Wellington City Council Quarterly Report

October – December 2007 PDWCC67154 A message from the Chief Executive

Wellington City Council Quarterly Report – October to December 2007

The lead up to Christmas was a busy time for Wellington City. This quarter included the Local Body Elections, the inauguration of the new Council, high-profile events, and the Council achieving a number of significant milestones. . With regard to the environment and sustainability, the Council:

• furthered its commitment to making Wellington a carbon-neutral city by presenting a draft Climate Change Action Plan • became one of the first councils in the country to take part in the Government’s public place recycling initiative. Recycling bins are being placed in locations around central Wellington.

The Convention Centre also became the first venue of its kind to achieve the ISO 14001 environmental standard.

Projects and programmes progressed this quarter included the completion of Cog Park and the opening of the Mount Victoria lookout by the Mayor. Consultation was undertaken on key projects, including the design of the Indoor Community Sports Centre and the upgrade plans for Central Park.

The summer calendar of events kicked off in style with the arrival of the LA Galaxy football team and its star player David Beckham. Around 15,000 people, including school children, attended the training session and a crowd of 35,000 watched the match against the Wellington Phoenix. The Pelorus Trust Sky show also attracted a large crowd for the annual fireworks display and families celebrated the start of the festive season with the annual Farmers Santa Parade.

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 October to 31 December 2007 and a consolidated financial view for the period 1 July to 31 December 2007.

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 The Meridian building opened and received a New Zealand Five Star ‘Green’ rating. Stages 1 and 2 of the Kumutoto public space were also completed. ƒ Cog Park was completed and opened on 10 November 2007. ƒ We received a high number of building consent applications during this quarter (936 with 911 issued) and continued to work on improving our timeframes for the issuing of building consents improving from 51% on time last quarter to 81% on time this quarter. ƒ We granted 268 resource consents and received 102 requests for pre-application meetings for new sites, approximately double the number for the same period in 2006. ƒ The estimated economic impact to the city of major events assisted by the Events Development Fund is $6,000,000. This was predominantly as a result of the interest generated by the visit of the LA Galaxy soccer team and David Beckham. ƒ The convention centre staged 248 events, of which 34 were concerts with a total attendance of 14,300 people. We also held 29 conferences, attracting 4,103 delegates. ƒ The Wellington Convention Centre became the first conference and events venue in New Zealand to achieve the ISO 14001 series of environmental standards ƒ A draft Climate Change Action Plan was delivered to Council in December 2007. This is an important first step in delivering a Carbon Neutral future for Wellington City Council. ƒ The public place recycling initiative was launched in Wellington by Prime Minister Helen Clarke, which involves four three-year trials of locating recycling bins in busy parts of central Wellington. ƒ Wellington Zoo received notification that it had been granted $400,000 form the New Zealand Lottery Grants Board to put towards the new zoo hospital. ƒ We established the Housing Upgrade Project (HUP) team, appointed Novak and Middleton Architects to work on concept designs, and began scoping work for the investment programme. ƒ We commenced the construction of the Newlands Community Centre. ƒ We were awarded the Outstanding Community Safety Project for the Christmas campaign in the NZ Safety Awards in October 2007. ƒ The ‘e-Petition’ initiative on the Council’s website was well received, with five e-Petitions initiated.

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. This included: • Council held a hearing and made a decision on all the submissions received on Plan Change 56 Managing Infill Housing. • Undertaking further research to identify options for targeting residential infill. This included a citywide character study, roading and parking constraints, transport accessibility, and social infrastructure capacity.

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. • Implementation of the Johnsonville Town Centre Plan was considered further including the best way to integrate it into the District Plan and other ongoing policy development and to achieve the best outcomes from the proposed redevelopment of the Mall. EXECUTIVE SUMMARY 1 WELLINGTON CITY COUNCIL • The Adelaide Road Framework project was started, with initial research completed and public consultation on key issues underway.

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. • We worked with Harbour Quays to understand how their developments might affect our traffic modelling. This work has been fed into the detailed design of the area, in particular the new intersections on Waterloo Quay. A new pedestrian crossing over Waterloo Quay at Hinemoa Street is under construction. • Ongoing work is being carried out with the Stadium Trust and New Zealand Rail Corporation on the proposed new road layout to ensure their interests are addressed.

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. • Work continued on developing a Walking Plan for the city and an Organisational Travel Plan for the Council. • The community travel planning pilot called Getting Around Wellington got underway with a focus on the Southern and eastern suburbs. The Sustainability Trust was engaged to deliver this project on behalf of the Council and made contact to community groups and associations. Those contacted were given support on how they can make changes to their individual travel behaviours which will help improve the city's overall transport system.

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. This quarter we continued work on developing a business case for an urban fibre network. The configuration and costs of a network has required significant analysis, and we have worked on discussing inputs from potential industry and government partners. At an infrastructure policy level, a number of areas have been considered such as shallow trenching, utilising unused ducts, and options for installing fibre optic cable in existing large stormwater and sewerage pipes.

We worked on five key aspects of the business case, including: • analysis of the broadband benefits for the City • completion of a financial model to demonstrate the viability of the project • monitoring developments in the national and international telecommunications industry • stakeholder engagement programme • a risk management plan.

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.

Recent accomplishments within the project work programme include: • A thorough audit of all the Council’s electricity accounts has been completed allowing us to better understand where the energy is being consumed. • Thanks to Todd Energy; an electricity generation project is in its final stages at the Carrey’s Gully landfill. • A Draft Climate Change Action Plan was presented to Councillors in December. This plan is an important first step in delivering a carbon neutral future to both the Council and Wellington City.

In the coming months several projects will be worked on including the Council’s first Solar Hot Water installation taking advantage of the EECA Solar Hot Water Grant scheme for Government buildings.

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. • Due to the Christmas break the level of casual room hire in December was down. However with the Fringe Festival starting shortly, bookings for rehearsal space is increasing again. • The occupancy rate of rooms for long term hire is exceeding targets. A number of studio artists are leaving in the New Year but there are new artists wanting to fill the vacancies. • Working in partnership with the Council's Property team, the Centre's management has identified some challenges regarding the utilities costs associated with the Centre. Ways of addressing these are being explored. • A room rate review and analysis of the per sqm charges on the buildings is being undertaken. • The Toi Poneke Gallery continues to present a full programme of exhibitions open to the public. • A very successful one day 'Art Sale' was held at the Centre featuring the work of artists in residence there.

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. During the quarter: • Wellington Architect's Novak & Middleton commenced work on concept designs for 34 housing sites which will enable the 20 year outline works programme and investment plan to be finalised and agreed by the Crown in May 2008. • Five engineering consultants were commissioned to carry out seismic assessment of 33 housing buildings previously identified as at risk. • The Council and Housing New Zealand Corporation continued to negotiate the Deed of Grant which sets out the terms and conditions of the government funding.

7.0 Governance

Current Consultations Start date Closing date Traffic Resolutions 12 October 2007 26 October 2007 Public Health Bylaw 18 October 2007 28 November 2007 South Coast Land Classification 29 October 2007 26 November 2007 Central Park Redevelopment 05 November 2007 07 December 2007 Ngauranga to Airport Transport Strategy 06 December 2007 22 February 2007

EXECUTIVE SUMMARY 3 WELLINGTON CITY COUNCIL CONTENTS

Contents pages

CONTENTS

CONSOLIDATED FINANCIAL OVERVIEW 10

1.0 URBAN DEVELOPMENT 17 1.1.1 Urban Planning and Policy Development 1.2.1 Smart Growth 1.3.1 Development Control and Facilitation 1.4.1 Earthquake Risk Mitigation 1.4.2 Building Control and Facilitation 1.5.1 Waterfront Development 1.5.2 Public Space and Centre Development 1.5.3 Heritage Development

2.0 TRANSPORT 27 2.1.1 Car Parking 2.1.2 Transport Planning / 2.2.1 Regional Transportation 2.2.2 Ports Access 2.3.1 Travel Demand Management Planning 2.4.1 Vehicle Network 2.4.2 Cycle Network 2.4.3 Passenger Transport Network 2.4.4 Pedestrian Network 2.4.5 Network-wide Control and Management 2.5.1 Road Safety

3.0 ECONOMIC DEVELOPMENT 39 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 3.4.1 Information and Communications Infrastructure 3.4.2 Transport Gateway Connections 3.5.2 Economic Grants 3.6.1 Creative Workforce 3.7.1 Regional and External Relations

4.0 ENVIRONMENT 51 2.3.2 Roads Open Spaces 4.1.1 Local Parks and Open Spaces 4.2.1 Botanical Gardens 4.2.2 Beaches and Coast Operations 4.2.3 Town Belts 4.3.1 Community Environmental Initiatives 4.4.1 Walkways 4.5.1 Energy Efficiency and Conservation 4.5.2 Quarry 4.5.3 Recycling 4.5.4 Waste Minimisation and Disposal Management 4.5.5 Water Network 4.6.1 Water Collection and Treatment 4.6.2 Stormwater Management 4.6.3 Sewage Collection and Disposal Network 4.6.4 Sewage Treatment 4.7.1 Stream Protection 4.7.2 Pest Plant and Animal Management 4.8.1 Environmental and Conservation Attractions

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5.0 CULTURAL WELLBEING 71 5.1.1 City Archives 5.1.2 Heritage Landmarks 5.2.1 Arts and Cultural Festivals 5.2.2 New Zealand International Arts Festival 5.2.3 Cultural Grants 5.3.1 Access and Support for Community Arts 5.4.1 Galleries and Museums 5.4.2 Arts Partnerships

6.0 SOCIAL AND RECREATION 81 6.1.1 Community Housing 6.1.2 Recreation Partnerships 6.2.1 Implementation of the Homelessness Strategy 6.2.2 Community Advocacy 6.3.1 Access Support 6.3.2 Social and Recreational Grants 6.3.3 Recreation Programmes 6.4.1 Swimming Pools 6.4.2 Sports Fields 6.4.3 Recreation Centres 6.4.4 Playgrounds 6.4.5 Marinas 6.4.6 Community Centres and Halls 6.4.7 Community ICT Access 6.4.8 Libraries Network 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 103 7.1.1 Consultation and Communication 7.2.1 Mana Whenua Partnership and Wider Maori Community 7.2.2 City Governance and Decision-Making 7.2.3 Civic Information

APPENDICES

Appendix One: Operational and Capital project expenditure by Strategy area 110 Appendix Two: Health and Safety Consolidated Fund 125 Appendix Three: Wellington City Council Property Sales 126

CONTACT INFORMATION 127

5 WELLINGTON CITY COUNCIL

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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 December 2007 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.

CONSOLIDATED FINANCIAL OVERVIEW 7 WELLINGTON CITY COUNCIL

FINANCIAL PERFORMANCE AT A GLANCE

Table 1: Statement of financial performance

Statement of Financial YTD YTD YTD Full Year Actual Budget Variance Budget Performance 2007 2007 2007 2007 $'000 $'000 $'000 $'000 Rates Income 96,449 96,335 114 192,671 Income from Activities 40,983 40,992 (8) 82,471 Lease Income 16,430 16,139 290 32,234 Interest Income 119 50 69 100 Other Income 7,859 1,695 6,165 7,589 Development Contributions 421 637 (216) 1,274 Total Income 162,262 155,848 6,414 316,339 General Expenses 74,078 72,003 (2,075) 142,332 Personnel Expenditure 43,431 43,555 124 86,746 Depreciation & Loss/Gain on Sale 30,319 31,522 1,202 63,043 Financing Expenditure 9,664 10,127 463 20,258 Total Expenditure 157,492 157,206 (286) 312,379

Net operating surplus/(deficit) 4,770 (1,358) 6,128 3,960

Overall, the year to date net operating surplus of $4.8m is $6.1m more favourable than the budgeted deficit of $1.4m. This favourable variance is attributed to a combination of one-off positive impacts and expenditure timing variances. The most significant factor has been the receipt of dividend income earlier than anticipated.

One-off positive impacts

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

Income of $0.7m has been generated from the sale of surplus land.

Additional lease income has been received due to rental reviews.

Expenditure/income and timing variances

Expenditure is currently $0.3m unfavourable 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 charge than budgeted).

CONSOLIDATED FINANCIAL OVERVIEW 8 WELLINGTON CITY COUNCIL FINANCIAL POSITION AT A GLANCE

Table 2: Statement of financial position The decrease in current assets primarily reflects the reduction in cash due to payment of major funding grants offset by an increase in receivables. Statement of Financial YTD Year Actual End The increase in non-current assets is primarily due to the net Position 2007 2007 increase in capitalised assets offset by increased accumulated $'000 $'000 depreciation. Current assets 29,925 34,204 Non-current assets 5,746,299 5,724,977 The movements in both current and non current liabilities reflects Total assets 5,776,224 5,759,181 changes in our short and long term borrowing positions.

Current liabilities 159,455 166,010 Non-current liabilities 157,926 139,053 Total liabilities 317,381 305,063

Net assets / equity 5,458,843 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 (amended 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 2: 2007/08 Projected Accumulated Borrowings Figure 1: Forecast Borrowings 2007/08 – 2015/16

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

280,000 LTCCP forecast 600,000

500,000 260,000

400,000 240,000

300,000 220,000

200,000 200,000 Forecast Borrowing ($000s) Borrowing Forecast 100,000 180,000 0 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 160,000 Current borrowing forecast Net borrowing to annual income June Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Existing borrowing plus funding of new capex Working Capital Net interest to annual rates

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

CONSOLIDATED FINANCIAL OVERVIEW 9 WELLINGTON CITY COUNCIL Table 3: Statement of Borrowings At 31 December 2007 gross borrowings total $234.8m, up $10.5m from Statement of Borrowings $224.3m at 30 September 2007.

YTD Year Core borrowing to fund new assets has increased by net $21.7m for the 31 DECEMBER 2007 Actual End financial year to date (up $12.7m from $9m at 30 September). 2008 2007 $'000 $'000 There has been a $14.4m decrease in the Working Capital funding Facilities at start of year 264,000 264,000 New facilities arranged 19,000 0 requirement for the financial year to date, a $2.2m decrease from Repayment of facilities 0 0 $12.2m in September 2007. Facilities at end of period 283,000 264,000

Borrowings at start of year 227,500 212,000 Note: Borrowing ‘facilities’ is an indication of funds the council currently Change in core borrowing + (-) 21,723 15,200 has access to and includes an emergency provision to ensure Council Repayment of loans + (-) 0 has access to funds, for example, in case of a natural disaster. ‘Actual Change in working capital requirement + (-) (14,420) 0 Actual Borrowings at end of period 234,803 227,200 Borrowings’ is the amount drawn down against these facilities.

Plus unutilised facilities 48,197 36,800

Total Borrowing Facilities Available 283,000 264,000

Investments Summary

At $348.3m Council’s investments are $34m 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 investmentsIncome 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 5.8 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 35.4 348.3

Figure 3: Borrowing and Investment Summary

$m Borrowing & Investment Summary -December 2007 At 31 December 2007 the Council’s investments of $348.3m exceed 400 borrowings of $234.8m by $113.5m. 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

-

CONSOLIDATED FINANCIAL OVERVIEW 10 WELLINGTON CITY COUNCIL

Figure 4: Cost of funds

2007/08 Net Interest- actual vs forecast vs budget Net interest expense at $8.903m is $0.528m favourable to budget $000 expectation of $9.432m. The impact of current interest rates at levels 20,000 higher than budgeted has been offset by slower than anticipated 18,000 Budget Cumulative completion of capital expenditure projects carried forward from 2006/07. 16,000 Forecast Full year net interest expense is currently forecast to be 0.2mfavourable 14,000 Actual to budget. 12,000 10,000 8,000 6,000 4,000 2,000 0 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 Jan-08 Feb-08 Mar-08 Apr-08 May-08

. Treasury Policy Compliance

The Council is compliant with all its treasury policy and prudential limits in all but one sub-limit. The proportion of fixed interest cover in the 1 -3 year bucket has slipped marginally outside its 20%-50% bracket, due to the inclusion of an October 2010 swap maturity (previously shown in the 3 -5 year bucket). This will be remedied over the coming months as and when the Council next requires fixed interest rate cover to retain compliance with its over-arching fixed rate prudential limit.

Prudential limits Policy Limit Actual Compliance Borrowings as a % of equity <20% 5% Yes Borrowings as a % of income <150% 83% 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% 53% Yes Broken down as follows: 1 - 3 year bucket 20% - 50% 51% No 3 - 5 year bucket 20% - 50% 29% Yes 5 - 10 year bucket 15% - 50% 20% Yes

Liquidity/funding risk (access to funds) Policy Limit Actual Compliance Liquidity/funding risk (acess to funds) >110% 111% Yes Broken down as follows: 0 - 3 year bucket 10% - 50% 56% Yes 3 - 5 year bucket 20% - 60% 25% Yes 5 - 10 year bucket 10% - 60% 19% Yes "Liquidity" is defined as: Current borrowings + committed loan facilities divided by current borrowings

CONSOLIDATED FINANCIAL OVERVIEW WELLINGTON CITY COUNCIL 11

STRATEGY AREAS AT A GLANCE

Tables 4, 5, 6 and 7 summarise the Council’s revenue and expenditure by strategy area for the six months ended 31 December 2007. YTD YTD YTD FULL YEAR Operating Revenue by Strategy Actual Budget Variance Budget Revenue Revenue Revenue Revenue Area 2007 2007 2007 2007 $000 $000 $000 $000 Urban development 5,275 4,860 415 9,395 Transport 14,555 13,924 631 27,654 Economic development 3,009 2,667 342 5,151 Environment 5,967 6,315 (348) 12,623 Cultural Wellbeing 459 676 (217) 1,099 Social and recreation 16,048 16,024 24 31,796 Governance 449 515 (66) 1,028

Total Strategy Area 45,762 44,981 781 88,746

Council 116,500 110,867 5,633 227,416

Total Revenue 162,262 155,848 6,414 316,162

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 2007 2007 2007 2007 $000 $000 $000 $000 Urban development 11,395 11,267 (128) 22,439 Transport 21,908 21,693 (215) 43,580 Economic development 10,565 10,239 (326) 20,520 Environment 56,567 57,120 553 114,299 Cultural Wellbeing 7,081 6,633 (448) 13,244 Social and recreation 40,741 41,521 780 81,162 Governance 7,411 7,053 (358) 13,780

Total Strategy Area 155,668 155,526 (142) 309,024

Council 1,824 1,680 (144) 3,178

Total Operating Expenditure 157,492 157,206 (286) 312,202

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 2007 2007 2007 2007 $000 $000 $000 $000 Urban development (6,120) (6,407) 287 (13,044) Transport (7,353) (7,769) 416 (15,926) Economic development (7,556) (7,572) 16 (15,369) Environment (50,600) (50,805) 205 (101,676) Cultural Wellbeing (6,622) (5,957) (665) (12,145) Social and recreation (24,693) (25,497) 804 (49,366) Governance (6,962) (6,538) (424) (12,752)

Total Strategy Area (109,906) (110,545) 639 (220,278)

Council 114,676 109,187 5,489 224,238

Net Operating Surplus / (Deficit) 4,770 (1,358) 6,128 3,960

Table 6: Operating net expenditure by strategy area

CONSOLIDATED FINANCIAL OVERVIEW WELLINGTON CITY COUNCIL 12

YTD YTD YTD FULL Year Capital Expenditure by Strategy Actual Budget Variance Budget Expenditure Expenditure Expenditure Expenditure Area 2007 2007 2007 2007 $000 $000 $000 $000 Urban development 9,683 10,885 1,202 19,696 Transport 12,186 14,099 1,913 31,550 Economic development 753 1,310 557 3,021 Environment 16,724 20,709 3,985 35,893 Cultural Wellbeing 180 765 585 1,311 Social and recreation 7,591 10,266 2,675 21,646 Governance 0 80 80 80

Total Strategy Area 47,117 58,114 10,997 113,197

Council 3,794 7,347 3,553 14,350

Total Capital Expenditure 50,911 65,461 14,550 127,547

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.

CONSOLIDATED FINANCIAL OVERVIEW WELLINGTON CITY COUNCIL 13

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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 2006 1.1.1 Urban Planning and Policy 1,066 952 (114) 1,898 Development 1.2.1 Smart Growth 1.2.1 Smart Growth 116 153 37 306 1.3.1 Development Control and 1,431 1,002 (429) 2,063 Facilitation 1.4.1 Earthquake Risk Mitigation 272 223 (49) 445 DEVELOPMENT CONTROL AND FACILITATION 1.4.2 Building Control and 1,366 1,883 517 3,950 Facilitation 1.3.1 Development Control and Facilitation 1.5.1 Waterfront Development 968 1,205 237 2,411 1.5.2 Public Space and Centre 570 652 82 1,297 Development 1.5.3 Heritage Development 331 337 6 674 EARTHQUAKE RISK MITIGATION Operating Expenditure 6,120 6,407 287 13,044

1.4.1 Earthquake Risk Mitigation Full Year Actual Budget Variance Budget Capital expenditure $000 YTD YTD YTD 2006 1.1.1 Urban Planning and Policy 628 309 (319) 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 6,597 7,725 1,128 11,025 1.5.1 Waterfront Development 1.5.2 Public Space and Centre 2,035 2,341 306 6,796 Development 1.5.2 Public Space and Centre Development 1.5.3 Heritage Development 423 510 87 510 Capital expenditure 9,683 10,885 1,202 19,696

1.5.3 Heritage Development

STRATEGY AREA URBAN DEVELOPMENT 15 WELLINGTON CITY COUNCIL 15 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 project for 2008 will continue to be the integration of the Suburban Centre review with work related to the implementation of the Council's Urban Development Strategy (intensification along the growth spine). This will be the last major body of work before the District Plan is due for review in 2010. We remain on track to deliver on the key projects in this area and have engagement plans in place to ensure the reasons for the strategy are understood and that the implementation benefits from our knowledge gathered from the local community. A significant focus in the coming months will be on resolving 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 Our focus this quarter concentrated largely on the release of decisions on We continued development of the Johnsonville Town Centre Plan. This eight District Plan changes (DPC) including DPC 43 (Heritage work included considering the best way to integrate the project into the Provisions), DPC 47 (Airport Rules), DPC 48 (Central Area Review), DPC District Plan and other ongoing policy development to ensure the best 49 (Port Noise), DPC 52 (Suburban Centre Rule Amendments), DPC 53 outcomes for the proposed redevelopment of the Mall. (Heritage Listings) and DPC 54 and 55 (Owhiro Bay Re-zonings). These We started the Adelaide Road Framework project, with preliminary decisions attracted a total of 32 Environment Court appeals that will delay research completed and initial consultation on issues underway. the changes becoming operative. The Council made a decision on District Plan Change 56 (Residential We conducted the hearings for Plan Changes 59 (Westwood Road Infill). The appeal period is open until February. We undertook further Residential Re-zoning) and 60 (Churton Park Suburban Centre Re- research on options for targeting infill, including a draft citywide character zoning), with the committee’s recommendations for DPC 60 to be study. presented to Council at the end of February. We also initiated background research and investigations for the review KEY PROJECT MILESTONES of the Suburban Centre provisions in the District Plan, including targeted We continued our work to deliver on the following key projects: consultation with key stakeholders. Management of residential infill development Date KEY PROJECT MILESTONES Public engagement on issues and options April / May 2008 We continued our work to deliver on the key infrastructure projects: Public engagement on preferred option July / August 2008

Northern Growth Management Framework November / District Plan change December 2008 implementation Date Growth spine centres Date Mark Avenue completion April 2008 Johnsonville Town Centre Plan (final) reported to Lincolnshire Farm Reservoir completion October 2008 November 2008 Council John Sims Drive completion April 2009 Adelaide Road Framework: community workshop and April / May 2008 Westchester Drive completion April 2011 development of options Gateways planning Date Adelaide Road Framework: consultation on draft July / August 2008 Harbour Quays Infrastructure Funding Agreement framework June 2008 completion* Adelaide Road Framework: completion and District Plan November / * Further performance measures to be developed following finalisation of funding change December 2008

agreement ACTIVITIES FOR THE NEXT QUARTER ACTIVITIES FOR THE NEXT QUARTER

We will lodge resource consent applications for John Sims Drive and We will summarise the 179 submissions received on the initial Adelaide Westchester Drive connections. Road consultation. We will hold an intensive multi-day community We will make further progress towards an Infrastructure Funding planning and design workshop with residents, businesses, developers, Agreement for Harbour Quays, and will finalise Council’s programmed community groups, key agencies to progress a draft Adelaide Road urban upgrade of the adjacent roading network. development framework. We will progress the Suburban Centre review and seek Council approval We will use the results of our research and analysis to identify and for the notification of a District Plan change to introduce new earthworks develop draft options for the target areas of infill development, including rules that will replace the Bylaw provisions that expire in June 2008. A areas of change and those that will not change. major focus will also be to resolve the District Plan appeals.

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 1,149 992 (157) 1,977 Cost 116 156 40 312 Revenue (83) (40) 43 (79) Revenue 0 (3) (3) (6) Net Cost 1,066 952 (114) 1,898 Net Cost 116 153 37 306 Capital projects Capital projects Cost 628 309 (319) 1,365 Cost 0000 Operating expenditure Operating expenditure The unfavourable variance to operating costs is mainly due to higher labour The operational cost variance is mainly due to a timing difference in the Growth charges in the first half of the year. These will be in line with budget by year end. Spine Centre Project. Capital expenditure The variance in capital expenditure is due to the successful negotiation of land purchase for Westchester Drive earlier than anticipated.

HOW IT WAS FUNDED HOW IT WAS FUNDED This activity is targeted to be 100% rates funded. The favourable variance in This activity is targeted to be 100% rates funded. 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

YTD YTD YTD Budget We granted 268 consents in the quarter. We received 102 requests for Operational projects pre-application meetings for new sites, approximately double the number Cost 2,556 2,108 (448) 4,196 for the same period in 2006. Revenue (1,125) (1,106) 19 (2,133) We processed a large number of notified applications during the quarter, Net Cost 1,431 1,002 (429) 2,063 which will require many hearings to be scheduled next quarter. Capital projects We resolved the appeal relating to the proposed Waka building on the Cost 0000 Wellington Waterfront through successful mediation with the parties to the Operating expenditure appeal. The operating cost variance is due to higher than budgeted legal expenses, resulting from the large number of appeals. There was also a higher labour HOW WE PERFORMED charge for the first half of the year.

RESOURCE CONSENTS (NON-NOTIFIED) ISSUED RESOURCE MANAGEMENT COMPLAINTS RECEIVED WITHIN STATUTORY TIMEFRAMES (20 WORKING HOW IT WAS FUNDED VS. COMPLAINTS RESOLVED DAYS) 100% (NB: Target is to reduce complaints and increase Rates (%) Revenue (%) 250 resolutions)

80% YTD Actuals 56 44 200 Annual Target 55 45 60% 150 40% 100 20% 50 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 Received Resolved

We received 345 resource consent applications in this quarter, approximately 10% more than the previous year (for the same quarter). Performance has been impacted by a considerable increase in new consent applications, as well as added complexity to application processing due to recent plan changes.

ACTIVITIES FOR THE NEXT QUARTER

We will have a significant amount of work in progress around resource consents and minor hearings.

Six hearings for consent applications are scheduled for this quarter. Over the past six months the numbers of consents that are “on suspend” or “in progress” have increased by 200 (i.e. the difference between received and issued) resulting in a significant ongoing workload. This will affect the proportion issued within statutory timeframes. Officers are communicating potential delays to applicants to ensure expectations are managed while

we attempt to work through this workload issue.

There will be two applications before the Environment Court, including the Spinks Cottage application.

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 earth-quake prone buildings and strengthening work to be completed by owners.

We are currently reviewing options to progress our work in relation to earth-quake 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.

Activity 1.4.1 Earthquake Risk Mitigation WHAT IT COST WHAT WE DID Cost of activity $000 Actual Budget Variance Full Year

YTD YTD YTD Budget We part-fund It’s Our Fault – a long-term research project looking at Operational projects seismic risk in Wellington. During the quarter data from the first two trench Cost 274 225 (49) 449 investigations was reviewed and the next two sites identified. This enabled Revenue (2) (2) 0 (4) more accurate dating and analysis of previous seismic events to be Net Cost 272 223 (49) 445 carried out. This information will be added to an overall earthquake Capital projects prediction model. Mapping of offshore faults in the Cook Strait was also Cost 0000 completed and a more detailed map will now be part of the model. Operating expenditure Progress has been made on the assessment of earthquake prone Operating costs are ahead of budget for the earthquake prone aspect of this buildings. We received 238 reviews from our structural engineers and activity with the cost of the initial evaluations for the CBD district taking more started to serve notices on building owners who have not responded to time to process. This is largely due to the complexities of the buildings. All Council’s initial evaluation. scheduled payments have been made towards the localised earthquake assessment study.

HOW WE PERFORMED HOW IT WAS FUNDED BUILDINGS ASSESSED (CUMULATIVE) This activity is targeted to be 100% rates funded. 1400 1200 1000 800 600

400

200

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

We have assessed 368 building during the first two quarters, 232 buildings under target. Progress is directly related to the speed at which contracted structural engineers are able to complete assessments. We continue to work closely with our engineers to enable greater progress against our work programme.

ACTIVITIES FOR THE NEXT QUARTER

The It’s Our Fault project team will be carrying out summer excavations of trenches at two sites along the main Wellington fault. This will add to our understanding of past movements and the extent to which this and other faults are likely to move in future.

We expect to receive a further 250 reviews of potentially earthquake prone buildings from our structural engineers. We will be reviewing options for how to most appropriately advance the project in the coming year.

STRATEGY AREA URBAN DEVELOPMENT 18 WELLINGTON CITY COUNCIL

BUILDING CONTROL AND FACILITATION______

This activity covers the assessment of building consent applications, the issuing building consents and monitoring compliance according to the Building Act 2004. We focused on and improved our processing times for issuing building consents and code of compliance certificates 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 Cost of activity $000 Actual Budget Variance Full Year WHAT WE DID Budget YTD YTD YTD We received a high number of applications during this quarter (936 with Operational projects 911 issued). We continued to work on improving our timeframes for the Cost 5,301 5,562 261 11,063 issuing of building consents improving from 51% on time last quarter to Revenue (3,935) (3,679) 256 (7,113) 81% on time this quarter. Net Cost 1,366 1,883 517 3,950 We received 757 applications and issued 660 Code Compliance Capital projects Certificates during this quarter. We were able to issue 97% on time. Cost 0000

We continued to work towards accreditation status. Two of the three Operating expenditure outstanding issues were resolved during the quarter. We anticipate that The favourable expenditure variance is due to lower than expected legal costs. the remaining outstanding issue will be resolved in the next quarter. The continued favourable income variance is due to work starting on two large We were successful in recruiting new staff from both within New Zealand building projects in the first quarter. and the United Kingdom. HOW IT WAS FUNDED

Rates (%) Revenue (%) HOW WE PERFORMED YTD Actuals 26 74 BUILDING CONSENTS ISSUED (%) WITHIN STATUTORY CODE OF COMPLIANCES ISSUED (%) WITHIN TIMEFRAMES (20 WORKING DAYS) STATUTORY TIMEFRAMES (20 WORKING DAYS) Annual Target 40 60 100% (NB: once advised by owner that work is complete) 100% The funding of this activity is ahead of the annual target due to lower than 80% 80% expected operational costs and favourable revenue. 60% 60% 40% 40% 20% 20% 0% Sep(Q1) Dec (Q2) M ar(Q3) Jun (Q4) 0% 2006 / 07 2007 / 08 Target Sep(Q1) Dec (Q2) Mar(Q3) Jun (Q4) 2006 / 07 2007 / 08 Target

A number of process enhancements have been implemented which has resulted in improved performance for both issuing building consents and code of compliance certificates over the last two quarters.

ACTIVITIES FOR THE NEXT QUARTER

Our focus will continue to be on improving our processing times. We’ll continue towards accreditation by April 2008. We will introduce the Eco Design scheme, which is subsidised by the Ministry for the Environment and BRANZ. This scheme will provide one- to-one sustainable design advice for anyone planning, or in the process of, building a home.

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. The quarter was notable for the opening of the revamped Cog Park at Evans Bay and Meridian’s five star green rated building on the waterfront. Other high-quality features of the waterfront were recognised in the NZ Institute of Architects annual awards. Final plans were completed for Courtenay Place park and construction began on the Lambton Quay project. It will be important to monitor the progress of the resource consent for the development of the Overseas Passenger Terminal and of the Hilton Hotel, as any significant delays are likely to impact Wellington Waterfront Limited’s cash flow.

Activity 1.5.1 Waterfront Development Activity 1.5.2 Public Space and Centre Developments

WHAT WAS DONE WHAT WE DID

The Meridian building opened and received a New Zealand Five Star We completed Stage 1 (eastern side - Ballance Street to Stout Street) of ‘Green’ rating. Stages 1 and 2 of the Kumutoto public space were also the construction work on Lambton Quay and completed the site completed. preparation work for Stage 2 (western side - Hunter Street to Cable Lane). Seismic strengthening and refurbishment of Shed 13 was concluded. We engaged a contractor for the Courtenay Place Park project and Wraight and Associates were announced as winners of the Frank Kitts completed the pedestrian management plan, construction methodology Park redevelopment design competition. and health and safety plan. Contract works will not commence on site A resource consent application was lodged with Greater Wellington until the third quarter. Regional Council for the Overseas Passenger Terminal by Capital Wharf We completed a detailed design of the Aro Valley project. We confirmed and Wellington Waterfront Limited. project timeframes for the different parts of the work. Sponsored Green Islands sculptures were erected on the plinths between We awarded the contract for Karori Town Centre Project Stage 2 and the Circa Theatre and Te Papa. contractor started work on site. Shed 13 and the Len Lye Water Whirler Pier were both recognised for the We completed a paving solution around the Seismic Sculpture to deter quality of their design and workmanship, winning their respective sections skateboarders. We completed maintenance at the Truby King of the NZIA Resene Wellington Local Awards for Architecture. Mausoleum. HOW WE PERFORMED Cog Park was opened on 10 November 2007. KEY PROJECT MILESTONES PUBLIC SPACE DEVELOPMENT EXPENDITURE (CUMULATIVE) $12 Progress towards these key milestones remains on track: Golden mile / Central city streets Date Millions $9 Lambton Quay construction contract completion June 2008 Central city squares and parks Date $6 Courtenay Place Park construction contract completion June 2008 $3 Town centres development Date

$- June 2008 Sep(Q1) Dec (Q2) Mar(Q3) Jun (Q4) Karori stage 2 landscape project contract completion 2007 / 08 Target The following projects are currently having their timeframes reassessed: ACTIVITIES FOR THE NEXT QUARTER Central city walking routes Date

Hannah’s Courtyard / Eva Street link purchase Stage 3 of the Kumutoto public space project, including opening the Uncertain Brandon Street gates to traffic will be completed. completion Suburban centres upgrades Date Winning designs for Kumutoto sites 8, 9 & 10 will be announced. Aro Valley project construction contract completion Uncertain A Mojo Coffee café, Dominion Post ferry offices, Wagamama restaurant

and EON Design Centre will be open on the ground floor of Site 7. ACTIVITIES FOR THE NEXT QUARTER We expect to hear the outcome of the Hilton Hotel Environmental Court We will start consultation on the Khandallah Village upgrade and engage hearing. a design consultant to develop design ideas as part of this consultation. We will receive final commercial proceeds from Dominion Funds Limited We will undertake maintenance on the Ferns sculpture. for the Meridian (Site 7) building. We will install a new link on the Wahine memorial to commemorate its 40 year anniversary We 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 969 1,205 236 2,411 Cost 688 676 (12) 1,345 Revenue (1) 0 1 0 Revenue (118) (24) 94 (48) Net Cost 968 1,205 237 2,411 Net Cost 570 652 82 1,297 Capital projects Capital projects Cost 6,597 7,725 1,128 11,025 Cost 2,035 2,341 306 6,796 Operating expenditure Operating expenditure Operating costs are behind budget, as budgeted capex funding to Wellington Revenue is ahead of budget due to unbudgeted recovery of expenditure. Waterfront Project is behind and therefore interest charges have not been incurred Operating costs are in line with budget. as planned. Capital expenditure Capital expenditure This capital program is behind schedule due to various delays. Costs are Costs on Wellington Waterfront Development are behind the budgeted expected to be in line with budget at year end. schedule. The costs are expected to be in line with budget by 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

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Activity 1.5.3 Heritage Development

WHAT WE DID WHAT IT COST We completed work on the Chest Hospital reservoir upgrade and on the Cost of activity $000 Actual Budget Variance Full Year exterior of the Nurses Home. YTD YTD YTD Budget We continued negotiations with the SPCA regarding them leasing the Operational projects Chest Hospital site for their Wellington Headquarters. Cost 342 343 1 686 We received and reviewed nine applications for the November funding Revenue (11) (6) 5 (12) round of the Built Heritage Incentive Fund. Of the proposed six Net Cost 331 337 6 674 applications to be approved, three are commercial, two are houses and Capital projects one is a church. Cost 423 510 87 510

Operating expenditure HOW WE PERFORMED Operating costs and revenues are in line with budget.

Capital expenditure There are three funding rounds per year for the Built Heritage Incentive Fund (31 March, 30 July and 30 November). The summary of This capital programme is behind schedule. Costs are expected to be in line applications for the November round are below: with budget at year end.

BUILT HERITAGE INCENTIVE FUND HOW IT WAS FUNDED Total number of grant applicants 9 This activity is targeted to be 100% rates funded. Number of applicants receiving grants 6 Total grants amount requested $420,467 Total budget distributed to applicants $100,000

ACTIVITIES FOR THE NEXT QUARTER

We expect to complete lease negotiations with the SPCA. We will carry out work on the covered walk way which links the Nurses Home with the Chest Hospital as a variation to the exterior refurbishment contract. Resource consent for this work is required. This will be lodged in January 2008. Work is expected to commence in February 2008. Decisions will be made on the grant applications received from the November funding round at a Strategy and Policy Meeting in February. Applications will be received for the funding round that concludes at the end of March.

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 2006 2.1.1 Car Parking Net cost/(income) by activity $000 YTD YTD 2.1.1 Car Parking (6,907) (6,561) 346 (12,960) 2.1.2 Transport Planning 134 194 60 387 2.2.2 Ports Access 7 20 13 54 TRANSPORT PLANNING AND POLICY 2.3.1 Travel Demand 3 0 (3) 120 Management Planning 2.4.1 Vehicle Network 9,173 9,215 42 18,484 2.1.2 Transport Planning / 2.2.1 Regional 2.4.2 Cycle Network 12 21 9 44 Transportation 2.4.3 Passenger Transport 272 277 5 434 2.4.4 NtPedestriank Network 1,807 1,906 99 3,914 2.4.5 Network-wide Control and 1,222 1,094 (128) 2,158 2.3.1 Travel Demand Management Management 2.5.1 Road Safety 1,630 1,603 (27) 3,291 Planning Operating Expenditure 7,353 7,769 416 15,926

TRANSPORT NETWORKS

Actual Budget Variance Full Year 2.2.2 Ports Access YTD Budget 2006 Capital expenditure $000 YTD YTD 2.4.1 Vehicle Network 2.1.1 Car Parking 161 134 (27) 250 2.1.2 Transport Planning 0 0 0 0 2.4.2 Cycle Network 2.2.2 Ports Access 0 5 5 718 2.3.1 Travel Demand 0 0 0 0 2.4.3 Passenger Transport Network Management Planning 2.4.1 Vehicle Network 8,148 9,601 1,453 20,670 2.4.4 Pedestrian Network 2.4.2 Cycle Network 14 8 (6) 68 2.4.3 Passenger Transport 91 116 25 1,118 2.4.5 Network-wide Control and 2.4.4 PedestrianNt k Network 2,341 2,413 72 4,499 2.4.5 Network-wide Control and 867 885 18 1,999 Management Management 2.5.1 Road Safety 564 937 373 2,228 2.5.1 Road Safety Capital expenditure 12,186 14,099 1,913 31,550

STRATEGY AREA TRANSPORT 23 WELLINGTON CITY COUNCIL 23 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 subsidises 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 IT COST WHAT WE DID Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD We continually seek to improve the parking network. This quarter we Operational projects focussed on: Cost 5,413 5,279 (134) 10,345 • providing additional on-street parking spaces. We completed works Revenue (12,320) (11,840) 480 (23,305) at Coromandel and Tennyson Streets and consulted with residents, school and commercial companies on Tacy Street. Net Cost (6,907) (6,561) 346 (12,960)

Capital projects • installing 20 additional ‘pay and display’ machines at high demand Cost 161 134 (27) 250 areas along Featherston Street and Lambton Quay. Operating expenditure We also mapped all meters and logged meter type information for the Operating revenue is ahead of budget primarily due to higher revenue from parking meters, particularly txt-a-park and credit card transactions, and higher city onto ArcMap, to be used for asset management. This information will static offence income. also be used by the Contact Centre when a caller has a complaint about a faulty meter but isn’t aware of the meter number. This will guarantee a Operating expenditure is unfavourable to budget due to an increase in the meter mechanic response. amount owed to the Police in relation to static offences (linked to income). Expenditure on court fees is also unfavourable due to higher lodgements in Courts resulting from new processes in place to lodge tickets before they become HOW WE PERFORMED stat barred.

COMPLIANCE WITH TIME RESTRICTION (%) COMPLIANCE WITH PAYMENT (%) 100% 100% Capital expenditure Capital costs are in line with budget. 75% 75%

HOW IT WAS FUNDED 50% 50% 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 work with CHS (Cash Handling Systems) to enhance reporting

against KPIs and generate more useful performance information for fee collection and occupancy. We will work with Tenix to set up online payment system for parking fines.

We will transfer all plotted meter data and location information onto City View for wider Council use.

We will proceed with the construction of additional parking spaces on Tacy Street.

We will complete the consultation process for parking improvement on Baden Road.

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 This quarter saw the implementation of the ‘Getting Around Wellington’ resource consent applications and expert evidence to the Environment project aimed understanding people’s travel patterns and behaviour. The Court mediation on Plan Change 30 (Ohiro Road residential research project is being led, on our behalf, by the Sustainability Trust. development). Over 200 people have been involved to date. The findings will be an We received the results of a study commissioned from Sinclair Knight important input to the development of walking and cycling plans for the Merz (SKM) on the impact of new on and off ramps at Helston Rd in city. connection with the Johnsonville mall redevelopment, together with a Progress has been made towards an Organisational Travel Plan for the peer review of the transport work carried out by the mall consultants. Council. We prepared briefing notes and submissions on the Land Transport Management Amendment Bill; The Public Transport Management Bill; KEY PROJECT MILESTONE Draft Level Crossing Guidelines; and the Austroads Survey of Road Transport Planning in NZ. Progress continues towards the completion date for these two milestones:

ACTIVITIES FOR THE NEXT QUARTER Key Milestone Date We will continue to assess and provide advice on transportation options City Walking Plan completion June 2008 City Cycle Plan completion June 2008 for the following projects: • Parking Policy Review

• Indoor Community Sports Centre at Kilbirnie ACTIVITIES FOR THE NEXT QUARTER • Ngauranga to Airport transport study • Transmission Gully Technical working group The focus of the coming months will be on further scoping the cycling and walking plans – working through options for how to most effectively • Proposed Tasman Street supermarket implement the plans. • Adelaide Road boulevard • Courtenay Place project. We will investigate a proposal received from a private company who are interested in establishing a self-service car sharing club in the city that involves cars being available to club members to rent by the hour, day, or the week.

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 158 215 57 429 Cost 23 0 (23) 120 Revenue (24) (21) 3 (42) Revenue (20) 0 20 0 Net Cost 134 194 60 387 Net Cost 3 0 (3) 120 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 related studies is commissioned. The unfavourable variance in expenses is offset by revenue from external funding Revenue is in line with budget. for the project year to date. The full year 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 the roads and associated assets at acceptable levels. Key • a new pedestrian facility is under construction at Hinemoa Street to works this quarter included: ensure safer access across Waterloo Quay • the Ngaio Gorge Road Retaining Wall Strengthening Project - a section has now been strengthened to ensure the road remains • detailed design for the first stage of work between Bunny Street and functional after an earthquake. the new Kings Wharf entrance including pedestrian facilities and edge planting have been drafted. • the Rangoon Street Bridge upgrade - design options continue to be refined. We remain on target to achieve the completion of the bridge We worked through future development proposals with Harbour Quays. upgrade in September 2008. The impact of this development has been factored into concept plans for

Waterloo Quay. We also completed of the Annual Road Condition Rating and Roughness surveys. KEY PROJECT MILESTONES

HOW WE PERFORMED We remain on track to meet this key milestone:

KERBS AND CHANNEL RENEWALS SCHEDULE KILOMETRES OF ROADS BEING RESURFACED (YTD) Port and ferry access Date 12 15 (CUMULATIVE) Road widening between Bunny Street and BNZ site 10 June 2008 12 completion 8 9 6 ACTIVITIES FOR THE NEXT QUARTER 4 6

2 3 We will continue with the detailed design of the first stage of work

0 between Bunny Street and the new Kings Wharf entrance. Thin asphaltic Shape Slurry Chipseal 0 concrete Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) We will complete the pedestrian crossing at Hinemoa Street. 2007 / 08 2006 / 07 Target 2007 / 08 Target We hold further discussions with Transrail to finalise development plans VEHICLE NETWORK - SERVICE REQUESTS RESPONSE RATE for access improvement to the port and ferry terminals. 100%

80%

60%

40%

20%

0% Urgent (within 4 hours) Non-Urgent (within 15 days) 2007 / 08 Target Road resurfacing work has fallen slightly behind schedule for the quarter, with the exception of ‘chipseal’ resurfacing. This is the result of re-prioritising work during the quarter. We expect the road re-surfacing schedule to be on target in the next quarter. We proactively monitor the service requests response times of our contractors. Achievement during the quarter was below target for both urgent and non-urgent work. This is a new measure to the quarterly report that will be closely monitored.

ACTIVITIES FOR THE NEXT QUARTER We expect that a further 3.5 km of kerb and channel replacements and the remainder of the resurfacing works will be completed. We’ll advance the Rangoon Street Bridge upgrade subject to receipt of the resource consent.

STRATEGY AREA TRANSPORT 26 WELLINGTON CITY COUNCIL

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Activity 2.4.2 Cycle Network GROUP FINANCIALS

WHAT WE DID 2.4.1 VEHICLE NETWORK

This activity covers the cost of maintaining and improving the existing cycle network. Additional cycle ways and the potential integration of these with WHAT IT COST off-road tracks will be considered as part of the development of a cycling Cost of activity $000 Actual Budget Variance Full Year plan. YTD YTD YTD Budget During the quarter we carried out two inspections and as a result minor Operational projects repairs were made to the cycleway between Ngauranga / Petone. Cost 9,794 9,809 15 19,760 We held a ‘cycle into summer’ week in conjunction with Greater Wellington Revenue (621) (594) 27 (1,276) Regional Council in November. Net Cost 9,173 9,215 42 18,484 Capital projects

Cost 8,148 9,601 1,453 20,670

HOW WE PERFORMED

CYCLE NETWORK - COMPLAINTS/REQUESTS RECEIVED NUMBER OF CYCLE CRASHES (ACCIDENTS) Capital expenditure (NB: Target is based on reducing previous levels) (NB: Target is based on reducing previous levels) 12 40 The variances in capital expenditure is largely the result of delays to the Mark Avenue extension project and of the shape and camber corrections and kerb

30 and channel renewal programmes, plus lower than anticipated wall 8 construction costs on Ngaio Gorge. Project delays are expected to be rectified

20 over the coming months.

4 HOW IT WAS FUNDED 10 Rates (%) Revenue (%)

0 0 YTD Actuals 94 6 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) May - July Aug - Oct Nov - Jan Feb - Apr 2006 / 07 2007/08 Target 2005 / 06 2006 / 07 2007 / 08 Target Annual Target 95 5

Note: Cycle crash data has a 3 month time lag in reporting.

ACTIVITIES FOR THE NEXT QUARTER

We will continue to maintain the Ngauranga / Petone cycleway but 2..2.2 PORTS ACCESS

interruptions may occur due to the proposal by a utility company to create a cable trench along the path. WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Budget We will finalise the design and complete consultation for the proposed YTD YTD YTD provision of a facility on Thorndon Quay near the intersection with Tinakori Operational projects Road to better help cyclists enter and exit the Hutt Road cycleway. Cost 7201354 Revenue 0000 Net Cost 7201354 Capital projects Cost 055718

Operating expenditure There is a timing difference to budget with operating costs, but these are expected to be in line with the budget at year end.

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

2.4.2 CYCLE NETWORK

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD Operational projects Cost 12 24 12 50 Revenue 0 (3) (3) (6) Net Cost 12 21 9 44 Capital projects Cost 14 8 (6) 68

HOW IT WAS FUNDED Rates (%) Revenue (%) YTD Actuals 100 0 Annual Target 85 15

STRATEGY AREA TRANSPORT 27 WELLINGTON CITY COUNCIL

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Activity 2.4.4 Pedestrian Network Activity 2.4.3 Passenger Transport Network

WHAT WE DID WHAT WE DID

Our work this quarter focused on: We continued work on maintaining public transport infrastructure including • Pedestrian Network Maintenance - Chartwell Drive, Motueka and Cuba bus shelters, terminals, pedestrian shelters and park and ride areas, Street projects were progressed and we responded to a total of 145 ensuring the functionality and attractiveness of the public transport system.

maintenance requests. HOW WE PERFORMED • Completion of the Annual Footpath Condition Rating survey. We also BUS SHELTER - SERVICE REQUESTS RESPONSE RATE assessed the condition of the Jervois Quay pedestrian bridge, identifying 100% steel deck corrosion. And continued to investigate options for repairs to the Ruahine Street pedestrian bridge. 80%

• Completion of footpath extensions on Kenmore Street and Wilberforce 60% Street. • Undertaking an audit of all CBD and suburban centres for compliance with 40% the new Footpath Management Policy. A significant improvement in asset 20% condition was noted. We also started work on the Fortification Road to Karaka Bay Road access 0% Non-urgent (within 15 days)

way. 2007 / 08 Target

Note: urgent bus shelter service requests (within 4 hours) are recorded and reported under HOW WE PERFORMED pedestrian network.

NEW FOOTPATHS ADDED TO THE PEDESTRIAN NETWORK No new bus shelters have been added to the network over the last two quarters. PEDESTRIAN NETWORK (KM) RENEWED AND (CUMULATIVE) UPGRADED AGAINST SCHEDULE (CUMULATIVE) 12 Council has withdrawn the resource consent application for Adshel bus shelters, with 25 a view to further consult the community on suitable alternatives. The service requests

20 measure is a new measure to the quarterly report. We will closely monitor trends 8 over coming months.

15 ACTIVITIES FOR THE NEXT QUARTER 10 4 We will deliver a more detailed assessment of the bus priority plan to 5 committee for their consideration. This includes the economics by route and

0 0 a proposal on a prioritisation plan. Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) We will work on a design protocol for future bus shelters ensuring shelters 2007 / 08 Target 2007 / 08 Target are conducive to community sense of place. Once a framework has been PEDESTRIAN NETWORK - SERVICE REQUESTS developed, it will be taken back to the community for wider discussion. RESPONSE RATE 100%

80%

60%

40%

20%

0% Urgent (within 4 hours) Non-urgent (within 15 days)

2007 / 08 Target

We proactively monitor the service requests response times of our contractors. Achievement during the quarter was below target for both urgent and non-urgent work. This is a new measure to the quarterly report that will be closely monitored.

ACTIVITIES FOR THE NEXT QUARTER

We will continue to: • conduct ongoing maintenance of bins, seats, poster bollards and bollards. • implement the footpath renewal programme with a further 6.5km expected to be completed in the next quarter. We will complete the remaining six Footpath Extension projects and continue construction of the Fortification Road to Karaka Bay Road access way.

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. We promoted the WHAT IT COST reduction of defective and damaged signs around the city and increased Cost of activity $000 Actual Budget Variance Full Year the standard of existing signs, provided new parking signs, new directional Budget traffic signage within the city, and improved street name signage. YTD YTD YTD Operational projects We continued maintaining and renewing road markings which include the Cost 2,077 2,223 146 4,464 use of thermoplastic paint, reflective paint and reflective raised pavement Revenue (270) (317) (47) (550) markers. Net Cost 1,807 1,906 99 3,914 Capital projects We completed the travel time surveys on four suburban routes as part of Cost 2,341 2,413 72 4,499

our annual transport strategy surveys. Operating expenditure The favourable variance in operating expenditure is largely due to contract items We continued to maintain, upgrade and operate traffic signals. being behind schedule on the maintenance programme and lower labour allocations. The contracts are expected to be back on schedule by the end of the HOW WE PERFORMED third quarter. Operating revenue is below the budget due to reduced construction TRAFFIC SIGNALS - RESPONSE RATE TO loading zone parking income for this quarter. TRAFFIC SIGNALS - PREVENTATIVE MAINTENANCE UNSCHEDULED REPAIRS INSPECTIONS SCHEDULE (NB: urgent = 1 hour & non-urgent = 1 -5 days) Capital expenditure 100% 100% The variance in capital expenditure is attributable to slight project delays which are expected to be rectified by the end of the third quarter. 75% 75% HOW IT WAS FUNDED 50% 50% This activity is targeted to be 100% rates funded for all projects other than C365, which is mostly user funded.

25% 25%

0% 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2.4.3 PASSENGER TRANSPORT NETWORK

2007 / 08 Target 2007 / 08 Target WHAT IT COST We responded to 129 unscheduled traffic signal faults during the quarter, of which Full Year all were repaired within target timeframes. Due to reprioritising work to address the Cost of activity $000 Actual Budget Variance Budget unscheduled repairs, we fell slightly short of the inspection schedule for the quarter. YTD YTD YTD Missed inspections will be carried-out in the next quarter. Operational projects Cost 465 442 (23) 884

ACTIVITIES FOR THE NEXT QUARTER Revenue (193) (165) 28 (450)

Net Cost 272 277 5 434 We will continue to implement the maintenance, renewal and upgrade Capital projects programmes to minimise the likelihood of interruptions to the transport Cost 91 116 25 1,118 network. 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 YTD YTD YTD Budget Operational projects Cost 1,733 1,470 (263) 3,011 Revenue (511) (376) 135 (853) Net Cost 1,222 1,094 (128) 2,158 Capital projects Cost 867 885 18 1,999

Operating expenditure The increase in operating costs is partly due to road marking maintenance work being completed ahead of plan. This in turn has led to an increase in LTNZ subsidy revenue.

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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Activity 2.5.1 Road Safety WHAT IT COST Full Year WHAT WE DID Cost of activity $000 Actual Budget Variance Budget YTD YTD YTD Our ongoing programme covers the maintenance of handrails and street Operational projects lights and the introduction of minor safety and traffic calming works as part Cost 2,226 2,211 (15) 4,463 of the SaferRoads project. We are currently developing a plan for Revenue (596) (608) (12) (1,172) Newtown. Net Cost 1,630 1,603 (27) 3,291

Capital projects A survey of the Stop-Look-Live campaign found that the programme has Cost 564 937 373 2,228 been effective in changing behaviours around intersections.

HOW WE PERFORMED Operating expenditure WELLINGTON CITY ROAD CRASHES (ACCIDENTS) Operating costs and revenues are in line with budget. (NB: Target is based on reducing previous levels) STREET LIGHTS WORKING TO STANDARD (%) 100% 600 Capital expenditure 75% 450 The majority of the under spend relates to timing differences, including safer roads principal works (Lambton Quay) which only recently commenced. 300 50% Expenditure is expected to be in line with budget by the end of the year.

150 25% HOW IT WAS FUNDED 0 0% Rates (%) Revenue (%) May - July Aug - Oct Nov - Jan Feb - Apr Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006/07 2007 / 08 Target YTD Actuals 73 27 Note: Road crash data has a 3 month time lag in reporting. Annual Target 75 25

ROAD SAFETY (FENCES & GUARD RAILS) - SERVICE REQUESTS RESPONSE RATE 100%

80%

60%

40%

20%

0% Urgent (within 4 hours) Non-Urgent (within 15 days) 2007 / 08 Target

We proactively monitor the service requests response times of our contractors. Achievement during the quarter was below target for both urgent and non-urgent work. This is a new measure to the quarterly report that will be closely monitored.

ACTIVITIES FOR THE NEXT QUARTER

We will continue maintaining and upgrading handrails as planned and with minor residential upgrades in response to customer requests. We introduce campaigns for stopping red light running and for driver feedback signs.

We will finalise the proposal for SaferRoads in Newtown and prepare for community engagement.

STRATEGY AREA TRANSPORT 30 WELLINGTON CITY COUNCIL

ECONOMIC DEVELOPMENT______

Contents

ACTIVITIES WHAT IT COST

Actual Budget Variance Full Year CITY PROMOTIONS, EVENTS AND ATTRACTIONS Budget 2006 Net cost/(income) by activity $000 YTD YTD YTD 3.1.1 Tourism Promotion 3.1.1 Tourism Promotion 2,058 2,058 0 4,116 3.1.2 Visitor Attractions 1,151 1,159 8 2,319 3.1.2 Visitor Attractions 3.1.3 Convention Centre 1,982 2,038 56 3,974 3.2.1 Suburban and City Centres 616 611 (5) 1,223 3.1.3 Convention Centre Vitality 3.3.1 Events Attractions and 1,214 812 (402) 1,849 3.2.1 Suburban and City Centres Vitality Support 3.3.1 Events Attractions and Support 3.4.2 Transport Gateway 100 100 0 200 3.5.2 EconomicCti Grants 52 55 3 165 3.6.1 Creative Workforce 3.6.1 Creative Workforce 343 591 248 1,228 3.7.1 Regional and External 40 148 108 295

Operating Expenditure 7,556 7,572 16 15,369

BUSINESS SUPPORT

3.4.1 Information and Communications Infrastructure Actual Budget Variance Full Year 3.4.2 Transport Gateway Connections Budget 2006 Capital expenditure $000 YTD YTD YTD 3.5.2 Economic Grants 3.1.1 Tourism Promotion 0 0 0 0 3.1.2 Visitor Attractions 482 1,144 662 2,524 3.7.1 Regional and External Relations 3.1.3 Convention Centre 271 166 (105) 497 3.2.1 Suburban and City Centres 0 0 0 0

Vitality

3.3.1 Events Attractions and 0 0 0 0

Support

3.4.2 Transport Gateway 0 0 0 0

3.5.2 EconomicCti Grants 0 0 0 0

3.6.1 Creative Workforce 0 0 0 0

3.7.1 Regional and External 0 0 0 0

Capital expenditure 753 1,310 557 3,021

STRATEGY AREA ECONOMIC DEVELOPMENT 31 WELLINGTON CITY COUNCIL 31 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. The guest nights for city accommodation providers are tracking above last quarter by approximately 50,000 guest nights where the occupancy rates continue below past levels (quarter-on-quarter comparison).Te Papa continues to offer a various range of exhibitions and expects to maintain high levels of attendance. Another focus for this activity group 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 launched an upgrade of the We commenced the final stage the TSB Bank Arena upgrade. This WellingtonNZ.com website. They delivered the NZI Sevens ticket included on the dressing rooms and toilet facilities and the installation of marketing phase and an upgrade of the Sevens website. They also air conditioning in the venue. This project is planned to be completed in contributed to the marketing of the success of the Phoenix vs. LA May 2008. Galaxy weekend. Te Papa opened two exhibitions, Tangata o le Moana: The Story of Pacific PWT initiated the refreshment of the Domestic Marketing Campaign and people in New Zealand, which attracted more than 21,000 visitors during the i-SITE relocation project. the three day opening events, and Whales Tohorä, which has attracted 50,000 visitors to date. We part fund Te Papa. Work started on the Carter Observatory building refurbishment and HOW WE PERFORMED exhibition planning. The Council considered governance options to ensure the delivery of the new tourism attraction. GUEST NIGHTS - ACCOMMODATION PROVIDERS OCCUPANCY RATE - ACCOMMODATION PROVIDERS 600 100% HOW WE PERFORMED 500 80% VISITORS TO TE PAPA (CUMULATIVE) Thousands 1,400,000 400

60% 1,200,000 300 1,000,000 40% 200 800,000 100 20% 600,000 0 0% 400,000 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 200,000 0 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target ACTIVITIES FOR THE NEXT QUARTER

PWT will continue to work on the development of the Wellington

Tourism Strategy, as well as the i-SITE relocation and expansion ACTIVITIES FOR THE NEXT QUARTER

project. It is anticipated that funding requests are likely to be made for the 2008/09 budget round. We will continue with the capital works programme at the TSB Bank Arena.

Te Papa will open a new attraction, Our Space, in October 2008. Events scheduled for the next quarter include The Popular Treaty Debates, Chinese New Year celebrations at Te Papa, Te Papa’s tenth Birthday Celebrations, and the International Arts Festival. The Carter Observatory building refurbishment will be completed.

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 2,058 2,058 0 4,116 Cost 1,151 1,159 8 2,319 Revenue 0 0 0 0 Revenue 0 0 0 0 Net Cost 2,058 2,058 0 4,116 Net Cost 1,151 1,159 8 2,319 Capital projects Capital projects Cost 482 1,144 662 2,524 Cost 0000

HOW IT WAS FUNDED Capital expenditure This activity is targeted to be 100% targeted rates funded through the Downtown This capital programme for the upgrade of the Cable Car Precinct is behind levy. schedule due to ongoing negotiations with the Department of Conservation. Costs Positively Wellington Tourism also funded their activities through private sector are expected to be in line with budget at year end. The Events Centre upgrades will investment. occur later than budgeted. Works are underway and are expected to be completed by 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 248 events including 34 concerts, which was above our target of 231 events for the quarter. Key highlights were Harvest 07, We continued to collect the levy and transfer it to the Marsden Village where over 100 churches in the region combined to deliver three Association. concert sessions with a religious theme. 14,300 people attended these concerts. We held Diwali Festival of Lights for the first time at the TSB Parking Wardens continued to monitor and enforce weekend parking Bank Arena, with significant success. We also held over 29 limits. conferences, attracting 4,103 delegates.

Wellington Convention Centre became the first conference and events ACTIVITIES FOR THE NEXT QUARTER

venue in New Zealand to achieve the ISO 14001 series of environmental standards. This included using operational practices like installing energy-efficient lighting and appliances and training staff on We will continue with our regular levy collection, monitoring and energy-minimising practices. enforcement work.

We commenced all other Asset Management Plan (AMP) related works

in mid December, including the Town Hall lift upgrade and the upgrade

of fire sprinklers in Town Hall and the Michael Fowler Centre. WHAT IT COST HOW WE PERFORMED Cost of activity $000 Actual Budget Variance Full Year

EVENTS - WELLINGTON CONVENTION CENTRE (CUMULATIVE) YTD YTD YTD Budget (Nb: includes TSB Bank Arena) OCCUPANCY - WELLINGTON CONVENTION CENTRE 1,000 Operational projects (Nb: includes TSB Bank Arena) 100% Cost 616 611 (5) 1,223 800 Revenue 0000 80% Net Cost 616 611 (5) 1,223 600 60% Capital projects 400 Cost 0000 40%

200 Operating expenditure 20% Operating costs are in line with budget.

0 0% Capital expenditure Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Michael Fowler Centre Wellington Town Hall TSB Bank Arena 2005 / 06 2006 / 07 2007 / 08 Target No capital expenditure is budgeted for this activity. 2006 / 07 2007 / 08 Target

Although the numbers of events year to date continue below target, we have HOW IT WAS FUNDED seen 2 out of 3 of our occupancy targets well exceeded. Such a result can This activity is targeted to be 100% rates funded indicate events are being held at the venues for longer periods, reducing the . number of short-term events that have access to the venues.

ACTIVITIES FOR THE NEXT QUARTER

The TSB Bank Arena upgrade work will continue and is expected to be completed in May 2008. We will host the New Zealand International Arts Festival in February across all of our venues. We will continue with works related to our AMP, and anticipate completion of most work by February 2008. We will continue with event related business.

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget Operational projects Cost 4,923 4,694 (229) 9,103 Revenue (2,941) (2,656) 285 (5,129) Net Cost 1,982 2,038 56 3,974 Capital projects Cost 271 166 (105) 497 Operating expenditure Operating costs are ahead of budget due to higher than expected event related expenditures, personnel and professional costs. This is offset by higher than budgeted revenue due to a strong first quarter performance and better than expected December revenue. Capital expenditure The capital expenditure programme is ahead of the budget schedule. This is a timing issue and 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

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Activity 3.3.1 Events Attraction and Support Activity 3.6.1 Creative Workforce

WHAT WE DID WHAT WE DID

We supported the following events: We completed a number of festive activities to celebrate the Christmas ƒ Wellington Phoenix v LA Galaxy holiday season in the capital, including the installation and decoration of a ƒ FIFA U17 Women’s World Cup Planning 12 metre high Christmas tree in Midland Park, installation of over 120 light harnesses on street lamps in the CBD, and over 300 flags throughout the ƒ Beijing Olympic Sculpture Exhibition city and suburbs. ƒ Wild Wellington – Mountain Bike Relay We supported the promotion of major events in Wellington, including print ƒ Rugby World Cup 2011 Planning advertisements in magazines The Guide and Café Culture. ƒ NZ v Australia rugby league We produced city promotion materials including badges and signage to support key events and activities.

HOW WE PERFORMED HOW WE PERFORMED

ESTIMATED ECONOMIC IMPACT (NEW SPEND) FROM EVENTS SUPPORTED BY THE EVENTS DEVELOPMENT MOVE TO WELLINGTON WEBSITE - VISITOR SESSIONS MAJOR EVENTS ASSISTED BY THE EDF (CUMULATIVE) FUND 10 200,000 35

30 160,000 M illions 8 25 120,000 6 20

80,000 15 4 10 40,000 2 5 0 0 0 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 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 2006 / 07 2007 / 08

Note: there is no target in place for the number of events supported. Our target is to support as many The new Move to Wellington website was substantially upgraded just over a year ago. This worthwhile projects as possible that meet our funding criteria and budget restrictions. included development of approximately 100 pages of specifically prepared information to make it as easy for prospective migrants to access the information they needed. Since then the number ACTIVITIES FOR THE NEXT QUARTER of visitor sessions have increased substantially and are now running at about 1,000 per day. For this quarter there were 74, 232 visitor sessions to this website. We will be supporting many events in the next quarter; among these

are the International Sevens tournament and NZ Ocean Swim series. ACTIVITIES FOR THE NEXT QUARTER

We will continue to investigate options for maintaining a strong web WHAT IT COST presence. This is likely to include more linkages from our site, video clip Cost of activity $000 Actual Budget Variance Full Year material and frequent refreshing.

YTD YTD YTD Budget We are reviewing the Welcome Pack project, and key publications Our Operational projects Wellington and Wellington Now! Cost 1,240 817 (423) 1,859 Revenue (26) (5) 21 (10) We will continue to support the Meridian Energy Summer City programme Net Cost 1,214 812 (402) 1,849 through a variety of media and contribute to the delivery of Positively Capital projects Wellington Tourism’s Wellington Events Calendar February – May 2008.

Cost 0000 Operating expenditure Operating costs for this activity are ahead of budget as event funding

commitments have been paid out earlier than budgeted.

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

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget Operational projects Cost 358 595 237 1,235 Revenue (15) (4) 11 (7) Net Cost 343 591 248 1,228 Capital projects Cost 0000 Operating expenditure Project and expenditure scheduling will see actual to budget come into line by year end.

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 Local government funding partners and Wellington International Airport We continued work on developing a business case for an urban fibre agreed to support the Long Haul initiative in the 2007/08 funding year. We network. Significant analysis has been needed to identify the continued with research into the passenger and freight areas. configuration and costs of a network, and to discuss inputs from potential Work continued on strengthening the target airline relationship, building industry and government partners. upon the visit from their wholesale holiday company. Positively Wellington Tourism and Wellington Airport attended the Routes Tradeshow in During the quarter we worked on five aspects of this business case for Malaysia. such a network, including: Boeing has announced that delivery of the 787’s are approximately 12 ƒ analysis of the broadband benefits for the City months behind schedule. This issue effectively delays the project. It also ƒ completion of a financial model to demonstrate the viability of the makes it difficult to engage with airlines whose development plans were project based around the timely delivery of these new generation aircraft. ƒ monitoring developments in the national and international Wellington Airport continues to be highly supportive of the project and telecommunications industry have made significant progress regarding these critical aspects of the ƒ stakeholder engagement programme Long Haul Project. ƒ a risk management plan.

ACTIVITIES FOR THE NEXT QUARTER ACTIVITIES FOR THE NEXT QUARTER

We will review the Long Haul strategy in partnership with our major We will present the business case for an urban fibre network to the stakeholders and deal with under-spend implications caused primarily by Strategy and Policy Committee for approval in March 2008. delays in the delivery of aircraft.

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 100 100 0 200 Revenue 0 0 0 0 Net Cost 100 100 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

The general grant round closed November 30. We worked closely with We hosted the Beijing Olympic Culture Festival in November, which was a all potential applicants to ensure ease of process and to provide advice cultural showcase of Chinese dance, cuisine, arts and crafts. The on eligibility and other possible funding streams. delegation included over 100 international guests and was recorded and televised to international audiences. We also hosted the Deputy Mayor of We promoted Council’s grants through an updated brochure, seminars Sakai and two Mayors from Uruguay. for the community, press releases and stories through the APW publication. We welcomed our first artist in residence, Lee Kit from Hong Kong, who was here for a month over Christmas/New Year.

We continued to monitor previous projects that had received economic grants, in particular those that had funding tags. This included the

Wellington Markets who received $52,000. For this project, the funding

was tagged to work with a council business unit to secure a suitable

venue and develop a marketing plan.

HOW WE PERFORMED HOW WE PERFORMED

WELLINGTON EVENTS / ACTIVITIES HELD IN ASSOCIATION OVERSEAS EVENTS / ACTIVITIES HELD IN ASSOCIATION September Round WITH INTERNATIONAL CITIES WITH INTERNATIONAL CITIES 8 4 Economic Grants: (Results for Qtr 1) Total number of grant applicants 3 6 3 Number of applicants receiving grants 1

Total budget available to applicants $165,000 4 2 Total budget distributed to applicants $52,000

2 Note that the next Grants Subcommittee meeting is scheduled for 11 February 1 2008. We have received four applications for this grant round. 0 0 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) ACTIVITIES FOR THE NEXT QUARTER Partnership cities Other international cities Partnership cities Other international cities

We will work with other business units to assess the current Economic Note: We do not have targets for the above measures. We support events and activities where appropriate. applications and develop recommendations for the Grants Subcommittee to consider. ACTIVITIES FOR THE NEXT QUARTER

Applications will be received and considered for the next general grant We will host the Chinese New Year Festival, as well as Shaolin martial arts round in March (this includes the economic pool). performances from a highly skilled group of 25 dedicated Gong Fu Masters.

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

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 52 55 3 165 Cost 67 150 83 300 Revenue 0 0 0 0 Revenue (27) (2) 25 (5) Net Cost 52 55 3 165 Net Cost 40 148 108 295 Capital projects Capital projects Cost 0000 Cost 0000

HOW IT WAS FUNDED Operating expenditure This activity is targeted to be 100% rates funded. The operational cost variance is a deferral of cost in this activity. This will be in line at year end.

HOW IT WAS FUNDED This activity is targeted to be 100% rates funded. The favourable variance in revenue is a result of unbudgeted contributions and function fees.

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 2006 Net cost/(income) by activity $000 YTD YTD YTD 4.2.1 Botanical Gardens 2.3.2 Roads Open Spaces 3,646 3,507 (139) 7,051 4.1.1 Local Parks and Open Spaces 3,299 3,282 (17) 6,605 4.2.2 Beaches and Coast Operations 4.2.1 Botanical Gardens 1,772 1,722 (50) 3,372 4.2.2 Beaches and Coast Operations 419 428 9 828 4.2.3 Town Belts 1,682 1,847 165 3,790 4.3.1 Community Environmental 182 198 16 330 GREEN OPEN SPACES Initiatives 4.4.1 Walkways 184 187 3 369 2.3.2 Roads Open Spaces 4.5.1 Energy Efficiency and 3 4 1 9 Conservation 4.2.3 Town Belts 4.5.2 Quarry (118) (144) (26) (288) 4.5.3 Recycling 485 (26) (511) (58) 4.3.1 Community Environmental Initiatives 4.5.4 Waste Minimisation and Disposal 370 223 (147) 431 Management 4.4.1 Walkways 4.5.5 Water Network 7,449 7,527 78 15,073 4.6.1 Water Collection and Treatment 6,463 6,382 (81) 12,764 4.7.1 Stream Protection 4.6.2 Stormwater Management 5,750 5,816 66 11,649 4.6.3 Sewage Collection and Disposal 7,037 7,104 67 14,236 4.7.2 Pest Plant and Animal Management Network 4.6.4 Sewage Treatment 9,319 9,516 197 19,037 4.7.1 Stream Protection 0 12 12 25 ASTE EDUCTION AND NERGY ONSERVATION 4.7.2 Pest Plant and Animal 321 368 47 751 W R E C Management 4.8.1 Environmental and Conservation 2,337 2,852 515 5,702 4.5.1 Energy Efficiency and Conservation Attractions Operating Expenditure 50,600 50,805 205 101,676 4.5.3 Recycling

4.5.4 Waste Minimisation and Disposal Actual Budget Variance Full Year Management Budget 2006 Capital expenditure $000 YTD YTD YTD 2.3.2 Roads open spaces 0 0 0 0 QUARRY 4.1.1 Local Parks and Open Spaces 1,607 364 (1,243) 712 4.2.1 Botanical Gardens 211 124 (87) 428 4.5.2 Quarry 4.2.2 Beaches and Coast Operations 1,053 1,117 64 1,667 4.2.3 Town Belts 778 720 (58) 1,200 4.3.1 Community Environmental 0 0 0 0 WATER Initiatives 4.5.5 Water Network 4.4.1 Walkways 292 196 (96) 350 4.5.1 Energy Efficiency and 1 96 95 146 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 Disposal 169 1,021 852 1,919 Management 4.6.2 Stormwater Management 4.5.5 Water Network 5,667 9,927 4,260 14,989 4.6.1 Water Collection and Treatment 0 0 0 0 4.6.3 Sewage Collection and Disposal Network 4.6.2 Stormwater Management 1,669 2,301 632 3,825 4.6.3 Sewage Collection and Disposal 4,305 3,610 (695) 8,325 4.6.4 Sewage Treatment 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 Conservation 972 1,233 261 2,332 Attractions Attractions Capital expenditure 16,724 20,709 3,985 35,893

STRATEGY AREA ENVIRONMENT 37 WELLINGTON CITY COUNCIL 37 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.

AT A GLANCE Visitor numbers to the Otari/Wilton Bush were down this quarter which may be a result of the annual plant sale being held in the first quarter, which brings in large numbers of the public. Future challenges for the beach and coast operations activity include confirming recycled glass or sand options for replenishment of the Oriental Bay beaches sand levels. There are also a number of potential future projects relating to the coastal portfolio which need to be identified and prioritised for future Council consideration, for example the eastern extent of Cobham Drive and the Patent Slipway jetty.

Activity 4.1.1 Local Parks and Open Spaces Activity 4.2.1 Botanical Gardens

WHAT WE DID WHAT WE DID

We carried out business as usual projects, which included maintaining We launched the Herbarium Amoris - Tribute to Carl Linnaeus exhibition infrastructural assets and capex upgrades and renewals within parks and in December and had 2,150 people visit. reserves infrastructure. Examples include seats, fencing, paths, car We relocated the Alexander Turnbull Headstone to a more prominent part parks, water features. of Bolton Street Memorial Park.

We completed consultation for the Central Park Restoration Plan and We completed the refurbishment of the exterior of the Sextons Cottage. received over 60 submissions. Council approved the draft Northern We completed subfloor work on the Overseers cottage and installed Reserves Management Plan to go out for public consultation. insulation in Truby King House. We began a monitoring and trapping programme for rats, mustelids and The Council purchased 9,290 square metres of the Rangiohua block hedgehogs at Otari-Wilton’s Bush. adjacent to Tinakori Hill for addition to the Town Belt. We sprayed turf We received the draft ecological report on the Botanic Garden bush weeds at Karori and Makara Cemeteries, and maintained 1,428 hectares areas, commissioned in conjunction with the Friends of the Botanic of mowing sites during spring growth. Turf renovation and improvements Garden. The report compiled a list of the critical issues relevant to the were put on hold until next quarter for Shorland Park, Freyberg Beach ecological assessment and suggested implications for management. It and Glover Park due to the dry conditions. also recommends levels of intervention in maintaining the forest areas. We began addressing heritage issues related to the Botanic Garden We completed planting at Scorching Bay, including the installation of Nursery before lodging the application for resource consent. irrigation. We continued with routine upgrades and renewals. HOW WE PERFORMED HOW WE PERFORMED

PLANT COLLECTION (%) THAT MEETS WCC PLANT MOWING SITES (%) WITHIN SPECIFICATION VISITORS TO OTARI / WILTONS BUSH (CUMULATIVE) PERFORMANCE STANDARDS 100% 100000 100%

80% 80000 80% 60% 60000 60% 40%

40000 40% 20%

20000 0% 20% Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 2006 / 07 2007 / 08 Target 0 0% Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) ACTIVITIES FOR THE NEXT QUARTER 2005 / 06 2006/07 2007 / 08 Target YTD 2007 / 08 Target

We will start consultation on the draft Northern Reserves Management Visitor numbers have continued below target for the first half of the year. We have Plan. identified and remedied a problem with our visitor counting system which would have impacted the number of visitors counted in first quarter. We have seen fewer We will analyse submissions for the Central Park Restoration Plan. visitors in the second quarter, particularly in December, which is usually a busy period. Implementation of this plan will commence in March 2008 and be staged

over the next 12 to 18 months. ACTIVITIES FOR THE NEXT QUARTER

We will renovate turf at Shorland Park, Midland Park, and the Railway We will works towards obtaining the resource consent for the Botanic Station and improve turf quality at Freyberg Beach and Glover Park. We Garden Nursery replacement and complete the final construction details will continue to monitor Waitangi Park and plan for take over and tree We will continue with the development of an implementation plan for the renewals as required. Education Framework. This education framework will guide the Parks and Gardens unit in the way it uses and applies resources for the delivery of environmental education. It primarily focuses on optimising existing resources and is in partnership with other agencies including the Wellington Zoo, Karori Wildlife Sanctuary and WWF. We will complete the Bolton Street Memorial Park 2007/08 headstone restoration programme.

We will continue with routine asset maintenance and upgrades.

STRATEGY AREA ENVIRONMENT 38 WELLINGTON CITY COUNCIL

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Activity 4.2.2 Beaches and Coast Operations GROUP FINANCIALS

WHAT WE DID 4.1.1 LOCAL PARKS AND OPEN SPACES

We completed the redevelopment of Scorching Bay in December. The WHAT IT COST completed works included: Cost of activity $000 Actual Budget Variance Full Year Budget ƒ erosion control measures to protect the large grass expanse and YTD YTD YTD improved beach access Operational projects Cost 3,625 3,529 (96) 7,092 ƒ concrete paths to help protect grass areas Revenue (326) (247) 79 (487) ƒ a playground rope-climbing structure Net Cost 3,299 3,282 (17) 6,605 ƒ additional seating and rubbish bins Capital projects ƒ a gently sloping access ramp from grass level down to the beach Cost 1,607 364 (1,243) 712 Operating expenditure ƒ native plantings under the pohutukawa trees, around buildings and Horticultural operations are ahead of schedule although operating costs are the roadside. expected to be in line with budget at year end. Unbudgeted revenue has been received for capital works on memorial seats and plaques. An offsetting overspend We continued work on the upgrade of the Owhiro Bay Quarry car park will be incurred in Capex. and building. We completed the six monthly sand shift for Oriental Bay Capital expenditure beach and the annual Oriental Bay beach monitoring report was Costs are ahead of budget due to new reserve land purchased with no capital delivered to Regional Council as per the resource consent requirements. expenditure budgeted. These reserve purchases are approved by Council and We also undertook sand redistribution for sea walls at Island Bay and funded from contributions made by developers which are set aside for this Lyall Bay beaches. We undertook a structural survey of the Patent Slip purpose. jetty. We received a Tourism Grant for the development of interpretive HOW IT WAS FUNDED signage at Owhiro Bay. Rates (%) Revenue (%) YTD Actuals 9 91 HOW WE PERFORMED Annual Target 5 95 BEACH CLEANLINESS - COMPLAINTS / REQUESTS FOR SERVICE (Nb: targets are based on reducing past levels) 16 4.2.1 BOTANICAL GARDENS

12 WHAT IT COST Full Year 8 Cost of activity $000 Actual Budget Variance YTD YTD YTD Budget 4 Operational projects 0 Cost 2,031 1,939 (92) 3,850 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2006 / 07 2007 / 08 Target Revenue (259) (217) 42 (478)

Net Cost 1,772 1,722 (50) 3,372 ACTIVITIES FOR THE NEXT QUARTER Capital projects

Cost 211 124 (87) 428 We will continue to manage the Owhiro Bay upgrade project. We will Operating expenditure develop a signage package for the former quarry building. We will Sales (and related cost of sales) in the Botanic Gardens shop are higher than continue to work towards “Blue Flag” accreditation for the Oriental Bay expected. Other small expenditure timing differences are expected to be in line beaches, which involves meeting environmental education and with budget at year end. information, water quality, environmental management, and safety and Capital expenditure services criteria. We will continue with litter clean ups at all of the The capital programme is ahead of schedule. Costs are expected to be in line beaches. with budget at year end.

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

4.2.2. BEACHES AND COST OPERATIONS

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD Operational projects Cost 454 462 8 896 Revenue (35) (34) 1 (68) Net Cost 419 428 9 828 Capital projects Cost 1,053 1,117 64 1,667

Capital expenditure The capital programmes slightly behind schedule. Costs are expected to be in line with budget at year end.

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 cut areas in Hataitai and Kilbirnie, including some high profile routes We let contracts for the removal of hazardous trees from Mount Victoria, such as Shelly Bay road to Scorching Bay, Happy Valley Road to Aro Central Park and Kelburn. We started work on the Ian Galloway Park Street, Raroa Road, Raroa Crescent, Curtis Street, Wilton Road, Churchill hazardous pine removal which will be completed in the next quarter. Drive, Waikowhai, Ottawa Road, Khandallah Road, Box Hill Road, Burma We installed new fences on the outer green belt. Road, Moorefield Road, Middleton Road, Aro Valley Hill and Ngaio Gorge. We cut and cleaned walkways in Grenada, Paparangi, Newlands and We began preparation of the Preston’s Gully site, in association with Miramar. Southern Environmental Association, for revegetation plantings and setting out of the open grass areas. We completed trimming and electrical line maintenance in Wadestown, with work still to be done in Wilton and Karori. We conducted road reserve We produced 70,000 plants at Berhampore nursery for the 2008/09 spraying in Ngaio and Khandallah, as well as all high profile routes and revegetation planting programme. rural roads.

We completed installation of interpretation signage at Mount Victoria We conducted hard surface spraying on roads and footpaths in Mount summit plaza level, which highlights the cultural significance and Victoria, Tawa, Hataitai, Roseneath, Kilbirnie Shops, Newtown, history of the area and the wider Wellington landscape, including Berhampore, Miramar, Mount Cook, Central City, Brooklyn, Johnsonville, geology. We substantially completed the Mount Victoria upgrade Churton Park, Newlands, Paparangi, Island Bay, as well as all rural roads. project which was opened for public use.

HOW WE PERFORMED We completed the Tinakori Hill Landscape Development Plan consultation process. We installed new directional bollards on Tinakori COMPLIANCE WITH PERFORMANCE STANDARDS FOR CBD STREET CLEANING Hill.

100%

80% ACTIVITIES FOR THE NEXT QUARTER

60% We will remove boundary pines adjacent to the Vincentian Home Berhampore, which pose a threat to the home in the event of 40% windthrow, and remove pines on Stellin Track, Tinakori Hill, and Mark 20% Avenue.

0% Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) We will complete the plant production programme and begin 2006 / 07 2007 / 08 Target maintenance and site preparation for the 2008/09 revegetation

programme. ACTIVITIES FOR THE NEXT QUARTER We will install Tinakori Hill entrance and Khandallah Park mapboards. We will continue to complete work on the rural corridor and cutting high We will begin preparing access for tree removals from Central Park, profile routes. immediately above the Renouf Tennis Centre, after which the trees below the track will be removed. We will complete walkway maintenance at Mount Victoria, Hataitai, Kilbirnie and Melrose. We will remove pines from Kelburn Park and Bolton Street Memorial Park, subject to road closure advice from TransitNZ.

We will complete road reserve spraying at Johnsonville, Churton Park, We will develop an implementation plan for the Central Park Tawa and Grenada North. Landscape project and we will prepare final drawings for the Tinakori

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

STRATEGY AREA ENVIRONMENT 40 WELLINGTON CITY COUNCIL

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Activity 4.3.1 Community Environmental Initiatives GROUP FINANCIALS

WHAT WE DID 2.3.2 ROADS OPEN SPACES

The Council provides a variety of free native and non-invasive exotic WHAT IT COST plants for residents to plant on reserves and road reserves. We Cost of activity $000 Actual Budget Variance Full Year completed plant deliveries in October for this roadside reserve scheme. YTD YTD YTD Budget We also sent out letters to community groups asking them to submit their Operational projects native plant requests for those undertaking native re-vegetation projects. Cost 3,868 3,807 (61) 7,649 Revenue (222) (300) (78) (598) Applications were received and considered for the next general grant Net Cost 3,646 3,507 (139) 7,051 round in November (this included the environmental pool). Capital projects Cost 0000 We produced a brochure explaining the various grants, who can apply Operating expenditure and a timetable of rounds, to ensure information about the environmental Operating costs are in line with budget. The variance in operating revenue is grant pool reaches the intended audience. primarily due to a timing difference relating to expenditure recovered from LTNZ. This will be recovered in the coming quarter.

We proceeded with the Enviroschools programme, which promotes HOW IT WAS FUNDED sustainable practice and hands-on projects in schools, as planned. Rates (%) Revenue (%) YTD Actuals 94 6 HOW WE PERFORMED Annual Target 90 10

September Round Community Environmental Initiatives (Results for Qtr 1) 4.2.3 TOWN BELTS Total number of grant applicants 12 Number of applicants receiving grants 6 WHAT IT COST Total budget available to applicants $80,000 Cost of activity $000 Actual Budget Variance Full Year Total budget distributed to applicants $30,750 Budget YTD YTD YTD Note that the next Grants Subcommittee meeting is scheduled for 11 February Operational projects 2008. We have received 13 applications for this grant round. Cost 1,889 1,990 101 4,043 Revenue (207) (143) 64 (253) ACTIVITIES FOR THE NEXT QUARTER Net Cost 1,682 1,847 165 3,790 Capital projects We will collate plant requests and allocate plants for distribution over the Cost 778 720 (58) 1,200 2008 planting season. Operating expenditure Expenditure is behind budget due to delays in the Hazardous Trees work program. We will work with other business units to assess the current Revenue is ahead of budget due to donations received and recognised as part of environmental applications and develop recommendations for the Grants the Mount Victoria upgrade capex project.

Subcommittee to consider. Capital expenditure The unfavourable variance relates to the Mount Victoria upgrade project and is Applications will be received and considered for the next general grant offset by the revenue received from donations recognised as revenue.

round in March (this includes the environmental pool). HOW IT WAS FUNDED

Rates (%) Revenue (%) We will continue to promote the Grants in conjunction with information YTD Actuals 89 11 seminars. 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 186 200 14 334

Revenue (4) (2) 2 (4) Net Cost 182 198 16 330 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 started the installation of a new walkway from Colchester crescent to We continued work on Project Kaiwharawhara, including holding meetings Fernwood crescent in Newlands/Woodridge. with groups involved to discuss lessons learned over the past five years, We began installation of the new Brandon Rock walkway in Newlands, and developing priorities for the future. Community groups working in which is very near completion. other catchments were invited along to join in with the discussions and to We upgraded tracks on Mount Victoria for the Wild Wellington Mountain consider how we can best work together to protect other catchments. Bike Relay event. We delivered a draft review of Project Kaiwharawhara, with We upgraded all steps on Johnson Hill Loop walkway. recommendations for next steps and lessons that we can apply to other We installed new directional bollards in Te Kopahue Reserve and in Mount catchments around the city in our work with environment groups/ Victoria for lookout/summit walks. We also completed graphics for Te volunteers on restoring and monitoring the health of our streams and their Kopahou reserve mapboards. environs. We completed installing new retainer wall at Kelburn Club as part of city to sea walkway. ACTIVITIES FOR THE NEXT QUARTER We completed all structures, bridges, retainer walls on The Lazy Fern track at Makara peak, with volunteers finishing the surfacing of the track. We will continue to work with community groups to create community We started installation work on the new Mewburn Rise track on Wrights catchment restoration plans for Porirua and Owhiro Catchments. The Hill and widened the track from Old Coach Road to Northern walkway. Porirua stream catchment is within WCC boundaries. We carried out a number of small upgrades on the Skyline walkway. We will review the regulatory tools available for stream protection, We continued work on the Buckley Road to Houghton Bay walkway in identifying gaps and clarifying relationships between Local Authorities. association with the Corrections Department. We installed new and upgraded numerous walkway signage points. We gave volunteer mountain bikers permission to scout out alignment for the continuation of a carpark track at Wind Turbine/Te Kopahou reserve. We mowed 33.23 hectares of walkways. We completed work on the Southern walkway and started the Eastern walkway. We carried out unscheduled work including growth cutting at Polhill Gully, Domanski Crescent, the installation of steps from Ashton Fitchett Drive, drainage work on the Karori Wildlife Sanctuary perimeter fence and the renewed all walkway signage icons on the Southern Walkway.

HOW WE PERFORMED

TRACK MAINTENANCE SCHEDULE (CUMULATIVE) 400

300 Km

200

100

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

We have prioritised non-track maintenance work (e.g. mowing) over the last two quarters which has impacted on our ability to meet the maintenance schedule. The track maintenance schedule will be prioritised over the next two quarters, addressing under-performance.

ACTIVITIES FOR THE NEXT QUARTER

We will complete work on the Wrights Hill walkway. We will complete new walkways on Colchester to Fernwood crescent, Brandon’s Rock and Mewburn Rise on Wrights Hill. We will complete repair works on drainage at the Pirie street entrance to Mount Victoria. We will complete upgrade works on the first 500m of summit track to Mount KauKau at Khandallah Park. We will continue to install and upgrade walkway signage. We will complete maintenance work on the Eastern walkway. We will start work on track improvements to View road walkway (Haewai) and the Northern walkway.

42 STRATEGY AREA ENVIRONMENT WELLINGTON CITY COUNCIL

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Activity 4.7.2 Pest Plant and Animal Management GROUP FINANCIALS

WHAT WE DID / HOW WE PERFORMED 4.4.1 WALKWAYS

Contractors completed work on the Old Man’s Beard Open Space WHAT IT COST programme in the Eastern Suburbs. All known sites were treated, new Cost of activity $000 Actual Budget Variance Full Year Budget sites were treated and captured and existing data updated. YTD YTD YTD Operational projects We completed Key Native Eco-system (KNE) restoration works in Cost 188 192 4 379 Trelissick Park, Te Hape and Waipapa Streams, Redwood Bush, Revenue (4) (5) (1) (10) Huntleigh Park, Tarakena Bay and Moa Point. Net Cost 184 187 3 369 Capital projects Cost 292 196 (96) 350 We completed climbing asparagus control in Maupuia Park, McAlister Park and southern Mount Victoria. Operating expenditure Operating expenditure and income is in line with budget.

We cleaned up one of two garden dumping sites marked for restoration Capital expenditure and advocacy, and maintained garden dumping sites planted from The capital programme is ahead of schedule. Costs are expected to be in line with 2006/07. budget at year end.

HOW IT WAS FUNDED We assessed all current and upcoming pine tree removal sites for This activity is targeted to be 100% rates funded. individual restoration plans.

We began joint works with Greater Wellington (GWRC) to support 4.7.1 STREAM PROTECTION community groups working on habitat restoration. Work was carried out at community projects including, Owhiro Stream, Churton Park, Albemarle WHAT IT COST Stream and Trelissick Park. We have an MOU with GWRC for financial Cost of activity $000 Actual Budget Variance Full Year support for plant pest control in Trelissick Park and we will continue to YTD YTD YTD Budget work on formalising the relationships between Council and GWRC with Operational projects regard to the other projects we started in the second quarter. Cost 0121225 Revenue 0 0 0 0 We completed goat and pig control in all areas. Volunteers installed a Net Cost 0 12 12 25 perimeter of mustelid traps in Redwood Bush. We continued with feral cat Capital projects control in the Wellington City Council/Department of Conservation reserve Cost 0000 area off Chartwell Drive. We completed rabbit control in identified areas and completed rodent and mustelid monitoring in Otari-Wilton’s Bush. We Operating expenditure No expenditure has been incurred as work is now set to commence in the third maintained Tarakena Bay and Moa Point mustelid traps. GWRC quarter. completed possum control completed in all areas. Capital expenditure No capital expenditure is budgeted for this activity ACTIVITIES FOR THE NEXT QUARTER HOW IT WAS FUNDED We will continue work on the Old Man’s Beard Open Space programme This activity is targeted to be 100% rates funded. from Mount Victoria to Houghton Bay.

We will undertake weed control in the Tinakori Hill logged area. 4.7.2 PEST PLANT AND ANIMAL MANAGEMENT

We will continue Darwin’s barberry control in selected areas. WHAT IT COST We will implement the restoration programme for pine tree removal sites. Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget We will commence weed control works in Makara Estuary in conjunction Operational projects with GWRC. Cost 330 376 46 767 We will undertake follow-up works in several KNEs. Revenue (9) (8) 1 (16) Net Cost 321 368 47 751 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

We continued to manually gather and record energy consumption data for We continued kerbside recycling activities with total recycling volume the Council on a monthly basis, measuring for example the Civic Complex, across the city increasing by 10% on the same period last year. the central library, the Civic Gallery, Michael Fowler Centre, Queens Kerbside volumes increased by over 15%, whilst recycling delivered to Wharf, the Town Hall and all of the Council’s swimming pools. This the Southern Landfill site decreased by 5%. analysis allowed us to continue to identify problem areas and develop programmes aimed at improving the status quo. The public place recycling initiative was launched in Wellington by Prime Minister Helen Clarke, which involves four three-year trials of locating We continued to focus on renewable generation projects. Within the recycling bins in busy parts of central Wellington. At present we plan to coming months we will see an electricity generator installed at the have 25 bins available to the public, but this may increase over time. We Southern Landfill by Todd Energy that runs exclusively on landfill gas. worked with the Ministry for the Environment to get this initiative in place for the next quarter. A draft Climate Change Action Plan was delivered to Council early in

December 2007. The action plan is an important first step in delivering a Carbon Neutral future for Wellington City Council.

HOW WE PERFORMED HOW WE PERFORMED

WCC CORPORATE ELECTRICITY (KWH) CONSUMPTION WCC CORPORATE NATURAL GAS (KWH) CONSUMPTION 8,000,000 8,000,000 KERBSIDE RECYCLING (TONNES) COLLECTED (CUMULATIVE) 12,000 6,000,000 6,000,000 10,000

8,000 4,000,000 4,000,000 6,000 2,000,000 2,000,000 4,000

2,000 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 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006/07 2007 / 08 Target

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

ACTIVITIES FOR THE NEXT QUARTER ACTIVITIES FOR THE NEXT QUARTER

We plan to complete an energy audit for the Karori Library. The audit We will continue the review of our kerbside recycling activity in should identify opportunities for energy reduction initiatives which can then Wellington. be implemented. Additionally, we are investigating several improvements to the Council’s building portfolio for the Civic Complex. Those We will install 25 public place recycling bins in key sites around the CBD. investigations will be completed within this coming quarter and it is hoped We will closely monitor the impact of this initiative on recycling and waste that projects resulting in significant savings will be planned. volumes.

We will continue to develop and improve the Climate Change Action Plan in response to the Council commitment to becoming Carbon Neutral.

We will continue with data capture and analysis and we hope to have in place a comprehensive data management tool within the Council. This tool will allow for detailed and accurate reporting for all consumed energy within the Council. Ultimately the goal is to be able to better identify trends in energy consumption and thus prioritise efforts in energy reduction.

STRATEGY AREA ENVIRONMENT 44 WELLINGTON CITY COUNCIL

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Activity 4.5.4 Waste Minimisation and Disposal GROUP FINANCIALS Management 4.5.1 ENERGY EFFICIENCY AND CONSERVATION WHAT WE DID

WHAT IT COST

We relocated the Citi-Operations business unit to the new site at the Cost of activity $000 Actual Budget Variance Full Year Budget Southern Landfill, and handed the Torrens Terrace location back to the YTD YTD YTD owner. Operational projects

Cost 3419 We re-opened the second treasure shop on the new recycling and Revenue 0 0 0 0 recovery site at the landfill. Sales peaked to an all time high as a result. Net Cost 3 4 1 9

We awarded the contract for remediation work to be carried out on the Capital projects tunnel under Stage 1 and 2 of the Landfill. Cost 1 96 95 146 Operating expenditure Operating costs and revenues are in line with budget. We trialled an organic waste collection service at the Etu concert for Human Rights, and the Climate Change event. This worked well and will Capital expenditure Capital expenditure will be in line with budget at year end. be offered to future events.

HOW IT WAS FUNDED The Kai to Compost service continued diverting 800 tonnes of organic This activity is targeted to be 100% rates funded. waste from the landfill annually.

4.5.3 RECYCLING We continued to provide support to the new contractor for rubbish collections to ensure business as usual was carried out for the quarter. WHAT IT COST Full Year Cost of activity $000 Actual Budget Variance Budget HOW WE PERFORMED YTD YTD YTD

TOTAL RECYCLABLE MATERIAL DIVERTED FROM Operational projects LANDFILL (TONNES) 10,000 Cost 1,007 887 (120) 1,768 Revenue (522) (913) (391) (1,826) 8,000 Net Cost 485 (26) (511) (58) 6,000 Capital projects Cost 0000 4,000 Operating expenditure 2,000 Operating expenditure is unfavourable to budget largely due to additional personnel related costs incurred to undertake Tawa recycling services which 0 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) were previously contracted out. The variance in operating revenue is due to 2006 / 07 2007 / 08 Target lower volumes of waste received by the landfill.

HOW IT WAS FUNDED ACTIVITIES FOR THE NEXT QUARTER This activity is intended to be primarily funded from a levy collected at the landfill

on general waste. We will investigate the financial viability of expanding the Kai to Compost service which is currently operating at full capacity. 4.5.4 WASTE MINIMISATION AND DISPOSAL MANAGEMENT

We will continue to investigate innovate ways of using resources at the WHAT IT COST Happy Valley site to generate energy. Cost of activity $000 Actual Budget Variance Full Year

YTD YTD YTD Budget We will continue to take an active interest in the progress of the Waste Operational projects Minimisation Bill, the next milestone being March 2008 when the Select Cost 3,985 3,730 (255) 7,441 Committee is due to report back to the House on the necessity of further Revenue (3,615) (3,507) 108 (7,010) consultation. Net Cost 370 223 (147) 431 Capital projects Cost 169 1,021 852 1,919

Operating expenditure The operating costs variance is due to site maintenance costs being incurred earlier than budgeted. Savings are expected to be realised in the second half of the year now the outsource refuse collection has been fully transitioned. Operating revenues are in line with the 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 take place in the second half of the year. It now appears that an engineering solution can be executed that is cheaper than originally anticipated and is expected to result in budget savings 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 reviewed options detailing a more economical solution for the This activity covers the purchase of bulk water supply from Greater Messines Reservoir replacement. Some scheme layout plans were Wellington Regional Council (GWRC) for reticulation to properties in the prepared for liaison with neighbours as part of the preliminary city, as well as purchase of water from Porirua City Council for a few assessment of resource consent implications arising from a change in properties in Tawa. reservoir configuration. HOW WE PERFORMED The following projects were progressed:

• CBD Reservoir - investigation works into CBD reservoir, low level zone WATER QUALITY COMPLIANCE optimisation and supply arrangements to Aramoana and Mount Albert 100% reservoirs got underway. 80%

• Greyfriars/Redwood - Convert Redwood to booster, this was reviewed 60% as part of the Tawa optimisation study. 40% • Grenada Village Upgrade – was reviewed as part of Johnsonville/Grenada south optimisation study. 20%

0% • Decommission Marks Avenue pump station and Grenada Village water Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) tanks - the feasibility of these projects was investigated with no 2005 / 06 2006 / 07 2007 / 08 Target

certainty that they will be implemented. Water compliance is assessed against Drinking Water Standards for New Zealand • Ngaio West Reservoir – this is unlikely to proceed and work was (2005).

investigated on a replacement Onslow reservoir instead.

• Lincolnshire Reservoir and Northern Growth Development work - ACTIVITIES FOR THE NEXT QUARTER

construction of Lincolnshire reservoir commenced and progressed well. We will finalise negotiation on the Bulk Water Supply Agreement with Water main renewal work was progressed as per the plan. 11 kms of GWRC and the four Territorial Local Authorities by early 2008. water main is planned to be renewed during this financial year and 7.3km has been completed to date.

HOW WE PERFORMED

WATER NETWORK - REQUESTS FOR SERVICE SERVICE REQUESTS (%) RESPONDED TO WITHIN 1 HOUR (CUMULATIVE) (Nb: targets are based on reducing past levels) 100% 10,000

80% 8,000

6,000 60%

4,000 40%

2,000 20%

- 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

ACTIVITIES FOR THE NEXT QUARTER

We will continue the construction of Linconshire reservoir and planning of the renewal of Messiness Road reservoir.

We have planned the Hepara Street water main upgrade, Moana Road water main upgrade, Fraser Avenue and Servern Street rider main upgrade and David Crescent water supply upgrade. Design work will be completed during the next quarter. The Mark Avenue water main will be completed and the Stebbings reservoir rising main construction work will commence.

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 7,490 7,646 156 15,311 Cost 6,464 6,382 (82) 12,764 Revenue (41) (119) (78) (238) Revenue (1) 0 1 0 Net Cost 7,449 7,527 78 15,073 Net Cost 6,463 6,382 (81) 12,764 Capital projects Capital projects Cost 5,667 9,927 4,260 14,989 Cost 0000

Operating expenditure Operating expenditure Expenditure is below budget due to the requirement for an archaeological The operating cost variance is mainly due to a timing variance with actual bulk assessment delaying the Karori Dam spillway upgrade. Revenue is below budget water consumption and the charging mechanism employed by GWRC. as Wellington City Council’s main water contractor continues to recover 100% of

damages caused to the network by third parties and actual domestic and commercial water connection applications are below that budgeted. HOW IT WAS FUNDED

This activity is targeted to be 100% rates funded. Capital expenditure Expenditure is below budget due to delays in starting the construction of Lincolnshire reservoir. This is expected to be completed in May 2008. The Messines Road reservoir concept is being consulted with local residents and construction is unlikely to commence before the 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 require 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. We are discussing annual charges with Porirua City Council for Wellington City Council’s 27.6% share in the Porirua Treatment Plant. Proposed charging changes, based on flow contribution, may impact on the current charging regime. An Environment Court Mediation commenced on 20 August 2007 in an effort to resolve issues and / or reduce the number of issues to be resolved. Key issues of the appeal relate to the term of the five consents sought, including the condition of the outfall pipeline, overflow discharges to the stream and conditions of the odour consent. It is anticipated that this appeal will proceed to the Environment Court to be heard some time in 2008.

Activity 4.6.2. Storm water Management Activity 4.6.3 Sewage Collection and Disposal Network

WHAT WE DID WHAT WE DID

We carried out stormwater cleaning and CCTV inspections in We completed cleaning and CCTV inspections in Karori. We began planning the Wadestown area. We prepared plans for inspections in Mount for work in Mount Victoria, Hataitai, the central city and the Karori outfall. We supplied a report on compliance with resource consent conditions affecting Victoria and Hataitai and some large culverts in the central city. ten pump stations to Greater Wellington in December. It contends that We are developing Catchment Management Plans for Te Aro, Harris mitigation works in place and continuing upgrades are adequately managing Street, Taranaki Street, Tory Street and Newtown. the risk of pump station overflows. We lodged a resource consent application for discharges from the Tory We completed the following projects: Rose Street, George Bolt Street, Street catchment with Greater Wellington in December. Ngauranga Gorge carbon filter, Raumati Terrace, Leeds Street sewer lining, College Street, Johnsonville main trunk sewer, Mandalay Terrace sewer We completed the following projects: Newlands Road, Rose Street, relay, Govind Grove (No's 3-7A), Bombay Street No.51 , Kenya Street No.29/ Mascot Avenue No.1, Queens Street, Upper Bourke Street, Raumati Perth/ Otari, Rodrigo Road (with CX151) Dundas Street, Para Street, Ohiro Terrace, Bloomsbury Grove, Horokiwi Road / Pickerton Grove, Mitchell Road and Moorefield Road sewer lining, Overtoun Terrace sewer relay, Oku Street No.114, Onslow Road (trenching section) Ashton Fitchett No.126, Street sewer relay, Caledonia Street sewer relay and Waikowhai Street sewer College Street, Onepu Road SW Outlet Modification, The Ridgeway, renewal geotechnical investigations.

Wakefield Street No. 120 SW relay (Stage 2), Bombay Street No.51, HOW WE PERFORMED Onslow Road Section A (lining), Apu Crescent No.111 SW Outlet and HARBOUR / COASTAL SITES (%) WHERE FAECAL MONITORED BATHING BEACHES (%) WHERE WATER Kainui Road. COLIFORM BACTERIA COUNTS ARE LESS THAN QUALITY COMPLIES WITH MfE GUIDELINES 2000/100 MLS 100% Work continued on the contaminated stormwater resource consent 100% 80% project and Ranleigh Street No.18 bridge replacement works. 80% 60% HOW WE PERFORMED 60% 40% 40% SAMPLING DAYS (%) WHERE CONTAMINANTS ARE NOT SERVICE REQUESTS (%) RESPONDED TO WITHIN 1 HOUR 100% 20% 100% SEEN 20%

0% 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 80% 80% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target

60% 60% MONITORED FRESH WATER SITES (%) WHERE SERVICE REQUESTS (%) - RESPONDED TO IN 1 HOUR ANNUAL FAECAL COLIFORM BACTERIA COUNTS ARE 100% 40% 40% 100% LESS THAN 1000/100 MLS 80% 80% 20% 20% 60% 60%

0% 0% 40% 40% 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 20% 20%

0% 0% These service requests relate to the stormwater network 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

ACTIVITIES FOR THE NEXT QUARTER ACTIVITIES FOR THE NEXT QUARTER We will carry out an assessment of the effects of urban stormwater discharging to streams and the coastal marine area to support Capacity has submitted a report to Greater Wellington regarding compliance applications for resource consents authorising such discharges. with consent conditions about wastewater pump station overflow prevention. The report contends that Wellington City Council has completed sufficient work We plan to undertake cleaning and CCTV inspections in Mount Victoria, to mitigate the risk of overflows from wastewater pump stations, given the Hataitai and the central city. frequency, duration and effect of overflows over the last seven and a half years and the cost of further effect mitigation. It is anticipated the report will generate further discussions between Greater Wellington, Wellington City Council and Capacity in the coming months. Wellington City believes that it has done sufficient work to comply with resource consent conditions within the existing budget. We will implement minor upgrade work at pump stations to enhance pump station performance and minimise the risk of overflows. We will undertake cleaning and CCTV inspection in Mount Victoria, Hataitai, the central city and the Karori outfall.

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 held a hearing for the consent application for Moa Point Wastewater WHAT IT COST Treatment Plant in December with a decision expected by the end of Cost of activity $000 Actual Budget Variance Full Year Budget January 2008. YTD YTD YTD

Operational projects We held a pre-hearing meeting about Carey’s Gully resource consents in Cost 5,770 5,851 81 11,717 October with approximately 80 residents attending. Due to the significant Revenue (20) (35) (15) (68) amount of concern about odour from Carey’s Gully, another pre-hearing Net Cost 5,750 5,816 66 11,649 meeting will be scheduled for March 2008. Capital projects

Cost 1,669 2,301 632 3,825 We continued to divert sewage sludge, organic waste and green waste from the landfill to be recycled into compost. We are diverting 23,000 Operating expenditure tonnes of waste from the landfill annually. Operating costs and revenues are in line with the budget.

We were given Council approval to not renew the composting contract Capital expenditure Expenditure is below budget due to the Onslow Road stormwater renewal being which will expire in December 2008. As a result we began investigations delayed. Work is expected to be completed by year end. into a more environmentally sustainable way of disposing of sewage sludge. HOW IT WAS FUNDED This activity is targeted to be 100% rates funded. HOW WE PERFORMED

RESOURCE CONSENT COMPLIANCE 4.6.3 SEWAGE COLLECTION AND DISPOSAL NETWORK 100% WHAT IT COST 80% Cost of activity $000 Actual Budget Variance Full Year Budget 60% YTD YTD YTD Operational projects 40% Cost 7,141 7,208 67 14,443 20% Revenue (104) (104) 0 (207)

0% Net Cost 7,037 7,104 67 14,236 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Capital projects 2005 / 06 2006 / 07 2007 / 08 Target Cost 4,305 3,610 (695) 8,325

ACTIVITIES FOR THE NEXT QUARTER Operating expenditure Operating costs and revenues are in line with budget.

We will undertake pipeline condition assessments to support the mediation process for the Western Wastewater Treatment Plant resource Capital expenditure consents. Capital expenditure is above budget due to the contractual issue on the Mercer Street sewer link project and the cost of resource consent renewal projects. Full We are drafting a revised agreement between Wellington City Council year expenditure is expected to be in line with budget. and Porirua City Council to control ownership and shared use of the joint facilities associated with the Porirua Wastewater Treatment Plant. HOW IT WAS FUNDED This activity is targeted to be 100% rates funded.

We will continue to investigate options for the disposal and beneficial use of sewage sludge. These options centre around the various ways energy 4.6.4 SEWAGE TREATMENT can be created from the sludge and organic waste, for example converting to LPG or electricity. WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD Operational projects Cost 9,632 9,870 238 19,745 Revenue (313) (354) (41) (708) Net Cost 9,319 9,516 197 19,037 Capital projects Cost 0000

Operating expenditure Operating expenditure is below budget due to better influent quality and lower volumes of influent passing through the treatment plants than budgeted at this time of year. Expenditure expected to track closer to budget in Winter during the wet season. 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 Budget We continued to manage the Quarry contract. YTD YTD YTD Operational projects

HOW WE PERFORMED Cost 167 185 18 370 Revenue (285) (329) (44) (658) Net Cost (118) (144) (26) (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 Complied with Quarry license requirements Achieved Operating expenditure We continue to work with the contractor to clarify consenting and District Plan requirements. Operating expenditure is below budget due to the reduction in project management time required to this activity following a shift to a royalties based ACTIVITIES FOR THE NEXT QUARTER model. Revenue is below budget because actual cleanfill has ceased for the

year. During the next quarter we will continue to: • manage the contract and the associated land HOW IT WAS FUNDED • develop a staged revegetation plan for the grazing land located on the This activity is targeted to be 100% revenue funded. Southern Quarry extension • work on our resource consent application for future clean filling operations in the south area of the quarry.

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 Cost of activity $000 Actual Budget Variance Full Year WHAT WE DID YTD YTD YTD Budget

Karori Wildlife Sanctuary (KWS) obtained funding for the construction of a Operational projects suspension bridge and associated tracks. The pontoon walkway between Cost 2,337 2,850 513 5,696 Lake Road and Wetland was officially opened. Revenue 0226 Net Cost 2,337 2,852 515 5,702 We successfully transferred 130 tuatara from Stephens Island / Capital projects Takapourewa to the Sanctuary. Cost 972 1,233 261 2,332

Operating expenditure Qualmark accreditation for KWS was reassessed and renewed with high level of achievement. Work continued on the Visitor & Education Centre This activity is under spent as loans associated with Karori Wildlife Sanctuary (A288) and the Marine Education Centre (C426) have not been drawn down project. and no interest expense incurred to date.

After months of training, the giraffes and zebras were successfully moved Capital expenditure to the new African Savannah at Wellington Zoo. The capital programme for Karori Wildlife Sanctuary is behind schedule with construction starting later than budgeted. CX340 Zoo upgrade costs for the A male baby chimp arrived on Labour Day, adding to the troop which is year relate to the Zoo Capital Plan (ZCP) which is to be funded by $15.6m from already part of an international breeding programme. Council, and $5.2m from the Zoo over a 10 year period. So far this year, the Amphitheatre has been completed, and construction on the Mixed African Exhibit has finished. Costs are expected to be in line with budget at year end. A composter was installed to enable the majority of organic zoo waste to be recycled on site. HOW IT WAS FUNDED

This activity is targeted to be 100% rates funded. During the quarter, the Zoo received notification that it had been granted $400,000 form the New Zealand Lottery Grants Board to put towards the construction of a new Zoo hospital which is due to begin in May 2008.

HOW WE PERFORMED

VISITORS TO THE KARORI WILDLIFE SANCTUARY VISITORS TO THE WELLINGTON ZOO (CUMULATIVE) (CUMULATIVE) 200,000 70,000 60,000 150,000 50,000 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 are planning to transfer giant weta from Matiu/Somes Island to the

Sanctuary along with banding the hundredth kaka chick.

Work will continue on the Visitor and Education Centre project, in particular the letting of the tender for main contractors on the project.

We will continue to work on the detailed design of the Zoo hospital and should be completed by the end of the quarter. The Zoo will finalise its draft Conservation Strategy.

Both KWS and the Zoo will prepare their draft 2008/09 Statement of Intent and Business Plans.

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 2006 Net cost/(income) by activity $000 YTD YTD YTD 5.1.2 Heritage Landmarks 5.1.1 City Archives 762 651 (111) 1,298 5.1.2Heritage Landmarks 0224 5.2.1 Arts and Cultural Festivals 987 463 (524) 1,421 COMMUNITY ARTS AND CULTURAL SUPPORT 5.2.2 New Zealand International 375 375 0 750 Arts Festival 5.2.1 Arts and Cultural Festivals 5.2.3 Cultural Grants 430 432 2 667 5.2.3 Cultural Grants 5.3.1 Access and Support for 275 239 (36) 403 Community Arts 5.3.1 Access and Support for Community Arts 5.4.1 Galleries and Museums 3,164 3,198 34 6,395 5.4.2 Arts Partnerships 629 597 (32) 1,207 Operating Expenditure 6,622 5,957 (665) 12,145

GALLERIES AND MUSEUMS

5.4.1 Galleries and Museums Actual Budget Variance Full Year Budget 2006 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 33 22 (11) 45 Community Arts 5.4.1 Galleries and Museums 139 675 536 1,198 5.4.2Arts Partnerships 0000 Capital expenditure 180 765 585 1,311

STRATEGY AREA CULTURAL WELLBEING 53 WELLINGTON CITY COUNCIL 53 HERITAGE______

We manage Te Ara o Ngā Tupuna ― the Māori Heritage Trail, which signposts sites of importance to Wellington’s history and Māori culture. We also operate the Wellington City Archives, which holds information about the city’s history and development from the 1840s to the present.

LOOKING AHEAD 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 work on meeting our targets for adding items to the archive database, and expect our results for the next quarter to exceed targets. 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 made significant progress on the project to appraise, arrange and We are in the final stage of developing interpretive material for the describe key groups of records in the backlog of unprocessed material, existing heritage trail, which incorporates Te Aro Park and Waititi making more archives accessible and freeing up space. Approximately Landing. 16,500 new items were added to the online web database in January and 34 linear metres of storage space was freed up. A new pou whenua was erected at Tangi-te-Keo (Mount Victoria).

We completed conservation of the 1892 Thomas Ward maps and digitisation of 1989-98 aerial photograph transparencies got under way. ACTIVITIES FOR THE NEXT QUARTER

We deaccessioned a number of artworks which do not meet the Furnishings Art Collection policy. We also purchased one new artwork The next pou whenua will be placed at Te Oruaiti Pā (Point Dorset) by called "Armada" by Bronwyn Smith, to be hung in the Council Offices. the end of February. We delivered a presentation and workshop to Wellington secondary We will celebrate the launch of the heritage trail with a ceremony to school geography teachers to promote the use of local resources in the acknowledge the significance of these sites. We will dedicate the pou teaching of geography. whenua to the people of Wellington past, present and future. HOW WE PERFORMED

ARCHIVES INFORMATION REQUESTS (%) THAT ARE ITEMS ADDED TO THE ARCHIVES DATABASE COMLPETED WITHIN AGREED (WITH THE CLIENT) TIME- (ACCESSIBLE ONLINE TO THE PUBLIC) (CUMULATIVE) 100% FRAMES 35,000

80% 28,000

21,000 60%

14,000 40%

7,000 20%

- 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

We have not achieved our targets for adding items to the archives database. As described above, we expect 16,500 items to be added to the database in January (exceeding our accumulative third quarter target).

ACTIVITIES FOR THE NEXT QUARTER

We will complete the digitisation process of the Thomas Ward maps and develop the web module so that the public can access them. We will prepare the remainder of art works scheduled for deaccessioning for sale.We will undertake a major refresh of the online Archives database, making approximately 12,000 new records and 13,000 new images browsable by the public. This information will be online by late January 2008. We will initiate a review of the Community Archives policy. We will progress discussions with Wellington geography teachers about the ongoing provision of teaching resources.

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 Budget YTD YTD YTD Operational projects Operational projects Cost 868 744 (124) 1,483 Cost 0224 Revenue (106) (93) 13 (185) Revenue 0 0 0 0 Net Cost 762 651 (111) 1,298 Net Cost 0224 Capital projects Capital projects Cost 0000 Cost 8686068 Operating expenditure Operating expenditure The year to date operating cost variance is due the timing of projects being Expenditure is now expected to be incurred in the third quarter. completed during the year, and this is expected to come in line by the end of the year. Capital expenditure This capital programme will be delivered when the interpretative material is has HOW IT WAS FUNDED been finalised. Rates (%) Revenue (%) YTD Actuals 88 12 HOW IT WAS FUNDED Annual Target 90 10 This activity is budgeted to be 100% rates funded

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.

Activity 5.4.1 City Galleries and Museums WHAT IT COST WHAT WE DID Cost of activity $000 Actual Budget Variance Full Year Budget A new CEO was found for the Wellington Museums’ Trust and starts in YTD YTD YTD March 2008. Operational projects Bill Brien finished his term as Chair. Council acknowledged the Cost 3,164 3,198 34 6,395 outstanding service he has provided to the Trust. Revenue 0 0 0 0 Net Cost 3,164 3,198 34 6,395 City Gallery hosted the Bill Hammond and Tracey Moffatt shows. These Capital projects have been very popular and well attended by the public. Cost 139 675 536 1,198

Four museums were Qualmark certified, including Museum of Wellington - City and Sea, City Gallery Wellington, Wellington Cable Car Museum and Operating expenditure the Colonial Cottage Museum. Qualmark certification is New Zealand Operating costs are in line with budget. tourism's official mark of quality. Capital expenditure A paper will be prepared to go to the Strategy and Policy Committee on The Art Gallery capital programme is behind schedule. Costs are expected to the future of Plimmer’s Ark. be in line with budget at year end

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

VISITORS TO GALLERIES AND MUSEUMS (CUMULATIVE) COUNCIL SUBSIDY PER VISITOR TO GALLERIES AND MUSEUMS $12 800,000 $9 600,000

400,000 $6

200,000 $3

- $- 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 new CEO will start at the Wellington Museums Trust.

We will complete the detailed design phase and documentation for the City Gallery redevelopment, including the submission of the building consent. A decision on the resource consent is anticipated late October. The City Gallery will deliver its Festival of the Arts shows including AES+F

and Russian contemporary artist collective, Brett Graham and Rachael Rakena and the Jim and Mary Barr collection.

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.

AT A GLANCE The ongoing search for funding and sponsorship for events remains an issue as many corporations are reducing their sponsorship commitments. Without successfully obtaining sponsorship, many great events may not reach fruition as budgets are greatly committed on highly valued, long standing community events. We will continue to manage this challenge by ensuring appropriate levels of sponsorship are met.

Activity 5.2.1 Arts and Cultural Festivals Activity 5.2.3 Cultural Grants

WHAT WE DID WHAT WE DID

We organised and supported the following key events: The general grant round closed November 30. We worked closely with all • Diwali Festival of Lights, Olympic Sculptural Exhibition, Sky Show, potential applicants to ensure ease of process and to provide advice on Santa Parade, Carols at the Basin, Mayoral Concert, Halloween, eligibility and other possible funding streams. New Years Eve Concert, Mount Victoria Lookout Opening, Beijing We promoted Council’s grants through an updated brochure, seminars for Cultural Festival, the Irish Presidents Visit, and Waitangi Park Pou the community, press releases and stories through the Absolutely Whenua Opening. Positively Wellington publication. We launched the annual Summer City programme on 31 December 2007 We continued to work with other business units to monitor organisations with a New Year’s Eve concert in Civic Square. that receive funding through contracts. This includes Downstage Theatre HOW WE PERFORMED who receives funding as part of the Professional Theatres’ contract. We will be working closely with this organisation to ensure the theatre CIVIC SQUARE EVENTS (CUMULATIVE) ATTENDANCE (ESTIMATE) AT CIVIC SQUARE EVENTS 120 (CUMULATIVE) remains viable. 140,000

120,000 HOW WE PERFORMED 80 100,000 80,000 September Round

60,000 Cultural Grants: (Results for Qtr 1) 40 40,000 Total number of grant applicants 28 Number of applicants receiving grants 20 20,000 Total budget available to applicants $352,000 0 0 Total budget distributed to applicants $117,808 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 Note that the next Grants Subcommittee meeting is scheduled for 11 February FESTIVALS AND EVENTS ORGANISED AND SUPPORTED 2008. We have received 39 applications for this grant round. 15

12 ACTIVITIES FOR THE NEXT QUARTER

9 We will work with other business units to assess the current Cultural 6 applications and develop recommendations for the Grants Subcommittee 3 to consider.

0 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Applications will be received and considered for the next general grant Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) round in March (this includes the cultural pool). Nb: we have no target for the number of festivals and events that we support. We We will continue to promote the Grants (including the Cultural pool) in aim to support as many worthwhile events as we can within budget restrictions. Twenty-six events were held in Civic Square last quarter. Estimated attendance at conjunction with information seminars. these events was 16,748. We expect third quarter numbers to be closer to target We will continue to work with other business units to monitor with a busy schedule of summer events planned. organisations that receive funding through contracts.

ACTIVITIES FOR THE NEXT QUARTER

We will organise and support the following key events: • Summer City, Newtown Festival, Gravity and other Myths, Dragon Boat Festival, Culture Kicks-Football Festival, Gutbuster Fun Run, Beach Soccer Festival, Chinese New Year Festival, Starry Night Concert Series, Wellington’s Gay and the Lesbian Fair and Pacific Island Festival.

STRATEGY AREA CULTURAL WELL-BEING 56 WELLINGTON CITY COUNCIL

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Activity 5.3.1 Access and Support for Community Arts GROUP FINANCIALS

WHAT WE DID 5.2.1 ARTS AND CULTURAL FESTIVALS

Te Waka Pou in Waitangi Park was opened in late October by the Mayor. WHAT IT COST We managed the installation of temporary sculpture on the four plinths at Cost of activity $000 Actual Budget Variance Full Year Te Papa’s ‘Urban Forest’ on behalf of the Wellington Sculpture Trust. We Budget completed the draft three party contract for the ‘subject to change’ YTD YTD YTD sculpture project on behalf of the Sculpture Trust. This is a sculpture that Operational projects will be installed on Willis Street as part of the bypass. Cost 1,128 774 (354) 1,792 Revenue (141) (311) (170) (371) We progressed planning for the ArtsSplash! event to take place from 18 to Net Cost 987 463 (524) 1,421 21 August 2008. The contractors were secured and the project and Capital projects associated timeline completed. The Bolton Street Residency was Cost 0000 launched and the first artists welcomed by the Mayor on 13 December 2007. Operating expenditure Operating revenue is behind budget due to the delay in receipt of funding from We continued to focus on engaging with the arts sector and broader New Zealand Community Trust for the Summer City events and sponsorship community to develop a ‘future vision for arts activity’ in the city. This will funds from Farmers for the Christmas Parade. Some event costs have been in turn determine the future community arts activities that the Council will incurred earlier than budgeted.

focus on. Capital expenditure The Wellington Convention Centre supported nine events this quarter. No capital expenditure is budgeted for this activity.

HOW IT WAS FUNDED HOW WE PERFORMED Rates (%) Revenue (%) COMMUNITY GROUPS THAT ACCESS THE CONVENTION COMMUNITY EVENTS HELD AT THE CONVENTION CENTRE (ASSISTED BY THE VENUES SUBSIDY) CENTRE (ASSISTED BY THE VENUES SUBSIDY) YTD Actuals 87 13 12 12 Annual Target 75 25 10 9 8 5.2.3 CULTURAL GRANTS 6 6

4 WHAT IT COST 3 Full Year 2 Cost of activity $000 Actual Budget Variance Budget YTD YTD YTD 0 0 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Operational projects Groups Target Events Target Cost 433 432 (1) 667

ACTIVITIES FOR THE NEXT QUARTER Revenue (3) 0 3 0

Net Cost 430 432 2 667 We will plan one community event at Wellington Convention Centre due to Capital projects the New Zealand Festival, commercial demand and traditional holiday Cost 0000

period. Operating expenditure We will continue to seek and accept applications for the Bolton Street Year to date costs are in line with budget. Residency. Capital expenditure We will continue working with the Sculpture Trust on MEWS 5 & 6 and No capital expenditure is budgeted for this activity. ‘subject to change’ sculpture projects. 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 YTD YTD YTD Budget Operational projects Cost 279 242 (37) 409 Revenue (4) (3) 1 (6) Net Cost 275 239 (36) 403 Capital projects Cost 33 22 (11) 45 Operating expenditure Operating costs are above budget due to more community events being supported than originally scheduled for the first half 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 occupancy of Wellington Arts Centre is remaining steady with results for the quarter higher than the same period last year.

The Council has been approaching a number of arts organisations to engage with them on their strategic priorities and a future vision for the arts in Wellington. Despite a slow response to this opportunity, we will reinforce our desire to meet and discuss issues of interest to both parties. We will also continue to ensure that the cultural grants are well advertised and work on improving the quality of applications for the upcoming grant rounds.

The highlight for the coming quarter will be the New Zealand International Arts.

Activity 5.4.2 Arts Partnerships Activity 5.2.2 The NZ International Arts Festival

WHAT WE DID WHAT WE DID

We initiated a regular email newsletter to inform people about the The New Zealand International Arts festival programme was launched. Council’s arts activities and opportunities to work in partnership with us. This has been supported by a national marketing campaign. Ticket sales We held the first of a series of planned arts sector engagement sessions have progressed well. with the professional theatre venues and companies based in Wellington. The Toi Poneke Arts Centre reviewed all its tenancy agreements and Festival organisers confirmed the logistical and technical requirements for licences with the artists and arts organisations based there. We began a the hundreds of performers that will arrive in Wellington for the Festival. review of the rates charged for all users of the Centre. The Public Art Panel met to consider applications for funding. The second of three ‘stack projects’ located on top of the Arts Centre was ACTIVITIES FOR THE NEXT QUARTER launched. We installed ‘Green Islands’, a temporary art project by Regan The Festival opens on 22 February for three weeks, closing on 16 March Gentry commissioned by the Wellington Sculpture Trust, with support 2008. from the Wellington City Council and the Wellington Waterfront. New Zealand Symphony Orchestra (NZSO) undertook four rehearsal We will conduct an analysis of ticket sales, the marketing campaign, and sessions in this quarter, which is the end of their 2007 season. hotel capacity, so that a full report on the Festival can be delivered to HOW WE PERFORMED Council.

OCCUPANCY OF THE WELLINGTON ARTS CENTRE (FOR QUARTER) 100%

80%

60% WHAT IT COST 40% Cost of activity $000 Actual Budget Variance Full Year Budget 20% YTD YTD YTD Operational projects 0% Artist Studios Tenancies Room Hire Cost 375 375 0 750 2006 / 07 2007 /08 Target Revenue 0 0 0 0

ACTIVITIES FOR THE NEXT QUARTER Net Cost 375 375 0 750

We will arrange further engagement sessions with arts sector groups. Capital projects The Public Art Panel will meet with representatives of the Tenths Trust Cost 0000 and Ngati Toa, to clarify respective roles in supporting public arts projects. We will complete a review of the operating systems in place at HOW IT WAS FUNDED This activity is targeted to be 100% commercial rates funded. Toi Poneke. The NZSO 2008 season commences at end of January. A

regular programme of rehearsals will continue throughout the quarter.

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget Operational projects Cost 834 866 32 1,744 Revenue (205) (269) (64) (537) Net Cost 629 597 (32) 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. City Arts are investigating alternatives to help achieve income targets. Operating costs are lower than budget, mainly due to timing differences between scheduled and actual expenditure from the public art fund.

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 2006 Net cost/(income) by activity $000 YTD YTD YTD 6.1.1 Community Housing (789) (620) 169 (1,209) 6.1.2 Recreation Partnerships 253 302 49 605 RECREATION FACILITIES AND PROGRAMMES 6.2.1 Implementation of the 0 190 190 380 Homelessness Strategy 6.1.2 Recreation Partnerships 6.2.2 Community Advocacy 1,220 997 (223) 1,986 6.3.1 Access Support 6.3.1 Access Support 27 35 8 68 6.3.2 Social and Recreational Grants 1,819 1,800 (19) 2,380 6.3.3 Recreation Programmes 6.3.3 Recreation Programmes 404 201 (203) 599 6.4.1 Swimming Pools 4,948 5,093 145 9,700 6.4.1 Swimming Pools 6.4.2 Sports Fields 1,346 1,228 (118) 2,679 6.4.2 Sports Fields 6.4.3 Recreation Centres 955 1,297 342 2,646 6.4.4 Playgrounds 301 291 (10) 581 6.4.3 Recreation Centres 6.4.5 Marinas (39) (8) 31 (15) 6.4.6 Community Centres and Halls 1,200 1,327 127 2,439 6.4.4 Playgrounds 6.4.7 Community ICT Access 209 229 20 457 6.4.5 Marinas 6.4.8 Libraries Network 9,058 9,261 203 18,417 6.5.1 Burials and Cremations 518 379 (139) 745 6.5.2 Public Toilets 765 754 (11) 1,508 6.5.3 Public Health 969 1,044 75 2,080 COMMUNITY SUPPORT 6.6.1 City Safety 611 655 44 1,343 6.6.2 Wellington Emergency 918 1,042 124 1,977 6.2.1 Implementation of the Homelessness Strategy Management Office 6.2.2 Community Advocacy Operating Expenditure 24,693 25,497 804 49,366

6.3.2 Social and Recreational Grants Actual Budget Variance Full Year 6.4.6 Community Centres and Halls Budget 2006 Capital expenditure $000 YTD YTD YTD 6.4.7 Community ICT Access 6.1.1 Community Housing 870 1,169 299 2,126 6.1.2 Recreation Partnerships 227 180 (47) 370 6.2.1 Implementation of the 0 0 0 0 LIBRARIES Homelessness Strategy 6.2.2 Community Advocacy 0 0 0 0 6.4.8 Libraries Network 6.3.1 Access Support 0 0 0 0 6.3.2 Social and Recreational Grants 0 0 0 0 6.3.3 Recreation Programmes 0 0 0 0 PUBLIC HEALTH AND SAFETY 6.4.1 Swimming Pools 2,032 2,789 757 3,276 6.4.2 Sports Fields 1,417 1,161 (256) 1,753 6.5.1 Burials and Cremations 6.4.3 Recreation Centres 1,013 2,034 1,021 8,001 6.5.2 Public Toilets 6.4.4 Playgrounds 180 157 (23) 448 6.4.5 Marinas 118 118 0 202 6.5.3 Public Health 6.4.6 Community Centres and Halls 128 715 587 1,801 6.4.7 Community ICT Access 35 41 6 41 6.6.1 City Safety 6.4.8 Libraries Network 869 1,138 269 2,185 6.5.1 Burials and Cremations 104 91 (13) 100 6.6.2 Wellington Emergency Management Office 6.5.2 Public Toilets 543 623 80 1,243 6.5.3 Public Health 0 0 0 0 6.6.1 City Safety 0 0 0 0

6.6.2 Wellington Emergency 55 50 (5) 100 Management Office Capital expenditure 7,591 10,266 2,675 21,646

STRATEGY AREA SOCIAL AND RECREATION 59 WELLINGTON CITY COUNCIL 59 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 configuring 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 within the Housing unit 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 YTD YTD YTD We began a programme of Push Play activities across the housing Operational projects portfolio. Cost 8,026 7,733 (293) 15,437

Revenue (8,815) (8,353) 462 (16,646) We completed the rewiring of eight units in Calabar Road.

Net Cost (789) (620) 169 (1,209) We continued various planned maintenance programmes including shower Capital projects installations and interior painting. Cost 870 1,169 299 2,126

We established the Housing Upgrade Project (HUP) team, appointed Operating expenditure Novak and Middleton Architects to work on concept designs and began 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. scoping work for the investment programme.

Capital expenditure HOW WE PERFORMED Year to date capital costs are under spent as programmes are now planned to AVERAGE WAITING TIME (DAYS) FOR APPLICANTS HOUSED APPLICANTS HOUSED (ROLLING 12 MONTHS) THIS YEAR (ROLLING 12 MONTHS) be completed later in the financial year. 100% 120

75% 90 HOW IT WAS FUNDED

50% 60 This activity is targeted to be 100% funded by rental income.

25% 30

0% 0

y s y s it ity e rly e ts lity ty es e Elderl age bi isabil Incom Eld a Disabil % Dis cal D ic al atr sadvant ic ugees/Migrant hi ys ef hysi efugees/Migran h R P yc ple Di R P le Disadvantag ent > 50% Incom Ps ulti Rent > 50 Psychiatric Disabili R M Multip 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 Customer Satisfaction Survey to all tenants in March 2008, and expect to analyse the resulting data in April 2008. We will also commission the annual Market rent

assessment in February 2008.

We will continue the programme of Push Play activities across the housing

portfolio.

We will continue to work with the Housing Upgrade Project (HUP) team on

the development of the investment and Community Action programmes.

We will review the Tenant Participation Policy.

We will tender a major exterior painting contract at the Arlington Estate.

We will continue to work closely with the current maintenance contractor as the Council transitions to an aggregated facilities management

approach.

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. There are many challenges for the recreation facilities and programmes, including: • Maintaining adequate resources to promote awareness and administer the Passport to Leisure programme. We intend to increase the number of users by broadening the criteria for those who can use this programme. • Ensuring that levels of funding and support we receive from community charitable trusts are sufficient for our physical activity programmes, as it is not always guaranteed from year to year. Recreation Wellington will need to consider alternative funding streams if core programmes are to be sustained. • Continuing levels of recruitment and retention of swimming pools operational staff. The outcomes of a remuneration review and the appointment of a dedicated training and development role are improving the level of turnover. • Sports fields operations keeping up with the demands of winter codes needing training venues throughout summer which conflicts with summer sport. There are also many fields without irrigation during summer that will lose grass cover. This has a flow on affect for winter codes unless extensive under sowing is done during the small renovations window in March. • Continuing to engage with the public on the ICSC (Indoor Community Sports Centre) project. Some common themes that have emerged include traffic issues, parking and the environmental sustainability of the sports centre. • Maintaining occupancy levels at the marinas as the costs of occupancy increase.

Activity 6.1.2 Recreation Partnerships ACTIVITIES FOR THE NEXT QUARTER

WHAT WE DID / HOW WE PERFORMED We will continue to work on the Sports field Asset Management Plan and present the final report to Council in February 2008. We worked with New Zealand Academy of Sport North Island to implement the talent identification and development programme. Six We will continue project work with Hataitai Park, Alex Moore Park and the Sports important to Wellington were selected, including diving; Johnsonville Sports groups. swimming; triathlon; netball; hockey and yachting. The academy will We will start planning for the annual Sports and Recreation Forum commence working with the sports organisations in January 2008 to programmed for April 2008. deliver high performance services. We will work alongside SPARC and Sports Wellington Region to develop We promoted the inaugural round of the Sports Development Grant fund objectives for 2008, including the strengthening of links with the sports and received eight applications. The first round of applications closed and recreation sector to improve their understanding of the Council’s November 2007. The applications will go to committee February 2008 for Annual Plan process. approval. We hosted sports organisations at a year-end Sports and Recreation function in November 2007. The aim of this event was to strengthen WHAT IT COST

relationships and improve communication with sport and recreation Cost of activity $000 Actual Budget Variance Full Year organisations in Wellington. Approximately 150 people attended. YTD YTD YTD Budget We continued to focus on key sports and recreation projects, including Operational projects the Hataitai Park review and traffic management issues, as well as the Cost 253 302 49 605 Johnsonville Sports Club partnership, which included the centralised Revenue 0000 modelling of club buildings. We also continued to investigate a proposed Net Cost 253 302 49 605 indoor Bowls Centre. Capital projects We continued to work alongside a number of sports and recreational Cost 227 180 (47) 370 organisations to address any issues, challenges and aspirations they Operating expenditure have, for example: Costs are under budget as the grant to NZ Academy of Sport has not been • Wellington Darts Club requested Council’s assistance with the paid. disposal of their club rooms located at Hataitai Park. Capital expenditure • Hosting of regional and national sporting events including the The capital expenditure programme is slightly ahead of budget but is expected prestigious U19 Milo Cup cricket competition. to be in line at year end. • We worked alongside the YMCA to help with programme and facility issues. HOW IT WAS FUNDED This activity is targeted to be 100% rates funded. • We worked with Capital Gymnastics regarding their requirement to

find a new facility. • We met with Bowls NZ & SPARC to discuss the direction of the sport, the impacts of a national review, and the issues local clubs face. We continued to work with the regional sports organisation Capital Football on the proposed changes to the junior programme next season, which will have an impact on the number of fields required in winter 2008.

STRATEGY AREA SOCIAL AND RECREATION 61 WELLINGTON CITY COUNCIL

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Activity 6.3.3 Recreation Programmes Activity 6.3.1 Access Support

WHAT WE DID WHAT WE DID

We delivered six out of the nine ZM Women’s Run/Swim Events. We completed the review of the Passport to Leisure programme and We had our busiest month for our Push Play programme in October prepared a paper for consideration as part of the 2008/09 Annual Plan which coincided with National Push Play campaigns. Over 1,800 process. The report included recommendations to broaden criteria, which people participated and 1,400 used the three Push Play trailers, which will facilitate a positive change to the current Passport to Leisure scheme. were full of sports and activity equipment. We opened registration for the Culture Kicks Event and have received HOW WE PERFORMED

registrations for 30 teams. Registrations will close at the end of PASSPORT TO LEISURE USERS WHO HAVE PARTICIPATED IN WCC RECREATION FACILITIES AND February or when full. PROGRAMMES We received 78,007 visitors to the Feeling Great website during the 24,000 second quarter. 20,000 16,000 HOW WE PERFORMED 12,000 8,000 USERS OF RECREATION PROGRAMMES (CUMULATIVE) 80,000 4,000

0 60,000 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) 2005 / 06 2006 / 07 2007 / 08 Target

40,000 17,954 Community Service Card holders participated in the Council’s recreation facilities and programmes during the second quarter. This is up 607 on the first 20,000 quarter but down 1,937 compared to the second quarter in 2006/07.

- ACTIVITIES FOR THE NEXT QUARTER Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4)

2005 / 06 2006 / 07 2007 / 08 Target We will present the review of the Passport to Leisure programme to the A total of 5,734 people participated in recreation programmes and activities (non- Strategy and Policy Annual Plan Subcommittee and include their facility based) provided by Recreation Wellington during the second quarter. This is recommendations in the Draft Annual Plan for consultation. up 1,602 compared to the same quarter in 2006/07. Total recreation programmes participation year to date is 48,848, which is down We will consider and develop further partnership agreements with non slightly (992) compared to the same six month period in the previous year. Council suppliers, facilities and services.

ACTIVITIES FOR THE NEXT QUARTER

WHAT IT COST We will deliver the Bike the Bays event on 23 February. Cost of activity $000 Actual Budget Variance Full Year We will hold two more ZM Women’s Run Swim Series events at Keith YTD YTD YTD Budget Spry Pool and Khandallah Pool. Operational projects We will conduct a six week Streetball series in association with Cost 28 36 8 70 Wellington Basketball at various sites throughout the city. Revenue (1) (1) 0 (2) We will deliver the annual kids Kiwi Tri Event in March. Net Cost 27 35 8 68 We are continuing our planning for the Stepping Out programme in Capital projects March, and now have 45 confirmed walks in place for this event. Cost 0000 We will support the promotion and delivery of a six week fitness programme starting January 30, to be held on Wellingtons Waterfront in Operating expenditure Operating costs are in line with budget. partnership with Mish Fitness Limited. 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 This activity is targeted to be 100% rates funded. Budget YTD YTD YTD Operational projects Cost 586 490 (96) 955 Revenue (182) (289) (107) (356) Net Cost 404 201 (203) 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. Overall the activity 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 Rates (%) Revenue (%) YTD Actuals 69 31 Annual Target 75 25

STRATEGY AREA SOCIAL AND RECREATION 62 WELLINGTON CITY COUNCIL

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Activity 6.4.1 Swimming Pools Activity 6.4.2 Sports Fields

WHAT WE DID WHAT WE DID

We continued to grow the Club Active memberships at the Aquatic Centre We completed the redevelopment of the Newtown Park grandstand which and Freyberg Pool. Total membership across both fitness centres is now was officially opened on 17 November. The remaining redevelopment 2,139. works (car park redevelopment and native plantings), will be completed in We introduced Swim Memberships which lowers the cost for swim access the first quarter of the 2008/09 financial year. for those using Wellingtons pools more than three times per week. We installed a higher fence at the zoo end of the number two field at Newtown Park, and completed sand banding. The development projects at WRAC, including the new water play and We installed all nine concrete based cricket pitches. These included hydrotherapy services extensions, will be completed. pitches at Newlands, Alex Moore, three at Liardet Street, and four at Ian We opened our two popular summer pools in Thorndon and Khandallah Galloway Park. for the 2007/08 summer. We undertook basic renovation work, including sweeping, seeding, We completed a feasibility study for the future development of Keith Spry sanding and fertilising at Newlands, Lyndhurst and Helston Parks. Pool. We installed a new Patamahoe clay block at Kelburn Park. The new grass is growing well, and the block should be in use during January HOW WE PERFORMED given similar weather.

USERS OF WCC SWIMMING POOLS We carried out approximately 250m of turf replacement at Centennial 150,000 Park. After a full winter football season and with the ground now being 125,000 used by the Phoenix and visiting teams, this work had to be carried out to

100,000 maintain the ground up to the required standard. Both goalmouths and a 100m area in the centre of the pitch were completed. 75,000

50,000 HOW WE PERFORMED UTILISATION RATES OF WCC OUTDOOR SPORTS FIELDS - 25,000 WINTER AND SUMMER 100%

- WRAC Freyberg Karori Thorndon Khandallah Keith Spry Tawa 80%

2005 / 06 2006 / 07 2007 / 08 Target 60%

Total attendance for the second quarter was 294,980, down 4,594 compared to the second quarter in 2006/07. The year to date attendance for swimming pools is 40% 548,813 which is down 26,360 for the same period in the previous year. The delay 20% to opening the WRAC water play extension is likely to have contributed to reduced

user numbers. 0% Winter Summer ACTIVITIES FOR THE NEXT QUARTER 2005/06 2006/07 2007/08 Target

ACTIVITIES FOR THE NEXT QUARTER We will open the new water play and hydrotherapy services facilities at the Aquatic Centre on 24 February. We will undertake a full renovation of Centennial Park. We will complete a discussion paper that will consider issues, planning We will undertake a minor renovation of Rugby League Park. and future strategies for the swimming pools overall network. We will undertake sand banding at Polo Ground and Martin Lucky Park. We will relay the cricket block to Patamahoe clay at Linden Park at the end of the cricket season. We will schedule a four day first class Firebirds cricket fixture for Karori Park in March 2008. We will undertake extensive under-sowing in March, to prevent the many fields without irrigation during summer from losing grass cover in winter.

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 7,713 8,374 661 16,455 Cost 1,627 1,552 (75) 3,128 Revenue (2,765) (3,281) (516) (6,755) Revenue (281) (324) (43) (449) Net Cost 4,948 5,093 145 9,700 Net Cost 1,346 1,228 (118) 2,679 Capital projects Capital projects Cost 2,032 2,789 757 3,276 Cost 1,417 1,161 (256) 1,753 Operating expenditure Operating expenditure Lower participation due to delays in opening the WRAC water play extension Operating costs are slightly ahead of budget due to some unbudgeted works has resulted in an unfavourable revenue position year to date. This has been around elite sports. Operating revenue is behind budget due to a change in the offset by an under spend in personnel and further positive variances in running billing cycle but is expected to be in line with budget at year end.

costs due to the delayed opening of the WRAC water play extension.

Capital expenditure Capital expenditure Costs are behind budget due to delays resulting from weather and contractor The capital programme is ahead of schedule at Karori Park and Newtown Park mediation on the WRAC water play extension expenditure. Costs are expected to and A-League football has required expenditure earlier in the year than be in line with budget at year end. budgeted. Costs are expected to be in line with budget at year end. HOW IT WAS FUNDED HOW IT WAS FUNDED Rates (%) Revenue (%) Rates (%) Revenue (%) YTD Actuals 64 34 YTD Actuals 83 17 Annual Target 60 40 Annual Target 90 10

STRATEGY AREA SOCIAL AND RECREATION 63 WELLINGTON CITY COUNCIL

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Activity 6.4.3 Recreation Centres Activity 6.4.4 Playgrounds

WHAT WE DID WHAT WE DID / HOW WE PERFORMED

We completed the upgrade of the Nairnville Recreation Centre changing We carried out maintenance of playgrounds. rooms, toilets and storage areas. This resulted in the recreation centre We installed the Liberty Disabled Swing at Shorland Park. having to close for brief periods on some days over four weeks. This was in part due to noise levels and for health and safety reasons. We completed the upgrade of the play area at Duncan Park. We continued to engage extensively with the community, including local residents, sports codes and schools about the Indoor Community Sports ACTIVITIES FOR THE NEXT QUARTER

Centre. The preliminary design was completed and Mainzeal Construction Limited was selected as preferred construction contractor. The coming quarter will see us begin consultation for play-area upgrades 150 people attended the launch of a new skateboarding DVD at the in Newlands and Miramar.

Kilbirnie Recreation Centre. We will finish the installation of Katherine Mansfield play area and install a half basketball court at Monorgan Street Play Area. HOW WE PERFORMED We will also upgrade the BMX Track in Tawa. USERS OF WCC RECREATION CENTRES 40,000

30,000 WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year 20,000 YTD YTD YTD Budget Operational projects 10,000 Cost 313 294 (19) 587

- Revenue (12) (3) 9 (6) Karori Kilbirnie Nairnville Tawa 2005 / 06 2006 / 07 2007 / 08 Target Net Cost 301 291 (10) 581

Capital projects Attendance at the recreation centres for the second quarter was 76,481. This was Cost 180 157 (23) 448 down slightly (4,838) on the same quarter for 2006/07. The reduction reflects the return of management and operation of the Newlands College Recreation Centre Operating expenditure Operating costs and revenue are in line with budget. to the college. The Tawa Community Centre participation figures were also previously reported through Tawa Recreation Centre but the community centre is Capital expenditure now managed and reported by the City Communities Business Unit. The capital programme is ahead of schedule. Costs are expected to be in line with budget at year end. ACTIVITIES FOR THE NEXT QUARTER HOW IT WAS FUNDED We will undertake maintenance to the floors at Nairnville, Karori and This activity is targeted to be 100% rates funded.

Tawa Recreation Centres. We will also improve floor surfacing at the entrance of Kilbirnie Recreation Centre. We will complete a value management exercise with the Indoor Community Sports centre project team to ensure the preliminary design is in line with the project’s overall budget. We will also submit the Resource Consent application for the new centre which will be a notified consent.

WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget Operational projects Cost 1,396 1,698 302 3,396 Revenue (441) (401) 40 (750) Net Cost 955 1,297 342 2,646 Capital projects Cost 1,013 2,034 1,021 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 68 32 Annual Target 75 25

STRATEGY AREA SOCIAL AND RECREATION 64 WELLINGTON CITY COUNCIL

______

Activity 6.4.5 Marinas WHAT IT COST

WHAT WE DID Cost of activity $000 Actual Budget Variance Full Year Budget We engaged members of the Tenants Association, Evans Bay Marina to YTD YTD YTD discuss marina management and fee increases. There remain a number Operational projects of tenants not paying the increase at Evans Bay. All tenants are paying Cost 224 257 33 509 at Clyde Quay. Revenue (263) (265) (2) (524) Net Cost (39) (8) 31 (15) We completed the construction of the low level Sailability Walkway at Capital projects Evans Bay. Cost 118 118 0 202 We continued to address outstanding maintenance items. We worked on solar power energy as part of the design and specification Operating expenditure for the toilet/shower upgrade at Evans Bay marina. This has delayed the Costs are behind budget due to the maintenance programme commencing initial timeframe and the project will be tendered later in the year. later than anticipated. Costs are expected to be in line with budget at year end.

HOW WE PERFORMED Capital expenditure

OCCUPANCY OF BERTHS AND BOATSHEDS The capital programme is in line with budget. 100%

80% HOW IT WAS FUNDED This activity is targeted to be 100% revenue funded. 60%

40%

20%

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

ACTIVITIES FOR THE NEXT QUARTER

We will complete the Marina Asset Management Plan, tender the toilet upgrade at Evans Bay and review the results of the protection assessment work on the heritage boat sheds at Clyde Quay.

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 Hostel initiative requires suitable premises and this is currently being explored.

Activity 6.2.2 Community Advocacy Activity 6.2.1 Implementation of the Homelessness

WHAT WE DID Strategy

WHAT WE DID / HOW WE PERFORMED The newly elected 14 member Pacific Advisory Group were inducted and began holding monthly meetings. Wellington successfully hosted the New Zealand National We held six youth events during the second quarter. Homelessness Conference on 3 December, which was followed up by a We produced a Discounts and Services booklet for Senior residents, which Parliamentary Business Breakfast on 4 December 2007. were distributed in collaboration with Age Concern. We are working in collaboration with ACC on a Tai Chi pilot to target The New Zealand edition of ‘Parity’ homelessness magazine was seniors aged 65+ to encourage health and wellbeing. launched.

We began monthly meetings with the Go Bus commercial manager to help We will continue to work with the Capital and Coast District Health better address the needs of city’s disabled and senior citizens, particularly Board to advance the Wet Hostel initiative. around issues of accessibility and driver training. We acquired five new Mobility Scooters in association with TSB Bank for ACTIVITIES FOR THE NEXT QUARTER free hireage from various sites around the city. Te Papa hosted the International Day of the Disabled on 8 December. Capital and Coast District Health Board is employing a project manager to progress the Wet Hostel. The focus of the project is to find the right HOW WE PERFORMED location and formalise support from other organisations such as ATTENDANCE AT COMMUNITY FORUMS (CUMULATIVE) COMMUNITY FORUMS HELD DURING THE YEAR Housing New Zealand. 1600 10

1200 8 WHAT IT COST 6 Full Year 800 Cost of activity $000 Actual Budget Variance Budget 4 YTD YTD YTD 400 Operational projects 2 Cost 0 190 190 380 0 0 Revenue 0 0 0 0 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Net Cost 0 190 190 380 2005 / 06 2006 / 07 2007 / 08 Target 2006 / 07 2007 / 08 Target Capital projects We held two community forums during the quarter, one Pacific forum and one Ethnic Cost 0000 forum. A total of 175 people attended these forums, which was below our 2nd quarter Operating expenditure accumulative target of 365. This shortfall is the consequence of no forums being held There has been no expenditure on the homelessness strategy in this quarter, during the first quarter. as the homelessness conference was funded from other resources within City

Communities. Discussions are underway with external parties, who will ACTIVITIES FOR THE NEXT QUARTER manage the wet hostel development project.

We will hold an all day Absolutely Positively Pasifika Festival on 16 Capital expenditure No capital expenditure is budgeted for this activity. February 2008. We will co-host the second National Disability/Accessibility forum in Auckland on 22 March 2008. 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 1,432 1,036 (396) 2,062 Revenue (212) (39) 173 (76) Net Cost 1,220 997 (223) 1,986 Capital projects Cost 0000 Operating expenditure Unbudgeted revenue has been received from the Ministry of Youth Development’s youth development partnership fund. This will assist with WYPE Participatory Action Research Crew at BGI and Youth Capacity Building (Zeal) projects. Related unbudgeted expenditure will be incurred during the year. Other projects have been completed earlier than anticipated.

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

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

NUMBER OF LIBRARY ISSUES (CUMULATIVE) NUMBER OF PHYSICAL VISITS (CUMULATIVE) WHAT WE DID 4,000,000 3,000,000

We addressed two Victoria University staff conferences on positioning 3,000,000 library services for the future. 2,000,000

2,000,000

We undertook our College Promotions project, with students at 1,000,000 Wellington high schools and colleges receiving presentations on the 1,000,000 resources available from us, tailored to the students’ specific homework - - and learning needs. This resulted in 462 registration and card updates, Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) making it our most successful individual out-reach initiative yet. 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target

We held another highly successful series of lunchtime Law Series LIBRARIES WEBSITE VISITOR SESSIONS (CUMULATIVE) seminars, in partnership with the Community Law Centre. 1,500,000

We made available from our website for the first time a video of the 1,000,000 author reading the book chosen for this 2007 nationwide story time event. 500,000

We introduced Baby Rock & Rhyme Sessions with rhymes, stories and finger-play for under two year-olds. The sessions held in Johnsonville - and Karori were fully booked within days, with waiting lists of 50 and 32 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target respectively. The Library continues to experience a reduction in physical visits and library issues. We alternated a Chinese Seniors club between Kilbirnie and Newtown However, this should be considered in light of the increase of visits to the library’s Libraries along with a Book club for Chinese speakers in Newtown. website.

We celebrated Diwali at Kilbirnie, Johnsonville and Tawa libraries with WHAT IT COST traditional Indian hand-painting, storytelling, dancing and face painting. A display called ‘Around the world’ has been set up at Tawa and has Cost of activity $000 Actual Budget Variance Full Year featured India and Russia, with more countries to come. We have also YTD YTD YTD Budget trialled an Adult Learning Collection which proved to be very popular Operational projects with migrants. Cost 10,473 10,633 160 21,215 Revenue (1,415) (1,372) 43 (2,798) We had a stall at the Seniors Expo and around 420 contacts were Net Cost 9,058 9,261 203 18,417 made. Capital projects Cost 869 1,138 269 2,185 ACTIVITIES FOR THE NEXT QUARTER Operating expenditure We will complete the Digital and Services Strategies report and Operating expenditure is behind budget due to marginally lower personnel implementation of a work plan. costs and delays in some expenditure items. Revenue is marginally ahead of budget with reserve fees, internet fees and children’s DVD’s performing We will expand the Baby Rock and Rhyme sessions to all clusters. strongly.

We will begin Chinese Seniors’ group and library introduction sessions Capital expenditure The capital programme is currently behind the scheduled budget. The for migrants in Johnsonville. materials budget (books) is fully committed and refurbishment activities are programmed to begin in the third quarter. We will continue planning for the CarlX project, a new library system that uses meta-search options and fast graphical presentation of search HOW IT WAS FUNDED results. Rates (%) Revenue (%) YTD Actuals 86 14 We will contribute to cross-directorate planning for the Karori pilot Annual Target 90 10 involving Libraries, Community Services and Recreation.

STRATEGY AREA SOCIAL AND RECREATION 67 WELLINGTON CITY COUNCIL

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Activity 6.4.6 Community Centres and Halls Activity 6.3.2 Social and Recreational Grants

WHAT WE DID WHAT WE DID

The forward programme of maintenance work in the community properties The general grant round closed November 30. The grants team worked ran to schedule. closely with all potential applicants to ensure ease of process, and to advise on eligibility and other possible funding streams. We successfully opened the community space at the Oriental Bay Band Rotunda for general community use, with a high amount of both regular We promoted Council’s grants through an updated brochure, seminars and one-off users utilising the facility. We have had a significant amount of for the community, press releases and stories through the Absolutely interest from all sectors of the community for future use of the venue. Positively Wellington publication.

We postponed the new initiative for the redevelopment of the Khandallah We continued to work with City Communities and City Arts to monitor Town Hall due to the impact of a heritage assessment. organisations that receive funding through contracts.

We commenced the construction of the Newlands Community Centre. HOW WE PERFORMED

September Round The Betty Campbell Accommodation Assistance Fund ($234,000) currently Social and Recreational Grant: (Results for Qtr 1) supports 26 organisations with rental assistance; with an added eight Total number of grant applicants 48 organisations granted assistance in the October round. 25 tenants vacated Number of applicants receiving grants 37 the Betty Campbell Centre in September and were assisted through the Total budget available to applicants $431,801

help of an independent property advisor to find alternative accommodation. Total budget distributed to applicants $196,465

All 25 have found accommodation in Wellington City and 4 community run Note that the next Grants Subcommittee meeting is scheduled for 11 February clusters have emerged (2 in Anvil House). The Council assists these 2008. We have received 45 applications for this grant round. groups through the contestable Accommodation Assistance Fund.

ACTIVITIES FOR THE NEXT QUARTER

HOW WE PERFORMED

USERS OF WCC COMMUNITY HALLS OCCUPANCY (%) OF WCC COMMUNITY HALLS We will work with other business units to assess the current Social and 25,000 50% Recreational Grant applications and develop recommendations for the

20,000 40% Grants Subcommittee to consider.

15,000 30% Applications will be received and considered for the Social and

10,000 20% Recreational Grant pool.

10% 5,000 We will continue to promote the Grants (including the Social pool) in - 0% conjunction with information seminars. 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 OCCUPANCY (%) OF WCC COMMUNITY CENTRES We will continue to work with City Communities and City Arts to monitor 100% organisations that receive funding through contracts.

80%

60%

40%

20%

0% Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4)

2005 / 06 2006 / 07 2007 / 08 Target

Both the usage and occupancy of community halls have reduced below target levels. During the quarter, management of halls shifted from Recreation Wellington to City Communities. Some administrative difficulties were experienced during this transition period which may have impacted on usage and occupancy. Performance for the next quarter is expected to be back on track.

ACTIVITIES FOR THE NEXT QUARTER We will commence the new initiative for the redevelopment of the Khandallah Town Hall in the third quarter. Work will continue on the construction of the Newlands Community Centre.

STRATEGY AREA SOCIAL AND RECREATION 68 WELLINGTON CITY COUNCIL

______

GROUP FINANCIALS Activity 6.4.7 Community ICT Access

WHAT WE DID 6.4.6 COMMUNITY CENTRES AND HALLS

Smart Newtown held a graduation on December 17, where thirty WHAT IT COST certificates were awarded for the completion of introductory-level Cost of activity $000 Actual Budget Variance Full Year computing courses. YTD YTD YTD Budget

Operational projects Free internet and computer access continued to be provided to residents Cost 1,264 1,373 109 2,520 of the Newtown Park Flats and Arlington Flats. The rooms are open four days a week for 20 hours at each site. Opening hours were adjusted at Revenue (64) (46) 18 (81) both sites to reflect the needs of users. In November, Newtown Park Net Cost 1,200 1,327 127 2,439 Flats began offering an evening session. Capital projects Cost 128 715 587 1,801

The total number of sessions for this quarter was 528 for Newtown Park Operating expenditure Flats and 588 for Arlington. Community property and facilities operations expenditure is behind budget due to

the implementation of the facilities review recommendations and setting up the Both housing complex computer rooms were opened for extra hours to Newland’s Community Centre. Expenditure is now likely to be incurred during the residents during special events, including the Arlington computer room third quarter. Income is ahead of budget due to unbudgeted rental income from the being open during the community barbeque on 7 November, and Betty Campbell Centre, as the transition to Anvil House has been delayed slightly. Newtown Park Flats computer room being open during the Healthy Summer Fun Day held on 6 December. Residents made use of this Capital expenditure opportunity to investigate the rooms and what they offered. The majority of expenditure to build the Newland’s Community Centre will now be incurred from January. The Council has appointed a Project Manager for the Wellington Loop Project, an initiative to develop fibre optic capacity to schools. HOW IT WAS FUNDED

Rates (%) Revenue (%) Work is continuing on developing ICT programmes at the Newtown Park YTD Actuals 95 5 Flats and Arlington computer rooms. Annual Target 98 2

HOW WE PERFORMED Rates funding is less than the annual target due to delays in implementing the facilities review recommendations and setting up the Newlands Community Centre. NUMBER OF SMART NEWTOWN ICT COMPUTER TRAINING SESSIONS 60

6.3.2 SOCIAL AND RECREATIONAL GRANTS 45 WHAT IT COST 30 Cost of activity $000 Actual Budget Variance Full Year Budget 15 YTD YTD YTD Operational projects

0 Cost 1,831 1,806 (25) 2,393 Sep (Q1) Dec (Q2) Mar (Q3) Jun (Q4) Revenue (12) (6) 6 (13) 2006 / 07 2007 / 08 Net Cost 1,819 1,800 (19) 2,380 NB: appropriate performance targets are currently being developed for this measure. Capital projects

Cost 0000 We held four training courses at Smart Newtown – a total of 24 two and a half hour sessions. There were 3,556 sessions (people signed in to use a Smart Newtown Operating expenditure computer for a period of time) which was significantly higher than in the previous Year to date costs are marginally over budget due timing of funding payments of quarter. fixed term contracts.

ACTIVITIES FOR THE NEXT QUARTER HOW IT WAS FUNDED

This activity is targeted to be 100% rates funded. We are preparing to offer a Positive Computing Workshop for parents in one of the housing complex computer rooms.

6.4.7 COMMUNITY ICT ACCESS We are continuing to work with the W2020 Trust to review the Wellington Community Net web hosting service. WHAT IT COST Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget Operational projects Cost 214 232 18 463 Revenue (5) (3) 2 (6) Net Cost 209 229 20 457 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 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), which works with all sectors of the community to ensure the city is well- prepared for emergencies such as earthquakes, fire and floods. We also work to ensure Wellington continues to be a safe city, thorough 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 local regional 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

The Crow Refractory company conducted an inspection of the cremators at The upgrades for Polo Grounds stage 1 and Seatoun Park pavilion were the crematorium at Karori cemetery. The subsequent report detailed the completed. maintenance work needed for the cremators to continue operating at their current level. We worked with the Poneke Football Club on a joint project to upgrade We installed a new 30,000L water tank at Makara Cemetery as a ‘rapid their changing rooms. Due to technical delays and the Club’s response’ water supply for rural fires in the area. timeframes, the upgrade will now be deferred to 2008/2009, with other changing room upgrade work to be brought forward. A site was chosen for the new public toilet at Makara Cemetery. The

designs for the toilet will incorporate solar panels to power lighting and electronic locking. We let the tender of the Evans Bay Marina public toilets.

We agreed, in partnership with Natural Burials NZ, on the plot layouts for We continued with business as usual, including cleaning and the designated area at Makara Cemetery. maintenance of public toilets and pavilions.

HOW WE PERFORMED HOW WE PERFORMED

BURIALS CARRIED OUT AT KARORI AND MAKARA CREMATIONS CARRIED OUT AT KARORI CEMETERY WCC PUBLIC TOILETS (%) THAT MEET THE REQUIRED CEMETERIES (CUMULATIVE) (CUMULATIVE) SERVICE LEVEL STANDARD FOR CLEANLINESS PUBLIC CONVENIENCE ISSUES (COMPLAINTS/REQUESTS) 500 RECEIVED BY TYPE 400 100% 200 400 80% 300 160

300 60% 120 200

200 40% 80 100 100 20% 40

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

NB: the target for the number of complaints / requests received is to see a general reduction across all categories. ACTIVITIES FOR THE NEXT QUARTER ACTIVITIES FOR THE NEXT QUARTER

Veterans Affairs New Zealand has agreed to fund several projects in the War Graves section of both Karori and Makara Cemeteries. This work will We will start the planning process, which includes awarding of the tender include refurbishment work to the historic Lychgate entranceway at Karori to upgrade Anderson Park Pavilion. This will be brought forward in place Cemetery. of the Poneke Football Club changing rooms upgrade, which is We will carry out the construction of new concrete beams in several programmed for the next financial year. denominational areas at Makara Cemetery as space in the existing areas runs out. We will upgrade the inside of five public toilets, changing permachip We will install the Novaloo public toilet at Makara Cemetery. walls and floors to tiles, at the Medway Street, Luxford Street, Shorland We will look at initiating interest in the community in setting up a ‘Friends of Park, Bowen Street and Miramar Avenue toilets. the Karori Cemetery’ group. Together with Natural Burials NZ, we will have the designated area at We will continue with the second stage of the upgrade of the Polo Makara Cemetery surveyed and plots marked out on the ground, with the Ground changing rooms, which is to upgrade the existing shower block. intention of selling the first of these natural burial sites. This work will commence in January/February.

We will award the tender and start works on the Evans Bay Marina public toilets.

STRATEGY AREA SOCIAL AND RECREATION 70 WELLINGTON CITY COUNCIL

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Activity 6.5.3 Public Health GROUP FINANCIALS

WHAT WE DID 6.5.1 BURIALS AND CREMATIONS

We carried out after-hours noise monitoring and measuring in relation to WHAT IT COST various complaints from inner city residents about alleged excessive noise Cost of activity $000 Actual Budget Variance Full Year emanating from some bars in the central city. We continued liaising with YTD YTD YTD Budget such bar owners with a view to reduce the level of noise from these Operational projects venues, where a breach of the relevant District Plan (noise) rules and the Cost 839 822 (17) 1,631 Resource Management Act is detected. Revenue (321) (443) (122) (886) Net Cost 518 379 (139) 745 We continued follow-up work on unregistered dogs. We have introduced a Capital projects Cost 104 91 (13) 100 new infringement system.

We continued to inspect health premises in accordance with our work Operating expenditure Operating costs are in line with budget. Operating revenue is behind budget and programme and respond to complaints. We will continue to follow up expected to be behind budget at year end due to the loss of grant funding from premises that have not completed re-registration. WINZ for employees that used to work at the cemeteries.

During the quarter we received 588 applications for liquor licenses and Capital expenditure Capital expenditure has been incurred earlier than anticipated. granted 550. We inspected 153 liquor license premises. HOW IT WAS FUNDED HOW WE PERFORMED Rates (%) Revenue (%) YTD Actuals 62 38 SCHEDULED FOOD PREMISES INSPECTIONS THAT ARE FOOD PREMISES ISSUES (COMPLAINTS/REQUESTS) RECEIVED Annual Target 50 50 COMPLETED DURING THE YEAR (%) 125 100% 100 80% 6.5.2 PUBLIC TOILETS

75 60% WHAT IT COST

50 Cost of activity $000 Actual Budget Variance Full Year 40% YTD YTD YTD Budget 20% 25 Operational projects Cost 770 759 (11) 1,518 0% 0 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Revenue (5) (5) 0 (10)

2006/07 2007 / 08 Target Premises Food Infestation Odour Other target Net Cost 765 754 (11) 1,508 Capital projects NB: the target for the number of complaints / requests received is to see a general reduction across all categories. Cost 543 623 80 1,243 Operating expenditure ACTIVITIES FOR THE NEXT QUARTER Operating costs and revenue are in line with budget.

Capital expenditure We will continue discussions with companies associated with the early The capital programme is behind schedule. Costs are expected to be in line with morning collection of bottles and rubbish in the central city, which can budget at year end. have an undue and unnecessary (noisy) impact upon nearby residents.

HOW IT WAS FUNDED We will continue follow up work on unregistered dogs. This activity is targeted to be 100% rates funded.

We will continue to inspect health premises and respond to complaints. 6.5.3 PUBLIC HEALTH

We will continue to follow up premises that have not completed re- WHAT IT COST registration. Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget We will continue to process and inspect liquor licenses. Operational projects

We will co-ordinate with other local regional Councils on an Cost 2,150 2,178 28 4,320 implementation plan for the upcoming Food Act. This will include the Revenue (1,181) (1,134) 47 (2,240) development of a Memorandum of Understanding between the Councils. Net Cost 969 1,044 75 2,080 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 Rates (%) Revenue (%) YTD Actuals 45 55 Annual Target 55 45

STRATEGY AREA SOCIAL AND RECREATION 71 WELLINGTON CITY COUNCIL

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Activity 6.6.1 City Safety Activity 6.6.2 Wellington Emergency Management Office

WHAT WE DID WHAT WE DID

We continued work on a wide range of safety issues especially those We continued to work on the business continuity testing programme and associated with personal safety. We worked closely with our key completed the Council’s civil defence declaration protocols. We started work partners to establish best practice for community safety approaches in on updating our standard operating procedures (SOPs). the city. We delivered a Christmas campaign focused on personal We continued design work on the Tsunami Warning System (TWS) and safety. This project required close work with key external and internal undertook testing of actual siren designs. partners. We continued to work with Red Cross on the Instructions for the National We continued to work closely with the Police to establish emerging Inquiry Registration Forms. issues and respond as quickly as possible. Walkwise remained a We started working through issues of finding a building for a Brooklyn civil strong focus in the CBD and some suburbs, and we continued regular defence centre (CDC). We initiated the CDC resources project including contract meetings with Walkwise, contact with other business units and discussing project (and project samples) with a potential graphic design monitoring activities in the city that impact on safety. contractor. We produced a newsletter update for CDC’s and volunteers and We were awarded the Outstanding Community Safety Project for the finalised the 2008 training schedule for the civil defence centre volunteers. Christmas campaign in the NZ Safety Awards in October 2007. We continued the project: Scope & Scale of Hazard Impacts - with help of

HOW WE PERFORMED Statistics NZ, Council analysts and a mapping group.

'CONFIRM' LOGGED ISSUES (INCIDENTS OR COMPLAINTS) We participated in national civil defence welfare workshop to discuss local RECEIVED BY TYPE and national arrangements. 400 The Rural Fire force attended 10 fires in the Wellington City area. These where quickly contained and extinguished. 300

200 HOW WE PERFORMED

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

0 80 80 Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4)

Graffiti General Violence Alcohol Related Disorder target 60 60

NB: the target is based on a reduction of past levels and a general reduction across all 40 categories. 40 20 ACTIVITIES FOR THE NEXT QUARTER 20

- - Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) We will continue to work on the Christmas campaign, which will also Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) 2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target form part of our work during Orientation week at the Universities. Maintaining our partnerships and identifying new ones will also be a ACTIVITIES FOR THE NEXT QUARTER significant part of our work, as well as looking at ways to improve our communication of information about personal safety. We will continue with the business continuity testing programme along with We will work with our partners to deliver a safety message during the school and business education programme. The tsunami warning system Orientation week. We will continue to work closely with Police to (TWS) project will also continue. Airborne sirens, part of the TWS are due to establish any issues or areas in the city that require attention. We also arrive from overseas in January. will continue to work closely with partners, both internal and external to We will complete the update of the standard operating procedures (SOPs).

ensure community safety issues are addressed effectively and in a We will continue with the work in welfare started last quarter. timely fashion.

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 621 669 48 1,370 Cost 981 1,087 106 2,148 Revenue (10) (14) (4) (27) Revenue (63) (45) 18 (171) Net Cost 611 655 44 1,343 Net Cost 918 1,042 124 1,977 Capital projects Capital projects Cost 0000 Cost 55 50 (5) 100

Operating expenditure Operating expenditure Operating income is ahead of budget due to revenue received from the National Fire Year to date operating costs are marginally under budget as expenditure on Authority and the sale of water containers. some campaigns is scheduled from February 2008. Operating expenditure is below budget partly due to a reduction in fire callouts and Capital expenditure associated cost. No capital expenditure is budgeted for this activity. Capital expenditure Capital expenditure is close to budget. 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 2006 Community 7.1.1 Consultation and 0 78 78 104 Communication 7.2.1 Mana Whenua Partnership and 50 55 5 110 Wider Maori Community INFORMATION, CONSULTATION AND DECISION-MAKING 7.2.2 City Governance and Decision- 4,114 4,079 (35) 8,018 Making 7.1.1 Consultation and Communication 7.2.3 Citizen Information 2,798 2,326 (472) 4,520 Operating Expenditure 6,962 6,538 (424) 12,752 7.2.2 City Governance and Decision-Making

7.2.3 Civic Information

Actual Budget Variance Full Year Budget YTD YTD YTD 2006 Capital expenditure $000 7.1.1 Consultation and 0 0 0 0 Communication 7.2.1 Mana Whenua Partnership and 0 0 0 0 Wider Maori Community 7.2.2 City Governance and Decision- 0 80 80 80 Making 7.2.3 Citizen Information 0 0 0 0 Capital expenditure 0808080

STRATEGY AREA GOVERNANCE 73 WELLINGTON CITY COUNCIL 73 INFORMATION, CONSULTATION AND DECISION MAKING______

We provide information, answer queries and deal with 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 first policy projects of the new triennium to the Strategy We continued publishing the Our Wellington page in the Dominion Post and Policy Committee (SPC), with the highlight being the agreement by and continued to provide an update on decisions made by the Strategy SPC of the Council Climate Change action plan. In addition, submissions and Policy Committee and the Council to media and stakeholders. were made on the Waste Minimisation Bill and Licensing Criteria for Early The e-Petitions facility (which went live in the previous quarter) has been Childhood Services and an oral hearing was heard on the draft Public well received, with five e-Petitions being initiated during this period. The Health Bylaw. number of signatories to the current e-Petitions range from 36 people We provided administrative support and advice to elected members, and through to 566. supported the decision making structures of Council. We processed votes We also consulted on the restoration of Central Park, the reclassification of throughout the election period, with a result announced on the night of 13 land on the South Coast and the draft Public Health Bylaw. October 2007. As part of the transition to a new triennium, the inauguration, induction, training and briefing of the new Council and HOW WE PERFORMED Community Boards was conducted. We prepared reports on proposed VISITOR SESSIONS - WCC WEBSITE (CUMULATIVE) governance arrangements, a range of appointment matters, and prepared 2,500,000 the Local Governance Statement. We coordinated the presentation of strategic briefings across the seven Strategy areas to Councillors following 2,000,000 the election. 1,500,000

We commenced the business planning round for the 2008/09 Annual Plan. 1,000,000

500,000 HOW WE PERFORMED - COUNCIL, COMMITTEE AND SUBCOMMITTEE REPORTS (%) PUBLIC EXCLUDED REPORTS (%) CONSIDERED AT MEETINGS 25% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) AVAILABLE TO THE PUBLIC 5 DAYS PRIOR TO THE MEETING 2005 / 06 2006/07 2007 / 08 Target 100% 20% 80% 15% ACTIVITIES FOR THE NEXT QUARTER 60%

10% 40% We will continue with Council communication initiatives including

5% publishing Absolutely Positively Wellington (APW) magazine and the 20% Our Wellington page. 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

ELECTED MEMBERS ATTENDING MEETINGS TO WHICH THEY HAVE BEEN APPOINTED AS MEMBERS (%) 100%

80%

60%

40%

20%

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 continue to lead the policy programme of Council. Specific projects due to be presented to SPC during the next quarter including the Courtenay Place Project and the Public Health, Public Places and Commercial Sex Premises Bylaws. Council’s Bylaw review must be completed by June 2008 to ensure their validity. We will also manage the forward work programme for Council’s major committee, the Strategy and Policy Committee.

STRATEGY AREA GOVERNANCE 74 WELLINGTON CITY COUNCIL

______

Activity 7.2.3 Civic Information GROUP FINAINCIALS

WHAT WE DID 7.2.2 CITY GOVERNANCE AND DECISION MAKING

We continued work on the outsourcing of the cashiering system for WHAT IT COST Service Centres. Cost of activity $000 Actual Budget Variance Full Year YTD YTD YTD Budget We completed the annual rating revaluation of the City and started Operational projects investigating options for the provision of future valuation services. Cost 4,286 4,341 55 8,540

Revenue (172) (262) (90) (522) HOW WE PERFORMED Net Cost 4,114 4,079 (35) 8,018 Capital projects TELEPHONE CALLS (%) ANSWERED WITHIN 30 SECONDS BUSINESS TRANSACTIONS CARRIED OUT AT THE SERVICE AT THE CONTACT CENTRE Cost 0808080 CENTRES (CUMULATIVE) 100% 160,000 Operating expenditure 80% 120,000 Operating costs are in line with budget. Revenue will be in line with budget by the 60% end of the next quarter as the recovery of election costs will be finalised. 80,000 40% Capital expenditure 40,000 20% Capital expenditure is due to be incurred in the next quarter

- 0% Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) Sep(Q1) Dec(Q2) Mar(Q3) Jun(Q4) HOW IT WAS FUNDED

2005 / 06 2006 / 07 2007 / 08 Target 2005 / 06 2006 / 07 2007 / 08 Target This activity is targeted to be 100% rates funded.

Business transactions at service centres have not met target, this is possibly the result of more customers taking advantage of on-line payment options. 7.1.1 CONSULTATION AND COMMUNICATION We received 7,719 calls during the last quarter. There was a slight reduction in the proportion of calls answered within specified timeframes. We expect performance to WHAT IT COST be back on target in the next quarter. Cost of activity $000 Actual Budget Variance Full Year Budget YTD YTD YTD ACTIVITIES FOR THE NEXT QUARTER Operational projects Cost 07979106 We will continue to investigate options for the provision of future valuation Revenue 0 (1) (1) (2) services because the current contract expires in July 2008. Net Cost 07878104 We will continue to work towards the hand-over of the main Service Centre Capital projects in June 2008. We will also work on our Telephony project, which involves Cost 0000 the upgrade of our phone system in line with other Council departments. Operating expenditure The costs for these projects are now expected to be incurred at the end of the third Our next peak season for Learn 2 Swim is at the beginning of March. We Quarter or beginning of the fourth Quarter. will need to review resourcing over this period. We anticipate that receipting and information services will continue to be Capital expenditure provided from all service centre outlets as the outsourcing project No capital expenditure is budgeted for this activity. proceeds towards implementation. 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 YTD YTD YTD Budget Operational projects Cost 3,075 2,578 (497) 5,024 Revenue (277) (252) 25 (504) Net Cost 2,798 2,326 (472) 4,520 Capital projects Cost 0000

Operating expenditure The year to date operating cost variance is due to personnel and related costs being overspent due to higher than expected staff turnover and projects being completed earlier than anticipated. 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

MAORI 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 Ngāti Toa Rangatira, 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 Operational projects We continued with the final stages of developing interpretive material for Cost 50 55 5 110 the existing heritage trail which incorporates Te Aro Pa and Waititi Revenue 0 0 0 0 Landing. Net Cost 50 55 5 110 Capital projects We maintained a positive working relationship with the two mana whenua Cost 0000 organisations, with regular meetings and information exchanges. Operating expenditure ACTIVITIES FOR THE NEXT QUARTER Operating costs are in line with budget.

We expect the Māori Heritage Trail upgrade to be completed by the end of Capital expenditure summer 2008. No capital expenditure is budgeted for this activity.

We will continue to work toward ratifying a Service Level Agreement with HOW IT WAS FUNDED Ngāti Toa. This activity is budgeted to be 100% rates funded

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

We will continue to facilitate consultation on a range of resource consent matters.

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 882 714 (168) 1,422 C578 Northern Growth Management Framework implementation 40 49 9 99 C649 High quality urban design 142 150 8 300 P311 Gateways planning 2 39 37 77 1.1.1 Urban planning and policy development 1,066 952 (114) 1,898 C648 Management of residential infill development 53 63 10 126 C650 Growth spine centres 63 90 27 180 1.2.1 Smart growth 116 153 37 306 C479 Development control and facilitation 1,431 1,002 (429) 2,063 1.3.1 Development control and facilitation 1,431 1,002 (429) 2,063 C651 Localised earthquake assessment study 50 50 0 100 P057 Earthquake risk building project 222 173 (49) 345 1.4.1 Earthquake risk mitigation 272 223 (49) 445 C480 Building control and facilitation 1,366 1,883 517 3,950 1.4.2 Building control and facilitation 1,366 1,883 517 3,950 A312 Wellington Waterfront operations 891 882 (9) 1,764 C378 Wellington Waterfront project 77 323 246 647 1.5.1 Waterfront development 968 1,205 237 2,411 C350 Open space art work maintenance 124 109 (15) 218 C370 Public space/centre development planning 446 543 97 1,079 1.5.2 Public space and centre development 570 652 82 1,297 P065 City heritage development 331 337 6 674 1.5.3 Heritage development 331 337 6 674 Total Operational Spend 6,120 6,407 287 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 624 309 (315) 1,136 1.1.1 Urban planning and policy development 628 309 (319) 1,365 CX131 Wellington Waterfront development 2,172 3,300 1,128 6,600 CX131_CF Wellington Waterfront development 4,425 4,425 0 4,425 1.5.1 Waterfront development 6,597 7,725 1,128 11,025 CX051 Aotea/Jervois Quay improvements 1 0 (1) 0 CX406 Central city golden mile 46 62 16 1,721 CX406_CF Central city golden mile 1,164 965 (199) 1,180 CX408_CF Central city walking routes 0 120 120 120 CX409 Central city squares and parks 19 0 (19) 1,500 CX409_CF Central city squares and parks 92 0 (92) 840 CX410 Central city green public environment 197 162 (35) 324 CX411_CF Town centres development 123 363 240 363 78 WELLINGTON CITY COUNCIL APPENDIX ONE: URBAN DEVELOPMENT

CX446 Suburban centre upgrades 34 63 29 126 CX446_CF Suburban centre upgrades 16 250 234 266 CX455_CF Cog Park Redevelopment 343 356 13 356 1.5.2 Public space and centre development 2,035 2,341 306 6,796 CX452_CF Chest Hospital 423 510 87 510 1.5.3 Heritage Development 423 510 87 510 Total Capital Spend 9,683 10,885 1,202 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 (6,907) (6,561) 346 (12,960) 2.1.1 Car parking (6,907) (6,561) 346 (12,960) P249 Transport policy projects 134 194 60 387 2.1.2 Transport planning 134 194 60 387 C656 Port and ferry access 7 20 13 54 2.2.2 Ports access 7 20 13 54 C653 Travel demand management programme 3 0 (3) 120 2.3.1 Travel demand management planning 3 0 (3) 120 C304 Road maintenance and storm cleanup 833 845 12 1,701 C441 Walls, bridges and tunnel maintenance 19 43 24 83 C444 Drains and Walls asset stewardship 2,036 2,003 (33) 4,015 C445 Kerb and channel maintenance 136 187 51 374 C453 Vehicle network asset stewardship 5,725 5,734 9 11,548 C481 Road protection services 424 403 (21) 763 2.4.1 Vehicle network 9,173 9,215 42 18,484 C493 Cycleways maintenance 0 10 10 21 C577 Cycleway asset stewardship 12 11 (1) 23 2.4.2 Cycle network 12 21 9 44 C072A Passenger transport facilities 34 51 17 102 C550 Bus shelter contract income (46) (30) 16 (180) C576 Passenger transport asset stewardship 166 211 45 423 C655 Bus priority plan 118 45 (73) 89 2.4.3 Passenger transport network 272 277 5 434 C307 Street furniture maintenance 89 124 35 249 C312 Maintenance of Tawa shared driveways 1 2 1 23 C365 Street activity co-ordination (20) (33) (13) 10 C377 Footpaths asset stewardship 1,367 1,344 (23) 2,694 C448 Pedestrian network maintenance 315 404 89 807 C492 Pedestrian network structures maintenance 55 65 10 131 2.4.4 Pedestrian network 1,807 1,906 99 3,914 A026 Traffic signals system maintenance 289 269 (20) 479 A153A Traffic control asset stewardship 498 506 8 1,045 C026C Road marking maintenance 236 175 (61) 349 C452 Traffic signs maintenance 199 144 (55) 285 2.4.5 Network-wide control and management 1,222 1,094 (128) 2,158 C026B Streetlight maintenance 763 733 (30) 1,475 C450 Road safety education and promotion 157 207 50 487 C494 Fences and guardrails maintenance 84 54 (30) 108 C575 Safety asset stewardship 626 609 (17) 1,221 2.5.1 Road safety 1,630 1,603 (27) 3,291 Total Operational Spend 7,353 7,769 416 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 161 134 (27) 250 2.1.1 Car parking 161 134 (27) 250 CX493 Port and ferry access upgrade 0 5 5 718 2.2.2 Ports access 0 5 5 718 CX086 Walls, bridges and tunnels renewals 1,287 1,287 0 2,600 CX088 Thin asphalt road surface renewals 627 694 67 1,268 CX089 Reseals renewals 593 502 (91) 1,837 CX090 Preseal preparation renewals 1,154 1,049 (105) 2,069 CX092 Shape and camber corrections 789 1,268 479 3,135 CX093 Sumps flood protection and mitigation upgrades 128 183 55 365 CX097 Rural road improvements 4 0 (4) 56 CX098 Road corridor new walls 255 293 38 586 CX101 Service lane improvements 1 2 1 155 CX106_CF Inner city bypass heritage 103 105 2 105 CX165 Tunnel and bridge improvements 258 378 120 1,575 CX253 Kerb and channel renewal 733 1,023 290 1,865 CX311 Vehicle network new roads 258 221 (37) 1,949 CX311_CF Vehicle network new roads 1,171 1,643 472 1,643 CX350 Wall and embankment improvements 344 515 171 575 CX350_CF Wall and embankment improvements 268 268 0 268 CX377_CF Roading capacity projects 14 141 127 141 CX379 Tawa road improvement projects 2 1 (1) 25 CX383 Area wide road maintenance 159 28 (131) 453 2.4.1 Vehicle network 8,148 9,601 1,453 20,670 CX112 Cycle network improvements 14 8 (6) 68 2.4.2 Cycle network 14 8 (6) 68 CX431 Bus shelter contract improvements 28 38 10 118 CX492 Bus priority plan 63 78 15 1,000 2.4.3 Passenger transport network 91 116 25 1,118 CX091 Pedestrian network structures renewals 9 57 48 114 CX094 Pedestrian network footpath renewals 1,787 1,657 (130) 3,251 CX099 Footpath extensions 297 283 (14) 500 CX108 Street furniture renewals 104 115 11 230 CX109 Pedestrian network accessways 34 203 169 273 CX109_CF Pedestrian network accessways 110 98 (12) 131 2.4.4 Pedestrian network 2,341 2,413 72 4,499 CX095 Traffic and street signs renewals 674 703 29 1,405 CX353 Traffic signal renewals 193 182 (11) 434 CX353_CF Traffic signal renewals 0 0 0 160 2.4.5 Network-wide control and management 867 885 18 1,999 CX096 Pedestrian network structures renewals 77 113 36 226 CX171 Pedestrian network footpath renewals 170 216 46 474 CX232 Footpath extensions 24 121 97 140

WELLINGTON CITY COUNCIL 81 APPENDIX ONE: TRANSPORT

CX351 Street furniture renewals 20 27 7 53 CX352 Pedestrian network accessways 154 167 13 335 CX445 Special pavement surfaces 119 293 174 1,000 2.5.1 Road safety 564 937 373 2,228 Total Capital Spend 12,186 14,099 1,913 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 2,058 2,058 0 4,116 3.1.1 Tourism promotion 2,058 2,058 0 4,116 C440 Te Papa sponsorship 1,001 1,009 8 2,019 C659 Carter observatory 150 150 0 300 3.1.2 Visitor attractions 1,151 1,159 8 2,319 C101 Wellington Convention Centre operation 1,982 2,038 56 3,974 3.1.3 Convention venues 1,982 2,038 56 3,974 C105B CBD weekend parking 605 605 0 1,210 C645 Marsden village 11 6 (5) 13 3.2.1 Suburban and city centres vitality 616 611 (5) 1,223 C581 Events development fund 1,214 812 (402) 1,849 3.3.1 Events attraction and support 1,214 812 (402) 1,849 C658 Long haul aircraft attraction 100 100 0 200 3.4.2 Transport gateway connections 100 100 0 200 C647 Economic development grants pool 52 55 3 165 3.5.2 Economic grants 52 55 3 165 C582 Status as a centre of creativity and innovation 301 273 (28) 575 "Creative Wellington - Innovation Capital" vision C616 communication 42 298 256 613 C676 The Film School 0 20 20 40 3.6.1 Creative workforce 343 591 248 1,228 C145 External relations 40 148 108 295 3.7.1 Regional and external relations 40 148 108 295 Total Operational Spend 7,556 7,572 16 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 229 781 552 2,125 CX496 Cable car precinct 190 300 110 300 CX496_CF Cable car precinct 63 63 0 99 3.1.2 Visitor attractions 482 1,144 662 2,524 CX275 Wellington Convention Centre renewals 271 166 (105) 497 CX275_CF Wellington Convention Centre renewals 0000 3.1.3 Convention venues 271 166 (105) 497 Total Capital Spend 753 1,310 557 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 873 837 (36) 1,723 C289 Street cleaning contract 2,773 2,670 (103) 5,328 2.3.2 Roads open spaces 3,646 3,507 (139) 7,051 A004 Parks and reserves planning 354 350 (4) 690 A011 Reserves unplanned maintenance 92 103 11 242 C515 Turf management 672 593 (79) 1,185 C517 Park furniture maintenance 412 466 54 968 C518 Park buildings and infrastructure maintenance 655 642 (13) 1,346 C563 Horticultural operations 630 738 108 1,453 C564 Arboricultural operations 484 390 (94) 721 4.1.1 Local parks and open spaces 3,299 3,282 (17) 6,605 C560 Botanic gardens services 1,772 1,722 (50) 3,372 4.2.1 Botanical gardens 1,772 1,722 (50) 3,372 C298 Coastal operations 419 428 9 828 4.2.2 Beaches and cost operations 419 428 9 828 A008 Hazardous trees removal 141 252 111 540 C429 Reserve land resolutions 2 10 8 20 C514 Town belts planting 231 213 (18) 450 C524 Town belts management 1,308 1,372 64 2,780 4.2.3 Town belts 1,682 1,847 165 3,790 C513 Community greening initiatives 147 169 22 246 C652 Environmental grants pool 31 27 (4) 80 C664 Enviroschools sponsorship 4 2 (2) 4 4.3.1 Community environmental initiatives 182 198 16 330 C561 Walkway maintenance 184 187 3 369 4.4.1 Walkways 184 187 3 369 C662 Energy management plan 3 4 1 9 4.5.1 Energy efficiency and conservation 3 4 1 9 C556 Quarry operations (118) (144) (26) (288) 4.5.2 Quarry (118) (144) (26) (288) C079 Domestic recycling operations 485 (26) (511) (58) 4.5.3 Recycling 485 (26) (511) (58) C076 Landfill operations and maintenance (312) (474) (162) (954) C077 Closed landfills aftercare 536 496 (40) 991 C078A Suburban refuse collection (226) (137) 89 (282) C391 Waste minimisation information 320 256 (64) 512 C558 Litter enforcement 52 82 30 164

WELLINGTON CITY COUNCIL 84 APPENDIX ONE: ENVIRONMENT

4.5.4 Waste minimisation and disposal management 370 223 (147) 431 C112 Water meter reading 51 57 6 115 C113 Water reticulation unplanned maintenance 1,176 1,218 42 2,435 C412 Water network operations 323 354 31 722 C462 Water reservoir/pump station unplanned maintenance 199 149 (50) 297 C463 Water asset stewardship 5,295 5,297 2 10,602 C464 Water network information compliance monitoring 156 215 59 429 C536 Karori dam maintenance 30 68 38 136 C547 Water conservation and leak detection 60 84 24 167 C671 Water asset management 159 85 (74) 170 4.5.5 Water network 7,449 7,527 78 15,073 C115 Bulk water purchase 6,466 6,382 (84) 12,764 C506 Water metering (3) 0 3 0 4.6.1 Water collection and treatment 6,463 6,382 (81) 12,764 A041A Stormwater asset stewardship 4,588 4,530 (58) 9,079 C086C Stormwater network maintenance 649 735 86 1,470 C090 Stormwater resource consent monitoring 62 65 3 130 C496 Stormwater critical drains inspections 311 233 (78) 465 C498 Stormwater asset management 132 231 99 459 C503 Stormwater pollution prevention 8 22 14 46 4.6.2 Stormwater management 5,750 5,816 66 11,649 A041 Wastewater asset stewardship 5,213 5,225 12 10,463 C084 Sewerage network trade waste enforcement 134 126 (8) 251 C085 Sewerage pollution elimination unplanned maintenance 98 126 28 252 C086A Sewerage network unplanned maintenance 792 817 25 1,631 C089 Sewer interceptor flow monitoring 45 45 0 91 C495 Sewerage network critical drain inspection 169 236 67 471 C497 Wastewater asset management 157 163 6 325 C501 Sewerage network sewage pollution detection and 21 20 (1) 40 monitoring C502 Pump stations operations and maintenance 408 346 (62) 712 4.6.3 Sewage collection and disposal network 7,037 7,104 67 14,236 C087 Clearwater operations and maintenance contract 7,544 7,645 101 15,296 C088 Porirua sewage treatment contribution 648 720 72 1,438 C347 Living Earth green waste contract 1,127 1,151 24 2,303 4.6.4 Sewerage treatment 9,319 9,516 197 19,037 C663 Stream protection programme 0 12 12 25 4.7.1 Stream protection 0 12 12 25 C509 Pest plant control and monitoring 268 280 12 575 C510 Animal pest management 53 88 35 176 4.7.2 Pest plant and animal management 321 368 47 751 A288 Karori Wildlife sanctuary 552 835 283 1,670 C046 Wellington Zoo 1,785 1,781 (4) 3,560 C426 Marine Education centre 0 236 236 472 4.8.1 Environmental and conservation attractions 2,337 2,852 515 5,702 Total Operational Spend 50,600 50,805 205 101,676

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 149 0 (149) 0 CX033_CF Reserves Property purchases 911 0 (911) 0 CX044 Suburban greening initiatives 2 7 5 31 CX050 Early Settlers trust 10 10 0 20 CX284 Park structures upgrades and renewals 206 100 (106) 300 CX436 Parks infrastructure renewals 156 74 (82) 188 CX436_CF Parks infrastructure renewals 173 173 0 173 4.1.1 Local parks and open spaces 1,607 364 (1,243) 712 CX348 Botanic gardens renewals 211 124 (87) 428 4.2.1 Botanical gardens 211 124 (87) 428 CX290 Coastal upgrades 8 44 36 501 CX290_CF Coastal upgrades 790 987 197 987 CX349 Coastal renewals 235 14 (221) 107 CX349_CF Coastal renewals 20 72 52 72 4.2.2 Beaches and coast operations 1,053 1,117 64 1,667 CX437 Town belts and reserves upgrades 445 361 (84) 841 CX437_CF Town belts and reserves upgrades 333 359 26 359 4.2.3 Town belts 778 720 (58) 1,200 CX435 Walkways renewals and upgrades 292 196 (96) 350 4.4.1 Walkways 292 196 (96) 350 CX494 Energy management plan 0 50 50 100 CX494_CF Energy management plan 1 46 45 46 4.5.1 Energy efficiency and conservation 1 96 95 146 CX084 Southern Landfill improvements 169 909 740 1,807 CX084_CF Southern Landfill improvements 0 112 112 112 4.5.4 Waste minimisation and disposal management 169 1,021 852 1,919 CX126 Water reticulation renewals 3,137 4,747 1,610 5,813 CX126_CF Water reticulation renewals 256 256 0 256 CX127 Water reservoir/pump station renewals 46 536 490 1,715 CX127_CF Water reservoir/pump station renewals 155 398 243 477 CX296 Area/district water meter installation 45 138 93 276 CX326 Water reticulation upgrades 81 458 377 1,726 CX326_CF Water reticulation upgrades 226 226 0 226 CX336 Water pump station/reservoir upgrades 313 1,510 1,197 2,226 CX336_CF Water pump station/reservoir upgrades 926 1,042 116 1,042 CX430 Water network maintenance renewals 482 616 134 1,232 4.5.5 Water network 5,667 9,927 4,260 14,989 CX031 Stormwater flood protection upgrades 18 60 42 200 CX151 Stormwater network renewals 1,651 1,776 125 3,160 CX151_CF Stormwater network renewals 0 465 465 465 4.6.2 Stormwater management 1,669 2,301 632 3,825 CX333 Pump station (SPE) upgrades 112 188 76 554 CX334 Sewerage network renewals 4,034 3,175 (859) 7,363

WELLINGTON CITY COUNCIL 86 APPENDIX ONE: ENVIRONMENT

CX381 Sewerage network upgrades 5 93 88 254 CX381_CF Sewerage network upgrades 154 154 0 154 4.6.3 Sewage collection and disposal network 4,305 3,610 (695) 8,325 CX125 Zoo renewals 141 138 (3) 276 CX340 Zoo upgrades 803 960 157 1,921 CX473_CF KWST Gateway project 28 135 107 135 4.8.1 Environmental and conservation attractions 972 1,233 261 2,332 Total Capital Spend 16,724 20,709 3,985 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 762 651 (111) 1,298 5.1.1 City archives 762 651 (111) 1,298 C665 Te Ara o Nga Tupuna - Maori heritage trails 0224 5.1.2 Promotion of heritage landmarks 0224 C020 Civic Square marketing and events contract 2 33 31 64 C130E Community events programme 965 430 (535) 1,337 C587 Citizens Day/Mayoral Day 20 0 (20) 20 5.2.1 Arts and cultural festivals 987 463 (524) 1,421 C423 New Zealand International Arts Festival 375 375 0 750 5.2.2 The NZ International Arts Festival 375 375 0 750 C661 Cultural grants pool 430 432 2 667 5.2.3 Cultural grants 430 432 2 667 C101A Wellington Convention Centre venues subsidy 206 120 (86) 200 C130K Community arts programme 69 119 50 203 5.3.1 Access and support for community arts 275 239 (36) 403 C102 Wellington museums trust funding 3,126 3,160 34 6,320 C666 NZ Portrait Gallery 38 38 0 75 5.4.1 City galleries and museums 3,164 3,198 34 6,395 C422 New Zealand Symphony Orchestra subsidy 120 108 (12) 216 C580 St James Theatre Charitable Trust 78 78 0 155 C605 Wellington Arts Centre 314 249 (65) 512 C670 Public Art fund 117 162 45 324 5.4.2 Arts partnerships 629 597 (32) 1,207 Total Operational Spend 6,622 5,957 (665) 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 33 22 (11) 45 5.3.1 Access and support for community arts 33 22 (11) 45 CX500_CF City gallery extension 139 675 536 1,198 5.4.1 City galleries and museums 139 675 536 1,198 Total Capital Spend 180 765 585 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 (789) (620) 169 (1,209) 6.1.1 Community housing (789) (620) 169 (1,209) C008 Basin Reserve grant 253 252 (1) 505 C384 New Zealand Academy of Sport - Central 0 50 50 100 6.1.2 Recreation partnerships 253 302 49 605 C637 Support for Wellington homeless 0 65 65 130 C674 Wet Hostel 0 125 125 250 6.2.1 Implementation of the homelessness strategy 0 190 190 380 C130G Community advice and information 1,132 936 (196) 1,863 C531 Community planning 24 0 (24) 0 C640 Older persons' policy implementation 64 61 (3) 123 6.2.2 Community advocacy 1,220 997 (223) 1,986 C419 Passport to leisure programme 27 35 8 68 6.3.1 Access support 27 35 8 68 C130A General grants 229 215 (14) 427 C678 Social and recreational grants pool 1,590 1,585 (5) 1,953 6.3.2 Social and recreational grants 1,819 1,800 (19) 2,380 C130D Recreation programmes 404 201 (203) 599 6.3.3 Recreation programmes 404 201 (203) 599 C034 Swimming pools operations 4,948 5,093 145 9,700 6.4.1 Swimming pools 4,948 5,093 145 9,700 C562 Sports fields operations 1,346 1,228 (118) 2,679 6.4.2 Sports fields 1,346 1,228 (118) 2,679 C037 Recreation centre operations 920 970 50 1,993 C669 Indoor Community Sport Centre 35 327 292 653 6.4.3 Recreation Centres 955 1,297 342 2,646 C559 Playgrounds and skate park maintenance 301 291 (10) 581 6.4.4 Playgrounds 301 291 (10) 581 C418 Marina operations (39) (8) 31 (15) 6.4.5 Marinas (39) (8) 31 (15) A468 Community properties programmed maintenance 353 333 (20) 678 C068 Community halls operations and maintenance 220 221 1 450 C130B Community properties and facilities operations 427 521 94 1,042 C130I Accommodation assistance fund 200 252 52 269 6.4.6 Community centres and halls 1,200 1,327 127 2,439 C592 Community computing 209 229 20 457 6.4.7 Community ICT access 209 229 20 457 C050 Central library and library network-wide operations 6,382 6,476 94 12,993 C467 Branch libraries operations and maintenance 2,676 2,785 109 5,424 6.4.8 Libraries network 9,058 9,261 203 18,417 C007 Burial and crematoria operations 518 379 (139) 745

89 WELLINGTON CITY COUNCIL APPENDIX ONE: SOCIAL AND RECREATION

6.5.1 Burials and cremations 518 379 (139) 745 C072 Public conveniences contracts 765 754 (11) 1,508 6.5.2 Public toilets 765 754 (11) 1,508 C478 Public health inspections and control 710 785 75 1,562 C675 Noise monitoring 259 259 0 518 6.5.3 Public health 969 1,044 75 2,080 C673 Anti-graffiti flying squad 109 135 26 269 P169 Safe city projects and grants 502 520 18 1,074 6.6.1 City safety 611 655 44 1,343 C540 Emergency Management operations 784 879 95 1,665 C543 Emergency Management rural fire management 134 163 29 312 6.6.2 Wellington Emergency Management Office 918 1,042 124 1,977 Total Operational Spend 24,693 25,497 804 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 10 94 84 94 CX371 Housing renewals 860 1,075 215 2,032 6.1.1 Community housing 870 1,169 299 2,126 CX503 Basin Reserve 227 180 (47) 370 6.1.2 Recreational partnerships 227 180 (47) 370 CX055 Aquatic facility upgrades 590 501 (89) 850 CX055_CF Aquatic facility upgrades 690 690 0 690 CX056 Aquatic facility renewals 116 650 534 788 CX485 Hydrotherapy partnership 636 948 312 948 6.4.1 Swimming pools 2,032 2,789 757 3,276 CX345 Sports fields renewals/upgrades 520 396 (124) 657 CX489 Newtown Park redevelopment 400 221 (179) 552 CX489_CF Newtown Park redevelopment 497 544 47 544 6.4.2 Sports fields 1,417 1,161 (256) 1,753 CX059 Recreation centre renewals 0 0 0 32 CX211_CF Recreation centre upgrades 221 320 99 384 CX499 Indoor Community Sports centre 792 1,714 922 7,585 6.4.3 Recreation centres 1,013 2,034 1,021 8,001 CX181 Playgrounds renewals/upgrades 180 157 (23) 448 6.4.4 Playgrounds 180 157 (23) 448 CX341 Marina renewals 8 3 (5) 15 CX341_CF Marina renewals 98 112 14 112 CX342 Marina upgrades 12 3 (9) 75 6.4.5 Marinas 118 118 0 202 CX457_CF Newlands community facilities 128 607 479 1,693 CX471_CF Marketing billboards 0 108 108 108 6.4.6 Community centres and halls 128 715 587 1,801

WELLINGTON CITY COUNCIL 90 APPENDIX ONE: SOCIAL AND RECREATION

CX498_CF e-Community initiatives 35 41 6 41 6.4.7 Community ICT access 35 41 6 41 CX077 Library materials upgrades 843 945 102 1,777 CX269 Computer replacement upgrades 2 60 58 60 CX338 Central library upgrades 6 20 14 100 CX358 Branch libraries upgrades 8 83 75 88 CX359 Branch libraries renewals 10 30 20 160 6.4.8 Libraries network 869 1,138 269 2,185 CX369 Burials and crematoria upgrades and renewals 104 91 (13) 100 6.5.1 Burials and cremations 104 91 (13) 100 CX366 Public convenience upgrades 33 242 209 692 CX366_CF Public convenience upgrades 510 381 (129) 551 6.5.2 Public toilets 543 623 80 1,243 CX372 Emergency management renewals 55 50 (5) 100 6.6.2 Wellington Emergency Management Office 55 50 (5) 100 Total Capital Spend 7,591 10,266 2,675 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 0 25 25 49 C668 e-Democracy initiatives 0 53 53 55 7.1.1 Consultation and communication 0 78 78 104 C529 Memoranda of Understanding 50 55 5 110 7.2.1 Mana Whenua partnerships 50 55 5 110 C530 Annual planning and reporting 412 507 95 963 C532 Policy development 668 733 65 1,463 C534 Elections, governance and democratic services 3,033 2,839 (194) 5,582 C590 Tawa Board discretionary fund 1 0 (1) 10 7.2.2 City governance and decision-making 4,114 4,079 (35) 8,018 C334 City Service Centre SLA AP 445 398 (47) 680 C338 Call Centre SLA AP 1,175 972 (203) 1,933 C340 Valuation Services Contract AP 347 405 58 811 C355 Core Property System Maintenance 831 551 (280) 1,096 7.2.3 Civic information 2,798 2,326 (472) 4,520 Total Operational Spend 6,962 6,538 (424) 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 0 80 80 80 7.2.2 City governance and decision-making 0 80 80 80 Total Capital Spend 0 80 80 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______

Table 8 details specific health and safety expenditure incurred in the second quarter.

YTD YTD YTD Full Year Health and Safety Capital Actual Budget Variance Budget Consolidated Fund 2007 2007 2007 2007 $'000 $'000 $'000 $'000

Actual 95 110 15 250

Total Health and Safety Expenditure 95 110 15 250

Table 8: Health and safety capital consolidated expenditure

HEALTH AND SAFETY CAPITAL CONSOLIDATED FUND 103 WELLINGTON CITY COUNCIL

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APPENDIX FOUR

WELLINGTON CITY COUNCIL PROPERTY SALES______

Table 9 details sales of Council properties in the six months to 30 September 2007.

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 Table 9: Wellington City Council property sales

WELLINGTON CITY COUNCIL PROPERTY SALES 105 WELLINGTON CITY COUNCIL

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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