Chief Executive’s introduction
Ahakoa ngā taumahatanga ā-pūtea i puta nā te rūwhenua, i iti ake tā mātou whakapaunga moni, tērā i te pūtea i whakaaehia.
Kaiwhakahaere Matua Kevin Lavery
He tau whakatara, whai tikanga hira hoki tēnei – he tau tēnei ka awe i ngā mahi whakamahere a te Kaunihera i ngā tau tini kei mua i te aroaro.
Kāore i roa, whai muri i te tīmatatanga o te Kahika hou me ngā Kaikaunihera hou, ka pā te rūwhenua ki Kaikōura.
Tere tonu te huri a te Kahika me āna kaimahi ki ngā mahi, me tā rātou whakawhanake i tētahi hōtaka e toru tau te roa, hei whakatutuki i ngā kaupapa matua mō Pōneke, pērā i ngā kaupapa whare, ngā kaupapa waka, ngā kaupapa mahi, me ngā kaupapa ā-toi, ā-ahurea – mā konā e whakapakari ake ai te taone nui.
Ahakoa ngā whakatara hou i mua i a mātou, kāore te Kaunihera i karo ki te tuku ratonga kairangi ki ngā tāngata o Pōneke:
- I iti ake tā mātou whakapaunga moni tērā i te pūtea i whakaaehia, ahakoa ngā taumahatanga ā-pūtea i puta i muri mai i te rūwhenua.
- He nui te pikinga – maha rawa i ētahi marama – o ngā tono whakaae whakatū whare, i mahia e mātou
- I kaunekehia te tūmahi ki te whakapakari i te Hōro Matua o te Taone e utua ana ki te $90 miriona..
I tautokona e te rangahau mānawa kiritaki ā-tau te mahi a te Kaunihera ki te hora i ngā ratonga matua:
- E ngata ana te 86 ōrau o ngā kainoho ki te kounga me te tiakitanga o ngā pito whenua kākāriki – ngā papa rēhia ā-rohe, ngā wāhi haututu me ngā whenua rāhui; ngā māra huaota; ngā tātahi me ngā wāhi takutai; me ngā wāhi hīkoikoi hoki
- E ki ana te 94 ōrau o ngā kairēti kaunihera, he pai, he tino pai rānei te āhua o ō rātou whare, whaitua noho rānei
- E ngata ana te 90 ōrau o ō mātou kiritaki mō te whakaputunga wai ki te kāinga, ā, e 82 ōrau e ngata ana ki ngā ratonga parawai a te Kaunihera
- E 92 ōrau o ō mātou kiritaki e ngata ana ki ō mātou ratonga ā-wharepukapuka
- I whakautua te 73 ōrau o ngā waeatanga mai ki tō mātou Pokapū Whakapānga i mua i te paunga o te 30 hēkona - ā, i whakautua te 98 ōrau o ngā īmēra i roto i te huri o te 24 hāora.
I tino pai rawa tā mātou uruparetanga rūwhenua, mahi whakaoranga hoki. He tika tonu tā te Kaunihera ki te whakamahi i te rūwhenua hei wā whakarite panoni kaupae ki tō mātou ahunga kia tū manahau ai – ki roto i te kaunihera, ki roto i te taone, ki te rohe hoki.
Ko te manahau te mea kei mua, kei te pokapū hoki o ngā mahi katoa a te Kaunihera.
Ahakoa te tikanga o te Pūrongo ā-Tau ki te whakaata i ngā whakatutukinga mahi i te tau kua hipa, me matua titiro anō hoki ki ngā rā ki mua. Hei tērā tau, ka whai mātou i tētahi Mahere Wā-roa Hou. Ko te whāinga i ngā tau e toru ki muri a te Mahere Wā-roa, ko te whakarite i a Pōneke kia whai i tētahi huarahi pakari, kaunekenga tauwhiro hoki – ā, koinei tonu te mahi i tutuki. I ngā tau e toru kua pahure ake, kua rongo a Pōneke i te tipunga ōhanga me te tipunga taupori, me te ara ake anō o ngā whakatara hou ki te Kaunihera – tae noa ki te whai wāhi o te tangata ki te hoko whare me ngā āhuatanga waka.
Nā reira, ko te arotahi ka puta i te Mahere Wā-roa, 2018-2028 he whai tonu i te whakahaere me te toko i te kaunekenga.
Ko te tikanga, nā runga i tō mātou ahunga matawhāiti ki ngā whakapaunga moni, kei te tino pai te āhua ā-pūtea o te Kaunihera. Heoi anō, nā te rerekētanga o te taiao, kua kōpā rawa mō ngā nekenekehanga.
Ko te whakatara ki te Kaunihera i ngā tau kei mua, ko te tū kamakama ake mō ngā mahi haumi ki roto i te taone, me te āhua o tōna utu me te tuku i ōna ratonga.
Nā Kevin Lavery
We came in under budget despite financial pressures as a result of the earthquakeTop
Chief Executive Kevin Lavery
It’s been a challenging and eventful year – one that will influence the Council’s planning for many years to come.
No sooner had the new Mayor and Councillors been ushered into office than the Kaikoura earthquake struck.
The Mayor and his team quickly got to work, developing a 3-year work programme tackling priority issues for Wellington such as housing, transport, jobs, arts and culture – and, of course, making the city more resilient.
Despite the new challenges we faced, the Council didn’t break step in its delivery of high-quality services to the people of Wellington:
- We came in under budget despite the financial pressures as a result of the earthquake.
- We handled a big increase – record numbers in some months – of building consent applications.
- We made progress on the $90 million project to strengthen the city’s Town Hall.
The Council’s performance in the delivery of frontline services was borne out in our annual customer satisfaction survey, which showed:
- 86 percent of residents are satisfied with the quality and maintenance of green open spaces – local parks, playgrounds and reserves; botanic gardens; beaches and coastal areas; and walkways
- 94 percent of Council tenants say the overall condition of their house or apartment is good or very good
- 90 percent of our customers are satisfied with household water supply, and 82 percent with the Council’s wastewater services
- 92 percent of customers are satisfied with our library services
- 73 percent of all calls to our Contact Centre were answered within 30 seconds – and 98 percent of emails were responded to within 24 hours.
We handled the earthquake response and recovery really well. The Council has rightly used the earthquake as an opportunity to change our approach to resilience – within the Council, the city and the region.
Resilience is now front and centre of everything the Council does.
While the Annual Report is about reflecting on our performance over the past year, we also have to keep one eye on the future. Next year we will update our Long-term Plan. The goal of our Long-term Plan 2015–25 was to put Wellington on a path to strong, sustainable growth – and that is what happened. In the last 3 years, Wellington has experienced economic and population growth, which has presented new challenges for the Council – especially housing affordability and transport.
So the focus of our Long-term Plan 2018–2028 will be to manage and sustain growth.
Our prudent approach to spending means the Council is in good shape financially. But the changed environment means there is less room to manoeuvre.
The challenge for the Council in the coming years is to be smarter about investing in the city and the way it pays for and delivers services.