Summary of our year

Summary of activity area performance

During the year we made progress on improving the city’s resilience, continued to deliver the essential services well, progressed a number of high-profile future-focused citywide initiatives and performed strongly financially (achieving budgeted net surplus and a near break-even underlying result). This overall performance and the challenges we've had to address are reflected in our achievement against performance measures for the year.

Our key performance measures (KPIs) and their targets are how we track and assess the delivery of Council services. They are set out in our long-term and annual plans and cover the performance of all Council business units along with Council-Controlled Organisations.

Performance measures

Table 1 summarises our key performance measure results for the year. Further details of our 2017/18 performance measure results for each activity area are in the section “Our performance in detail” on pages 37 to 144.

TABLE 1: OVERVIEW OF KPI PERFORMANCE AGAINST 2017/18 TARGETS


 
Positive Result 86 (62%) of our 138 activity area performance measures met or exceeded targets

 
Within 5% or no change 19 (14%) were within 5 percent of meeting target

 
Not met or decreased 28 (20%) did not meet target (by more than 5 percent)

 
Not measured or not comparable 5 (4%) of 138 were unable to be measured

 

Comparison to 2016/17 results

In comparison to the previous year our overall KPI performance for 2017/18 was that almost twice as many activities improved as compared to those that did poorly. Table 2 provides details on the comparison to last year.

Table 2: Overview of KPI performance against previous year’s (2016/17) RESULTS


 
Positive Result 29 (21%) of 138 measures improved

 
Within 5% or no change 90 (65%) were maintained

 
Not met or decreased 14 (10%) measures were lower than last year

 
Not measured or not comparable 5 (4%) of 138 measures could not be compared to previous year

 

Our activity areas – summary of what we did, how we performed

Governance

We consulted on a range of projects, initiatives, policies and plans, including our new te reo Māori policy, Let’s Get Wellington Moving, and Our 10-Year Plan 2018-28. We ran a by-election in the Southern Ward and inducted a new Councillor. We completed the representation review for the 2019 and 2022 Council local elections and will be trialling a new online voting system ahead of the 2019 local elections. We implemented the NZ Living Wage for all Council staff, all of our wholly-owned Council Controlled Organisations and our office cleaning and security contracts. This increased the Council’s minimum wage hourly rate to $20.20, effective from 1 July 2018.

Overall, in 2017/18 we improved the way we engage with the public, but we can do more to make our information clear and accessible.

Table 3: Performance summary

    KPI compared to target KPI compared to last year

 
Positive Result Positive result 6 5

 
Within 5% or no change Within 5% or no change 3 4

 
Not met or decreased Not met or decreased 1 1

 
Not measured or not comparable Not measured or not comparable - -

 

Financial summary

Net operating expenditure Capital expenditure
$17m $0.01m
92% of budget 100% of budget

Environment

We carried out upgrade and resilience work around Lyall Bay to address coastal erosion issues. At Makara Peak, we built two new trails and provided support to the Makara Peak Supporters Group to build an additional trail. We broke ground for the installation of three EV fast charging stations in Wellington and enabled the launch of the first free-floating car share in Australasia. We conducted another 500 annual Home Energy Saver evaluations with the Sustainability Trust. We completed a number of projects aimed at improving quality and resilience in our drinking water, stormwater and wastewater infrastructure. We continued to investigate alternative water sources and supply options.

Overall, in 2017/18 we made progress in water quality, energy saving measures, and resident recycling volumes, but there’s room for improvement.

Table 4: Performance summary

    KPI compared to target KPI compared to last year

 
Positive Result Positive result 30 8

 
Within 5% or no change Within 5% or no change 4 30

 
Not met or decreased Not met or decreased 8 4

 
Not measured or not comparable Not measured or not comparable 1 1

 

Financial summary

Net operating expenditure Capital expenditure
$140m $45.4m
96% of budget 99% of budget

Economic development

We held a wide range of sports and cultural events. Highlights included All Black matches against the British and Irish Lions and France, the Asia-Pacific amateur golf championship and the All Whites versus Peru FIFA World Cup Intercontinental Play Off, as well as the World of WearableArt, the Jim Henson Retrospectacle and Beervana. Domestic and international visitor numbers grew and for the first time in a 12-month period visitor spending in Wellington exceeded $2.5 billion. Work on assessing the feasibility of developing an indoor arena for the city and region advanced, culminating in the publication of a strategic assessment by WREDA.

Overall, in 2017/18 visitor numbers grew and visitor spending reached record levels. But the number of major conferences held here continues to decline.

Table 5: Performance summary

    KPI compared to target KPI compared to last year

 
Positive Result Positive result 2 2

 
Within 5% or no change Within 5% or no change 1 1

 
Not met or decreased Not met or decreased - -

 
Not measured or not comparable Not measured or not comparable 1 1

 

Financial summary

Net operating expenditure Capital expenditure
$23m $0.6m
83% of budget 12% of budget

Cultural wellbeing

We delivered a diverse range of events and festivals including a A Very Welly Christmas and Mataraki. We also delivered a number of projects under the pakiTara-Toi art on walls programme. Experience Wellington exceeded its total annual visitor target for its six venues, with a total of 725,214 visitors. Te Papa exceeded its target for the year, with key highlights including the new Toi Art Gallery, the LEGO exhibition, strong local support during school holiday periods, and high numbers of international visitors during the summer cruising season.

Overall, in 2017/18 residents continued to engage actively and to be satisfied with the city’s arts and culture scene, but fewer people attended the NZ Festival and Council-subsidised events.

Table 6: Performance summary

    KPI compared to target KPI compared to last year

 
Positive Result Positive result 2 -

 
Within 5% or no change Within 5% or no change 1 3

 
Not met or decreased Not met or decreased 4 4

 
Not measured or not comparable Not measured or not comparable - -

 

Financial summary

Net operating expenditure Capital expenditure
$20.5m $0.4m
102% of budget 35% of budget

Social and recreation

We continued work on the Waitohi Johnsonville Community Hub, which is on track to be completed in September 2019. We contributed $750,000 to the establishment of a new sports hub in Kilbirnie and developed two new artificial sportsfields. We started developing a work programme that will ensure Wellington has a sustainable local food network. We supported 45 organisations with ongoing contract funding, totalling $2,734,205. We continued to support organisations that help refugees and homeless people. We also increased funding for organisations delivering programmes and services that prevent sexual and gender violence. Finally, we completed and implemented our Domestic Animal Policy.

Overall, in 2017/18 fewer people were satisfied with the range of recreation activities on offer. We continued to support a range of community groups helping the city’s most vulnerable people.

Table 7: Performance summary

    KPI compared to target KPI compared to last year

 
Positive Result Positive result 24 5

 
Within 5% or no change Within 5% or no change 6 29

 
Not met or decreased Not met or decreased 8 4

 
Not measured or not comparable Not measured or not comparable 1 1

 

Financial summary

Net operating expenditure Capital expenditure
$61.2m $40.3m
100% of budget 87% of budget

Urban development

We completed our Lombard Lane and Bond Street upgrade project. We also advanced our building-strengthening work, which required the owners of 113 at-risk buildings to secure their facades and parapets by 30 September 2018. The majority of the work has been completed or is near completion. We received the resource consent for strengthening work at the Town Hall in May 2018. We issued 2605 building consents, which is slightly more than in the previous year, and 80 percent of applications are now being lodged through GoShift, a portal for the electronic lodgement of building consent applications.

Overall, in 2017/18 we carried out a range of strengthening works across the city and improved our consenting processes. Resident satisfaction with their local suburban centre dropped significantly.

Table 8: Performance summary

    KPI compared to target KPI compared to last year

 
Positive Result Positive result 15 4

 
Within 5% or no change Within 5% or no change 1 14

 
Not met or decreased Not met or decreased 2 -

 
Not measured or not comparable Not measured or not comparable - -

 

Financial summary

Net operating expenditure Capital expenditure
$15.8m $19.5m
97% of budget 66% of budget

Transport

All urban cycleway projects were successfully approved and funded. We carried out a wide range of transport network operational tasks including maintenance, renewal and strengthening work. We implemented a 24-hour time restricted parking scheme in Miramar South to mitigate parking pressure in local streets resulting from airport-related non-resident parking. In partnership with Greater Wellington Regional Council and the NZ Transport Agency, we ran a public engagement programme for Let’s Get Wellington Moving and developed a draft recommended programme of investment based on the feedback we and our partners received.

Overall, in 2017/18 resident satisfaction with traffic volumes and public transport declined slightly, but we progressed plans to upgrade and improve the city’s transport network.

Table 9: Performance summary

    KPI compared to target KPI compared to last year

 
Positive Result Positive result 7 5

 
Within 5% or no change Within 5% or no change 3 9

 
Not met or decreased Not met or decreased 5 1

 
Not measured or not comparable Not measured or not comparable 2 2

 

Financial summary

Net operating expenditure Capital expenditure
$32.5m $55.5m
104% of budget 88% of budget