WELLINGTON TOWARDS 2040: SMART CAPITAL WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 1 CONTENTS 4 A strategy for Wellington 5 Developing the strategy 6 Global trends facing Wellington 7 Our response: City strengths 8 A vision for Wellington Building a smart capital Building a resilient capital 11 Four goals for Wellington 12 People-centred City Why a People-centred city? Building place and identity Building vibrant and resilient communities 20 Connected City Why a Connected City? Connecting places Connected people and ideas 26 Eco-City Why an Eco-City? Building sustainability and resilience Developing the green dividend for Wellington 32 Dynamic Central City Why a Dynamic Central City? A dynamic and vibrant city centre A sustainable and resilient city centre 41 Implementing the strategy: What will the Council do? MAYOR’S FOREWORD Tēnā koutou katoa. We Wellingtonians love our city and engage actively I’m delighted to launch this strategy. Wellington in its development. We see this in the high levels has come a long way in recent decades. Our of commitment to volunteer activities across compact cosmopolitan capital city has one of Wellington’s communities and passionate debate the best lifestyles in the world in a beautiful on many issues. This strategy will ensure that natural setting. We’re home to world-class talent, Wellington will continue to be a city of which we successful businesses, new technologies and a are proud. creative sector to be proud of. The vision for Wellington is underpinned by four However, the world is a changing place. We can’t city goals. These goals are based on the city’s stand still and expect to achieve the success we competitive advantages – our highly skilled want for the future. Globally, cities are facing and innovative population; our strong ‘eco-city’ challenges of economic and environmental performance; our position as New Zealand’s capital uncertainty, population changes, and increasing connected culturally and socially to the world; and demands on city resources and services. our compact city form. As we respond to these challenges together, Many cities aspire to one or more of these goals we need to think and act deliberately to grow but Wellington’s combination of strengths is unique. Wellington’s resilience. We need a strong focus These goals describe a distinctively Wellington on a thriving diversified economy and good approach to guide our decisions about what we need opportunities for our people. Council’s strategic role to do now and in the future to ensure that Wellington includes leadership in urban design and protection is economically, socially and environmentally thriving of our natural and built heritage – our sense and prosperous. of place. Wellington’s city strategy will inform the future The year 2040 marks the bicentenary of two work and investments of our City Council. significant events – the signing of the Treaty of Success will also require the contribution of all Waitangi and the first Wellington Town Board. sectors and many individual Wellingtonians. I want As such it provides a useful timeframe for thinking to see effective collaboration between organisations, about Wellington’s future. This strategy sets out sectors and cities. where Wellington needs to head to secure our city’s Wellington’s success is closely related to future, starting with actions to be taken right now. New Zealand’s success. I look forward to developing Wellington’s city strategy will position Wellington strong partnerships with communities, individuals as an internationally competitive city with a and businesses here and overseas, as we work strong and diverse economy, a high quality of together to develop Wellington’s exciting future. life and healthy communities. It acknowledges and builds on our current success as New Zealand’s creative and events capital and is based on evidence and research. It provides a platform for world-leading exemplars – socially, Celia Wade-Brown culturally, environmentally and economically. Mayor of Wellington WELLINGTON TOWARDS 2040: SMART CAPITAL PAGE 3 WELLINGTON TOWARDS 2040: SMART CAPITAL Wellington City Council’s vision for Wellington is focused on the future development of the city over the next 30 years – starting from today. It builds on Wellington’s strengths, acknowledges the challenges the city faces now and over the medium to long-term, understands the changing role of cities, and is informed by Wellington’s communities. It is a statement of the future that we want for Wellington and how we believe this can best be achieved. We will act with urgency to build the economic, physical and social resilience of our city. The purpose of developing a Cities are not static. They grow, A strong economy will support Wellington has a world-class strategy for Wellington City is to shrink, prosper, fail, at the mercy Wellington to meet many of these quality of life, a physical acknowledge the need to build our of luck and circumstance. The challenges. A prosperous and environment of outstanding resilience – economic and social, story of the American rust belt is resilient economy that delivers beauty, a highly skilled population, physical and environmental – and an example of shifting fortunes quality jobs for all Wellingtonians healthy communities, and a to emphasise the urgency in which – when the industries moved at all skill levels requires strong reputation for creativity and quality we need to act to achieve this. away, so did people. Yet other city foundations. The city needs events. These are the strong city Wellington needs to respond to cities show that they can adapt to invest in the infrastructure foundations on which Wellington some big challenges. Like other and survive. The difference is and environment that supports can act deliberately and decisively cities it is experiencing economic resilience. business to innovate and thrive. to build its future, recognise downturn; an ageing population; We need to be economically We need to protect and enhance opportunities, and respond the need to respond to climate resilient – by reducing our our outstanding quality of life, that proactively to current and future change; increasing resource dependence on central attracts the best and the brightest challenges. scarcity; the pace of technological government employment and to live in our city and region. Local government has an change; and competition to increasing the diversity of Wellington’s city strategy important contribution to make, attract skilled and talented people Wellington’s economy. We need acknowledges and builds on but is just one player in shaping to live and work in the city. to be physically resilient – with our achievements and previous Wellington’s future. Furthermore, Wellington faces infrastructure that protects our successful transformations. From To deliver the changes needed this as a small city in a small urban and natural environments the quiet government town of the will require the efforts of all of country at a time when growth from natural events – earthquakes 1980s Wellington has become Wellington’s communities; strong and prosperity is becoming and the impacts of climate New Zealand’s ‘Creative Capital’, partnerships with the region, the increasingly concentrated in large change; and urban activity – transforming the entertainment, rest of New Zealand and further global cities and city-regions. population growth and arts, culture and economic base of afield; and a clear understanding Standing still is not an option. resource use. the city. Wellington’s strengths as of the city’s strengths and the The status quo will not deliver the And we need to be socially and a creative city will continue to be a challenges we face. future we want for Wellington in culturally resilient – understanding big part of our future. the short- or long-term. the needs of our communities, valuing the participation and knowledge of Wellingtonians, and working to ensure all can take part in the life of the city. PAGE 4 WELLINGTON TOWARDS 2040: SMART CAPITAL DEVELOPING THE STRATEGY We have developed a strategy for Wellington that is supported by four city goals: • PEOPLE-CENTRED CITY • CONNECTED CITY • ECO-CITY • DYNAMIC CENTRAL CITY Each of the city goals is associated with priority outcomes for Wellington to achieve. Taken together, this strategic positioning of the city will support our economic, social, physical and environmental resilience into the future. How we got here • research on implications of What did people say? Wellington’s stunning natural Work on developing the strategy global trends – identification Between June and August 2011, setting, vibrant creative has taken place over two years of Wellington’s strengths, the City Council gathered views downtown feel, public transport and involved the expertise and weaknesses, challenges from Wellingtonians on the draft and cycling and walking input of many Wellingtonians. and opportunities in light of strategy document. People were infrastructure, all topped the list It has drawn on what we know those trends able to give their feedback in of what people love about the to be good practice from cities • exploration of alternative written form; by making an online city. The relationship between around the world and closer to scenarios – understanding submission; filling out a feedback Wellington’s quality of life and home. It is informed by research how critical underlying form; or talking to the Mayor, ability to attract talent and on global trends – identifying what trends could play out and Councillors and Council staff business was a strong theme we need to respond to now and give rise to divergent futures directly at the many workshops and one where we need to pay in the future. It reflects the city’s for Wellington and forums both during the more attention. strengths and where Wellingtonians development of the draft Wellingtonians also clearly told have said they want to head in the • workshops with elected document and during the us not to be complacent.