Wellington campaign presence (print ad, collateral Operational projects and online banner advertising) at the NZ Opportunities Expo in London and Cost 1,931 1,543 (388) 1,859 Leeds in April. Revenue (212) (7) 205 (10) Net Cost 1,719 1,536 (183) 1,849 Capital projects Cost 0000 WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Operating expenditure YTD YTD YTD Budget Operating costs for this activity are ahead of budget as event funding commitments have been paid out earlier than budgeted. The favourable Operational projects variance in revenue is due to external funding received for additional event Cost 922 890 (32) 1,235 activity. Revenue (20) (5) 15 (7) Net Cost 902 885 (17) 1,228 HOW IT WAS FUNDED Capital projects This activity is targeted to be 100% commercial rate funded. Cost 0000 Operating expenditure Operating expenditure is in line with budget. The favourable variance in revenue is due to external contributions and functions fee’s to help fund events and activities in the Internationalising Wellington project

HOW IT WAS FUNDED

This activity is targeted to be 100% rates funded.

STRATEGY AREA ECONOMIC DEVELOPMENT 34 WELLINGTON CITY COUNCIL

BUSINESS SUPPORT______

We work to promote the city’s interests to central government, other agencies, businesses and our sister cities, and provide grants for one-off projects that bring economic benefits to the city and wider community. We are exploring ways to make it easier for people to access information technology, and we support Positively Wellington Tourism and Wellington International Airport Ltd in their bid to attract at least one daily long-haul air service to the city from an Asian market. AT A GLANCE Challenges for the broadband vision project include developing a business case and preferred model for the city, and in the long term for Council to consider what role it may have in ensuring the timely provision of such a network. Positively Wellington Tourism and Wellington International Airport will continue to raise awareness of Wellington City among international airlines and aircraft manufacturers, as well as among potential visitors from throughout Asia. There is significant growth potential for Wellington tourism and businesses from this but will require ongoing commitment from other Territorial Local Authorities. We will continue to develop and promote the economic grant criteria to a more targeted audience and continue the development of a stronger economic development focus with regard to our international relations activities.

Activity 3.4.1 Information and Communications Activity 3.4.2 Transport Gateway Connections Infrastructure WHAT WE DID / HOW WE PERFORMED WHAT WE DID / HOW WE PERFORMED Work has continued on the Long Haul initiative. The main focus has been We completed a committee paper detailing recommended next steps for on preparing for another round of sales calls with target airlines and achievement of the Council’s Broadband Vision, which will be presented preparing to attend the Routes Airline Conference in Macau that is in early April. occurring in early April.

ACTIVITIES FOR THE NEXT QUARTER Delays in the delivery of the B787 aircraft as a result of technical and We plan to continue work on broadband project on several fronts, development issues are delaying the project. Airlines are now not including changes to Council policies relating to deployment of expected to receive their first deliveries of the new plane until late 2009. broadband infrastructure, continued advocacy to government, and Most target airlines for this project will not receive their planes until development of a robust business evaluation of an urban fibre network 2010/11.

that would serve MUSH (Municipalities, Universities, Hospitals and Schools) sites. ACTIVITIES FOR THE NEXT QUARTER We will continue to strengthen relationships with target airlines, including attending the Routes Airline Conference in Macau in early April.

WHAT IT COST There is no budget for this activity in 2007/08. Work is funded through policy and Cost of activity $000 Actual Budget Variance Full Year strategy budgets. YTD YTD YTD Budget Operational projects Cost 150 150 0 200 Revenue 0000 Net Cost 150 150 0 200 Capital projects Cost 0000

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

STRATEGY AREA ECONOMIC DEVELOPMENT 35 WELLINGTON CITY COUNCIL

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Activity 3.5.2 Economic Grants Activity 3.7.1 Regional and External Relations WHAT WE DID WHAT WE DID We held the second of the three rounds for the economic grants We supported the Chinese New Year Festival (with Asia Event Trust), which occurred in February. Five applications were received asking Shaolin show at MFC and Shanghai Cultural show at Civic Square in for a total of $139,901. Two grants were approved for a total of February. $64,741, leaving $48,259 for allocation in the third and final round of the year. We received a Thai delegation including the Minister of Interior, and representatives from the Department of Public Works and Town & The economic pool has a total budget of $165,000 with $52,000 Country Planning. committed from the first round of grants. The $52,000 was granted to Wellington Creative Markets and has yet to be paid out. It was tagged to We received a Shaanxi Provincial Official Delegation and a China Tianjin finding a suitable venue for the markets. Council officers have been Investment delegation. working with the group to secure a venue. HOW WE PERFORMED HOW WE PERFORMED WELLINGTON EVENTS / ACTIVITIES HELD IN OVERSEAS EVENTS / ACTIVITIES HELD IN ASSOCIATION WITH INTERNATIONAL CITIES ASSOCIATION WITH INTERNATIONAL CITIES 6 September Round February Round May Round 12 ECONOMIC GRANTS 10 5 Quarter 1 Quarter 3 Quarter 4 8 4 Total number of grant applicants 355 6 3 Number of applicants receiving grants 12N/A 4 2 Total budget distributed to applicants $52,000 $64,741 N/A 2 Total budget available to applicants $165,000 $113,000 $48,259 1 0 0 th Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Note that the next Grants Subcommittee meeting is scheduled for 24 May 2008. Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) We have received 5 applications for the final round of the year (closed 31st March Events / activities Events / activities 2008) asking for a total of $232,000 ($48,259 available). Note - We do not have targets for the above measures. We support events and activities where appropriate. ACTIVITIES FOR THE NEXT QUARTER We will work with other business units to assess the current economic ACTIVITIES FOR THE NEXT QUARTER

applications and develop recommendations for the Grants Subcommittee We will receive the Deputy Mayor of Beijing, an Indian business to consider. delegation and a China earthquake delegation.

We will continue to promote the Grants (including the economic pool) in We will send a representative to attend the International Mayor’s Forum. conjunction with information seminars. We will send a representative to attending the NZ Sister Cities We have a Grants Subcommittee scheduled for 24 May to allocate the Conference in Rotorua. final grants round for the 2007/08. We will also host an International Partnership workshop in Wellington.

WHAT IT COST WHAT IT COST

Cost of activity $000 Actual Budget Variance Full Year Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget YTD YTD YTD Budget Operational projects Operational projects Cost 117 110 (7) 165 Cost 243 225 (18) 300 Revenue 0 0 0 0 Revenue (81) (4) 77 (5) Net Cost 117 110 (7) 165 Net Cost 162 221 59 295 Capital projects Capital projects Cost 0000 Cost 0000 Operating expenditure Operating expenditure Operating costs are in line with budget. Operating costs are in line with budget. The favourable variance in revenue is due to external contribution and function HOW IT WAS FUNDED fees to help fund events. This activity is targeted to be 100% rates funded. HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

STRATEGY AREA ECONOMIC DEVELOPMENT 36 WELLINGTON CITY COUNCIL

ENVIRONMENT______

Contents

ACTIVITIES WHAT IT COST

GARDENS AND BEACHES Actual Budget Variance Full Year 4.1.1 Local Parks and Open Spaces Budget 2008 Net cost/(income) by activity $000 YTD YTD YTD 4.2.1 Botanical Gardens 2.3.2 Roads Open Spaces 5,308 5,248 (60) 7,051 4.1.1 Local Parks and Open 4,878 4,884 6 6,605 4.2.2 Beaches and Coast Operations 4.2.1 SBotanical Gardens 2,564 2,540 (24) 3,372 4.2.2 Beaches and Coast 668 640 (28) 828 4.2.3 OtTown Beltsi 2,775 2,729 (46) 3,790 REEN PEN PACES 4.3.1 Community Environmental 243 256 13 330 G O S Initiatives 2.3.2 Roads Open Spaces 4.4.1 Walkways 265 278 13 369 4.5.1 Energy Efficiency and 3 7 4 9 Conservation 4.2.3 Town Belts 4.5.2 Quarry (94) (216) (122) (288) 4.5.3 Recycling 773 (41) (814) (58) 4.3.1 Community Environmental Initiatives 4.5.4 Waste Minimisation and 493 328 (165) 431 Disposal Management 4.4.1 Walkways 4.5.5 Water Network 11,045 11,307 262 15,073 4.6.1 Water Collection and 9,695 9,574 (121) 12,764 4.7.1 Stream Protection 4.6.2 TtStormwatert Management 8,576 8,732 156 11,649 4.6.3 Sewage Collection and 10,460 10,664 204 14,236 4.7.2 Pest Plant and Animal Management Disposal Network 4.6.4 Sewage Treatment 13,735 14,275 540 19,037

4.7.1 Stream Protection 0 19 19 25 WASTE REDUCTION AND ENERGY CONSERVATION 4.7.2 Pest Plant and Animal 492 565 73 751 Management 4.8.1 Environmental and 3,490 4,276 786 5,702 4.5.1 Energy Efficiency and Conservation Conservation Attractions Operating Expenditure 75,369 76,065 696 101,676 4.5.3 Recycling 4.5.4 Waste Minimisation and Disposal

Actual Budget Variance Full Year Management Budget Capital expenditure $000 YTD YTD YTD 2008 2.3.2 Roads open spaces 0 0 0 0 QUARRY 4.1.1 Local Parks and Open 1,536 567 (969) 712 4.5.2 Quarry 4.2.1 BotanicalS Gardens 288 148 (140) 428 4.2.2 Beaches and Coast 1,604 1,428 (176) 1,667 4.2.3 TownOt Beltsi 901 938 37 1,200 WATER 4.3.1 Community Environmental 0 0 0 0 Initiatives 4.5.5 Water Network 4.4.1 Walkways 354 303 (51) 350 4.5.1 Energy Efficiency and 13 121 108 146 4.6.1 Water Collection and Treatment Conservation 4.5.2 Quarry 0 0 0 0

4.5.3 Recycling 0 0 0 0 WASTEWATER AND STORM WATER 4.5.4 Waste Minimisation and 485 1,470 985 1,919 Disposal Management 4.6.2 Stormwater Management 4.5.5 Water Network 8,021 12,963 4,942 14,989 4.6.1 Water Collection and 0 0 0 0 4.6.3 Sewage Collection and Disposal Network 4.6.2 StormwaterTt t Management 2,208 3,053 845 3,825 4.6.3 Sewage Collection and 5,741 5,982 241 8,325 4.6.4 Sewage Treatment Disposal Network 4.6.4 Sewage Treatment 0 0 0 0

4.7.1 Stream Protection 0 0 0 0 ENVIRONMENTAL CONSERVATION ATTRACTIONS 4.7.2 Pest Plant and Animal 0 0 0 0 Management 4.8.1 Environmental and Conservation 4.8.1 Environmental and 1,345 1,783 438 2,332 Conservation Attractions Attractions Capital expenditure 22,496 28,756 6,260 35,893

STRATEGY AREA ENVIRONMENT 37 WELLINGTON CITY COUNCIL

GARDENS AND BEACHES______

We look after the city’s parks, botanical gardens, open spaces, beaches and coastline. This includes acquiring properties that need protection because of ecological, landscape, recreation or amenity value, working with community groups and trusts to plan new developments and upkeep our gardens, as well as dune protection, planting, erosion control, and maintenance of coastal assets.

Activity 4.1.1 Local Parks and Open Spaces Activity 4.2.1 Botanical Gardens WHAT WE DID / HOW WE PERFORMED WHAT WE DID We carried out business as usual projects, which included maintaining We removed a number of hazardous trees at the gardens, including a infrastructural assets and capex upgrades and renewals within parks and large pine located at the Dell that was rapidly declining from old age, a reserves infrastructure. seedling pine from the adjacent bush area, five small trees above the Centennial Entrance and two pines from Bolton Street Memorial Park. We undertook repairs and maintenance on park furniture, buildings and hard surfaces as required. This included activities such as graffiti With the increased cruise ship visits over the summer we had record removal, furniture repairs, building repairs, pothole repairs, fencing turnover at the Treehouse and Begonia House retail facilities for repairs, water feature cleaning etc. We installed three commemorative February. The Tree House hosted the Linneaus Tricentenary Exhibition seats and two half cost boundary fences. A contract was also tendered ‘Herbarium Amoris’. The exhibition closed on 10 February, after more and accepted for the restoration of the slip on the Point Jerningham than 11,000 people visited. reserve area. The installation of the fire sprinkler system at the Newtown Parks Depot was also completed. We have been working on the heritage issues associated with glasshouse #4 in the nursery, and how we can work to resolve them to We have delayed our turf renovation programme for the quarter due to allow the rebuilding of the nursery to proceed. weather conditions, particularly the lack of rain. Programmed renovations will now take place in April and May for the following areas: Shorland We have held a number of consultation sessions at Otari-Wilton’s Bush to Park, Midland Park, and the Railway Station. gather stakeholder input to the development of the Otari Landscape Development Plan. Our horticultural operations work included: ƒ mulching work at the Karori community gardens, Scorching Bay and We continued with routine maintenance, upgrades and renewals. The Jervois Quay contractor has been delayed in returning to Bolton Street to complete this ƒ removal of all summer bedding, with replanting winter bedding season’s headstone repairs. This will be completed in the next quarter. scheduled for early April. HOW WE PERFORMED Our arboricultural operations work included: VISITORS TO OTARI / WILTONS BUSH ƒ Central Park – pest tree removal, track work and tidying of 30,000

entrances 25,000

ƒ Karori Park – general maintenance and mulching of trees 20,000 ƒ Aro St Park – general maintenance of all trees, line clearance, formative pruning and clearing around street lights 15,000 ƒ Tawa Bucket tree – annual prune 10,000 ƒ CBD – Courtenay Place, Manners Street and Willis Street tree 5,000

pruning. 0

HOW WE PERFORMED Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 2007 / 08 2006 / 07 Target

MOWING SITES (%) WITHIN SPECIFICATION 100% ACTIVITIES FOR THE NEXT QUARTER 80% We will complete the remaining maintenance renewals and upgrades

60% scheduled for the 2007/08 year. This will include the installation of new interpretation signage for Truby King Park, The Botanic Garden and 40% Otari. Also, the Bolton Street Memorial Park Headstone repair 20% programme will be completed

0% Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 2006 / 07 2007 / 08 Target We will carry out seasonal change of the bedding and the tulip bulbs will

be planted in the Botanic Garden. ACTIVITIES FOR THE NEXT QUARTER We will continue to clean, repair, maintain and service the buildings and assets within parks and reserves.

We will complete turf renovation work at Shorland Park, Midland Park and the Railway Station and improve turf quality at Freyberg Beach and Glover Park.

We will plant and maintain winter bedding displays throughout the city. We will complete all winter re-vegetation planting and planting at Karori Park and Owhiro Bay Quarry. We will also complete the West Courtney tree planting.

STRATEGY AREA ENVIRONMENT 38 WELLINGTON CITY COUNCIL

______GROUP FINANCIALS Activity 4.2.2 Beaches and Coast Operations WHAT WE DID 4.1.1 LOCAL PARKS AND OPEN SPACES We continued to manage the Owhiro Bay quarry entrance upgrade WHAT IT COST project. Work included development of a signage package for the former Full Year quarry building – this project is being supported by a tourism grant. The Cost of activity $000 Actual Budget Variance YTD YTD YTD Budget official opening is scheduled for 14 June 2008. Operational projects

Cost 5,342 5,250 (92) 7,092 We continued to work towards full “Blue Flag” accreditation for the Revenue (464) (366) 98 (487) Oriental Bay beaches for the next bathing season (1 December to 31 Net Cost 4,878 4,884 6 6,605 March 2009). To gain accreditation we must meet environmental Capital projects education and information, water quality, environmental management, Cost 1,536 567 (969) 712 and safety and services criteria. Oriental Bay beaches were granted pilot Operating expenditure status for the current bathing season (1 December to 31 March 2008). Horticultural and Arboricultural operations are ahead of schedule although operating costs are expected to be in line with budget at year end. Unbudgeted We continued with scheduled litter clean ups at all of the beaches. During revenue has been received for capital works on memorial seats and plaques, this the quarter we received an increased number of complaints with regard will be offset by an overspend on capital expenditure. to beach cleanliness at Freyberg beach. Increased litter (including broken Capital expenditure bottles) was found to be most prevalent following Friday and Saturday Costs are ahead of budget due to new reserve land purchased with no capital nights. As a result we have increased our cleaning of the area on expenditure budgeted. These reserve purchases are approved by Council and Saturday and Sunday mornings. funded from contributions made by developers which are set aside for this purpose.

We also completed the construction of the launching ramp at Cog Park. HOW IT WAS FUNDED Rates (%) Revenue (%) HOW WE PERFORMED YTD Actuals 9 91 BEACH CLEANLINESS - COMPLAINTS / REQUESTS FOR SERVICE Annual Target 5 95 25

20 4.2.1 BOTANICAL GARDENS

15 WHAT IT COST 10 Cost of activity $000 Actual Budget Variance Full Year 5 YTD YTD YTD Budget

0 Operational projects Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Cost 2,998 2,912 (86) 3,850 2006 / 07 2007 / 08 Target Revenue (434) (372) 62 (478) We received an increased number of complaints with regard to beach cleanliness Net Cost 2,564 2,540 (24) 3,372 at the Freyberg Beach. We have increased our frequency of cleaning in this area Capital projects particularly on Saturday and Sunday mornings. See comments above. Cost 288 148 (140) 428

ACTIVITIES FOR THE NEXT QUARTER Operating expenditure We will complete the Owhiro Bay entrance upgrade and shelter signage. Revenue and the related cost of sales in the Botanic Gardens shop is higher than budgeted. Net cost is expected to be in line with budget at year end. The official opening for the new facility is scheduled 14 June 2008. Capital expenditure We will undertake the pre-winter sand relocation at Oriental Bay. We will The capital programme is ahead of schedule. Costs are expected to be in line with budget at year end. continue to monitor the beach as required by resource consent requirements. HOW IT WAS FUNDED Rates (%) Revenue (%) We will carry out the removal of the old ramp and jetty at Cog Park. YTD Actuals 9 91 Annual Target 5 95 We will renovate the lawns at Worser Bay and Scorching Bay beaches to improve turf quality. We will remove the swim raft from Island Bay over 4.2.2. BEACHES AND COAST OPERATIONS winter. We will also continue to maintain Carter Fountain to ensure optimal performance. WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD Operational projects Cost 717 689 (28) 896 Revenue (49) (49) 0 (68) Net Cost 668 640 (28) 828 Capital projects Cost 1,604 1,428 (176) 1,667

Operating expenditure Operating expenditure is in line with budget. Capital expenditure The capital programmes are expected to be over budget at year end due to work at Owhiro Bay. However, this will be funded by a Tourism grant.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 92 8

Annual Target 95 5

STRATEGY AREA ENVIRONMENT 39 WELLINGTON CITY COUNCIL

GREEN OPEN SPACES______

Together with community groups and volunteers, we work to protect and enhance Wellington’s streams and catchment surrounds, as well as reserve land. We maintain more than 300kms of tracks extending throughout the city’s open space areas, and provide grants for projects that are intended to promote community engagement in supporting environmental goals. We protect native ecosystems by controlling weeds and pest animals, and maintain roadside verges and clean city and residential streets. LOOKING AHEAD The suburban contracts for the Roads Open Spaces activity expire in 2008 and in order to maintain LTNZ funding assistance we need to competitively tender these works. During the current financial year we will be refining and reviewing our existing operations to ensure the future model best reflects the needs of the city. A focus for the Environmental Grants Pool includes increasing the profile of environmental and sustainability issues, and addressing the demand for grant support. A review of mechanisms for stream protection will be undertaken to improve our modelling and to ensure our relationship with volunteers and community groups continues to guarantee the future of these areas. Efforts to maintain our pest plant and animal programmes to a high standard, in particular emerging weeds and goat and feral pigeon management, will continue to be a priority.

Activity 2.3.2 Roads Open Spaces Activity 4.2.3 Town Belts WHAT WE DID WHAT WE DID / HOW WE PERFORMED We continued to work closely with our contractor to ensure the CBD and We removed boundary pines adjacent to the Vincentian Home suburban areas were cleaned to a high standard. The third quarter hosted Berhampore, which posed a threat to the home in the event of wind a number of large events such as the Rugby 7’s and Rock 2 Wellington throw. concert. We worked with our contractor to ensure the CBD was returned to its high standard within short time frames after these events. We removed approximately 80 over-mature hazardous pine trees from various sites around the city’s Town Belt. The sites included 43 pine We completed roadside growth cutting in the following areas: all rural trees below the Crescent play area, Roseneath; 30 pine trees in Central roads, Middleton Road, Glanmire Road, Takapu Road, Ohariu Valley Park above the Renouf tennis centre; 2 pine trees in Kelburn Park Road, Boom Rock Road, Rifle Range Road, Takarau Gorge Road, Makara above the terrace tunnel; and 2 pine trees in Bolton Street cemetery Road, Opau Road, South Makara Road, South Karori Road, Wrights Hill above the motorway. Road, Horokiwi Road, Linconshire Road, Hillcroft Road, all streets in Aro Valley, Northland and half of Karori. We completed the plant production programme and began maintenance and site preparation for the 2008/09 revegetation programme. We completed hard surface spraying of roads, foot paths and walkways in the following areas: Middleton Road, Stebbings Road, Glenside Road, We have installed directional bollards and an entrance sign on Tinakori Rowells Road, Rifle Range Road, Ohariu Road, Takarau Road, Makara Hill. We have finalised the Tinakori Hill landscape plans and sent the Road, South Makara Road, Boomrock Road, Opau Road, Makara Beach plans to submitters. Road, South Karori Road, Writes Rill Road, Takapau Road, Horokiwi Road, and generally in Kilbirnie, Karori, Miramar, Mt Cook, Newtown, We have continued to progress the Central Park upgrade project. The Berhampore, Mt Victoria, Seatoun, Central City. project manager has begun preparing cost estimates for the proposed programming for the upgrade work. Track rehabilitation from the We completed walkway maintenance in Mt Victoria, Hataitai, Kilbirnie, Lyall removal of the pines behind the Renouf Tennis centre is well under way. Bay, Island Bay and Brooklyn. Submissions received as part of the consultation process have been collated and responses along with the final plan will be sent to We also completed road reserve spraying in Khandallah, Johnsonville, submitters in April. Churton Park Tawa, Granada North, Newlands and Paparangi We have also continued to progress the Mount Victoria upgrade project. HOW WE PERFORMED The project is in the maintenance phase through to September 2008. COMPLIANCE WITH PERFORMANCE STANDARDS FOR COMPLIANCE WITH PERFORMANCE STANDARDS FOR Vandalism has dropped off significantly and draft service level CBD STREET CLEANING SUBURBAN STREET CLEANING agreements have been developed. 100% 100%

80% 80% ACTIVITIES FOR THE NEXT QUARTER

60% 60% We will focus on long term planning for managing hazardous trees on Council reserve land and Outer Green Belt land. 40% 40% 20% 20% We will install upgraded map boards at Khandallah/Johnsonville Park.

0% 0% Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) We will continue to progress the Central Park upgrade project. Detailed 2006 / 07 2007 / 08 Target 2007 / 08 Target design work will be commissioned for the entrance and playground

ACTIVITIES FOR THE NEXT QUARTER areas and additional weed control and arboricultural work will occur. We will carry out road side growth cutting in Karori, Wilton, Wadestown, Track formation and upgrades will commence. Johnsonville and Churton Park.

We will carry out walkway maintenance in Newtown, Mt Cook, Aro Valley, Kelburn and Northland.

We intend to work with universities, schools and retailers regarding responsibilities for litter and management of waste from premises.

STRATEGY AREA ENVIRONMENT 40 WELLINGTON CITY COUNCIL

______Activity 4.3.1 Community Environmental Initiatives GROUP FINANCIALS We held the second general grants round on 11 February, where 12 2.3.2 ROADS OPEN SPACES applications were presented requesting a total of $88,819. A total of $30,950 was distributed to 6 applicants. The Sustainability trust was funded WHAT IT COST $10,000 from the environmental pool to develop a Sustainable Energy Cost of activity $000 Actual Budget Variance Full Year Advice Centre. The same project was funded $40,000 from the Social pool. YTD YTD YTD Budget Operational projects Applications for the third and final general grants round closed on March 31 Cost 5,906 5,696 (210) 7,649 Revenue (598) (448) 150 (598) (the Grants Subcommittee is scheduled for 24 May 2008). We worked Net Cost 5,308 5,248 (60) 7,051 closely with all potential applicants to ensure ease of process and to Capital projects provide advice on eligibility and other possible funding streams. Cost 0000 Operating expenditure We proceeded with the Enviroschools programme, which promotes The variance in operating revenue is primarily due to a timing difference sustainable practice and hands-on projects in schools, as planned. relating to expenditure recovered from LTNZ. Operating costs are above budget due to additional personnel related costs for the suburban street HOW WE PERFORMED cleaning, which will be partially offset by additional LTNZ subsidy, still to be claimed.

September Round (Quarter February Round May Round COMMUNITY ENVIRONMENT INITIATIVES 1) (Quarter 3) (Quarter 4) HOW IT WAS FUNDED Rates (%) Revenue (%) Total number of grant applicants 12 12 8 YTD Actuals 94 6 Number of applicants receiving grants 6 6 N/A Total budget distributed to applicants $30,750 $30,950 N/A Annual Target 90 10 Total budget available to applicants $80,000 $49,250 $18,300

We have received 8 applications for the final round of the year (closed 31st March 4.2.3 TOWN BELTS 2008) asking for a total of $72,479. WHAT IT COST ACTIVITIES FOR THE NEXT QUARTER Cost of activity $000 Actual Budget Variance Full Year Budget We will work with other business units to assess the current environmental YTD YTD YTD applications and develop recommendations for the Grants Subcommittee to Operational projects consider. Cost 3,051 2,929 (122) 4,043 Revenue (276) (200) 76 (253) We will continue to promote the Grants (including the environment pool) in Net Cost 2,775 2,729 (46) 3,790 conjunction with information seminars. Capital projects Cost 901 938 37 1,200 Operating expenditure Expenditure has been incurred earlier than budgeted in the Hazardous Trees work program. Revenue is ahead of budget due to donations received and recognised as part of the Mount Victoria upgrade capital project.

Capital expenditure The favourable variance relates to delays in the Central Park upgrade project. A carry forward is expected at year end.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 89 11 Annual Target 95 5 The variance from target is due to the additional revenue received in the year to date from donations.

4.3.1 COMMUNITY ENVIRONMENTAL INITIATIVES

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD Operational projects Cost 248 259 11 334 Revenue (5) (3) 2 (4) Net Cost 243 256 13 330 Capital projects Cost 0000 Operating expenditure Operating costs and revenues are in line with budget.

Capital expenditure No capital expenditure is budgeted for this activity.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

STRATEGY AREA ENVIRONMENT 41 WELLINGTON CITY COUNCIL

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Activity 4.4.1 Walkways Activity 4.7.1 Stream Protection WHAT WE DID WHAT WE DID / HOW WE PERFORMED We completed a number of walkway projects during the quarter including: We continue to work with established community groups of the Porirua, ƒ Colchester Crescent to Fernwood Crescent in Kaiwharawhara and Owhiro Catchments. This includes contributions Newlands/Woodbridge towards signage, fish passage, and planning work with the community. ƒ the new Brandon Rock walkway in Newlands. ƒ the new Mewburn Rise track on Wrights Hill. Our research into the regulatory tools for Stream Protection has continued. We have worked with Greater Wellington staff on the preparation of the We completed repair works on drainage at the Pirie Street entrance to draft Regional Policy Statement. We are now preparing the Council’s Mount Victoria. feedback on the draft.

We commenced upgrade work on the Skyline track. We also completed We have contributed to the earthworks focused District Plan Change 65, upgrade works on the first 500m of summit track to Mount Kaukau at which has been approved by Strategy and Policy Committee for public Khandallah Park. notification. In the future, resource consent will be required for earthworks associated with the piping or channelling of any stream. The rules will also HOW WE PERFORMED require the management of construction sites, which will reduce sediment

TRACK MAINTENANCE (KM) SCHEDULE runoff into streams. 200 ACTIVITIES FOR THE NEXT QUARTER 150 We will identify restoration priorities for the Wellington streams of the

100 Porirua Catchment.

50 We will continue to work with established stream care community groups and actively encourage new groups. 0 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 2005 / 06 2006 / 07 2007 / 08 Target We will complete the review of the regulatory tools. It will identify gaps in

stream protection and clarifying relationships between the local authorities. ACTIVITIES FOR THE NEXT QUARTER We will strengthen two existing bridges in Seton Nossiter Park.

We will continue with the Skyline track upgrades.

We will continue to facilitate new walking track access to Fort Buckley with community groups and Ontrack.

We will carry out walkway maintenance for Grenada North walkways, Northern walkways, Makara Peak walkways, City to Sea walkways, and Southern walkways

We will also carry out track improvements to View Rd walkway (Haewai).

42 STRATEGY AREA ENVIRONMENT WELLINGTON CITY COUNCIL

______Activity 4.7.2 Pest Plant and Animal Management GROUP FINANCIALS WHAT WE DID / HOW WE PERFORMED 4.4.1 WALKWAYS Our pest plant management work during the quarter included: ƒ continued efforts on the Old Man’s Beard Open Space programme WHAT IT COST from Houghton Bay to Mount Victoria Cost of activity $000 Actual Budget Variance Full Year Budget ƒ completing weed control in the Tinakori Hill logged area YTD YTD YTD ƒ continued Darwin’s barberry control in selected areas Operational projects ƒ implementing the restoration programme for pine tree removal sites Cost 271 285 14 379 ƒ commenced weed control works in Makara Estuary in conjunction Revenue (6) (7) (1) (10) with Greater Wellington Regional Council (GWRC) Net Cost 265 278 13 369 ƒ new and follow-up habitat restoration works in several KNEs. Capital projects

Cost 354 303 (51) 350 Our pest animal management work during the quarter included: ƒ carrying out feral goat and pig ground-based control in all sites Operating expenditure ƒ carrying out aerial goat control by helicopter in the Te Kopahou Operating expenditure and income is in line with budget.

Reserve Capital expenditure ƒ installing a line of possum traps along the Outer Green Belt from The capital programme is ahead of schedule. Costs are expected to be in line with Johnston’s Hill to Mount Kaukau budget at year end. ƒ Routine possum control maintenance works were completed in all sites by GWRC. HOW IT WAS FUNDED This activity is targeted to be 100% rates funded. ACTIVITIES FOR THE NEXT QUARTER Our pest plant management work for the next quarter will include: ƒ continuing the Old Man’s Beard Open Space programme in 4.7.1 STREAM PROTECTION northern areas ƒ completing all follow-up works in our Key Native Eco-systems WHAT IT COST ƒ upgrading our pest plant survey toolbox by using a new ArcPad Cost of activity $000 Actual Budget Variance Full Year Budget field unit YTD YTD YTD ƒ cleaning-up and revegetating two key green waste dumpsites, and Operational projects target locals to take ownership of their neighbourhood Cost 0191925 ƒ controlling all known infestations of new or emerging weed species Revenue 0 0 0 0 in the city, such as Japanese knotweed. Net Cost 0 19 19 25

Capital projects Our pest animal management work for the next quarter will include: Cost 0000 ƒ maintenance work for the feral goat and pig control project

ƒ carry-out the maintenance phase for the main new possum control Operating expenditure site for 07/08, Spicer Forest The full year budgeted expenditure will be incurred in the last quarter.

ƒ continuing feral cat control in key areas around the city, and Capital expenditure investigating why these areas are hotspots No capital expenditure is budgeted for this activity ƒ routine possum control maintenance works will be completed in all sites by GWRC HOW IT WAS FUNDED ƒ targeting another green waste dumping area to clean up and raise This activity is targeted to be 100% rates funded. community awareness about the issue. 4.7.2 PEST PLANT AND ANIMAL MANAGEMENT

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget Operational projects Cost 504 577 73 767 Revenue (12) (12) 0 (16) Net Cost 492 565 73 751 Capital projects Cost 0000

Operating expenditure Operating expenditure is behind budget due to the work programs being delayed. Expenditure is expected to be in line with budget at year end.

Capital expenditure No capital expenditure is budgeted for this activity.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

STRATEGY AREA ENVIRONMENT 43 WELLINGTON CITY COUNCIL

WASTE REDUCTION AND ENERGY CONSERVATION______

We are working to encourage energy efficiency in the city by developing guidelines on sustainable building, water conservation, energy reduction and waste reduction. We also operate the Southern Landfill, with the aim of minimising the amount of waste disposed of and ensuring it is disposed of safely, as well as provide household recycling and rubbish collections. In line with the Council’s vision, we will undertake an audit to identify opportunities for energy reduction initiatives which can then be implemented to the building portfolio for the Civic Complex. Our energy consumption has begun to trend down and we are working towards reducing our carbon footprint. There is also a financial imperative to reversing the growth trends currently being observed, as the cost per unit for all forms of energy continue to rise. Currently volumes of recycling waste received at the landfill are not generating enough levy revenue to fully fund this activity. We are focused on investigating ways to contain costs in an environment of decreasing volumes. Carbon Trading is becoming a key opportunity for the business and during this financial year we will investigate opportunities that exist in this area.

Activity 4.5.1 Energy Efficiency and Conservation Activity 4.5.3 Recycling WHAT WE DID WHAT WE DID A Climate Change Office has been established in the Strategy Directorate, We continued to collect kerbside recycling, and send recycling deposited to provide a focus for the Council's work on reducing corporate and at the Southern landfill to Allbrite. Recycling volumes remained in line community greenhouse gas emissions and working toward the Council's with the previous quarter. goal of carbon neutrality. Early projects include developing a robust methodology for measuring corporate emissions, establishing carbon We continued to work on the review of the recycling activity, and sinks on Council reserve land using the governments PFSI mechanism, engaged NIWA to undertake a study of the environmental benefits and developing sustainable vehicle and green building standards and assisting costs of recycling. the Events Team with World Environment Day. Work on getting the public place recycling bins in place continued during We installed combustion control equipment on the Municipal Office the quarter. We finalised the locations for the 25 bins. The bins were Building (MOB) boiler. This technology continually optimises the mixture of also designed and manufacture began. Christchurch City Council also natural gas and air being burnt for the buildings heating needs. It has decided to use our design for their initiative. shown to decrease natural gas consumption by at least 5% in other

installations. Natural Gas consumption at MOB will be monitored in the HOW WE PERFORMED coming months to measure the success of the project. KERBSIDE RECYCLING (TONNES) COLLECTED Detailed design work is continuing on providing solar power at the new (CUMULATIVE) Makara Cemetery toilet installation. Due to the distance from a reliable 12,000 power source, photovoltaic cells will be used to provide the necessary 10,000 power for lighting at the new facility. 8,000

6,000

Design work on the main Library boiler system has been completed and a 4,000 retrofit to the heating hot water piping arrangement is being scheduled. 2,000 Initial estimates suggest that savings in natural gas consumption of up to 15% will be achieved as a result of the changes. - Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006/07 2007 / 08 Target Data management continues to be a priority and a new service provision

contract has been signed to provide the Council with accurate and up to date energy consumption data. In addition, the service provider will be ACTIVITIES FOR THE NEXT QUARTER helping to benchmark our facilities and ensure our billing arrangements We will continue our review of our kerbside recycling activity in are optimised. Wellington. HOW WE PERFORMED The public place recycling bins will be installed. We will put in place a WCC CORPORATE ELECTRICITY (KWH) CONSUMPTION WCC CORPORATE NATURAL GAS (KWH) CONSUMPTION collection system which will allow us to monitor the impact of this 8,000,000 8,000,000 initiative on recycling and waste volumes.

6,000,000 6,000,000

4,000,000 4,000,000

2,000,000 2,000,000

0 0 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target

Note - targets are based on reducing past levels of consumption.

ACTIVITIES FOR THE NEXT QUARTER We will continue with data capture and analysis and development of a comprehensive data management tool within the Council. This tool will allow for detailed and accurate reporting for all consumed energy within the Council.

STRATEGY AREA ENVIRONMENT 44 WELLINGTON CITY COUNCIL

______

Activity 4.5.4 Waste Minimisation and Disposal GROUP FINANCIALS 4.5.1 ENERGY EFFICIENCY AND CONSERVATION Management WHAT WE DID WHAT IT COST We continued to support our refuse collection contractors who collected Cost of activity $000 Actual Budget Variance Full Year 2,889 tonnes of kerbside rubbish. Budget YTD YTD YTD

Operational projects We provided tours of the Southern landfill site to school groups and Cost 3749 members of the public as part of our education plan. Revenue 0000

Net Cost 3749 We continued to provide organic waste collection services and recycling services at public events. Capital projects Cost 13 121 108 146 We undertook a satisfaction survey on the Kai to Compost service, which Operating expenditure Operating costs and revenues are in line with budget. continues to divert annually 800 tonnes of organic waste from the landfill. Early indication shows a very satisfied customer base. Capital expenditure Projects are planned to commence in the final quarter and the budget is expected to be fully committed by the end of the year. Our landfill staff disposed of 17,237 tonnes of refuse at the Southern Landfill site. We also diverted recyclable materials to our second treasure HOW IT WAS FUNDED shop and to scrap metal merchants. This activity is targeted to be 100% rates funded.

The Todd Energy power generation plant was officially opened. This plant 4.5.3 RECYCLING

generates electricity from methane produced from the landfill. The WHAT IT COST installation of this plant was a joint project between WCC and Todd Cost of activity $000 Actual Budget Variance Full Year Energy. Budget YTD YTD YTD HOW WE PERFORMED Operational projects RECYCLABLE MATERIAL (TONNES) DIVERTED FROM WASTE DEPOSITED (TONNES) DEPOSITED IN LANDFILL Cost 1,566 1,328 (238) 1,768 LANDFILL (CUMULATIVE) (CUMULATIVE) Revenue (793) (1,369) (576) (1,826) 40,000 80,000 Net Cost 773 (41) (814) (58)

30,000 60,000 Capital projects Cost 0000 20,000 40,000 Operating expenditure

10,000 Operating expenditure is unfavourable to budget largely due to additional costs 20,000 to divert the increased volumes of recycling from the Landfill waste. The - variance in operating revenue is due to lower than budgeted volumes of waste - Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) received by the landfill.

2006/07 2007 / 08 Target 2006/07 2007 / 08 Target HOW IT WAS FUNDED This activity is intended to be primarily funded from a levy collected at the landfill The tonnage of recyclable material diverted from the landfill continues to increase, on general waste. surpassing both past achievement and targets. Correspondingly, the tonnage of waste deposited in the landfill continues to decrease below past achievement and 4.5.4 WASTE MINIMISATION AND DISPOSAL MANAGEMENT targets. WHAT IT COST ACTIVITIES FOR THE NEXT QUARTER Cost of activity $000 Actual Budget Variance Full Year We will continue to investigate innovative ways of using resources at the Budget YTD YTD YTD Happy Valley site to generate energy, or for other beneficial use. Operational projects

Cost 5,645 5,586 (59) 7,441 We will continue to take an active interest in the progress of the Waste Minimisation Bill. Revenue (5,152) (5,258) (106) (7,010) Net Cost 493 328 (165) 431 Capital projects Cost 485 1,470 985 1,919

Operating expenditure Operating costs and revenues are in line with budget.

Capital expenditure The variance in capital expenditure is attributable to slower than expected progress in physical works. The majority of work is due to be completed in the final quarter of the year. As a result of an alternative engineering solution for the tunnel works a saving against budget is expected this year.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 9 91 Annual Target 10 90

STRATEGY AREA ENVIRONMENT WELLINGTON CITY COUNCIL 45 WATER______

We buy more than 30,000 million litres of water per year from Greater Wellington Regional Council (GWRC) and supply the water to Wellington properties. We contract Capacity, a company that we own jointly with the Hutt City Council, to manage, maintain and operate the network and carry out upgrades and renewals. We are investigating future water needs and conservation targets in conjunction with three councils in the region. The ability of the bulk water source to meet forecast demand remains primarily the responsibility of GWRC. However, the Council works closely with GWRC recognising the intrinsic link between community consumption of water and long term sustainability of a natural resource.

Activity 4.5.5 Water Network Activity 4.6.1 Water Collection and Treatment WHAT WE DID WHAT WE DID We continued to review options for the Messiness Road Reservoir We reviewed the structure and content of the Bulk Water Agreement Upgrade. We met with residents to discuss alternative reservoir between GWRC and the four Territorial Authorities (parties to the proposals. agreement). The parties have been sent an updated version of the agreement with a summary of the issues that have been raised through A study of storage requirements and network configuration is being the drafting of the agreement and the status of these. The Bulk Water carried out in the City Low Level Zone as part of the CBD reservoir Agreement needs to be finalised and ready for implementation from 1 planning and reservoir optimisation. The draft report for the first phase, July 2008. looking at storage needs has been completed. The second phase, configuring the network to get the best supply arrangement, has been HOW WE PERFORMED commissioned and the study is in progress. WATER QUALITY COMPLIANCE We commenced preparation of the Water Network Strategic Plan. A draft 100% strategic framework and issues summary have been developed as 80% preparation for a strategic directions paper. Work to refine the framework 60% is continuing. 40% A reservoir optimisation study in the Johnsonville/Grenada South zone is being undertaken. The Grenada South option's study has been 20% completed and its outcomes are being implemented. The optimisation 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) study of the Johnsonville zone is continuing. 2005 / 06 2006 / 07 2007 / 08 Target

We have made good progress against our water main renewals and Water compliance is assessed against Drinking Water Standards for New Zealand upgrades schedule. Water main renewal work is progressing as per the (2005). schedule with 9.95 km completed to date (year-end target is 11.95 km).

HOW WE PERFORMED ACTIVITIES FOR THE NEXT QUARTER SERVICE REQUESTS (%) RESPONDED TO WITHIN 1 We will work through any outstanding issues between the parties in order WATER NETWORK - REQUESTS FOR SERVICE HOUR to finalise, sign and implement the Bulk Water Agreement ready for 1 July 3000 100% 2008. 2500 80%

2000 60% 1500 40% 1000

500 20%

0 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2007 / 08 Target

WATER NETWORK - REPORTED WATER LEAKS 1500

1200

900

600

300

0 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2007 / 08 Target

Monitoring the number of ‘reported’ water leaks is a proxy for measuring total leakage from the network. We have a programme of installing district water meters that in time will identify high leakage areas. The target is based on not exceeding past achievement. This is a new measure to the quarterly report that will be closely monitored over coming months.

ACTIVITIES FOR THE NEXT QUARTER We will carry out further consultation with neighbours regarding the Messiness Road Reservoir Upgrade. We will also make preparations for resource consent application.

We will complete work on the second phase of the City Low Level zone study. The Water Network Strategic Plan framework will be finalised and feedback sought. We will also complete the Johnsonville optimisation study and report outcomes.

STRATEGY AREA ENVIRONMENT 46 WELLINGTON CITY COUNCIL

______

GROUP FINANCIALS 4.5.5 WATER NETWORK 4.6.1 WATER COLLECTION AND TREATMENT

WHAT IT COST WHAT IT COST

Cost of activity $000 Actual Budget Variance Full Year Cost of activity $000 Actual Budget Variance Full Year Budget Budget YTD YTD YTD YTD YTD YTD Operational projects Operational projects Cost 11,112 11,487 375 15,311 Cost 9,697 9,574 (123) 12,764 Revenue (67) (180) (113) (238) Revenue (2) 0 2 0 Net Cost 11,045 11,307 262 15,073 Net Cost 9,695 9,574 (121) 12,764 Capital projects Capital projects Cost 8,021 12,963 4,942 14,989 Cost 0000

Operating expenditure Operating expenditure Expenditure is below budget due to reported lower water reticulation maintenance The operating cost variance is mainly due to a timing variance with actual bulk works. water consumption and the charging mechanism employed by GWRC.

Council’s main water contractor continues to recover 100% of damages caused to the network by third parties. Consequently, recoverable revenue is below budget Capital expenditure because no damages have been on-charged to Council. In addition, revenue from No capital expenditure is budgeted for this activity.

actual domestic and commercial water connection applications are below budget because high interest rates have reduced development activity. HOW IT WAS FUNDED

This activity is targeted to be 100% rates funded. Capital expenditure Expenditure is below budget because the construction of Messines Road reservoir has been deferred to 2008/09. We continued to review options for the Messiness Road reservoir upgrade. Reticulation renewals and pump station upgrades are behind schedule. This will result in a carry forward at year end.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

STRATEGY AREA ENVIRONMENT 47 WELLINGTON CITY COUNCIL

WASTEWATER AND STORMWATER______

We own the city’s stormwater network, which protects the city from flooding. The city’s sewage network is managed, maintained and operated by Capacity (a joint Wellington-Hutt water management company), which also monitors the network and carries out upgrades and renewals. We own and finance both sewage treatment plants; Moa Point Plant and the Western Treatment Plant (Karori), and contract United Water International to operate them. LOOKING AHEAD Stormwater discharging into marine and fresh waters requires consents where it contains unacceptable contaminants. Existing resource consents expire over the next ten years, and we will focus on assessing the effect of such discharges and appropriate measures to mitigate unacceptable effects as the existing consents expire. We have improved the percentage of sampling days where contaminants are not seen. Greater Wellington is consulting on the Draft Regional Policy Statement (RPS) until 16 May. In April and early May the Council will develop a policy submission on the Draft RPS which forms a key part of the regulatory framework controlling discharges of wastewater and stormwater.

Activity 4.6.2. Storm water Management Activity 4.6.3 Sewage Collection and Disposal Network WHAT WE DID WHAT WE DID We completed critical drain investigations, via CCTV inspections in A report on compliance with wastewater pump station overflow prevention the Wadestown area. consent conditions has been submitted to Greater Wellington Regional Council. Work is continuing on: We completed the following stormwater renewal and upgrade projects: ƒ condition assessments of wastewater rising mains and pump Newlands Road, Rose Street, Mascot Avenue No.1, Queens Street, stations Upper Bourke Street, Raumati Terrace, Bloomsbury Grove, Horokiwi ƒ upgrading of wastewater pump stations Road / Pickerton Grove, Mitchell Street No.114, Onslow Road (trenching ƒ improving the ability to monitor wastewater overflows. section) Ashton Fitchett No.126, College Street, Onepu Road SW Outlet Modification, The Ridgeway, Wakefield Street No 120 SW relay (stage 2, We completed the following sewage collection and disposal network Bombay Street No.51, Onslow Road Sect. A (lining), Apu Cresent projects: CCTV inspection of the Karori outfall, Rose Street, George Bolt No.111 SW Outlet , Kainui Road. Street , Ngauranga Gorge carbon filter, Raumati Terrace, Leeds Street sewer lining, College Street, Johnsonville main trunk sewer, Mandalay We continued working on the replacement of the Ranelagh Street No.18 Terrace sewer relay, Govind Grove (No's 3-7A) bridge. We have let contracts and / or commenced work on the following projects: The application that we lodged in December to renew the consent to Bombay Street No.51, Kenya Street No.29/ Perth/ Otari, Dundas Street, discharge contaminated stormwater from the Tory Street Culvert is Para St, Ohiro Road and Moorefield Road sewer lining, Caledonia Street currently being considered by Greater Wellington. sewer relay, Waikowhai Street sewer renewal geotechnical investigations.

HOW WE PERFORMED HOW WE PERFORMED MONITORED BATHING BEACHES (%) WHERE WATER SAMPLING DAYS (%) WHERE CONTAMINANTS ARE NOT SERVICE REQUESTS (%) RESPONDED TO WITHIN 1 HARBOUR / COASTAL SITES (%) WHERE FAECAL QUALITY COMPLIES WITH MfE GUIDELINES SEEN HOUR COLIFORM BACTERIA COUNTS ARE LESS THAN 100% 100% 2000/100 MLS 100% 100% 80% 80% 80% 80% 60% 60% 60% 60% 40% 40% 40% 40% 20% 20% 20% 20% 0% 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 0% 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target 2007 / 08 Target

MONITORED FRESH WATER SITES (%) WHERE SERVICE REQUESTS (%) - RESPONDED TO IN 1 HOUR ANNUAL FAECAL COLIFORM BACTERIA COUNTS ARE 100% LESS THAN 1000/100 MLS ACTIVITIES FOR THE NEXT QUARTER 100% 80% We will undertake a study to assess the effects of stormwater discharges 80% from coastal and freshwater sites. 60% 60% 40% We will carry out investigations to identify the sources of faecal pollution 40%

affecting receiving water and stormwater quality monitoring results. 20% 20%

0% 0% We will agree and sign a three year fixed term contract for CCTV Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) inspection to assist our critical drains inspection programme. We will also 2005 / 06 2006 / 07 2007 / 08 Target 2007 / 08 Target

prepare for next years inspection programme. Water quality at consented harbour/coastal sites and for freshwater sites showed deterioration in the last quarter. It is believed that two of the six sampling runs were affected by rainfall washing faecal contamination into stormwater. Investigation of potential sources of pollution emanating from the wastewater networks is underway. Water quality at bathing beaches during the quarter continued to meet Ministry for the Environment water quality guidelines.

ACTIVITIES FOR THE NEXT QUARTER We will continue sewer drain inspections in Mt Victoria and Hataitai.

We will carry out investigations to identify the sources of faecal pollution affecting receiving water and stormwater quality monitoring results.

STRATEGY AREA ENVIRONMENT 48 WELLINGTON CITY COUNCIL

______Activity 4.6.4 Sewage Treatment GROUP FINANCIALS WHAT WE DID 4.6.2 STORM WATER MANAGEMENT We experienced unusually septic low sewage flows, and an odour issue at Moa Point Wastewater Treatment Plant (WWTP), the result of hot and WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year dry weather during the quarter. We received 34 odour complaints. Budget Although the odour was not considered offensive or objectionable by YTD YTD YTD Greater Wellington Regional Council, it is becoming a major issue with Operational projects several local residents. Numerous investigations were carried out Cost 8,609 8,784 175 11,717 (including a smoke test), and work is continuing to resolve the odour Revenue (33) (52) (19) (68) issue. Net Cost 8,576 8,732 156 11,649 Capital projects The decision of the Moa Point WWTP resource consent hearings Cost 2,208 3,053 845 3,825 committee has been appealed to the Environment Court. The decision Operating expenditure granted consents for 25 years for the discharge to air and continuous Expenditure is below budget due to smaller reactive maintenance works being discharge of treated effluent, but only 10 years for the bypass discharge required than budgeted. consents. Six parties are involved in the appeal process. Capital expenditure Expenditure is below budget due to the Onslow Road stormwater renewal being We have undertaken an assessment of pipe condition at the Western delayed. Work is expected to be completed within budget by year end. WWTP - results are expected in April. HOW IT WAS FUNDED HOW WE PERFORMED This activity is targeted to be 100% rates funded.

RESOURCE CONSENT COMPLIANCE 100% 4.6.3 SEWAGE COLLECTION AND DISPOSAL NETWORK

80% WHAT IT COST 60% Cost of activity $000 Actual Budget Variance Full Year Budget 40% YTD YTD YTD Operational projects 20% Cost 10,594 10,819 225 14,443 0% Revenue (134) (155) (21) (207) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target Net Cost 10,460 10,664 204 14,236 Capital projects

ACTIVITIES FOR THE NEXT QUARTER Cost 5,741 5,982 241 8,325

We will assess potential operational savings for the wastewater treatment Operating expenditure plants. We will investigate electricity savings, including the feasibility of Expenditure is below budget due to energy costs tracking below budget. installing a micro-hydro generator in the Moa Point outfall pipeline. Revenue is below budget due to less work on private laterals.

The Carey’s Gully sludge dewatering plant resource consents are Capital expenditure currently being renewed. During the 4th quarter the second pre-hearing Expenditure is below budget due to delays encountered with sewage pump station meeting will be held for interested parties. An odour management plan upgrades. It is expected that this will result in a carry forward at year end. and an ‘information sheet’ that addresses concerns raised at the first pre- hearing meeting will be prepared for this meeting. HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

Western WWTP resource consents - mediation on the Environment 4.6.4 SEWAGE TREATMENT Court appeal is expected to resume in June. WHAT IT COST A revised agreement between Wellington and Porirua City Councils will Cost of activity $000 Actual Budget Variance Full Year Budget be drafted to control ownership and shared use of the joint facilities YTD YTD YTD associated with the Porirua WWTP. The bulk of the agreement has been Operational projects drafted with revisions to cost allocation models based on flow and rental Cost 14,233 14,806 573 19,745 for the use of capital facilities will be defined. Revenue (498) (531) (33) (708) Net Cost 13,735 14,275 540 19,037 Capital projects Cost 0000

Operating expenditure Expenditure is below budget due to low flow volumes this summer. In addition, the annual joint venture treatment plant costs as advised by Porirua City Council are below budget.

Capital Expenditure No capital expenditure is budgeted for this activity.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

STRATEGY AREA ENVIRONMENT 49 WELLINGTON CITY COUNCIL

QUARRY______

We own the Kiwi Point Quarry in Ngauranga Gorge, and manage a contract for its operation. This quarry is Wellington city's last remaining quarry and crushes and processes rock the city needs to maintain existing roads and structures, and to build new ones. It also produces fine chip used for sealing roads and highways, and construction and landscaping products. We aim to minimise environmental impacts while contributing to the city’s development needs. We will ensure that the Quarry contract meets it’s commercial and land development objectives.

Activity 4.5.2. Quarry WHAT IT COST WHAT WE DID Cost of activity $000 Actual Budget Variance Full Year We continued to manage the Quarry contract. Also a minor District Plan YTD YTD YTD Budget change has been initiated to extend the area that can be quarried Operational projects

Cost 216 278 62 370 HOW WE PERFORMED Revenue (310) (494) (184) (658) Net Cost (94) (216) (122) (288) Quarry commercial objectives / compliance for quarter Capital projects Met all commercial objectives Achieved Cost 0000 Complied with the District Plan Achieved Complied with resource consent Achieved Operating expenditure Complied with Quarry license requirements Achieved Expenditure is below budget due to the nature of the royalty based contract where reduced input is required by Council. Revenue is below budget because ACTIVITIES FOR THE NEXT QUARTER cleanfill has ceased for the year. During the next quarter we will: ƒ continue to manage the contract and associated land HOW IT WAS FUNDED ƒ initiate another District Plan change This activity is targeted to be 100% revenue funded. ƒ revise the Quarry Rehabilitation Plan to align with the Quarry Management Plan and planting of the buffer zones of the Quarry also will be included in the Quarry Rehabilitation Plan ƒ work on obtaining resource consent for quarrying and cleanfilling the southern face.

STRATEGY AREA ENVIRONMENT 50 WELLINGTON CITY COUNCIL

ENVIRONMENTAL AND CONSERVATION ATTRACTIONS______

We fund Wellington Zoo and provide land and financial support to the Karori Sanctuary. Together, these make vital contributions to conservation while also benefiting the economy. We will ensure effective project management of the major upgrades at the Wellington Zoo and the Karori Wildlife Sanctuary.

Activity 4.8.1 Environmental and Conservation WHAT IT COST Attractions Full Year WHAT WE DID Cost of activity $000 Actual Budget Variance Budget The Karori Wildlife Sanctuary (KWS) confirmed their preferred contractor YTD YTD YTD for the visitor centre project. To support the project they commenced Operational projects marketing activities, including website redevelopment and display of a Cost 3,489 4,272 783 5,696 visitor centre model. Revenue 1436 Net Cost 3,490 4,276 786 5,702 A green gecko in the Sanctuary was reported for the first time in 30 years, Capital projects the 100th kaka was re-introduced and the second release of Cook Strait Cost 1,345 1,783 438 2,332

Giant Weta took place. Operating expenditure This activity is under spent as the loan associated with Karori Wildlife Sanctuary KWS had a busy quarter greeting over 10,000 visitors during January has been drawn down later than anticipated and the Marine Education Centre alone - representing almost 20% of the annual target. loan has not been drawn down so there is a lower interest expense incurred to date. The Zoo continued planning for the new hospital and the sustainable living exhibit which should start development in the early part of 2008/09. Visitor Capital expenditure numbers for the quarter (59,047) were a head of target – indicating the The capital programme for Karori Wildlife Sanctuary is behind schedule with Zoo is set to achieve visitor numbers of over 180,000 for the year. construction starting later than budgeted. A carry forward of approximately $100k is expected at year end. The capital programme for the Zoo Upgrades is behind schedule as the new hospital has been delayed to the start of 2008/09. The change in caterers from Eva Dixon’s to Spotless Services (UK) took A carry forward of approximately $400k is expected at year end. place seamlessly during the quarter. HOW IT WAS FUNDED During the Twilight House refurbishment, Tahi the one-legged kiwi has This activity is targeted to be 100% rates funded. been held at the Wild Theatre where he has been very popular, receiving over 150 visitors at a time.

HOW WE PERFORMED

VISITORS TO THE KARORI WILDLIFE SANCTUARY VISITORS TO THE WELLINGTON ZOO (CUMULATIVE) (CUMULATIVE) 70,000 200,000

60,000

50,000 150,000

40,000 100,000 30,000 20,000 50,000 10,000 0 0 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2006 / 07 2007 / 08 Target

ACTIVITIES FOR THE NEXT QUARTER KWS will relocate the current visitor centre to a temporary site so that visitor centre construction can begin. An alternate energy generation scheme will be installed in the valley. They will also investigate the potential for an eco-toilet at the top dam. The Node 3 interpretation facility will be completed and there will be further hihi transfers.

The Zoo will complete the design for the Monkey Island upgrade and the hospital project will go out for tender. The Twilight House refurbishment and the Zoo website redevelopment will be completed. A young male giraffe will arrive from Orana Park.

The Zoo will finalise their Statements of Intent and Business Plans for 2008/09.

STRATEGY AREA ENVIRONMENT 51 WELLINGTON CITY COUNCIL

52 WELLINGTON CITY COUNCIL

CULTURAL WELL-BEING______

Contents

ACTIVITIES WHAT IT COST

HERITAGE Actual Budget Variance Full Year 5.1.1 City Archives Budget 2008 Net cost/(income) by activity $000 YTD YTD YTD 5.1.2 Heritage Landmarks 5.1.1 City Archives 969 976 7 1,298 5.1.2Heritage Landmarks 0334 5.2.1 Arts and Cultural Festivals 1,614 986 (628) 1,421 COMMUNITY ARTS AND CULTURAL SUPPORT 5.2.2 New Zealand International 563 563 0 750 Arts Festival 5.2.1 Arts and Cultural Festivals 5.2.3 Cultural Grants 569 549 (20) 667 5.2.3 Cultural Grants 5.3.1 Access and Support for 344 312 (32) 403 Community Arts 5.3.1 Access and Support for Community Arts 5.4.1 Galleries and Museums 4,695 4,796 101 6,395 5.4.2 Arts Partnerships 902 905 3 1,207 Operating Expenditure 9,656 9,090 (566) 12,145

GALLERIES AND MUSEUMS

5.4.1 Galleries and Museums Actual Budget Variance Full Year Budget 2008 ARTS PARTNERSHIPS Capital expenditure $000 YTD YTD YTD 5.1.1City Archives 0000 5.2.2 New Zealand International Arts Festival 5.1.2 Heritage Landmarks 8 68 60 68 5.2.1Arts and Cultural Festivals 0000 5.4.2 Arts Partnerships 5.2.2New Zealand International 0000 Arts Festival 5.2.3Cultural Grants 0000 5.3.1 Access and Support for 39 33 (6) 45 Community Arts 5.4.1 Galleries and Museums 283 1,095 812 1,198 5.4.2Arts Partnerships 0000 Capital expenditure 330 1,196 866 1,311

STRATEGY AREA CULTURAL WELLBEING 53 WELLINGTON CITY COUNCIL

HERITAGE______

We operate the Wellington City Archives, which holds information about the city’s history and development from the 1840s to the present. Future challenges for this activity include providing property information to customers in a cost-effective, efficient manner, utilising the benefits of technology. We will continue to engage with mana whenua on the launch of the heritage trail and the appropriateness of the tribute and future recognition of heritage landmarks across the city.

Activity 5.1.1 City Archives Activity 5.1.2 Promotion of Heritage Landmarks WHAT WE DID WHAT WE DID / HOW WE PERFORMED We have focused much of our efforts during the quarter on increasing our We erected the pou whenua at Te Oruaiti Pā (Point Dorset) on 27 web accessibility. We completed the digitisation of the Thomas Ward March. This task was undertaken by a helicopter due to limited access, maps and started development a web module to make them accessible to weight and size of the new pou. the public. We also digitised a batch of heavily-used aerial photographs improving access and preserving the originals. Throughout this process we have worked closely with mana whenua to ensure their cultural protocols are observed. Public browsing via the web has been significantly enhanced with over 31,000 new records and 9,000 new images added to the database. ACTIVITIES FOR THE NEXT QUARTER Backlog processing allowed many new items to be added to the online We will erect three pou whenua, namely Kirikiri Tatangi installation database. Appraisals undertaken as part of this work has also allowed (Hector St, Seatoun) in April, Te Mapunga Kainga (The Esplanade, thousands of non-archival items to be destroyed which, overall, enhances Island Bay) in May and Te Uruhau Pa (Melbourne Rd, Island Bay) in access to valuable archival records. June.

HOW WE PERFORMED The fourth and last pou whenua site in this series is proposed for Owhiro Bay and has been delayed while we work through matters with the ARCHIVES INFORMATION REQUESTS (%) THAT ARE ITEMS ADDED TO THE ARCHIVES DATABASE landowner. It is unlikely that this pou whenua will be placed before the COMLPETED WITHIN AGREED (WITH THE CLIENT) TIME- (ACCESSIBLE ONLINE TO THE PUBLIC) (CUMULATIVE) 100% FRAMES 50,000 end of the year.

80% 40,000 The Heritage Trail sign (a four way sign post) and plaque is to be installed in Midland Park by the Urban Design team. Work continues on 60% 30,000 the text and images for use on the sign post. The installation is likely to 40% 20,000 occur late in the fourth quarter or early next financial year.

10,000 20%

0% - WHAT IT COST Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Sep (Q1) Dec (Q2) M ar (Q3) Jun (Q4) Cost of activity $000 Actual Budget Variance Full Year 2006 / 07 2007 / 08 Target 2006 / 07 2007 / 08 Target Budget YTD YTD YTD ACTIVITIES FOR THE NEXT QUARTER Operational projects We will continue backlog processing. We will also continue uploading new Cost 0334 records and digitised images to the online database. Revenue 0000 Net Cost 0334 Capital projects

WHAT IT COST Cost 8686068

Cost of activity $000 Actual Budget Variance Full Year Budget Operating expenditure YTD YTD YTD Expenditure is now expected to be incurred in the final quarter. Operational projects Cost 1,116 1,115 (1) 1,483 Capital expenditure Revenue (147) (139) 8 (185) The capital programme is behind schedule, however plans are in place to have all but one pou installed by year end. Net Cost 969 976 7 1,298 Capital projects HOW IT WAS FUNDED Cost 0000 This activity is budgeted to be 100% rates funded

Operating expenditure Operating costs are in line with budget.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 88 12 Annual Target 90 10

STRATEGY AREA CULTURAL WELL-BEING 54 WELLINGTON CITY COUNCIL

GALLERIES AND MUSEUMS______

We support the Wellington Museums’ Trust, which operates the Museum of Wellington – City and Sea, the City Gallery, Capital E, the Wellington Cable Car Museum, the Colonial Cottage Museum, and the Plimmer’s Ark conservation project. Visitor numbers to our galleries and museums are down slightly for the quarter and for the year in total in comparison to the previous year, though generally on target.

Activity 5.4.1 City Galleries and Museums WHAT IT COST WHAT WE DID The newly appointed CEO, Pat Stuart, started work at the Wellington Cost of activity $000 Actual Budget Variance Full Year Budget Museums Trust in March. YTD YTD YTD Operational projects The detailed design phase and documentation for the City Gallery Cost 4,695 4,796 101 6,395 development, including submission for the building consent was Revenue 0000 completed. Net Cost 4,695 4,796 101 6,395 Capital projects The City Gallery delivered its New Zealand International Festival of the Cost 283 1,095 812 1,198

Arts shows including AES+F and Russian contemporary artist collective, Brett Graham and Rachael Rakena and the Jim and Mary Barr collection. Operating expenditure Operating costs are expected to be under budget due to a grant to NZ Portrait Gallery not being paid. HOW WE PERFORMED VISITORS TO GALLERIES AND MUSEUMS COUNCIL SUBSIDY PER VISITOR TO GALLERIES AND Capital expenditure (CUMULATIVE) MUSEUMS 800,000 $12 The Art Gallery capital programme is behind schedule. A carry forward of approximately $800k is expected at year end. 600,000 $9 HOW IT WAS FUNDED

400,000 $6 This activity is targeted to be 100% rates funded.

$3 200,000

$- - Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target

ACTIVITIES FOR THE NEXT QUARTER

The Museum of City and Sea will commemorate the 40th anniversary of the Wahine disaster.

A paper on the future of Plimmers Ark will be presented to Council.

The City Gallery redevelopment project will be further progressed.

Wellington Museums Trust will finalise their Statement of Intent and Business Plans for 2008/09.

STRATEGY AREA CULTURAL WELL-BEING 55 WELLINGTON CITY COUNCIL

COMMUNITY ARTS AND CULTURAL SUPPORT______

We support over 100 events in the city, and fund arts projects, organisations and initiatives such as the Wellington International Jazz Festival and Arts Access Aotearoa. We provide cultural grants to support arts projects that are community based, celebrate diversity and attract visitors to Wellington, and our community arts programme encourages public involvement in the arts.

Activity 5.2.1 Arts and Cultural Festivals Activity 5.2.3 Cultural Grants WHAT WE DID WHAT WE DID We had a busy quarter supporting many community festivals and events. We held the second general grants round on 11 February, where 46 Some of the festivals and events we organised and supported included: applications were presented requesting a total of $463,825. A total of ƒ Summer City – Gardens Magic, Waterfront Twilight Series, $152,720 was distributed to 26 applicants. Dragon Boat Festival, Waitangi Day, One Love, Body Rock, Teddy Bears Picnic, EdgeFest in the Park, Pacific Islands Applications for the third and final general grants round closed on March Festival, Chinese New Year, Fringe Festival, Gravity and 31 (the Grants Subcommittee is scheduled for 24 May 2008). We Other Myths, Beach Football Festival, Culture Kicks, Sunset worked closely with all potential applicants to ensure ease of process Series, Perilous Circus, Newtown Festival, Out in the Square, and to provide advice on eligibility and other possible funding streams. Gutbuster, Offshore Powerboats, Relay for Life, Asian Food Fair. As part of contestable grants, there is a total budget of $352,000 available for the funding through the Cultural pool. From the September We had a quieter than expected events period at the Civic Square with round $117,808 committed to grants. There are 9 contracts funded only 17 events being held and 18,765 people in attendance. totalling $405,330.

HOW WE PERFORMED HOW WE PERFORMED CIVIC SQUARE EVENTS ATTENDANCE AT CIVIC SQUARE EVENTS 45 50,000 September Round February Round May Round 40 CULTURAL GRANTS (Quarter 1) (Quarter 3) (Quarter 4) 35 40,000 Total number of grant applicants 28 46 31 30 30,000 Number of applicants receiving grants 21 26 N/A 25 Total budget available to applicants $352,000 $229,192 $81,472 20 Total budget distributed to applicants $117,808 $152,720 N/A 20,000 15

10 10,000 We have received 31 applications for the final round of the year (closed 31st 5 March 2008) asking for a total of $311,892 ($81,472 available). 0 0 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) ACTIVITIES FOR THE NEXT QUARTER 2006 / 07 2007 / 08 Target 2006 / 07 2007 / 08 Target

We will work with other business units to assess the current cultural COMMUNITY FESTIVALS AND EVENTS applications and develop recommendations for the Grants ORGANISED AND SUPPORTED Subcommittee to consider. 25

20 We will continue to promote the Grants (including the Cultural pool) in conjunction with information seminars. 15

10 We will continue to work with City Arts to monitor organisations that receive funding through contracts. 5

0 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 2007 / 08

Note - there is no target in place for the number of community festivals / events supported. Our target is to support as many worthwhile projects as possible that meet our funding criteria and budget restrictions.

We supported 21 community festivals / events during the quarter. We also held 18 events in the Civic Square, this is down from the 27 events held during the same quarter in 2006/07. More people are attending Civic Square events even though the number of events has reduced. Our performance targets have not been met, we will assess actual performance and target levels, particularly seasonal fluctuations over coming months.

ACTIVITIES FOR THE NEXT QUARTER We will support the following events in the next quarter:

ƒ World Environment Day

ƒ Tribute 08 th ƒ 40 Anniversary of the Wahine disaster

STRATEGY AREA CULTURAL WELL-BEING 56 WELLINGTON CITY COUNCIL

______

Activity 5.3.1 Access and Support for Community Arts GROUP FINANCIALS WHAT WE DID 5.2.1 ARTS AND CULTURAL FESTIVALS We supported one community event at the Wellington Convention Centre during the quarter due to a busy February and March with high levels of WHAT IT COST commercial demand. We supported Kotuku Choir in the staging of a Cost of activity $000 Actual Budget Variance Full Year Budget concert following their USA tour. YTD YTD YTD Operational projects We have extended our relationship with the Asia NZ Foundation. The Cost 2,038 1,352 (686) 1,792 partnership will now see four Asian artists participate in the Bolton Street Revenue (424) (366) 58 (371) Residency per year and two Wellington artists participate in residencies Net Cost 1,614 986 (628) 1,421 hosted by Asian arts institutions. Capital projects

Cost 0000

We continued to focus on engaging with the arts sector and broader Operating expenditure community to develop a ‘future vision for arts in the city’. This will in turn Some event costs have been incurred earlier than budgeted. In addition there determine the future community arts activities that we will focus on. have been higher than budgeted costs in some areas such as legal expenses relating to development of event contracts and preparation for potential HOW WE PERFORMED litigation, participation in parades, increased focus on health and safety compliance and additional non budgeted event activity. The current budget COMMUNITY GROUPS THAT ACCESS THE COMMUNITY EVENTS HELD AT THE CONVENTION CENTRE (ASSISTED BY THE VENUES SUBSIDY) variance is expected to reduce at year end but is likely to be over budget. CONVENTION CENTRE (ASSISTED BY THE VENUES SUBSIDY) 12 Capital expenditure 12 No capital expenditure is budgeted for this activity. 10

9 8 HOW IT WAS FUNDED Rates (%) Revenue (%) 6 6 YTD Actuals 87 13 4 3 Annual Target 75 25 2 0 0 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 5.2.3 CULTURAL GRANTS Groups Target Events Target

We had limited ability to support community groups during the quarter, given our WHAT IT COST budget was largely expended in the first two quarters. Our performance in this area Cost of activity $000 Actual Budget Variance Full Year is based on venue availability and supporting suitable community groups on a ‘first Budget come first served’ basis. We have based our performance targets on trend data YTD YTD YTD and estimated projections, though actual performance can vary from year to year. Operational projects Cost 572 549 (23) 667 ACTIVITIES FOR THE NEXT QUARTER Revenue (3) 0 3 0 We will be unable to support community events through the Convention Net Cost 569 549 (20) 667 Centre, as our community support budget is expended. Capital projects Cost 0000

City Arts will continue to provide individual artists and arts organisations Operating expenditure with advice and support to realise their projects. Operating expenditure is in line with budget.

Capital expenditure We will commence the formal engagement process with the arts sector No capital expenditure is budgeted for this activity.

and broader community to discuss their ‘future vision for arts in the city’. HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

5.3.1 ACCESS AND SUPPORT FOR COMMUNITY ARTS

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD Operational projects Cost 351 316 (35) 409 Revenue (7) (4) 3 (6) Net Cost 344 312 (32) 403 Capital projects Cost 39 33 (6) 45 Operating expenditure Operating costs are above budget due to more community events being supported than originally scheduled for this time of the year. Costs are expected to be in line with budget at year end. Capital expenditure The variance is due to timing differences between scheduled and actual art installations. Capital expenditure will be in line with budget at the end of the year.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

STRATEGY AREA CULTURAL WELL-BEING 57 WELLINGTON CITY COUNCIL

ARTS PARTNERSHIPS______

We provide funding to the New Zealand International Arts Festival, and operate Toi Poneke Arts Centre. We provide funding and support to the NZ Symphony Orchestra, Downstage Theatre, Circa Theatre, Wellington Sculpture Trust and more. We also host the public art panel, which guides decisions on the purchase and placement of the city’s collection. AT A GLANCE The Council has now met with a wide range of arts organisations. It has received positive responses to a proposal that the Council facilitate a discussion within the Wellington arts community on ‘the future of arts activity in Wellington’. It is now formalising plans to facilitate this discussion between now and the end of the 2008 calendar year. Parallel to this, the City Arts is working with City Communities to engage with the wider public on their vision for the future of the arts in Wellington. The combined information from both these streams of activity will inform the review of the Council’s LTCCP later this year.

Activity 5.4.2 Arts Partnerships Activity 5.2.2 The NZ International Arts Festival WHAT WE DID WHAT WE DID The NZSO 2008 season commenced in January and rehearsals have The 2008 New Zealand International Arts Festival was held during the been staged at Wellington Convention Centre as programmed. quarter. The festival has further solidified its position as New Zealand’s leading cultural event. The programme was strong both in its content and The Public Art Panel met with representatives of the Tenths Trust and its wide outreach to audiences attracting participants across all age Ngati Toa. The following Public Art Panel supported projects took place sectors. during the quarter: No Naianei (From this Moment), One Day Sculpture, and Sound Circuit. Toi Pōneke Gallery and its visual arts panel received Early indications, based on Ticketek sales are that we maintained and in a number of good proposals in February and the exhibition programme a number of cases increased visitation from outside of the Wellington through to the end of 2008 is very exciting. The exhibition held in Region. January by Lizzy Vullings, a resident artist at Toi Pōneke, was extremely successful. The exhibition received high media coverage and 85% of the ACTIVITIES FOR THE NEXT QUARTER works were sold. A thorough analysis of ticket sales, the marketing campaign, and hotel capacity will be reported in mid- July 2008. We have implemented a number of new systems to improve the day to day running of Toi Pōneke. We have carried out a review of the rates charged to casual users and developed a new pricing structure for peak and off peak rates. We are also developing a targeted marketing plan to increase room utilisation. A number of artist studios became available in

February and have now been re-rented. The interest from artists wanting

to rent studios at the centre continues to out number the available WHAT IT COST spaces. Cost of activity $000 Actual Budget Variance Full Year HOW WE PERFORMED Budget YTD YTD YTD OCCUPANCY OF THE WELLINGTON ARTS CENTRE (3RD QUARTER) 100% Operational projects

80% Cost 563 563 0 750

60% Revenue 0 0 0 0

40% Net Cost 563 563 0 750

20% Capital projects Cost 0000 0% Artist Studios Tenancies Room Hire 2006 / 07 2007 /08 Target HOW IT WAS FUNDED ACTIVITIES FOR THE NEXT QUARTER This activity is targeted to be 100% commercial rates funded.

We will continue to host NZSO for rehearsals at the Wellington Convention Centre. The Public Art Panel supported project to complete the Kereru sculpture in Tawa will begin.

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD Operational projects Cost 1,208 1,305 97 1,744 Revenue (306) (400) (94) (537) Net Cost 902 905 3 1,207 Capital projects Cost 0000 Operating expenditure Operating revenue from Toi Poneke Arts Centre is behind budget as general room utilisation is lower than target, and the retail outlet has not advanced. The City Arts team are investigating alternatives to help achieve income targets.

Operating costs are lower than budget, mainly due to timing differences between scheduled and actual rehearsals by the NZ Symphony Orchestra, but is expected to be in line with budget at year end. HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 75 25 Annual Target 70 30 Rates funding for this project is higher than the annual target, as revenue from Toi Poneke Arts Centre is lower than expected.

STRATEGY AREA CULTURAL WELL-BEING 58 WELLINGTON CITY COUNCIL

SOCIAL AND RECREATION______

Contents

ACTIVITIES WHAT IT COST

HOUSING Actual Budget Variance Full Year Budget 6.1.1 Community Housing 2008 Net cost/(income) by activity $000 YTD YTD YTD 6.1.1 Community Housing (1,349) (916) 433 (1,209) 6.1.2 Recreation Partnerships 484 453 (31) 605 ECREATION ACILITIES AND ROGRAMMES R F P 6.2.1 Implementation of the 130 284 154 380 6.1.2 Recreation Partnerships Homelessness Strategy 6.2.2 Community Advocacy 1,650 1,493 (157) 1,986 6.3.1 Access Support 6.3.1Access Support 39511268 6.3.2 Social and Recreational 2,135 2,111 (24) 2,380 6.3.3 Recreation Programmes 6.3.3 RecreationGt Programmes 627 395 (232) 599 6.4.1 Swimming Pools 6.4.1 Swimming Pools 7,149 7,377 228 9,700 6.4.2 Sports Fields 2,152 1,934 (218) 2,679 6.4.2 Sports Fields 6.4.3 Recreation Centres 1,744 1,954 210 2,646 6.4.4 Playgrounds 455 435 (20) 581 6.4.3 Recreation Centres 6.4.5 Marinas (45) (12) 33 (15) 6.4.6 Community Centres and 1,756 1,878 122 2,439 6.4.4 Playgrounds 6.4.7 HlCommunityl ICT Access 344 343 (1) 457 6.4.5 Marinas 6.4.8 Libraries Network 13,430 13,885 455 18,417 6.5.1 Burials and Cremations 791 558 (233) 745 6.5.2 Public Toilets 1,117 1,131 14 1,508 6.5.3 Public Health 1,392 1,559 167 2,080 OMMUNITY UPPORT C S 6.6.1 City Safety 937 1,016 79 1,343 6.2.1 Implementation of the Homelessness Strategy 6.6.2 Wellington Emergency 1,352 1,530 178 1,977 Management Office 6.2.2 Community Advocacy Operating Expenditure 36,290 37,459 1,169 49,366

6.3.2 Social and Recreational Grants Actual Budget Variance Full Year 6.4.6 Community Centres and Halls Budget 2008 6.4.7 Community ICT Access Capital expenditure $000 YTD YTD YTD 6.1.1 Community Housing 1,455 1,814 359 2,126 6.1.2 Recreation Partnerships 370 270 (100) 370 6.2.1Implementation of the 0000 LIBRARIES Homelessness Strategy 6.4.8 Libraries Network 6.2.2Community Advocacy 0000 6.3.1Access Support 0000 6.3.2Social and Recreational 0000 6.3.3RecreationG Programmes 0000 PUBLIC HEALTH AND SAFETY 6.4.1 Swimming Pools 2,697 3,151 454 3,276 6.5.1 Burials and Cremations 6.4.2 Sports Fields 1,459 1,459 0 1,753 6.4.3 Recreation Centres 1,119 2,463 1,344 8,001 6.5.2 Public Toilets 6.4.4 Playgrounds 274 312 38 448 6.4.5 Marinas 132 120 (12) 202 6.5.3 Public Health 6.4.6 Community Centres and 278 1,235 957 1,801 6.6.1 City Safety 6.4.7 Community ICT Access 35 41 6 41 6.4.8 Libraries Network 1,464 1,696 232 2,185 6.6.2 Wellington Emergency Management Office 6.5.1 Burials and Cremations 47 95 48 100 6.5.2 Public Toilets 606 1,068 462 1,243 6.5.3Public Health 0000 6.6.1City Safety 0000 6.6.2 Wellington Emergency 65 100 35 100 Management Office Capital expenditure 10,001 13,824 3,823 21,646

STRATEGY AREA SOCIAL AND RECREATION 59 WELLINGTON CITY COUNCIL

HOUSING______

We own more than 2,300 housing units, which we currently rent to low-income people whose housing needs are not met by other housing providers. We continue to work on maintenance/upgrade projects and reconfiguring our housing stock to meet demand.

The Crown investment of $220 million over a 10 – 15 year period is clearly a significant project for the Council and will need to be achieved alongside the normal housing activity. We have established a team that is working towards ensuring this project is carried out in an efficient and effective manner.

Activity 6.1.1 Community Housing WHAT IT COST WHAT WE DID Cost of activity $000 Actual Budget Variance Full Year Budget We continued the very popular programme of Push Play activities across YTD YTD YTD the housing portfolio. Operational projects Cost 12,378 11,584 (794) 15,437 Housing Upgrade Project (HUP) and City Housing teams worked on the Revenue (13,727) (12,500) 1,227 (16,646) development of the investment plan and community action programmes. A Net Cost (1,349) (916) 433 (1,209) senior advisor was appointed to progress the community action Capital projects programme. Cost 1,455 1,814 359 2,126

We commissioned the annual market rent assessment in February 2008. Operating expenditure Preparation for the review of the Tenant Participation Policy continued. Operating costs are overspent mainly due to HNZ project related costs, this is offset by increased revenue as all costs are fully recoverable through HNZ. We continued to work closely with the current maintenance contractor as Capital expenditure the Council transitions to an aggregated facilities management approach. Year to date capital costs are under spent as some programmes are now We also tendered a major exterior painting contract at the Arlington Estate. planned to be completed later in the financial year.

HOW WE PERFORMED HOW IT WAS FUNDED AVERAGE WAITING TIME (DAYS) FOR APPLICANTS APPLICANTS HOUSED (ROLLING 12 MONTHS) HOUSED THIS YEAR (ROLLING 12 MONTHS) This activity is targeted to be 100% funded by rental income. 100% 150

75% 120

90 50% 60 25% 30 0% 0 ty y ants ilit me ly r b co er ts y y e Elderly In ilit es /Mig isa Eld ran ab s D % ig is e ic advantages 0 /M D ge tr 5 s c % Incom ia Dis t > ee tri 0 efu h n g ia isadvantag R Physical Disabili yc le e u h R Physical Disabilit yc Ps Ref s Rent > 5 Multip P Multiple D 2006 / 07 2007 / 08 Target 2006 / 07 2007 / 08 Target

OCCUPANCY RATE (%) OF WCC HOUSING UNITS 100%

75%

50%

25%

0% Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 2006 / 07 2007 / 08 Target

ACTIVITIES FOR THE NEXT QUARTER We will commission and distribute the annual Tenant Customer Satisfaction Survey to all tenants in April 2008, and expect to analyse the results in May 2008.

We will transition from the current maintenance contractor to the new provider as the Council shifts to an aggregated facilities management approach.

We will progress the Arlington Apartments exterior painting and window replacement project.

We will upgrade security lighting on the Te Ara Hou estate.

We will undertake a programme of pothole repairs and resealing at a number of estates.

STRATEGY AREA SOCIAL AND RECREATION 60 WELLINGTON CITY COUNCIL

RECREATION FACILITIES AND PROGRAMMES______

We are involved in many recreational, sport, fitness and leisure programmes across the city, including the management of the Passport to Leisure programme, which provides community services cardholders with discounted access to recreation centres, swimming pools, libraries, and recreation programmes. We own two marinas: the Evans Bay Marina and the Clyde Quay Boat Harbour, and maintain the associated assets. We provide over 100 neighbourhood playgrounds and skate parks throughout the city, as well as maintain 46 sports grounds. We operate the city’s seven swimming pools, operate or hire multi-purpose recreation centres, and are working on building a new 12 court indoor community sports centre in Kilbirnie.

Activity 6.1.2 Recreation Partnerships ACTIVITIES FOR THE NEXT QUARTER WHAT WE DID / HOW WE PERFORMED We have scheduled a number of activities to strengthen the communication We commenced planning and preparation for the annual Sports and and knowledge share with the sector, this includes: Recreation Forum scheduled for 23 April 2008. ƒ Sports field Asset Management Plan workshop - May 2008 ƒ Sports & recreation workshop - June 2008. We met with the Regional Sports Organisations to report on the draft ƒ Bi-monthly e-updates. Sports field Asset Management Plan. This includes the research and development of options associated with synthetic turf surfaces. We will present to the Grants Subcommittee the next round of applications received for the Sports Development Grants.

We worked alongside SPARC and Sports Wellington Region on the We will continue to manage a range of sports and recreation organisation development of a National Facilities Review. A pilot project for the requests for support with a range of challenges, issues and opportunities. Wellington Region commenced March 2008 to test the methodology This includes “club health” related issues, recreation leases and medium before rolling out the nation wide programme. SPARC will be hosting a – long term planning projects. Sector Conference June 2008. This will be an opportunity for local

government, in particular to strengthening links with the sports and We have a Grants Subcommittee meeting scheduled for 24 May 2008. recreation sector.

We worked alongside our partner New Zealand Academy of Sport – WHAT IT COST North Island to implement plans of the six approved sports organisation to deliver high performance programmes to the selected young athletes. Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD We worked with Wellington Phoenix Management to develop the pre- Operational projects season training programme and schedule. Commencing March 2008, Cost 483 453 (30) 605 this organisation will be located at Newtown Park. Revenue 1 0 (1) 0 Net Cost 484 453 (31) 605 This quarter saw the first round of the Sports Development grant which Capital projects has an annual budget of $100,000. There were five successful applicants Cost 370 270 (100) 370 receiving a total of $58,175 between them. A total of eight applicants Operating expenditure requested a total of $137,177. Costs are slightly ahead of budget and are expected to be in line with budget at year end. HOW WE PERFORMED Capital expenditure ROUND 1 (QUARTER The capital expenditure programme has been completed ahead of budget. SPORTS DEVELOPMENT GRANT 3) HOW IT WAS FUNDED Total number of grant applicants 8 This activity is targeted to be 100% rates funded. Number of applicants receiving grants 5

Total budget distributed to applicants $58,175 Total budget available to applicants $100,000 Note that the next Grants Subcommittee meeting is scheduled for 24 May 2008. We have received 4 applications for the final round of the year (closed 31 march) asking for a total of $41,825.

STRATEGY AREA SOCIAL AND RECREATION 61 WELLINGTON CITY COUNCIL

______Activity 6.3.3 Recreation Programmes Activity 6.3.1 Access Support WHAT WE DID WHAT WE DID We organised a successful Bike the Bays event on 23 February. The We held two successful Get Set Go courses for community leaders to event was well supported with 1,525 cyclists participating. plan and run their own programmes and events. We held a Spread the Word pilot workshop with 26 people and incorporated feedback into We held two more ZM Women’s Run Swim Series events at Keith Spry workshop resource. Pool and Khandallah Pool. The series had a total of 1,219 women

running and swimming from October until February. HOW WE PERFORMED We have conducted a six week Streetball series in association with PASSPORT TO LEISURE PARTICIPATION Wellington Basketball at various sites throughout the city. We delivered 24,000 the annual kids Kiwi Tri Event on 16 March with 965 active kids. 20,000

16,000 We organised the month long Stepping Out programme in March and counted 4,386 walkers for the various events. We supported the 12,000 promotion and delivery of a six week fitness programme on the waterfront 8,000

in partnership with Mish Fitness Limited. The programme had 650 4,000

participants. 0

Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) We organised a soccer festival called Culture Kicks on 29 March. The 2005 / 06 2006 / 07 2007 / 08 Target event was supported by 400 players from different cultural backgrounds, who participated in 120 games. 17,557 Community Service Card holders participated in the Council’s recreation facilities and programmes during the third quarter. This is down by 1,170 compared to the same quarter in 2006/07. HOW WE PERFORMED USERS OF RECREATION PROGRAMMES ACTIVITIES FOR THE NEXT QUARTER (CUMULATIVE) 70,000 We will implement Spread the Word courses for community leaders to

60,000 market and promote their own programmes and events.

50,000

40,000

30,000

20,000

10,000

- Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4)

2005 / 06 2006 / 07 2007 / 08 Target

A total of 19,104 people participated in recreation programmes and activities (non- WHAT IT COST facility based) provided by Recreation Wellington during the third quarter. This is Cost of activity $000 Actual Budget Variance Full Year Budget up 5,340 compared to the same quarter in 2006/07. Total recreation programmes YTD YTD YTD participation year to date is 63,728 which is slightly up (124) compared to the same Operational projects nine month period in the previous year. Cost 41 53 12 70

ACTIVITIES FOR THE NEXT QUARTER Revenue (2) (2) 0 (2) We are undertaking our business planning for the 2008/09 financial year. Net Cost 39 51 12 68 We are planning for the Dance Your Socks Off event in September 2008. Capital projects We are developing and supporting more outdoor recreation programmes Cost 0000

together with the WCC’s Park Rangers. Operating expenditure Operating costs are in line with budget.

Capital expenditure No capital expenditure is budgeted for this activity. WHAT IT COST HOW IT WAS FUNDED Cost of activity $000 Actual Budget Variance Full Year Budget This activity is targeted to be 100% rates funded. YTD YTD YTD Operational projects Cost 881 732 (149) 955 Revenue (254) (337) (83) (356) Net Cost 627 395 (232) 599 Capital projects Cost 0000 Operating expenditure The activity is behind budget due to the timing of receipt of revenue for the Push Play programme and expected external funding from gaming agencies not eventuating. The activity is expected to be over budget at year end.

Capital expenditure No capital expenditure is budgeted for this activity.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 69 31 Annual Target 75 25

STRATEGY AREA SOCIAL AND RECREATION 62 WELLINGTON CITY COUNCIL

______

Activity 6.4.1 Swimming Pools Activity 6.4.2 Sports Fields WHAT WE DID WHAT WE DID We opened the new water play (Spray) and hydrotherapy services We completed renovation work at Centennial Park. There was a slight facilities at the Aquatic Centre on 24 February 2008 which has proved delay to commencing this project due to the demands of the Phoenix very popular, with attendance numbers increasing significantly in its first training schedule. month of operation. We undertook minimal renovation work on sports fields due to weather We continued to grow the Swim Memberships which lowers the cost of conditions and lack of rain. We will look to complete this work in next swim access for those using WCC pools more than three times per week. quarter. Total membership is now 280.

We completed a study on the possible redevelopment of Keith Spry Pool We celebrated a high achieving staff member. Bernard Tribe received in Johnsonville. This study will inform any potential future projects. We Grounds Man Of The Year award from Cricket Wellington for producing also commenced work on a discussion paper that will consider issues, the best pitches in the region. planning and future strategies for the swimming pool network. We also had a busy quarter preparing sports fields throughout the city to HOW WE PERFORMED meet the busy events and major sports fixtures programme.

USERS OF WCC SWIMMING POOLS - 3RD QUARTER 150,000 HOW WE PERFORMED UTILISATION RATES OF WCC OUTDOOR SPORTS 125,000 FIELDS - WINTER AND SUMMER 100% 100,000

80% 75,000

50,000 60%

25,000 40%

- 20% WRAC Frey berg Karori Thorndon Khandallah Keith Spry Tawa 2005 / 06 2006 / 07 2007 / 08 Target 0% Winter Summer Total attendance for the third quarter was 361,537, up 25,978 compared to the 2005/06 2006/07 2007/08 Target third quarter in 2006/07. The year to date attendance for swimming pools is 910,350 which is down (382) for the same period in the previous year. ACTIVITIES FOR THE NEXT QUARTER Despite the three month delay in opening the WRAC Waterplay attendances have We will prepare for the season shift from summer to winter codes, which improved significantly in March 2008 with participation at WRAC up 20% and occurs on 5 April. community pools maintaining their targets for participation. At WRAC child participation was up 32% and of this under 5’s up 95%. Adult attendances were We will complete sand renovation work at Rugby League Park. We will also up 13% carry out repair work to the Newtown Athletics track and Hataitai Netball ACTIVITIES FOR THE NEXT QUARTER courts. We will also replace the cricket block to Patamahoe clay at Linden We will complete work on a discussion paper that will consider issues, Park. planning and future strategies for the swimming pool network. The paper will be presented for consideration in May 2008. We will engage the NZ Sports Turf Institute to assess the quality of our sports fields. We will complete a training and development plan for all aquatic personnel which will lead to a national certificate in Community Recreation.

WHAT IT COST WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Cost of activity $000 Actual Budget Variance Full Year Budget Budget YTD YTD YTD YTD YTD YTD Operational projects Operational projects Cost 11,591 12,470 879 16,455 Cost 2,463 2,328 (135) 3,128 Revenue (4,442) (5,093) (651) (6,755) Revenue (311) (394) (83) (449) Net Cost 7,149 7,377 228 9,700 Net Cost 2,152 1,934 (218) 2,679 Capital projects Capital projects Cost 2,697 3,151 454 3,276 Cost 1,459 1,459 0 1,753 Operating expenditure Operating expenditure The revenue and costs associated with the WRAC water play extension were Operating costs are ahead of budget due to some unbudgeted works around budgeted from the beginning of this financial year. The delay in opening has elite sports. Operating revenue is behind budget due to a change in the billing resulted in income targets not being met, but this is more than offset by the cycle and is expected to be in line with budget at year end. related personnel and other running costs not being incurred as planned. In addition, income is behind budget at Tawa (offset by personnel savings) and Capital expenditure Keith Spry Pools. The capital programme is ahead of schedule at Karori Park and Newtown Park

and A-League football has required expenditure earlier in the year than Capital expenditure budgeted. The car park redevelopment work at Newtown Park will now be Costs are behind budget due to timing of pool closures for planned maintenance. completed in the 2008/09 financial year, consequently a carry-forward of Costs are expected to be in line with budget at year end. approximately $200k will be necessary.

HOW IT WAS FUNDED HOW IT WAS FUNDED Rates (%) Revenue (%) Rates (%) Revenue (%) YTD Actuals 62 38 YTD Actuals 83 17 Annual Target 60 40 Annual Target 90 10

STRATEGY AREA SOCIAL AND RECREATION 63 WELLINGTON CITY COUNCIL

______Activity 6.4.3 Recreation Centres Activity 6.4.4 Playgrounds WHAT WE DID WHAT WE DID / HOW WE PERFORMED We completed preventative maintenance to the floors at Nairnville, Karori We carried out our scheduled inspections of all play-areas, and undertook and Tawa Recreation Centres. We also improved floor surfacing at the repairs where necessary. We saw a rise in graffiti and vandalism over this entrance of Kilbirnie Recreation Centre. quarter, with particular trouble spots being Taiaroa play-area in Strathmore and Johnsonville Memorial Park. We completed improvements to the changing rooms and storage areas at

Nairnville Recreation Centre. We commenced consultation with the public to discuss proposed We did a value management exercise for the Indoor Community Sports upgrades of play-areas at Salford Street in Newlands and Wilberforce Centre to ensure that the preliminary design is in line with the project’s Street in Miramar. overall budget. We also undertook preparation work ahead of submitting the resource consent application which will be notified. We completed installation work at Katherine Mansfield play area. We installed a ‘half-court’ basketball court next to Monorgan Road play area HOW WE PERFORMED in Strathmore. We also commenced upgrade work at the Tawa BMX

USERS OF WCC RECREATION CENTRES track. 25,000 ACTIVITIES FOR THE NEXT QUARTER

20,000 We will complete play-area upgrades at Salford Street in Newlands and Wilberforce Street in Miramar. We will complete the upgrade of the Tawa 15,000 BMX track. 10,000

5,000 We will complete an upgrade of the mini ramp half pipe at Ian Galloway Park in Wilton. - Karori Kilbirnie Nairnville Tawa 2005 / 06 2006 / 07 2007 / 08 Target We will commence consultation with the public regarding the proposed upgrade of Creswick Terrace play-area in Northland and Grenada North Attendance at the recreation centres for the third quarter was 56,849. This was down slightly (1,042) on the same quarter for 2006/07. The reduction reflects the play-area. return of management and operation of the Newlands College Recreation Centre to the college. Year to date participation totals 231,144 were also down (3,279) WHAT IT COST compared to last year. Overall participation remains on track to reach the year-end Cost of activity $000 Actual Budget Variance Full Year target of 310,000 YTD YTD YTD Budget ACTIVITIES FOR THE NEXT QUARTER Operational projects We have received OSCAR accreditation for our recreation centres Cost 476 440 (36) 587 holiday programmes. The holiday programmes will be eligible for WINZ Revenue (21) (5) 16 (6) subsidies from April. Net Cost 455 435 (20) 581 Capital projects We will roll out CLASS point of sale and facility bookings software to Cost 274 312 38 448 Nairnville and Kilbirnie recreation Centres. Operating expenditure Operating costs and revenue are in line with budget. We will upgrade the Nairnville Recreation Centre squash court during the Capital expenditure next quarter. The capital programme is expected to be in line with budget at year end.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD Operational projects Cost 2,323 2,534 211 3,396 Revenue (579) (580) (1) (750) Net Cost 1,744 1,954 210 2,646 Capital projects Cost 1,119 2,463 1,344 8,001

Operating expenditure Operational costs are under budget due to the delays in the ICSC capital programme resulting in interest savings in 2007/08 due to delayed borrowings. Other recreation centres are on track financially and are currently showing a positive variance year to date.

Capital expenditure Costs are behind budget due to delays in the ICSC project. This project spans several years and is behind schedule due to delays while an alternative site was investigated. A carry forward is expected on this year’s funding but overall the ICSC project is expected to be in line with budget.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 75 25 Annual Target 75 25

STRATEGY AREA SOCIAL AND RECREATION 64 WELLINGTON CITY COUNCIL

______Activity 6.4.5 Marinas

WHAT WE DID WHAT IT COST We continued to meet with members of the Evans Bay Marina Tenants Group to discuss the future marina management and other issues. Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget We continued to carry out maintenance work at both marinas including Operational projects mooring ring replacements at Clyde Quay and replacement of decking Cost 355 382 27 509 timbers, mooring rings and boatshed painting at Evans bay marina. Revenue (400) (394) 6 (524) Net Cost (45) (12) 33 (15) HOW WE PERFORMED Capital projects Cost 132 120 (12) 202 OCCUPANCY OF BERTHS AND BOATSHEDS 100% Operating expenditure 80% Costs are behind budget due to the maintenance programme commencing

60% later than anticipated. Costs are expected to be in line with budget at year end. 40%

20% Capital expenditure The capital programme is in line with budget. 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) HOW IT WAS FUNDED 2005 / 06 2006 / 07 2007 / 08 Target This activity is targeted to be 100% revenue funded.

ACTIVITIES FOR THE NEXT QUARTER We will tender the toilet upgrade and continue with the handrail replacements at Evans Bay marina.

We will respond to the management issues highlighted by the Evans Bay Marina Tenants Group and address non payment of marina fees.

We will confirm the building schedules for the aggregated facilities management maintenance contract for implementation in 2008/09.

STRATEGY AREA SOCIAL AND RECREATION 65 WELLINGTON CITY COUNCIL

COMMUNITY SUPPORT______

We own a network of community centres and halls throughout the city and support community-owned centres in several suburbs. We provide grants to a wide range of initiatives that make important contributions to social well-being in the city. We provide information, advice and advocacy services to a wide range of people and community groups, and assist community groups by subsidising accommodation costs, and through contestable cash grants for rental subsidy. We support Project Margin, through which outreach workers are employed to help meet the health and accommodation needs of homeless people, and also support projects that encourage people and organisations to develop information technology skills. LOOKING AHEAD We will undertake a review of the Council’s investment in community facilities in the lead-up to the long-term plan. This will secure a sustainable investment strategy over the next 10-20 years. The Wet House initiative requires suitable premises and options are currently being explored.

Activity 6.2.2 Community Advocacy Activity 6.2.1 Implementation of the Homelessness WHAT WE DID / HOW WE PERFORMED Strategy We supported the inaugural Absolutely Positively Pasifika Festival that was WHAT WE DID / HOW WE PERFORMED held on 16 February 2008. Communities from Fiji, Tonga, Samoa, Tuvalu, Capital and Coast District Health Board have employed a project the Cook Islands, Tokelau and Niue displayed their traditional handicrafts, manager to progress the Wet House. The focus of the project is to find from tapa and embroidery to weaving, shell jewellery and wood carving. the right location and formalise funding support from other organisations The day was considered a huge success. such as Housing New Zealand.

We also co-hosted the second National Disability/Accessibility forum in ACTIVITIES FOR THE NEXT QUARTER Auckland on 22 March 2008. The Wet House project team will continue to progress the project, specific tasks for the quarter include site analysis and selection. We continued to support monthly meetings for many of our advisory and community groups. We also supported over 30 youth events. No The homelessness documentary ‘Putting Homelessness in Focus’ will community forums were held during the quarter, however a full schedule of be presented at Council on 22 April 2008. forums is planned for the 4th quarter.

ACTIVITIES FOR THE NEXT QUARTER We will host the ethnic forum, an accessibility forum, and a youth forum.

We will support the ‘Men Shed’ which is planned for Newtown. The concept is based on the Australian Men Shed model, where retired men can gather WHAT IT COST together in a communal space to talk, share skills, swap ideas, solve Cost of activity $000 Actual Budget Variance Full Year problems or just discuss life in general. YTD YTD YTD Budget Operational projects Cost 130 284 154 380

Revenue 0 0 0 0

WHAT IT COST Net Cost 130 284 154 380 Cost of activity $000 Actual Budget Variance Full Year Capital projects Budget YTD YTD YTD Cost 0000 Operational projects Operating expenditure Cost 1,840 1,551 (289) 2,062 Although discussions are underway with external parties who will manage the wet hostel development project, it is likely that this funding will be deferred a Revenue (190) (58) 132 (76) year. Net Cost 1,650 1,493 (157) 1,986 Capital projects Capital expenditure Cost 0000 No capital expenditure is budgeted for this activity. Operating expenditure Unbudgeted revenue has been received from the Ministry of Youth Development’s HOW IT WAS FUNDED youth development partnership fund. This will assist with WYPE Participatory Action This activity is targeted to be 100% rates funded Research Crew at BGI and Youth Capacity Building (Zeal) projects. Related

unbudgeted expenditure will be incurred during the year.

Capital expenditure No capital expenditure is budgeted for this activity.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

STRATEGY AREA SOCIAL AND RECREATION 66 WELLINGTON CITY COUNCIL

______

Activity 6.4.6 Community Centres and Halls Activity 6.3.2 Social and Recreational Grants WHAT WE DID WHAT WE DID We continued to work through outstanding issues relating to the heritage We held the second general grants round on 11 February, where 52 status of Khandallah Town Hall. applications were presented requesting a total of $547,660. A total of $140,238 was distributed to 32 applicants. We continued construction work of the Newlands Community Centre. This project is proceeding on schedule. As part of contestable grants, the social and recreational grant pool has a total budget of $409,477 with $196,465 committed from the first round We continued to provide funding to those community groups that require of grants. support from the accommodation assistance fund. Applications for the third and final general grants round closed on March HOW WE PERFORMED 31 (the Grants Subcommittee is scheduled for 24 May 2008). We worked closely with all potential applicants to ensure ease of process USERS OF WCC COMMUNITY HALLS 25,000 OCCUPANCY (%) OF WCC COMMUNITY HALLS and to provide advice on eligibility and other possible funding streams. 50% 20,000 40% We also funded 25 contracts ($857,123) and 17 community centres

15,000 30% ($470,151). The annual round of Tawa community grants was completed during the quarter with 15 applications requesting $30,585. 10,000 20% Nine grants were a approved totalling $12,728 5,000 10% HOW WE PERFORMED - 0% Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target September Round February Round May Round SOCIAL AND RECREATION: (Quarter 1) (Quarter 3) (Quarter 4) OCCUPANCY (%) OF WCC COMMUNITY CENTRES 100% Total number of grant applicants 48 52 31 80% Number of applicants receiving grants 37 32 N/A

60% Total budget available to applicants $409,477 $213,012 $72,774 Total budget distributed to applicants $196,465 $140,238 N/A 40%

st 20% We have received 31 applications for the final round of the year (closed 31 March 2008) asking for a total of $369,651 ($79,389 available) 0% Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) ACTIVITIES FOR THE NEXT QUARTER 2005 / 06 2006 / 07 2007 / 08 Target We will work with other business units to assess the current Social An estimated 11,223 users utilised the community halls in the 3rd quarter with an applications and develop recommendations for the Grants occupancy rate of 30%. Note community halls were closed from 24 December 2007 Subcommittee to consider. until 15 January 2008. An estimated 105,417 users utilised 18 community centres in the 3rd quarter with an occupancy rate of 64%. We will continue to promote the Grants (including the Social pool) in ACTIVITIES FOR THE NEXT QUARTER conjunction with information seminars. We expect a final decision regarding the Khandallah Town Hall to be made as part of draft Annual Plan final deliberations in June 2008. We will continue to work with City Communities to monitor organisations that receive funding through contracts. Work will continue on the construction of the Newlands Community

Centre.

STRATEGY AREA SOCIAL AND RECREATION 67 WELLINGTON CITY COUNCIL

______

Activity 6.4.7 Community ICT Access GROUP FINANCIALS WHAT WE DID 6.4.6 COMMUNITY CENTRES AND HALLS We continued to offer free internet and computer access to residents of the Newtown Park Flats and Arlington Flats. The computer facilities at WHAT IT COST each site were open 4 days a week for 20 hours. We closely monitor Cost of activity $000 Actual Budget Variance Full Year usage to adjust opening hours to reflect the need of the users. YTD YTD YTD Budget Operational projects We provided five training courses at Smart Newtown during this quarter – Cost 1,840 1,939 99 2,520 a total of 30 two and a half hour sessions. Three ‘Introduction to Revenue (84) (61) 23 (81) Computers’ courses and two ‘Office Fundamentals’ courses were held. Net Cost 1,756 1,878 122 2,439 All courses were fully subscribed with 50 enrolments across the five Capital projects courses held. Cost 278 1,235 957 1,801

Operating expenditure HOW WE PERFORMED Community property and facilities operations expenditure is behind budget due to NUMBER OF SMART NEWTOWN ICT COMPUTER the implementation of the facilities review recommendations and setting up the TRAINING SESSIONS 50 Newland’s Community Centre. Expenditure is now likely to be incurred during the final quarter. Income is ahead of budget due to unbudgeted rental income from the 40 Betty Campbell Centre, as the transition to Anvil House has been delayed slightly.

30 Capital expenditure 20 Additional external funding has been received for the development of the Newlands Community Centre. This has delayed the programme while the facility was 10 redesigned to incorporate an additional floor. The majority of expenditure will now 0 0 be incurred during the final quarter. Sep (Q1) Dec (Q2) Mar (Q3) 2006 / 07 2007 / 08 HOW IT WAS FUNDED Note - performance targets are currently being developed for this measure. Rates (%) Revenue (%)

There were 3,774 sessions held (people signed in to use a Smart Newtown YTD Actuals 95 5 computer for a period of time) which was higher than in the previous quarter. Annual Target 98 2 Smart Newtown is open five days a week for 40 hours. The hours the room is Rates funding is less than the annual target due to delays in implementing the available to the public is reduced when training courses are being offered. facilities review recommendations and setting up the Newlands Community Centre.

ACTIVITIES FOR THE NEXT QUARTER We will continue to develop a course offering a ‘Positive Computing 6.3.2 SOCIAL AND RECREATIONAL GRANTS Workshop’ for parents in one of the housing complex computer rooms. WHAT IT COST We will continue to work with the Wellington 2020 Trust to review the Cost of activity $000 Actual Budget Variance Full Year Budget Wellington Community Net web hosting service. YTD YTD YTD Operational projects Cost 2,151 2,121 (30) 2,393 Revenue (16) (10) 6 (13) Net Cost 2,135 2,111 (24) 2,380 Capital projects Cost 0000

Operating expenditure Operating costs are marginally over budget due to the timing of funding payments of fixed term contracts.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

6.4.7 COMMUNITY ICT ACCESS

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget Operational projects Cost 369 348 (21) 463 Revenue (25) (5) 20 (6) Net Cost 344 343 (1) 457 Capital projects Cost 35 41 6 41

Operating expenditure Operating costs are in line with budget.

Capital expenditure Capital costs are in line with budget.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

STRATEGY AREA SOCIAL AND RECREATION 68 WELLINGTON CITY COUNCIL

LIBRARIES ______

We own and operate the Wellington City Libraries network, which includes the central library and 11 branch libraries spread throughout the city, as well as specialist collections, the libraries website (www.wcl.govt.nz) and internet services, and a variety of outreach programmes. Our main focus is to support the key organisational strategy initiatives we have developed for our libraries, which include right people to do the right work, create organisational capacity, and engage our citizens. We have made progress on these key objectives by providing equity of access, increasing the connection to our wide range of users through the internet and other services and offering a wide choice of access points to the library’s content.

Activity 6.4.8 Libraries Network HOW WE PERFORMED WHAT WE DID NUMBER OF LIBRARY ISSUES (CUMULATIVE) NUMBER OF PHYSICAL VISITS (CUMULATIVE) 4,000,000 We put forward an application for Wellington to be named UNESCO 3,000,000 World Book Capital 2010. The application for this prestigious international award to raise the literary profile of Wellington was 3,000,000 2,000,000 submitted in partnership with NZ Book Council, national government 2,000,000 agencies and other organisations supporting writers, publishers or 1,000,000 booksellers. 1,000,000

- We commenced or completed a number of projects aimed at - Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) strengthening our services to recent migrants and established ethnic Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target communities. In collaboration with RMS Refugee Resettlement, all new refugee families now receive a personal library contact at their closest LIBRARIES WEBSITE VISITOR SESSIONS (CUMULATIVE) branch to best match their needs to available library services. We also supported several events including Chinese New Year celebration, and 1,500,000 Race Relations Day activities(Earth People clay modelling, Kapahaka Group performance and Cook Islands Community Group drumming 1,000,000 demonstration) whilst ongoing sessions in ESOL and a Chinese

language book club for senior residents were established at 500,000 Johnsonville and Newtown respectively. A new adult learning collection

was successfully trialled at Tawa, and a Fijian language section was - added to our website Migrants Community Library guide, bringing the Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) total languages available there to 20. We also met with several 2005 / 06 2006 / 07 2007 / 08 Target community groups to gather input into the review of our foreign language collection. The Library continues to experience a reduction in physical visits and library issues. However, this should be considered in light of the increase of visits to the library’s

website. We implemented an open shelf reserves at the Central Library to facilitate customer self service and reduce queue times at the main issues desk. WHAT IT COST

We increased our music presence on our website. The Naxos Music Cost of activity $000 Actual Budget Variance Full Year Budget Library, the most comprehensive collection of classical and jazz music YTD YTD YTD available online is now able to be streamed through the libraries’ Operational projects website. Cost 15,439 15,930 491 21,215 Revenue (2,009) (2,045) (36) (2,798) Net Cost 13,430 13,885 455 18,417 ACTIVITIES FOR THE NEXT QUARTER Capital projects We will implement screen reading software for blind customers at all Cost 1,464 1,696 232 2,185 library sites.

Operating expenditure We will launch casual business facilities. Operating expenditure is behind budget due to lower personnel costs and delays in some expenditure items. Revenue is marginally behind budget with We will continue to develop our on-line audio content. slow performance in magazines, DVDs for adults and CDs being offset by strong performance in internet fees and children’s DVD’s. We will hold one of our popular book sales, giving second life to withdrawn and obsolete items. Capital expenditure The capital programme is currently behind the scheduled budget. The materials budget (books) is fully committed and refurbishment activities are programmed to be completed in the final quarter.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 87 13 Annual Target 90 10

STRATEGY AREA SOCIAL AND RECREATION 69 WELLINGTON CITY COUNCIL

PUBLIC HEALTH AND SAFETY______

Our public health and safety work includes the operation of two cemeteries at Karori and Makara, the provision and upgrade of public toilets throughout the city, and the operation of the Wellington Emergency Management Office (WEMO). We also work to ensure Wellington continues to be a safe city, through crime prevention, design protocols and measures to tackle the causes of crime and disorder. We also regulate public health activities in accordance with legislation, bylaws and Council policies, including the licensing of food premises, liquor sales and the registration of dogs. Personal safety, violence and alcohol-related harm remain the significant issues in the city that compromise community safety. We will focus on maintaining an environment where people continue to feel safe, especially in the CBD, and ensure an ability to respond to emerging issues in a timely and appropriate manner. We are enabling the expansion and development of the Council’s cemeteries by working in partnership with Natural Burials NZ on the plot layouts for the designated area at Makara Cemetery. We are also continuing to work on the design and construct extensions to the Rose Garden area at Karori Cemetery. We will co-ordinate an implementation plan for the upcoming Food Act with other Councils. This will include the development of a Memorandum of Understanding between the Councils. We will continue to capitalise on the “Get Ready Get Thru” nationwide campaign.

Activity 6.5.1 Burials and Cremations Activity 6.5.2 Public Toilets WHAT WE DID WHAT WE DID We continued with the refurbishment work on the Lychgate entranceway We undertook cleaning and maintenance of public toilets and sports and a section of concrete beams in the war graves - soldiers section in pavilions. Public toilets continue to be a target for vandalism and graffiti. Karori. We received an increased number of requests for service, particularly cleaning. This is likely the result of a busy quarter due to balmy weather. We completed the construction of new concrete beams at the public section of the Makara Cemetery. We also developed designs for other We commenced planning for the upgrade of the Anderson Park Pavilion denominational areas. with drawings and contract documentation prepared. We also completed the upgrade of the Polo ground showers. We launched the Cemeteries database public web search facility – which has proved very popular. Overtime, we hope to add images of cemetery We lodged a consent for a public toilet at the Makara cemetery. The graves/headstones to aid web search capabilities. proposed toilet is a ‘Novaloo’, which uses solar energy technology.

We continued the upgrade of the existing cemetery data management We have engaged a contractor to upgrade the inside of five public system, with data migration to SQL servers. toilets, changing permachip walls and floors to tiles. The upgrade work will take place at the Medway Street, Luxford Street, Shorland Park, We continue to work with Natural Burials NZ. We have expanded Makara Bowen Street and Miramar Avenue toilets. Cemetery to now offer a section for natural burials. The designated area HOW WE PERFORMED has been surveyed and plots allocated. An official opening is planned.

WCC PUBLIC TOILETS (%) THAT MEET THE REQUIRED SERVICE LEVEL STANDARD FOR CLEANLINESS PUBLIC CONVENIENCE ISSUES (COMPLAINTS/REQUESTS) HOW WE PERFORMED RECEIVED BY TYPE 100% 250

BURIALS CARRIED OUT AT KARORI AND MAKARA CREMATIONS CARRIED OUT AT KARORI CEMETERY 80% 200 CEMETERIES (CUMULATIVE) (CUMULATIVE) 400 500 60% 150

400 300 40% 100

300 20% 50 200 200 0% 0 100 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 100 2006 / 07 2007 / 08 Target Vandalism & Graffiti Open/Close Issues Cleaning Maintenance

- - Note - the target for the number of complaints / requests received is to see a general Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) reduction across all categories. 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target Public toilets have experienced increased usage over the quarter, placing greater

pressure on cleaning and maintenance work. All public toilets have clear signage ACTIVITIES FOR THE NEXT QUARTER requesting all faults or cleaning issues to be reported. Although this approach will We will work with individuals who have interest in the formation of a Friends initially increase the number of complaints / request received, it will allow of Karori Cemetery group. contractors to be more responsive to service requests.

ACTIVITIES FOR THE NEXT QUARTER We will install a free standing bronze Memorial book in the Rose Garden We will undertake upgrade work on the Kelburn pavilion showers. area. We will investigate the potential for selling bronze memorial plaques. We will commence construction of new concrete beams at Makara We will complete the toilet upgrade work of the Medway Street, Luxford Cemetery in denominational areas. Street, Shorland Park, Bowen Street and Miramar Avenue.

We will prepare a bundled contract for capital works in both cemeteries. We will tender and commence the upgrade contract for the Evans Bay Work will include a new access road at Makara Cemetery, the concrete Marina toilet. beaming in a section of the bronze plaque lawn area at Makara Cemetery and the construction of new memorial rose garden beds at Karori We will install the new ‘Novaloo’ at Makara cemetery. Cemetery.

STRATEGY AREA SOCIAL AND RECREATION 70 WELLINGTON CITY COUNCIL

______Activity 6.5.3 Public Health GROUP FINANCIALS WHAT WE DID 6.5.1 BURIALS AND CREMATIONS We continued discussions with companies associated with the early morning collection of bottles and rubbish in the central city, which can WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year have an undue and unnecessary (noisy) impact upon nearby residents. YTD YTD YTD Budget

Operational projects We continued to follow up unregistered dogs, including issuing Cost 1,276 1,223 (53) 1,631 infringement notices to the owners of unregistered dogs. Revenue (485) (665) (180) (886)

Net Cost 791 558 (233) 745 We continued to inspect health premises and respond to complaints. Our Capital projects performance targets for health inspections are slightly below target due to Cost 47 95 48 100 the impact of the increase in complaints. We also continued to process and inspect licensed liquor premises. Operating expenditure Operating costs are ahead of budget due to unbudgeted system costs. Operating revenue is behind budget and expected to be behind budget at year end due to the We made a submission on the proposed Public Health Bill. This bill will loss of grant funding from WINZ for employees that used to work at the cemeteries. replace the Health Act 1956, which regulates the management of Fees are also tracking behind budget and are expected to be behind budget at year nuisances, infectious disease notification, licensing of activities, and end.

offensive trades. We also made submissions on the Dog Control Capital expenditure Amendment Bill and the discussion document from Central Government Capital expenditure includes work done in the soldiers section of Karori and Makara policy options for improving public safety. Cemeteries.

HOW WE PERFORMED HOW IT WAS FUNDED Rates (%) Revenue (%) SCHEDULED FOOD PREMISES INSPECTIONS THAT HEALTH COMPLAINT ISSUES RECEIVED YTD Actuals 62 38 ARE COMPLETED DURING THE YEAR (%) 125 100% Annual Target 50 50 100 80% 75 6.5.2 PUBLIC TOILETS 60%

50 40% WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year 25 20% YTD YTD YTD Budget

0% 0 Operational projects Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Cost 1,124 1,138 14 1,518 2006/07 2007 / 08 Target Premises Food Infestation Odour Other target Revenue (7) (7) 0 (10)

The summer season (3rd quarter) is traditionally the busiest season for receiving Net Cost 1,117 1,131 14 1,508 health related complaints. We expect complaint levels to reduce considerably in the Capital projects 4th quarter. Cost 606 1,068 462 1,243 Operating expenditure ACTIVITIES FOR THE NEXT QUARTER Operating costs and revenue are in line with budget. We will start to review the current Dog Control Policy. This will include a Capital expenditure survey of dog owners about dog exercise areas. The capital programme is behind schedule due to consultation with sports groups resulting in adjustments to the programme to reduce the impact on sporting activity. We will continue to inspect health premises and respond to complaints. A carry forward of approximately $280,000 is expected at year end for Anderson We will also continue to process liquor licenses and inspect licensed Park Pavilion and Poneke Changing Rooms. premises. HOW IT WAS FUNDED This activity is targeted to be 100% rates funded. New Zealand Food Safety Authority (NZFSA) has approached Councils for expression of interest in the implementation plan of voluntary Food Control 6.5.3 PUBLIC HEALTH Plans with food premises. We have indicated that Wellington City Council will work with NZFSA in the implementation and verification of these plans. WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year As part of the draft Annual Plan process the Trade Waste Charging policy YTD YTD YTD Budget will be provided to the public for consultation. This policy and charges will Operational projects take effect from 1 July 2008. Cost 3,095 3,249 154 4,320 Revenue (1,703) (1,690) 13 (2,240) Net Cost 1,392 1,559 167 2,080 Capital projects Cost 0000

Operating expenditure Operating costs are lower than budgeted due to lower than expected personnel and general expenditure.

Capital expenditure No capital expenditure is budgeted for this activity.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 45 55 Annual Target 55 45

STRATEGY AREA SOCIAL AND RECREATION 71 WELLINGTON CITY COUNCIL

______Activity 6.6.1 City Safety Activity 6.6.2 Wellington Emergency Management Office WHAT WE DID WHAT WE DID We continued our work around personal safety with a strong focus on We continued with the business continuity testing programme along with the students during Orientation week. We received positive support from school and business education programmes. both Victoria and Massey for this programme. We progressed the tsunami warning system (TWS) project. Two airborne We continued to work closely with partners, both internally and public address/sirens, part of the TWS have been purchased from overseas externally to ensure community safety issues are addressed effectively and work started on the construction of a further twelve vehicle mounted and in a timely fashion. We worked closely with the Police to develop public address/sirens. improved ways of sharing information which will allow a better response to emerging issues. We completed the update of the standard operating procedures (SOPs). We also continued the project to develop the welfare portfolio started last quarter. HOW WE PERFORMED

'CONFIRM' LOGGED ISSUES (INCIDENTS OR We attended three relatively small fires in the Tawa area - all were COMPLAINTS) RECEIVED BY TYPE 400 successfully extinguished. We also attended a larger fire in the Takarau Gorge, which was extinguished before it reached a commercial forest. 300

200 HOW WE PERFORMED

SCHOOLS - EMERGENCY PREPAREDNESS EDUCATIONAL BUSINESSES - EMERGENCY PREPAREDNESS EDUCATIONAL PROGRAMMES (CUMULATIVE) 100 PROGRAMMES (CUMULATIVE) 100 100

0 80 80 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 60 Graffiti General Violence Alcohol Related Disorder target 60

Note - the target is based on a reduction of past levels and a general reduction across all 40 40 categories. 20 20 The increase in violence, alcohol related incidents and disorder follow - - a seasonal trend for this time of the year with increased numbers of Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) people and events in the city. During the quarter, we have had a focus 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target

on locating graffiti in the CBD and responding as quickly as possible. We believe the increase in reported graffiti is the likely result of ACTIVITIES FOR THE NEXT QUARTER increased reporting rather than an increase in actual offences. We will continue with the business continuity testing programme along with the school and business education programme. The tsunami warning system ACTIVITIES FOR THE NEXT QUARTER (TWS) project will also continue. We will complete the construction of the We will continue to work with our partners to improve our approach to twelve vehicle mounted public address/sirens. dealing with personal safety issues. We will continue with the project to develop the welfare portfolio. We will continue to develop an approach to graffiti particularly looking at community education and stronger reporting.

We will work closely with our partners around reducing alcohol related harm.

WHAT IT COST WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget YTD YTD YTD Budget Operational projects Operational projects Cost 953 1,036 83 1,370 Cost 1,428 1,619 191 2,148 Revenue (16) (20) (4) (27) Revenue (76) (89) (13) (171) Net Cost 937 1,016 79 1,343 Net Cost 1,352 1,530 178 1,977 Capital projects Capital projects Cost 0000 Cost 65 100 35 100

Operating expenditure Operating expenditure Operating income is behind budget due to less fire callouts than budgeted. Year to date operating costs are under budget as expenditure on some campaigns is scheduled to be incurred next quarter. Operating expenditure is below budget partly due to a reduction in fire callouts and associated cost. Capital expenditure No capital expenditure is budgeted for this activity. Capital expenditure Capital expenditure is lower than budget, due to the timing of spend for the Tsunami Warning system project. HOW IT WAS FUNDED This activity is targeted to be 100% rates funded. HOW IT WAS FUNDED

Rates (%) Revenue (%) YTD Actuals 94 6 Annual Target 95 5

STRATEGY AREA SOCIAL AND RECREATION 72 WELLINGTON CITY COUNCIL

GOVERNANCE______

Contents

ACTIVITIES WHAT IT COST

MAORI ENGAGEMENT (INCLUDING MANA WHENUA) Actual Budget Variance Full Year Budget 7.2.1 Mana Whenua Partnership and Wider Maori YTD YTD YTD Net cost/(income) by activity $000 2008 Community 7.1.1 Consultation and 4 90 86 104 Communication 7.2.1 Mana Whenua Partnership 100 82 (18) 110 and Wider Maori Ci INFORMATION, CONSULTATION AND DECISION-MAKING 7.2.2 City Governance and 5,692 6,017 325 8,018 Decision-Making 7.1.1 Consultation and Communication 7.2.3 Citizen Information 3,984 3,428 (556) 4,520 Operating Expenditure 9,780 9,617 (163) 12,752 7.2.2 City Governance and Decision-Making

7.2.3 Civic Information

Actual Budget Variance Full Year Budget YTD YTD YTD 2008

Capital expenditure $000 7.1.1 Consultation and 0 0 0 0 Communication 7.2.1 Mana Whenua Partnership 0 0 0 0 and Wider Maori 7.2.2 City Governance and 35 80 45 80 Decision-Making 7.2.3 Citizen Information 0 0 0 0 Capital expenditure 35 80 45 80

STRATEGY AREA GOVERNANCE 73 WELLINGTON CITY COUNCIL

INFORMATION, CONSULTATION AND DECISION MAKING______

We provide information, answer queries and handle complaints through our 24 hour a day Contact Centre, our city and branch library Service Centres, our website, and through various other media/publications. We engage and consult widely before making decisions, and we seek feedback on issues facing the city through resident surveys and partnerships with a broad range of groups. We also run local elections and Council meetings, support community boards and advisory groups, and publish an annual plan and annual report. The challenge continues to be how to best facilitate and improve participation in democratic and decision-making processes, and improve levels of trust and confidence in those processes.

Activity 7.2.2 City Governance and Decision Making Activity 7.1.1 Consultation and Communication WHAT WE DID WHAT WE DID We presented the Courtenay Place Project to Committee. The report had We continued publishing the Our Wellington page in the Dominion Post a comprehensive set of recommendations and will underpin work across and continued to provide an update on decisions made by the Strategy portfolios – social, urban development and transport in particular. and Policy Committee and the Council to media and stakeholders.

Statements of Proposal to amend the Public Places and Liquor Control The e-petitions facility continues to be well-received. Five e-petitions were Bylaws were also presented to Committee and are now out for initiated during this period. The number of signatures to the current e- consultation. Submissions on the Graffiti Bill and the Police Bill were also petitions range from 10 to 497. submitted. A number of consultation exercises were launched during this period, The 2008/09 Draft Annual Plan was approved for public consultation. including the Open Spaces Bylaw Review, Northern Reserves Management Plan, and various speed limit changes. HOW WE PERFORMED HOW WE PERFORMED COUNCIL, COMMITTEE AND SUBCOMMITTEE REPORTS (%) PUBLIC EXCLUDED REPORTS (%) CONSIDERED AT MEETINGS 25% AVAILABLE TO THE PUBLIC 5 DAYS PRIOR TO THE MEETING VISITOR SESSIONS - WCC WEBSITE (CUMULATIVE) 100% 2,500,000 20% 80% 2,000,000 15% 60% 1,500,000 10% 40% 1,000,000 20% 5% 500,000 0% 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) - 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4)

2005 / 06 2006/07 2007 / 08 Target ELECTED MEMBERS ATTENDING MEETINGS TO WHICH THEY HAVE BEEN APPOINTED AS MEMBERS (%) 100% ACTIVITIES FOR THE NEXT QUARTER 80% We will continue with Council communication initiatives including

60% publishing the Absolutely Positively Wellington (APW) magazine and the

40% Our Wellington page.

20% We will continue to research options in relation to e-engagement. 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4)

2005 / 06 2006 / 07 2007 / 08

Note - we have no targets in place for public excluded reports and meeting attendance.

ACTIVITIES FOR THE NEXT QUARTER We will consult on the 2008/09 Draft Annual Plan. The consultation period is scheduled for 16 April to 19 May. We will hold Draft Annual Plan hearings will be held from 27 - 30 May. Councillors will meet to consider the final plan on 18 and 19 June, and the Council is scheduled to adopt the final plan on 27 June.

We will manage the forward work programme for the Strategy and Policy Committee.

We will continue to provide administrative support and advice to elected members, and support the decision making structures of Council. We will continue work on updating Community Board Standing Orders and preparing for the STV/FPP poll, provide advice to Council on a remuneration proposal for elected members for 2008/09, and develop options for the decommissioning of PE reports and minutes.

We will continue to deliver on the policy programme for SPC. In particular, we will return to Committee with the results of consultation on the Public Places and Liquor Control Bylaws and with recommendations for agreeing amended bylaws. We will also present a mountain bike policy review, work on initiatives to support World Environment Day and continue a review of our Arts Collections policy.

STRATEGY AREA GOVERNANCE 74 WELLINGTON CITY COUNCIL

______Activity 7.2.3 Civic Information GROUP FINANCIALS WHAT WE DID 7.2.2 CITY GOVERNANCE AND DECISION MAKING We continued work on outsourcing the cashiering system for Service Centres. We anticipate delays in the project will impacted on the WHAT IT COST expected date for outsourcing the receipting functionalities to Kiwi Bank. Cost of activity $000 Actual Budget Variance Full Year Budget We continued to investigate options for the provision of future valuation YTD YTD YTD services. The current contract expires in July 2008. We continued work Operational projects on our Telephony project, which involves the upgrade of our phone Cost 6,157 6,409 252 8,540 system in line with other Council departments. Revenue (465) (392) 73 (522) Net Cost 5,692 6,017 325 8,018 HOW WE PERFORMED Capital projects BUSINESS TRANSACTIONS CARRIED OUT AT THE TELEPHONE CALLS (%) ANSWERED WITHIN 30 Cost 35 80 45 80 SECONDS AT THE CONTACT CENTRE SERVICE CENTRES (CUMULATIVE) 160,000 100% Operating expenditure 80% 120,000 Net operating costs are favourable versus budget reflecting savings in personnel

60% expenses and greater than expected revenue. 80,000 40% Capital expenditure 40,000 A portion of capital expenditure was incurred in the 3rd quarter for the upgrade of an 20% asset. The remaining capital expenditure is scheduled to occur at the end of the 4th - 0% quarter. Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target HOW IT WAS FUNDED Business transactions at Service Centres have not met target, this is possibly the This activity is targeted to be 100% rates funded. This year revenue was received result of more customers taking advantage of on-line payment options. Reduced from other District Health Boards in relation to the election process.

business levels continued to occur in the CSC, Kilbirnie and Newtown sites with Johnsonville and Tawa still showing small business increases. 7.1.1 CONSULTATION AND COMMUNICATION The Contact Centre continues to receive a high volume of calls. We experienced a slight reduction in the proportion of calls answered within specified timeframes. WHAT IT COST We expect performance to be back on target in the next quarter due to new Cost of activity $000 Actual Budget Variance Full Year Budget recruits and additional training. YTD YTD YTD ACTIVITIES FOR THE NEXT QUARTER Operational projects We will continue to progress our Telephony project which involves the Cost 49288106 upgrade of our phone system. We will also review our resourcing levels Revenue 0 (2) (2) (2) in-light high caller volumes and seasonal fluctuations. Net Cost 49086104 Capital projects Service Centres will continue progressing the outsourcing of receipting Cost 0000 functionalities. Operating expenditure Key projects budgeted in this activity will commence in the 4th quarter. Costs are expected to be below budget by year end.

Capital expenditure No capital expenditure is budgeted for this activity.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

7.2.3 CIVIC INFORMATION

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD Operational projects Cost 4,390 3,806 (584) 5,024 Revenue (406) (378) 28 (504) Net Cost 3,984 3,428 (556) 4,520 Capital projects Cost 0000

Operating expenditure The year to date operating cost variance is due to increased personnel costs due to high staff turnover and increased staffing levels and overtime to meet call volumes. These additional salary costs have also attracted additional support costs.

Revenue is currently in line with budget.

Capital expenditure No capital expenditure is budgeted for this activity.

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 91 9 Annual Target 95 5

STRATEGY AREA GOVERNANCE 75 WELLINGTON CITY COUNCIL

MĀORI ENGAGEMENT (INCLUDING MANA WHENUA) ______

We involve Wellington’s wider Māori community on issues of specific interest to them. We also work with the city’s two mana whenua organisations, the Wellington Tenths Trust and Te Rūnanga o Toa Rangatira Inc., to ensure their views are represented in decisions about the city, and to ensure their contribution to Wellington’s heritage is fully and publicly recognised. We will continue to engage with Māori community groups and organisations, social service providers for Māori and Māori-owned businesses operating in the city.

Activity 7.2.1 Mana Whenua Partnership and Wider WHAT IT COST Maori Community Cost of activity $000 Actual Budget Variance Full Year Budget WHAT WE DID / HOW WE PERFORMED YTD YTD YTD We facilitated a hui between mana whenua groups, the Public Art Panel Operational projects and Wellington Sculpture Trust to better understand each other in order to Cost 100 82 (18) 110 work more collaboratively. Revenue 0 0 0 0

In conjunction with the Wellington Tenths Trust we hosted Waitangi Day Net Cost 100 82 (18) 110 celebrations at Waitangi Park. The celebrations attracted the largest Capital projects citizen participation at Waitangi celebrations to date. Festivities included Cost 0000 an inaugural Rangatahi (youth) stage, kai, retail and information stalls. Operating expenditure As part of the Stepping Out walking programme we hosted a guided walk Operating costs have been incurred earlier than planned. They will be in line of Rangitatau ki KirikiriTatangi highlighting many aspect of Māori heritage with budget at year end. in the vicinity along the way. Capital expenditure ACTIVITIES FOR THE NEXT QUARTER No capital expenditure is budgeted for this activity.

We will be hosting a debate (taupatupatu) in Council Chambers on 16 April between two immersion Maori schools; Te Kura Kaupapa Māori o HOW IT WAS FUNDED Ngā Mokopuna located in Seatoun and Te Kura Māori o Porirua. The This activity is budgeted to be 100% rates funded event is organised by The Māori Women’s Welfare League – Te Ngakau Kōtahi Branch.

We will be supporting community activities and events that celebrate the Māori New Year - Matariki. In addition to funding a portion of the Te Papa programme.

We will assist with funding and marketing toward the Kapa Haka Tuarua and Kaumatua competitions to be held in June.

We will determine what assistance we are able to provide to mana whenua in the development of their Iwi Management Plans.

We will continue to work toward ratifying a Service Level Agreement with Te Rūnanga o Toa Rangatira Inc.*

We will endeavour to reach agreement on the design and funding for Te Aro Pā.*

We will continue to facilitate consultation with mana whenua on a range of resource consent matters and urban design.*

*subject to the progress mana whenua groups are making toward the settlement of their Treaty of Waitangi claims.

STRATEGY AREA GOVERNANCE 76 WELLINGTON CITY COUNCIL

APPENDICES______

APPENDIX ONE: OPERATIONAL AND CAPITAL PROJECT EXPENDITURE BY STRATEGY AREA

1.0 Urban Development 2.0 Transport 3.0 Economic Development 4.0 Environment 5.0 Cultural WellBeing 6.0 Social and Recreation 7.0 Governance

APPENDIX TWO: ACTIVITY PROFILES BY STRATEGY AREA

APPENDIX THREE: HEALTH AND SAFETY CAPITAL CONSOLIDATED FUND

APPENDIX FOUR: WELLINGTON CITY COUNCIL PROPERTY SALES

APPENDICES 77 WELLINGTON CITY COUNCIL

APPENDIX ONE: URBAN DEVELOPMENT 1.0 Urban Development

Operational spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) C533 District Plan 1,076 1,071 (5) 1,422 C578 Northern Growth Management Framework implementation 46 75 29 99 C649 High quality urban design 190 224 34 300 P311 Gateways planning 22 58 36 77 1.1.1 Urban planning and policy development 1,334 1,428 94 1,898 C648 Management of residential infill development 66 94 28 126 C650 Growth spine centres 148 136 (12) 180 1.2.1 Smart growth 214 230 16 306 C479 Development control and facilitation 1,889 1,583 (306) 2,063 1.3.1 Development control and facilitation 1,889 1,583 (306) 2,063 C651 Localised earthquake assessment study 75 75 0 100 P057 Earthquake risk building project 256 257 1 345 1.4.1 Earthquake risk mitigation 331 332 1 445 C480 Building control and facilitation 2,181 3,092 911 3,950 1.4.2 Building control and facilitation 2,181 3,092 911 3,950 A312 Wellington Waterfront operations 1,336 1,323 (13) 1,764 C378 Wellington Waterfront project 284 485 201 647 1.5.1 Waterfront development 1,620 1,808 188 2,411 C350 Open space art work maintenance 134 164 30 218 C370 Public space/centre development planning 715 811 96 1,079 1.5.2 Public space and centre development 849 975 126 1,297 P065 City heritage development 380 504 124 674 1.5.3 Heritage development 380 504 124 674 Total Operational Spend 8,798 9,952 1,154 13,044

Capital spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) CX415_CF Gateways improvements 4 0 (4) 229 CX447_CF Northern Growth Management Framework implementation 854 1,136 282 1,136 1.1.1 Urban planning and policy development 858 1,136 278 1,365 CX131 Wellington Waterfront development 3,422 4,950 1,528 6,600 CX131_CF Wellington Waterfront development 4,425 4,425 0 4,425 1.5.1 Waterfront development 7,847 9,375 1,528 11,025 CX051 Aotea/Jervois Quay improvements (22) 0 22 0 CX406 Central city golden mile 349 803 454 1,721 CX406_CF Central city golden mile 1,139 1,180 41 1,180 CX408_CF Central city walking routes 0 120 120 120 CX409 Central city squares and parks 22 600 578 1,500 CX409_CF Central city squares and parks 520 420 (100) 840 CX410 Central city green public environment 293 243 (50) 324

78 WELLINGTON CITY COUNCIL APPENDIX ONE: URBAN DEVELOPMENT

CX411_CF Town centres development 345 363 18 363 CX446 Suburban centre upgrades 33 94 61 126 CX446_CF Suburban centre upgrades 48 266 218 266 CX455_CF Cog Park Redevelopment 364 356 (8) 356 1.5.2 Public space and centre development 3,091 4,445 1,354 6,796 CX452_CF Chest Hospital 484 510 26 510 1.5.3 Heritage Development 484 510 26 510 Total Capital Spend 12,280 15,466 3,186 19,696

WELLINGTON CITY COUNCIL 79 APPENDIX ONE: TRANSPORT 2.0 Transport Operational spending by project Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) C290 Parking services and enforcement (9,398) (9,586) (188) (12,960) 2.1.1 Car parking (9,398) (9,586) (188) (12,960) P249 Transport policy projects 198 292 94 387 2.1.2 Transport planning 198 292 94 387 C656 Port and ferry access 9 33 24 54 2.2.2 Ports access 9 33 24 54 C653 Travel demand management programme 9 60 51 120 2.3.1 Travel demand management planning 9 60 51 120 C304 Road maintenance and storm cleanup 1,329 1,260 (69) 1,701 C441 Walls, bridges and tunnel maintenance 31 64 33 83 C444 Drains and Walls asset stewardship 3,038 3,009 (29) 4,015 C445 Kerb and channel maintenance 255 281 26 374 C453 Vehicle network asset stewardship 8,571 8,555 (16) 11,548 C481 Road protection services 583 584 1 763 2.4.1 Vehicle network 13,807 13,753 (54) 18,484 C493 Cycleways maintenance 3 16 13 21 C577 Cycleway asset stewardship 17 16 (1) 23 2.4.2 Cycle network 20 32 12 44 C072A Streetlight maintenance 46 77 31 102 C550 Road safety education and promotion (57) (70) (13) (180) C576 School safety projects 269 317 48 423 C655 Fences and guardrails maintenance (90) 65 155 89 2.4.3 Passenger transport network 168 389 221 434 C307 Street furniture maintenance 140 187 47 249 C312 Maintenance of Tawa shared driveways 6 3 (3) 23 C365 Street activity co-ordination 48 (11) (59) 10 C377 Footpaths asset stewardship 2,069 2,025 (44) 2,694 C448 Pedestrian network maintenance 585 606 21 807 C492 Pedestrian network structures maintenance 108 97 (11) 131 2.4.4 Pedestrian network 2,956 2,907 (49) 3,914 A026 Traffic signals system maintenance 443 404 (39) 479 A153A Traffic control asset stewardship 740 760 20 1,045 C026C Road marking maintenance 319 263 (56) 349 C452 Traffic signs maintenance 360 215 (145) 285 2.4.5 Network-wide control and management 1,862 1,642 (220) 2,158 C026B Streetlight maintenance 1,097 1,057 (40) 1,475 C450 Road safety education and promotion 202 336 134 487 C494 Fences and guardrails maintenance 102 81 (21) 108 C575 Safety asset stewardship 940 914 (26) 1,221 2.5.1 Road safety 2,341 2,388 47 3,291 Total Operational Spend 11,972 11,910 (62) 15,926

WELLINGTON CITY COUNCIL 80 APPENDIX ONE: TRANSPORT

Capital spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) CX319 Roadside parking improvements 197 211 14 250 2.1.1 Car parking 197 211 14 250 CX493 Port and ferry access upgrade 0 255 255 718 2.2.2 Ports access 0 255 255 718 CX086 Walls, bridges and tunnels renewals 1,769 1,944 175 2,600 CX088 Thin asphalt road surface renewals 999 1,106 107 1,268 CX089 Reseals renewals 1,418 1,626 208 1,837 CX090 Preseal preparation renewals 1,793 1,564 (229) 2,069 CX092 Shape and camber corrections 2,519 2,664 145 3,135 CX093 Sumps flood protection and mitigation upgrades 240 274 34 365 CX097 Rural road improvements 3 1 (2) 56 CX098 Road corridor new walls 369 439 70 586 CX101 Service lane improvements 28 28 0 155 CX106_CF Inner city bypass heritage 103 105 2 105 CX165 Tunnel and bridge improvements 307 977 670 1,575 CX253 Kerb and channel renewal 1,325 1,510 185 1,865 CX311 Vehicle network new roads 1,684 1,063 (621) 1,949 CX311_CF Vehicle network new roads 439 1,643 1,204 1,643 CX350 Wall and embankment improvements 412 545 133 575 CX350_CF Wall and embankment improvements 268 268 0 268 CX377_CF Roading capacity projects 108 141 33 141 CX379 Tawa road improvement projects 2 1 (1) 25 CX383 Area wide road maintenance 231 359 128 453 2.4.1 Vehicle network 14,017 16,258 2,241 20,670 CX112 Cycle network improvements 23 31 8 68 2.4.2 Cycle network 23 31 8 68 CX431 Bus shelter contract improvements 35 67 32 118 CX492 Bus priority plan 117 316 199 1,000 2.4.3 Passenger transport network 152 383 231 1,118 CX091 Pedestrian network structures renewals 10 85 75 114 CX094 Pedestrian network footpath renewals 2,587 2,475 (112) 3,251 CX099 Footpath extensions 446 443 (3) 500 CX108 Street furniture renewals 204 172 (32) 230 CX109 Pedestrian network accessways 95 257 162 273 CX109_CF Pedestrian network accessways 131 131 0 131 2.4.4 Pedestrian network 3,473 3,563 90 4,499 CX095 Traffic and street signs renewals 898 1,054 156 1,405 CX353 Traffic signal renewals 304 280 (24) 434 CX353_CF Traffic signal renewals 26 80 54 160 2.4.5 Network-wide control and management 1,228 1,414 186 1,999 CX096 Pedestrian network structures renewals 206 170 (36) 226 CX171 Pedestrian network footpath renewals 248 326 78 474

WELLINGTON CITY COUNCIL 81 APPENDIX ONE: TRANSPORT

CX232 Footpath extensions 83 124 41 140 CX351 Street furniture renewals 49 40 (9) 53 CX352 Pedestrian network accessways 309 251 (58) 335 CX445 Special pavement surfaces 164 589 425 1,000 2.5.1 Road safety 1,059 1,500 441 2,228 Total Capital Spend 20,149 23,615 3,466 31,550

WELLINGTON CITY COUNCIL 82 APPENDIX ONE: ECONOMIC DEVELOPMENT 3.0 Economic Development

Operational spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) C105 Positively Wellington Tourism 3,087 3,087 0 4,116 3.1.1 Tourism promotion 3,087 3,087 0 4,116 C440 Te Papa sponsorship 1,501 1,514 13 2,019 C618 Film archive 0000 C659 Carter observatory 225 225 0 300 3.1.2 Visitor attractions 1,726 1,739 13 2,319 C101 Wellington Convention Centre operation 3,315 3,292 (23) 3,974 3.1.3 Convention venues 3,315 3,292 (23) 3,974 C105B CBD weekend parking 907 907 0 1,210 C645 Marsden village 15 9 (6) 13 3.2.1 Suburban and city centres vitality 922 916 (6) 1,223 C581 Events development fund 1,719 1,536 (183) 1,849 3.3.1 Events attraction and support 1,719 1,536 (183) 1,849 C658 Long haul aircraft attraction 150 150 0 200 3.4.2 Transport gateway connections 150 150 0 200 C647 Economic development grants pool 117 110 (7) 165 3.5.2 Economic grants 117 110 (7) 165 C582 Status as a centre of creativity and innovation 475 425 (50) 575 "Creative Wellington - Innovation Capital" vision C616 communication 397 430 33 613 C676 The Film School 30 30 0 40 3.6.1 Creative workforce 902 885 (17) 1,228 C145 External relations 162 221 59 295 3.7.1 Regional and external relations 162 221 59 295 Total Operational Spend 12,100 11,936 (164) 15,369

Capital spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) CX481_CF Events centre upgrades 1,015 1,761 746 2,125 CX496 Cable car precinct 285 300 15 300 CX496_CF Cable car precinct 99 99 0 99 3.1.2 Visitor attractions 1,399 2,160 761 2,524 CX275 Wellington Convention Centre renewals 421 497 76 497 3.1.3 Convention venues 421 497 76 497 Total Capital Spend 1,820 2,657 837 3,021

WELLINGTON CITY COUNCIL 83 APPENDIX ONE: ENVIRONMENT 4.0 Environment

Operational spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) C006 Open space vegetation management 1,182 1,248 66 1,723 C289 Street cleaning contract 4,126 4,000 (126) 5,328 2.3.2 Roads open spaces 5,308 5,248 (60) 7,051 A004 Parks and reserves planning 523 517 (6) 690 A011 Reserves unplanned maintenance 194 169 (25) 242 C515 Turf management 924 894 (30) 1,185 C517 Park furniture maintenance 651 710 59 968 C518 Park buildings and infrastructure maintenance 951 964 13 1,346 C563 Horticultural operations 966 1,085 119 1,453 C564 Arboricultural operations 669 545 (124) 721 4.1.1 Local parks and open spaces 4,878 4,884 6 6,605 C560 Botanic gardens services 2,564 2,540 (24) 3,372 4.2.1 Botanical gardens 2,564 2,540 (24) 3,372 C298 Coastal operations 668 640 (28) 828 4.2.2 Beaches and cost operations 668 640 (28) 828 A008 Hazardous trees removal 503 410 (93) 540 C429 Reserve land resolutions 4 15 11 20 C514 Town belts planting 256 255 (1) 450 C524 Town belts management 2,012 2,049 37 2,780 4.2.3 Town belts 2,775 2,729 (46) 3,790 C513 Community greening initiatives 177 200 23 246 C652 Environmental grants pool 62 53 (9) 80 C664 Enviroschools sponsorship 4 3 (1) 4 4.3.1 Community environmental initiatives 243 256 13 330 C561 Walkway maintenance 265 278 13 369 4.4.1 Walkways 265 278 13 369 C662 Energy management plan 3 7 4 9 4.5.1 Energy efficiency and conservation 3 7 4 9 C556 Quarry operations (94) (216) (122) (288) 4.5.2 Quarry (94) (216) (122) (288) C079 Domestic recycling operations 773 (41) (814) (58) 4.5.3 Recycling 773 (41) (814) (58) C076 Landfill operations and maintenance (490) (714) (224) (954) C077 Closed landfills aftercare 780 744 (36) 991 C078A Suburban refuse collection (285) (209) 76 (282) C391 Waste minimisation information 393 384 (9) 512 C558 Litter enforcement 95 123 28 164

WELLINGTON CITY COUNCIL 84 APPENDIX ONE: ENVIRONMENT

4.5.4 Waste minimisation and disposal management 493 328 (165) 431 C112 Water meter reading 85 86 1 115 C113 Water reticulation unplanned maintenance 1,615 1,826 211 2,435 C412 Water network operations 515 546 31 722 C462 Water reservoir/pump station unplanned maintenance 292 223 (69) 297 C463 Water asset stewardship 7,951 7,950 (1) 10,602 C464 Water network information compliance monitoring 214 322 108 429 C536 Karori dam maintenance 39 101 62 136 C547 Water conservation and leak detection 88 125 37 167 C671 Water asset management 246 128 (118) 170 4.5.5 Water network 11,045 11,307 262 15,073 C115 Bulk water purchase 9,698 9,574 (124) 12,764 C506 Water metering (3) 0 3 0 4.6.1 Water collection and treatment 9,695 9,574 (121) 12,764 A041A Stormwater asset stewardship 6,830 6,803 (27) 9,079 C086C Stormwater network maintenance 999 1,103 104 1,470 C090 Stormwater resource consent monitoring 87 98 11 130 C496 Stormwater critical drains inspections 406 349 (57) 465 C498 Stormwater asset management 245 345 100 459 C503 Stormwater pollution prevention 9 34 25 46 4.6.2 Stormwater management 8,576 8,732 156 11,649 A041 Wastewater asset stewardship 7,758 7,844 86 10,463 C084 Sewerage network trade waste enforcement 176 188 12 251 C085 Sewerage pollution elimination unplanned maintenance 157 189 32 252 C086A Sewerage network unplanned maintenance 1,182 1,225 43 1,631 C089 Sewer interceptor flow monitoring 65 69 4 91 C495 Sewerage network critical drain inspection 302 353 51 471 C497 Wastewater asset management 238 244 6 325 C501 Sewerage network sewage pollution detection and 27 30 3 40 monitoring C502 Pump stations operations and maintenance 555 522 (33) 712 4.6.3 Sewage collection and disposal network 10,460 10,664 204 14,236 C087 Clearwater operations and maintenance contract 11,095 11,470 375 15,296 C088 Porirua sewage treatment contribution 979 1,078 99 1,438 C347 Living Earth green waste contract 1,661 1,727 66 2,303 4.6.4 Sewerage treatment 13,735 14,275 540 19,037 C663 Stream protection programme 0 19 19 25 4.7.1 Stream protection 0 19 19 25 C509 Pest plant control and monitoring 410 433 23 575 C510 Animal pest management 82 132 50 176 4.7.2 Pest plant and animal management 492 565 73 751 A288 Karori Wildlife sanctuary 880 1,252 372 1,670 C046 Wellington Zoo 2,610 2,670 60 3,560 C426 Marine Education centre 0 354 354 472 4.8.1 Environmental and conservation attractions 3,490 4,276 786 5,702 Total Operational Spend 75,369 76,065 696 101,676

WELLINGTON CITY COUNCIL 85 APPENDIX ONE: ENVIRONMENT

Capital spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) CX033 Reserves Property purchases 156 0 (156) 0 CX033_CF Reserves Property purchases 911 0 (911) 0 CX044 Suburban greening initiatives 4 8 4 31 CX050 Early Settlers trust 10 15 5 20 CX284 Park structures upgrades and renewals 258 240 (18) 300 CX436 Parks infrastructure renewals 33 131 98 188 CX436_CF Parks infrastructure renewals 164 173 9 173 4.1.1 Local parks and open spaces 1,536 567 (969) 712 CX348 Botanic gardens renewals 288 148 (140) 428 4.2.1 Botanical gardens 288 148 (140) 428 CX290 Coastal upgrades 380 323 (57) 501 CX290_CF Coastal upgrades 1,034 987 (47) 987 CX349 Coastal renewals 114 46 (68) 107 CX349_CF Coastal renewals 76 72 (4) 72 4.2.2 Beaches and coast operations 1,604 1,428 (176) 1,667 CX437 Town belts and reserves upgrades 540 579 39 841 CX437_CF Town belts and reserves upgrades 361 359 (2) 359 4.2.3 Town belts 901 938 37 1,200 CX435 Walkways renewals and upgrades 354 303 (51) 350 4.4.1 Walkways 354 303 (51) 350 CX494 Energy management plan 12 75 63 100 CX494_CF Energy management plan 1 46 45 46 4.5.1 Energy efficiency and conservation 13 121 108 146 CX084 Southern Landfill improvements 485 1,358 873 1,807 CX084_CF Southern Landfill improvements 0 112 112 112 4.5.4 Waste minimisation and disposal management 485 1,470 985 1,919 CX126 Water reticulation renewals 4,367 5,615 1,248 5,813 CX126_CF Water reticulation renewals 256 256 0 256 CX127 Water reservoir/pump station renewals 40 1,197 1,157 1,715 CX127_CF Water reservoir/pump station renewals 208 437 229 477 CX296 Area/district water meter installation 52 207 155 276 CX326 Water reticulation upgrades 184 1,092 908 1,726 CX326_CF Water reticulation upgrades 226 226 0 226 CX336 Water pump station/reservoir upgrades 915 1,967 1,052 2,226 CX336_CF Water pump station/reservoir upgrades 1,042 1,042 0 1,042 CX430 Water network maintenance renewals 731 924 193 1,232 4.5.5 Water network 8,021 12,963 4,942 14,989 CX031 Stormwater flood protection upgrades 22 120 98 200 CX151 Stormwater network renewals 2,186 2,468 282 3,160 CX151_CF Stormwater network renewals 0 465 465 465 4.6.2 Stormwater management 2,208 3,053 845 3,825 CX333 Pump station (SPE) upgrades 197 394 197 554 CX334 Sewerage network renewals 5,198 5,269 71 7,363

WELLINGTON CITY COUNCIL 86 APPENDIX ONE: ENVIRONMENT

CX381 Sewerage network upgrades 192 165 (27) 254 CX381_CF Sewerage network upgrades 154 154 0 154 4.6.3 Sewage collection and disposal network 5,741 5,982 241 8,325 CX125 Zoo renewals 198 207 9 276 CX340 Zoo upgrades 1,112 1,441 329 1,921 CX473_CF KWST Gateway project 35 135 100 135 4.8.1 Environmental and conservation attractions 1,345 1,783 438 2,332 Total Capital Spend 22,496 28,756 6,260 35,893

WELLINGTON CITY COUNCIL 87 APPENDIX ONE: CULTURAL WELLBEING 5.0 Cultural Wellbeing

Operational spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) C373 Archives operations 969 976 7 1,298 5.1.1 City archives 969 976 7 1,298 C665 Te Ara o Nga Tupuna - Maori heritage trails 0334 5.1.2 Promotion of heritage landmarks 0334 C020 Civic Square marketing and events contract 62 48 (14) 64 C130E Community events programme 1,528 938 (590) 1,337 C587 Citizens Day/Mayoral Day 24 0 (24) 20 5.2.1 Arts and cultural festivals 1,614 986 (628) 1,421 C423 New Zealand International Arts Festival 563 563 0 750 5.2.2 The NZ International Arts Festival 563 563 0 750 C661 Cultural grants pool 569 549 (20) 667 5.2.3 Cultural grants 569 549 (20) 667 C101A Wellington Convention Centre venues subsidy 209 150 (59) 200 C130K Community arts programme 135 162 27 203 5.3.1 Access and support for community arts 344 312 (32) 403 C102 Wellington museums trust funding 4,695 4,740 45 6,320 C666 NZ Portrait Gallery 0 56 56 75 5.4.1 City galleries and museums 4,695 4,796 101 6,395 C422 New Zealand Symphony Orchestra subsidy 129 162 33 216 C580 St James Theatre Charitable Trust 116 116 0 155 C605 Wellington Arts Centre 421 384 (37) 512 C670 Public Art fund 236 243 7 324 5.4.2 Arts partnerships 902 905 3 1,207 Total Operational Spend 9,656 9,090 (566) 12,145

Capital spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) CX497_CF Maori Heritage trail 8 68 60 68 5.1.2 Promotion of heritage landmarks 8 68 60 68 CX458 Art installation 39 33 (6) 45 5.3.1 Access and support for community arts 39 33 (6) 45 CX500_CF City gallery extension 283 1,095 812 1,198 5.4.1 City galleries and museums 283 1,095 812 1,198 Total Capital Spend 330 1,196 866 1,311

WELLINGTON CITY COUNCIL 88 APPENDIX ONE: SOCIAL AND RECREATION 6.0 Social and Recreation Operational spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) C125 Housing operations and maintenance (1,349) (916) 433 (1,209) 6.1.1 Community housing (1,349) (916) 433 (1,209) C008 Basin Reserve grant 381 378 (3) 505 C384 New Zealand Academy of Sport - Central 103 75 (28) 100 6.1.2 Recreation partnerships 484 453 (31) 605 C637 Support for Wellington homeless 130 97 (33) 130 C674 Wet Hostel 0 187 187 250 6.2.1 Implementation of the homelessness strategy 130 284 154 380 C130G Community advice and information 1,540 1,401 (139) 1,863 C531 Community planning 24 0 (24) 0 C640 Older persons' policy implementation 86 92 6 123 6.2.2 Community advocacy 1,650 1,493 (157) 1,986 C419 Passport to leisure programme 39 51 12 68 6.3.1 Access support 39 51 12 68 C130A General grants 315 319 4 427 C678 Social and recreational grants pool 1,820 1,792 (28) 1,953 6.3.2 Social and recreational grants 2,135 2,111 (24) 2,380 C130D Recreation programmes 627 395 (232) 599 6.3.3 Recreation programmes 627 395 (232) 599 C034 Swimming pools operations 7,149 7,377 228 9,700 6.4.1 Swimming pools 7,149 7,377 228 9,700 C562 Sports fields operations 2,152 1,934 (218) 2,679 6.4.2 Sports fields 2,152 1,934 (218) 2,679 C037 Recreation centre operations 1,437 1,464 27 1,993 C669 Indoor Community Sport Centre 307 490 183 653 6.4.3 Recreation Centres 1,744 1,954 210 2,646 C559 Playgrounds and skate park maintenance 455 435 (20) 581 6.4.4 Playgrounds 455 435 (20) 581 C418 Marina operations (45) (12) 33 (15) 6.4.5 Marinas (45) (12) 33 (15) A468 Community properties programmed maintenance 479 500 21 678 C068 Community halls operations and maintenance 284 336 52 450 C130B Community properties and facilities operations 663 782 119 1,042 C130I Accommodation assistance fund 330 260 (70) 269 6.4.6 Community centres and halls 1,756 1,878 122 2,439 C592 Community computing 344 343 (1) 457 6.4.7 Community ICT access 344 343 (1) 457 C050 Central library and library network-wide operations 9,462 9,769 307 12,993 C467 Branch libraries operations and maintenance 3,968 4,116 148 5,424 6.4.8 Libraries network 13,430 13,885 455 18,417 C007 Burial and crematoria operations 791 558 (233) 745

WELLINGTON CITY COUNCIL 89 APPENDIX ONE: SOCIAL AND RECREATION

6.5.1 Burials and cremations 791 558 (233) 745 C072 Public conveniences contracts 1,117 1,131 14 1,508 6.5.2 Public toilets 1,117 1,131 14 1,508 C478 Public health inspections and control 993 1,170 177 1,562 C675 Noise monitoring 399 389 (10) 518 6.5.3 Public health 1,392 1,559 167 2,080 C673 Anti-graffiti flying squad 164 201 37 269 P169 Safe city projects and grants 773 815 42 1,074 6.6.1 City safety 937 1,016 79 1,343 C540 Emergency Management operations 1,155 1,295 140 1,665 C543 Emergency Management rural fire management 197 235 38 312 6.6.2 Wellington Emergency Management Office 1,352 1,530 178 1,977 Total Operational Spend 36,290 37,459 1,169 49,366 Capital spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) CX370_CF Housing upgrades 6 94 88 94 CX371 Housing renewals 1,449 1,720 271 2,032 6.1.1 Community housing 1,455 1,814 359 2,126 CX503 Basin Reserve 370 270 (100) 370 6.1.2 Recreational partnerships 370 270 (100) 370 CX055 Aquatic facility upgrades 847 763 (84) 850 CX055_CF Aquatic facility upgrades 690 690 0 690 CX056 Aquatic facility renewals 213 750 537 788 CX485 Hydrotherapy partnership 947 948 1 948 6.4.1 Swimming pools 2,697 3,151 454 3,276 CX345 Sports fields renewals/upgrades 562 529 (33) 657 CX489 Newtown Park redevelopment 353 386 33 552 CX489_CF Newtown Park redevelopment 544 544 0 544 6.4.2 Sports fields 1,459 1,459 0 1,753 CX059 Recreation centre renewals 21 32 11 32 CX211_CF Recreation centre upgrades 236 384 148 384 CX499 Indoor Community Sports centre 862 2,047 1,185 7,585 6.4.3 Recreation centres 1,119 2,463 1,344 8,001 CX181 Playgrounds renewals/upgrades 274 312 38 448 6.4.4 Playgrounds 274 312 38 448 CX341 Marina renewals 15 4 (11) 15 CX341_CF Marina renewals 112 112 0 112 CX342 Marina upgrades 5 4 (1) 75 6.4.5 Marinas 132 120 (12) 202 CX457_CF Newlands community facilities 278 1,127 849 1,693

WELLINGTON CITY COUNCIL 90 APPENDIX ONE: SOCIAL AND RECREATION

CX471_CF Marketing billboards 0 108 108 108 6.4.6 Community centres and halls 278 1,235 957 1,801 CX498_CF e-Community initiatives 35 41 6 41 6.4.7 Community ICT access 35 41 6 41 CX077 Library materials upgrades 1,183 1,316 133 1,777 CX269 Computer replacement upgrades 55 60 5 60 CX338 Central library upgrades 40 80 40 100 CX358 Branch libraries upgrades 45 85 40 88 CX359 Branch libraries renewals 141 155 14 160 6.4.8 Libraries network 1,464 1,696 232 2,185 CX369 Burials and crematoria upgrades and renewals 47 95 48 100 6.5.1 Burials and cremations 47 95 48 100 CX366 Public convenience upgrades 63 517 454 692 CX366_CF Public convenience upgrades 543 551 8 551 6.5.2 Public toilets 606 1,068 462 1,243 CX372 Emergency management renewals 65 100 35 100 6.6.2 Wellington Emergency Management Office 65 100 35 100 Total Capital Spend 10,001 13,824 3,823 21,646

WELLINGTON CITY COUNCIL 91 APPENDIX ONE: GOVERNANCE 7.0 Governance Operational spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) C667 Civic network programme 4 36 32 49 C668 e-Democracy initiatives 0 54 54 55 7.1.1 Consultation and communication 4 90 86 104 C529 Memoranda of Understanding 100 82 (18) 110 7.2.1 Mana Whenua partnerships 100 82 (18) 110 C530 Annual planning and reporting 583 710 127 963 C532 Policy development 1,039 1,099 60 1,463 C534 Elections, governance and democratic services 4,078 4,208 130 5,582 C590 Tawa Board discretionary fund (8) 0 8 10 7.2.2 City governance and decision-making 5,692 6,017 325 8,018 C334 City Service Centre SLA AP 648 540 (108) 680 C338 Call Centre SLA AP 1,788 1,455 (333) 1,933 C340 Valuation Services Contract AP 540 608 68 811 C355 Core Property System Maintenance 1,008 825 (183) 1,096 7.2.3 Civic information 3,984 3,428 (556) 4,520 Total Operational Spend 9,780 9,617 (163) 12,752 Capital spending by project

Project Project Year to date Year to date Year to date Full Year Number Description Actual ($000) Budget ($000) Variance ($000) Budget ($000) CX420 Elections, governance and democratic services 35 80 45 80 7.2.2 City governance and decision-making 35 80 45 80 Total Capital Spend 35 80 45 80

WELLINGTON CITY COUNCIL 92 APPENDIX TWO

ACTIVITY PROFILES______

STRATEGY AREA - 1.0 URBAN DEVELOPMENT

Urban Planning and Policy

1.1.1 Urban Planning and Policy Development 1.2.1 Smart Growth Business Units: Urban Development and Transport, Urban Business Unit: Urban Development and Transport, Design, Planning Group Urban Design Director: Ernst Zollner Director: Ernst Zollner Contact Officers: Luke Troy, Brett McKay, Gerald Blunt, Dougal Contact Officers: Luke Troy, Gerald Blunt List, Geoffrey Sneddon Operating Projects Capital Projects Operating Projects Capital Projects C648 Management of residential infill There are no capital projects to C533 Planning policy CX447_CF Northern Growth Management development report. C578 Northern Growth Management Framework implementation C650 Growth spine centres Framework implementation CX415_CF Gateways improvements C672 Inner city living C649 High quality urban design P311 Gateways planning

Development Control and Facilitation 1.3.1 Development Control and Facilitation Business Units: Planning Group, Compliance Monitoring Directors: Ernst Zollner, John Scott Contact Officers: Dougal List and Brendon Stone Operating Projects Capital Projects C479 Development control and facilitation There are no capital projects to report.

Earthquake Risk Mitigation

1.4.1 Earthquake Risk Mitigation Business Units: Strategy, Building Consents and Licensing Directors: Wayne Maxwell, John Scott Contact Officers: Paul Desborough, Katharine Wheeler Operating Projects Capital Projects C651 Localised earthquake assessment study There are no capital projects to report. P057 Earthquake risk building project

Building Control and Facilitation

1.4.2 Building Control and Facilitation Business Unit: Building Consents and Licensing Director: John Scott Contact Officer: Richard Toner Operating Projects Capital Projects C480 Building control and facilitation There are no capital projects to report.

Public Spaces Development

1.5.1 Waterfront Development 1.5.2 Public Space and Centre Development Business Unit: Council Controlled Organisations Business Units: Recreation Projects, Parks and Gardens, Urban Director: Wayne Maxwell Design Contact Officers: Sarah Polaschek, Ian Clements Directors: Derek Fry, Ernst Zollner Contact Officers: Bruce Geden, Jacqueline Murray, Geoffrey Snedden Operating Projects Capital Projects Operating Projects Capital Projects A312 Wellington waterfront CX131 Wellington waterfront development operations CX131_CF Wellington waterfront development C350 Open space art works CX406 Golden mile/central city streets C378 Wellington waterfront project maintenance CX409 Central city squares and parks C370 Public space/centre CX410 Central city minor public space development planning improvements 1.5.3 Heritage Development CX446 Suburban centre upgrades CX455 Cog Park redevelopment Business Units: Urban Design, Project Management Office CX409_CF Central city squares and parks Directors: Ernst Zollner, Karen Wallace CX455_CF Cog Park redevelopment Contact Officers: Gerald Blunt, Martin Henson CX406_CF Golden mile/central city streets Operating Projects Capital Projects CX408_CF Central city walking routes P065 City heritage development CX452_CF Chest Hospital CX411_CF Town centres development CX446_CF Suburban centre upgrades

ACTIVITY PROFILES 93 APPENDIX TWO

STRATEGY AREA - 2.0 TRANSPORT

Parking

2.1.1 Car Parking Business Units: Parking Services, Transport Network Director: Stavros Michael Contact Officers: Colleen Thessman, Orencio Gueco Operating Projects Capital Projects C290 Parking services and enforcement CX319 Roadside parking CX 102 improvements Parking asset renewals

Transport Planning and Policy

2.1.2 Transport Planning / 2.2.1 Regional Transportation 2.3.1 Travel Demand Management Planning Business Unit: Urban Development and Transport Business Unit: Urban Development and Transport Director: Ernst Zollner Director: Ernst Zollner Contact Officer: Steve Spence Contact Officer: Paul Barker Operating Projects Capital Projects Operating Projects Capital Projects P249 Transport policy projects There are no capital projects to report. C653 Travel Demand Management There are no capital projects to report. programme

Transport Networks

2.2.2 Ports Access 2.4.1 Vehicle Network Business Unit: Transport Network Capacity Business Units: Transport Network Capacity, Transport Director: Ernst Zollner Assets, Infrastructure Planning, Infrastructure Contact Officer: Stephen Harte Business Performance, Urban Development Operating Projects Capital Projects and Transport C656 Port and ferry access CX493 Port and ferry access upgrades Directors: Stavros Michael, Ernst Zollner Contact Officers: Scott Kirkland, Steve Harte, Don Mudalige, Faiz Tawfeek, Llewellyn Lusty, Yogesh Modi, 2.4.2 Cycle Network Gerald Wen, Steve Wright, Peter Dodge, Neil Johnstone Business Units: Transport Assets, Infrastructure Planning, Operating Projects Capital Projects Transport Safety C304 Road maintenance and storm CX086 Walls, bridges and tunnels Directors: Stavros Michael, Ernst Zollner cleanup renewals Contact Officers: Don Mudalige, Brian Seggie, Paul Barker C441 Walls, bridges and tunnel CX088 Thin asphalt road surface Operating Projects Capital Projects maintenance renewals C493 Cycleways maintenance CX112 Cycle network improvements C444 Drains and walls asset CX089 Reseals renewals C577 Cycleway asset stewardship stewardship CX090 Preseal preparation C445 Kerb and channel maintenance renewals C453 Vehicle network asset CX092 Shape and camber 2.4.3 Passenger Transport Network stewardship corrections Business Units: Transport Network Capacity, C481 Road protection services CX093 Sumps flood protection and Transport Assets, Infrastructure mitigation upgrades Planning CX097 Rural road improvements Directors: Stavros Michael, Ernst Zollner CX098 Road corridor new walls Contact Officers: Ruchir Gaur, Steve Harte, Gerald CX101 Service lane improvements Wen CX165 Tunnel and bridge Operating Projects Capital Projects improvements CX253 Kerb and channel renewal C072A Passenger transport facilities CX431 Bus shelter contract CX311 Vehicle network new roads C550 Bus shelter contract income improvements CX350 Wall and embankment C576 Passenger transport asset stewardship CX492 Bus priority plan improvements C655 Bus priority plan CX377 Roading capacity projects CX379 Tawa road improvement 2.4.4 Pedestrian Network projects CX383 Area wide road maintenance Business Units: Transport Assets, Urban CX377_CF Roading capacity projects Development and Transport, CX106_CF Inner city bypass heritage Transport Business Performance, CX311_CF Vehicle network new roads Infrastructure Planning CX350_CF Wall and embankment Directors: Stavros Michael, Ernst Zollner improvements Contact Officers: Ruchir Gaur, Peter Sumby, Helen Ray, Brian Seggie, Yogesh Modi, Faiz Tawfeek, Allan Moul Operating Projects Capital Projects C307 Street furniture maintenance CX091 Pedestrian network C312 Maintenance of Tawa shared driveways structures renewals C365 Street activity coordination CX094 Pedestrian network C377 Footpaths asset stewardship footpath renewals C448 Pedestrian network maintenance CX099 Footpath extensions C492 Pedestrian network structures CX108 Street furniture renewals maintenance CX109 Pedestrian network accessways CX109 Pedestrian network _CF accessways

ACTIVITY PROFILES 94 APPENDIX TWO

2.4.5 Network-wide Control and Management 2.5.1 Road Safety Business Units: Transport Network, Transport Assets, Business Units: Transport Assets, Transport Safety, Infrastructure Planning Infrastructure Planning Director: Stavros Michael Directors: Stavros Michael, Ernst Zollner Contact Officers: Tim Kirby, Ruchir Gaur, Gerald Wen Contact Officers: Alan Lowrie, Emma Titcombe, Ruchir Operating Projects Capital Projects Gaur, Brian Seggie, Paul Barker, A026 Traffic signals system CX095 Traffic and street sign Rosie Dempster maintenance renewals Operating Projects Capital Projects A153A Traffic control asset stewardship CX353 Traffic signal renewals C026B Streetlight maintenance CX096 Safety street lighting C026C Road marking maintenance CX353_CF Traffic signal renewals C450 Road safety education and promotion renewal C452 Traffic signs maintenance C494 Fences and guardrails maintenance CX171 Minor safety projects C575 Safety asset stewardship CX232 Traffic calming projects CX351 Residential street lighting CX352 Fences and guardrails renewals CX445 SaferRoads projects

STRATEGY AREA – 3.0 ECONOMIC DEVELOPMENT

City Promotions, Events and Attractions

3.1.1 Tourism Promotion Business Unit: Council Controlled Organisations 3.2.1 Suburban and City Centres Vitality Director: Wayne Maxwell Business Units: Parking, Finance Contact Officer: Kate Nielson Directors: Stavros Michael, Neil Cherry Contact Officers: Colleen Thessman, Neil Cherry Operating Projects Capital Projects C105 Positively Wellington Tourism There are no capital projects to report. Operating Projects Capital Projects C105B CBD weekend parking There are no capital projects to report. 3.1.2 Visitor Attractions C645 Marsden Village

Business Units: Council Controlled Organisations, Wellington Convention Centre, City Services and Events 3.3.1 Events Attractions and Support Directors: Wayne Maxwell, Derek Fry Business Unit: City Events Contact Officers: Amy Wright, Sarah Polaschek, Geoff Director: Derek Fry Lawson, Kate Neilson, Neville Brown Contact Officer: John Dawson Operating Projects Capital Projects C440 Te Papa sponsorship CX496 Cable car precinct Operating Projects Capital Projects C618 Film Archive CX481 Events Centre upgrades C581 Events development fund There are no capital projects to report. C659 Carter Observatory CX496_CF Cable car precinct

3.6.1 Creative Workforce

3.1.3 Convention Centre Business Units: Strategy, Marketing, Council Business Unit: Wellington Convention Centre Controlled Organisations Director: Derek Fry Directors: Wayne Maxwell, Wendy Walker Contact Officer: Neville Brown Contact Officers: Amy Wright, Paul Desborough, Allan Prangnell Operating Projects Capital Projects Operating Projects Capital Projects C101 Wellington Convention Centre operation CX275 Wellington Convention C582 Internationalising Wellington There are no capital projects to Centre renewals C616 “Creative Wellington – Innovation Capital” report. CX264 Wellington Convention vision communication Centre upgrades C676 The Film School

Business Support

3.4.1 Information and Communications Infrastructure 3.5.2 Economic Grants Business Unit: Strategy Business Unit: Grants Director: Wayne Maxwell Director: Wendy Walker Contact Officer: Paul Desborough Contact Officer: Jennifer Rains Operating Projects Capital Projects Operating Projects Capital Projects There are no operating projects to report. There are no capital projects to report. C647 Economic development grants pool There are no capital projects to report.

3.4.2 Transport Gateway Connections 3.7.1 Regional and External Relations Business Unit: Council Controlled Organisations Business Unit: Strategy Director: Wayne Maxwell Director: Wayne Maxwell Contact Officer: Sarah Polaschek Contact Officer: Paul Desborough Operating Projects Capital Projects Operating Projects Capital Projects C145 External relations There are no capital projects to report. C658 Long haul aircraft attraction There are no capital projects to report.

ACTIVITY PROFILES 95 APPENDIX TWO

STRATEGY AREA – 4.0 ENVIRONMENT

Gardens and Beaches

4.1.1 Local Parks and open Spaces 4.2.2 Beaches and Coast Operations Business Units: Open Space Planning, Parks and Gardens Director: Derek Fry Business Unit: Parks and Gardens Contact Officers: Mike Oates, Jacqueline Murray, Wendi Director: Derek Fry Henderson, Bruce Moorman, Neil Contact Officer: Peter Hemsley Christensen Operating Projects Capital Projects Operating Projects Capital Projects C298 Coastal operations CX290 Coastal upgrades A004 Parks and reserves planning CX044 Suburban greening initiatives CX349 Coastal renewals A011 Reserves unplanned maintenance CX050 Early Settlers Trust CX290_CF Coastal upgrades C515 Turf management CX284 Park structures upgrades CX349_CF Coastal renewals C517 Park furniture maintenance and renewals C518 Park buildings and infrastructure CX436 Parks infrastructure maintenance renewals C563 Horticultural operations CX033 Reserves property C564 Arboricultural operations purchases CX436_ Parks infrastructure CF renewals

4.2.1 Botanical Gardens Business Unit: Parks and Gardens Director: Derek Fry Contact Officer: Leanne Killalea Operating Projects Capital Projects C560 Botanic gardens services CX348 Botanic gardens renewals

Green Open Spaces

2.3.2 Roads Open Spaces 4.4.1 Walkways Business Units: Parks and Gardens, CitiOperations Business Unit: Parks and Gardens Directors: Derek Fry, Stavros Michael Director: Derek Fry Contact Officers: Wendi Henderson, Mike Mendonca Contact Officers: Wendi Henderson, David Sole Operating Projects Capital Projects Operating Projects Capital Projects C006 Open space vegetation management There are no capital projects to C561 Walkway maintenance CX435 Walkways renewals and upgrades C289 Street cleaning contract report.

4.2.3 Town Belts 4.7.1 Stream Protection Business Units: Parks and Gardens, Open Space Planning Business Unit: Open Space Planning Director: Derek Fry Director: Derek Fry Contact Officers: Michael Oates, David Sole Contact Officers: Michael Oates, Amber Bill Operating Projects Capital Projects Operating Projects Capital Projects A008 Hazardous trees removal CX437 Town belts and reserves upgrades C663 Stream protection programme There are no capital projects to report C429 Reserve land resolutions CX437_CF Town belts and reserves upgrades C514 Town belts planting C524 Town belts management 4.7.2 Pest Plant and Animal Management 4.3.1 Community Environmental Initiatives Business Unit: Parks and Gardens Director: Derek Fry Business Units: Parks and Gardens, Grants, Strategy Contact Officer: Justin McCarthy Directors: Derek Fry, Wendy Walker, Wayne Maxwell Operating Projects Capital Projects Contact Officers: Jennifer Rains, Jonathan Bussell, Paul C509 Pest plant control and monitoring There are no capital projects to report. Desborough C510 Animal pest management Operating Projects Capital Projects C513 Community greening initiatives There are no capital projects to report. C652 Environmental grants pool C664 Enviroschools sponsorship

Waste Reduction and Energy Conservation

4.5.1 Energy Efficiency and Conservation 4.5.3 Recycling Business Unit: Property and Parking Services Business Unit: CitiOperations Director: John Scott Director: Stavros Michael Contact Officers: Dave Campbell, Jim Ebenhoh Contact Officer: Mike Mendonca Operating Projects Capital Projects Operating Projects Capital Projects C660 Sustainable building guidelines CX494 Energy management plan C079 Domestic recycling operations There are no capital projects to report. C662 Energy management plan CX494_CF Energy management plan

ACTIVITY PROFILES 96 APPENDIX TWO 4.5.4 Waste Minimisation and Disposal Management Business Unit: CitiOperations Director: Stavros Michael Contact Officers: Mike Mendonca, Johan Simeonov Operating Projects Capital Projects C076 Landfill operations and maintenance CX084 Southern landfill C077 Closed landfills aftercare improvements C078A Suburban refuse collection CX084_CF Southern landfill C080 Landfills environmental impact improvements monitoring C391 Waste minimisation information C409 Hazardous waste disposal C558 Litter enforcement C411 Closed landfills information C078B Inner city refuse collection

Quarry

4.5.2 Quarry Business Unit: Infrastructure Planning Director: Stavros Michael Contact Officer: Maria Archer Operating Projects Capital Projects C556 Quarry operations There are no capital projects to report.

Water

4.5.5 Water Network 4.6.1 Water Collection and Treatment Business Unit: Infrastructure Business Unit: Infrastructure Director: Stavros Michael Director: Stavros Michael Contact Officer: Sonya Wikitera Contact Officer: Sonya Wikitera Operating Projects Capital Projects Operating Projects Capital Projects C112 Water meter reading CX126 Water reticulation renewals C115 Bulk water purchase There are no capital projects to report. C113 Water reticulation CX127 Water reservoir/pump station C506 Water metering unplanned maintenance renewals C412 Water network operations CX296 Area/district water meter C462 Water reservoir/pump installation station unplanned CX326 Water reticulation upgrades maintenance CX336 Water pump station/reservoir C463 Water asset stewardship upgrades C464 Water network information CX430 Water network maintenance compliance monitoring renewals C536 Karori dam maintenance CX126_CF Water reticulation renewals C547 Water conservation and CX127_CF Water reservoir/pump station leak detection renewals C671 Water asset management CX326_CF Water reticulation upgrades CX336_CF Water pump station/reservoir upgrades

Wastewater and Storm water

4.6.3 Sewage Collection and Disposal Network 4.6.2 Storm water Management Business Unit: Infrastructure Business Unit: Infrastructure Director: Stavros Michael Director: Stavros Michael Contact Officer: Sonya Wikitera Contact Officer: Sonya Wikitera Operating Projects Capital Projects Operating Projects Capital Projects A041 Water asset stewardship CX333 Pump station A041A Stormwater asset stewardship CX031 Stormwater flood C084 Sewerage network trade waste (SPE) upgrades C086C Stormwater network maintenance protection enforcement CX334 Sewerage C090 Stormwater resource consent monitoring upgrades C085 Sewage pollution elimination network renewals C496 Stormwater critical drains inspections CX151 Stormwater unplanned maintenance CX381 Sewerage C498 Stormwater asset management network renewals C086A Sewerage network unplanned network upgrades C503 Stormwater pollution prevention CX151_CF Stormwater maintenance CX381_CF Sewerage network renewals C089 Sewer interceptor flow monitoring network upgrades C495 Sewerage network critical drain inspection 4.6.4 Sewage Treatment C497 Wastewater asset management C501 Sewerage network sewage pollution Business Units: Infrastructure detection and monitoring Director: Stavros Michael C502 Pump stations operations and Contact Officers: Sonya Wikitera, Johan Simeonov maintenance Operating Projects Capital Projects C087 Clearwater operations and maintenance There are no capital projects to contract report. C088 Porirua sewage treatment contribution C347 Living Earth green waste contract

ACTIVITY PROFILES 97 APPENDIX TWO

Environmental and Conservation Attractions

4.8.1 Environmental and Conservation Attractions Business Unit: Council Controlled Organisations Director: Wayne Maxwell Contact Officers: Kate Neilson, Ian Clements Operating Projects Capital Projects A288 Karori Wildlife Sanctuary CX125 Zoo renewals C046 Wellington Zoo CX340 Zoo upgrades C426 Marine Education Centre CX473_CF KWST Gateway Project

STRATEGY AREA – 5.0 CULTURAL WELLBEING

Heritage

5.1.1 City Archives 5.1.2 Heritage Landmarks Business Unit: Knowledge Solutions Director: Karen Wallace Business Unit: Treaty Relations Contact Officer: Joanna Newman Director: Wendy Walker Contact Officer: Nicky Karu Operating Projects Capital Projects Operating Projects Capital Projects C373 Archives operations There are no capital projects to report. C665 Te Ara o Ngā Tupuna – Māori CX497_CF Te Ara o Ngā Tupuna – heritage trails Māori heritage trails

Community Arts and Cultural Support

5.2.1 Arts and Cultural Festivals 5.3.1 Access and Support for Community Arts Business Units: Wellington Convention Centre, City Events Director: Derek Fry Business Units: Wellington Convention Centre, Urban Contact Officers: Neville Brown, John Dawson Design, City Arts Operating Projects Capital Projects Directors: Derek Fry, Ernst Zollner C020 Civic Square marketing and There are no capital projects to report. Contact Officers: Neville Brown, Martin Rodgers, events contract Geoffrey Snedden C130E Community events programme Operating Projects Capital Projects C587 Citizens Day / Mayoral Day C101A Wellington Convention Centre CX458 Art installation venues subsidy C130K Community arts programme 5.2.3 Cultural Grants Business Unit: Grants Director: Wendy Walker Contact Officer: Jennifer Rains Operating Projects Capital Projects C661 Cultural grants pool There are no capital projects to report.

Galleries and Museums

5.4.1 Galleries and Museums Business Unit: Council Controlled Organisations Director: Wayne Maxwell Contact Officers: Sarah Polaschek, Kate Neilson Operating Projects Capital Projects C102 Wellington Museums Trust funding CX500 Art Gallery C666 NZ Portrait Gallery CX500_CF Art Gallery

Arts Partnerships

5.2.2 New Zealand International Arts Festival Business Unit: City Events 5.4.2 Arts Partnerships Director: Derek Fry Business Units: Wellington Convention Centre, Council Contact Officer: John Dawson Controlled Organisations, City Arts Operating Projects Capital Projects Directors: Derek Fry, Wayne Maxwell C423 New Zealand International Festival of the There are no capital projects to Contact Officers: Neville Brown, Sarah Polaschek, Fiona Arts report. Gunter-Firth Operating Projects Capital Projects C422 New Zealand Symphony Orchestra There are no capital projects to report. subsidy C580 St James Theatre Charitable Trust C605 Wellington Arts Centre C670 Public Art Fund

ACTIVITY PROFILES 98 APPENDIX TWO STRATEGY AREA – 6.0 SOCIAL AND RECREATION

Housing

6.1.1 Community Housing Business Unit: City Housing Director: Wendy Walker Contact Officer: Lito Magadia Operating Projects Capital Projects C125 Housing operations and maintenance CX370 Housing upgrades CX371 Housing renewals CX370_CF Housing upgrades

Recreation Facilities and Programmes

6.1.2 Recreation Partnerships 6.4.3 Recreation Centres Business Units: Council Controlled Organisations, City Business Units: Recreation Wellington, Project Management Services and Events, City Communities Directors: Office Directors: Wayne Maxwell, Derek Fry, Wendy Walker Contact Officers: Derek Fry, Karen Wallace Warren Ulusele, Glenn McGovern, Natasha Lynda Rigler, Jim Coard Contact Officers: Petkovic-Jeremic, Derek Fry Operating Projects Capital Projects Operating Projects Capital Projects C037 Recreation centre operations CX059 Recreation centre renewals C008 Basin Reserve grant CX503 Basin Reserve C669 Indoor Community Sport Centre CX211 Recreation centre upgrades C384 NZ Academy of Sport – Central C642 Spinks Café project CX499 Indoor Community Sport Centre C632 Ice skating rink CX211_ Recreation centre upgrades CF 6.3.1 Access Support Business Unit: Recreation Wellington 6.4.4 Playgrounds Director: Derek Fry Business Unit: Parks and Gardens Contact Officer: Esther Bukholt (Acting) Director: Derek Fry Operating Projects Capital Projects Contact Officer: Jacqueline Murray C419 Passport to Leisure programme There are no capital projects to report. Operating Projects Capital Projects C559 Playgrounds and skate park CX181 Playgrounds renewals/upgrades 6.3.3 Recreation Programmes maintenance Business Unit: Recreation Wellington Director: Derek Fry Contact Officer: Esther Bukholt (Acting) 6.4.5 Marinas Operating Projects Capital Projects C130D Recreation programmes There are no capital projects to report. Business Unit: Parks and Gardens Director: Derek Fry Contact Officer: Peter Hemsley 6.4.1 Swimming Pools Operating Projects Capital Projects Business Unit: Recreation Wellington C418 Marina operations CX341 Marina renewals Director: Derek Fry CX342 Marina upgrades Contact Officer: Julian Todd, Jim Warwick CX341_CF Marina renewals Operating Projects Capital Projects C034 Swimming pools operations CX055 Aquatic facility upgrades CX056 Aquatic facility renewals CX485 Hydrotherapy partnership CX055_CF Aquatic facility upgrades

6.4.2 Sports Fields

Business Unit: Parks and Gardens, Recreation Projects Director: Derek Fry Contact Officers: Wendi Henderson, Glenn McGovern, Trevor Jackson Operating Projects Capital Projects C562 Sports fields operations CX345 Sports fields renewals/upgrades CX489 Newtown Park redevelopment CX489_CF Newtown Park redevelopment

Community Support

6.2.1 Implementation of the Homelessness Strategy 6.3.2 Social and Recreational Grants Business Unit: City Communities Business Unit: Grants Director: Wendy Walker Director: Wendy Walker Contact Officer: Amarjit Maxwell Contact Officer: Jennifer Rains Operating Projects Capital Projects Operating Projects Capital Projects C637 Support for Wellington homeless There are no capital projects to report. C130A General grants There are no capital projects to report. C674 Wet hostel for Wellington city C678 Social and recreational grants pool

6.2.2 Community Advocacy Business Unit: City Communities Director: Wendy Walker Contact Officers: Amarjit Maxwell, Raewyn Baldwin Operating Projects Capital Projects C130G Community advice and information There are no capital projects to C640 Older persons policy implementation report.

ACTIVITY PROFILES 99 APPENDIX TWO 6.4.6 Community Centres and Halls 6.4.7 Community ICTAccess Business Units: City Communities, Grants, Business Units: City Communities Property, Recreation Wellington Director: Wendy Walker Directors: John Scott, Derek Fry, Wendy Contact Officers: Raewyn Baldwin, Amarjit Maxwell Contact Officers: Walker Operating Projects Capital Projects Amarjit Maxwell, Lucy Ross, Jennifer C592 Community computing CX498 e-Community initiatives Rains, John Parrot, Lynda Rigler, Amy Wright Operating Projects Capital Projects A468 Community properties CX457 Newlands programmed maintenance community C068 Community halls operations and facilities maintenance CX457_CF Newlands C130B Community properties and community facilities operations facilities C130I Accommodation assistance fund CX471_CF Marketing PPA468RES Reserves and recreation leases billboards

Libraries

6.4.8 Libraries Network Business Unit: Wellington City Libraries Director: Derek Fry Contact Officers: Jane Hill, Denise Clarkson, John Stears, Rose Barker Operating Projects Capital Projects C050 Central library and library network-wide CX077 Library materials operations upgrades C467 Branch libraries operations and CX269 Computer replacement maintenance upgrades CX338 Central library upgrades CX358 Branch libraries upgrades CX359 Branch libraries renewals

Public Health and Safety

6.5.1 Burials and Cremations 6.6.1 City Safety Business Unit: Parks and Gardens Business Units: City Safety, CitiOperations Director: Derek Fry Directors: Wendy Walker, Stavros Michael Contact Officer: Jeff Paris Contact Officers: Laurie Gabites, Pita King Operating Projects Capital Projects Operating Projects Capital Projects C007 Burial and crematoria operations CX369 Burial and crematoria P169 Safe city projects and grants There are no capital projects to report. upgrades and renewals C673 Anti-graffiti flying squad

6.5.2 Public Toilets Business Unit: Parks and Gardens 6.6.2 Wellington Emergency Management Office Director: Derek Fry Business Unit: Wellington Emergency Management Contact Officer: Jacqueline Murray Office Operating Projects Capital Projects Director: Stavros Michael C072 Public conveniences CX366 Public convenience upgrades Contact Officer: Adrian Glen contracts CX366_CF Public convenience upgrades Operating Projects Capital Projects C540 Emergency management operations CX372 Emergency management C543 Emergency management rural fire renewals 6.5.3 Public Health management Business Unit: Building Consents and Licensing Director: John Scott Contact Officers: Alison Box, Brendon Stone Operating Projects Capital Projects C478 Public health inspections and control There are no capital projects to report. C675 Noise monitoring

ACTIVITY PROFILES 100 APPENDIX TWO

STRATEGY AREA – 7.0 GOVERNANCE

Maori Engagement (including Mana Whenua)

7.2.1 Mana Whenua Partnership and Wider Maori Community Business Unit: Treaty Relations Director: Wendy Walker Contact Officer: Nicky Karu Operating Projects Capital Projects C529 Memoranda of Understanding There are no capital projects to report.

Information, Consultation and Decision-Making

7.1.1 Consultation and Communication 7.2.3 Civic Information Business Unit: City Secretariat Business Units: Wellington City Libraries, Customer Contact Director: Michael Webster Centre, Knowledge Solutions Contact Officer: Michael Webster Directors: Wendy Walker, Karen Wallace, Derek Fry Operating Projects Capital Projects Contact Officers: Dianne Dannefaerd, Janeen Tatupu, Michael C667 Civic network programme There are no capital projects to report. Brownie C668 e-Democracy initiatives Operating Projects Capital Projects C334 City service centre There are no capital projects to report. C338 Contact centre 7.2.2 City Governance and Decision Making C340 Valuation service provision Business Units: Planning, Performance and Research, contract Policy, City Secretary, Finance C355 Property & customer Directors: Michael Webster, Wayne Maxwell, Neil information services Cherry Contact Officers: Michael Webster, Brian Hannah, John McGrath, Neil Cherry Operating Projects Capital Projects C530 Annual planning and reporting CX420 Elections, governance and C532 Policy development democratic services C534 Elections, governance and democratic services C590 Tawa Board Discretionary Fund

ACTIVITY PROFILES 101

102 WELLINGTON CITY COUNCIL

APPENDIX THREE

HEALTH AND SAFETY

CAPITAL CONSOLIDATED FUND______

YTD YTD YTD Full Year Health and Safety Capital Actual Budget Variance Budget Consolidated Fund 2008 2008 2008 2008 $'000 $'000 $'000 $'000

Actual 174 121 (53) 250

Total Health and Safety Expenditure 174 121 (53) 250

Table 8: Health and safety capital consolidated expenditure

HEALTH AND SAFETY CAPITAL CONSOLIDATED FUND 103 WELLINGTON CITY COUNCIL 103

WELLINGTON CITY COUNCIL 104

APPENDIX FOUR

WELLINGTON CITY COUNCIL PROPERTY SALES______

Table 9 details sales of Council properties in the nine months to 31 March 2008.

The following Council properties have been sold:

Street Number Street Name Suburb Name Notes

7 Hungerford Road Lyall Bay Sale to adjacent owner 74 Makara Road/Khouri Avenue Karori Land exchange Seatoun Heights/Townsend Road Seatoun Sale to adjacent owner 111 Allington Road Karori Sale on open market Table 9: Wellington City Council property sales

WELLINGTON CITY COUNCIL PROPERTY SALES 105 WELLINGTON CITY COUNCIL

WELLINGTON CITY COUNCIL 106

CONTACT INFORMATION______

The Wellington City Council Quarterly Report is produced by the Planning, Performance and Research Team.

For more information please contact the Wellington City Council.

Postal Address: Wellington City Council Planning, Performance and Research PO Box 2199, Wellington, New Zealand

Internet: www.Wellington.govt.nz

E-mail: [email protected]

Phone: (+64-4) 499 4444

Fax: (+64-4) 801 3138

CONTACT INFORMATION 107