Overview of our performance
Highlights for the year
Financial Summary – overview of all activity areas
Details of the financial performance against budget for each activity can be found in the “Our Performance in Detail” section, under “What it cost”. Included are: figures for the gross operating expenditure, revenue, net operating position, capital expenditure and details for any unspent portion of capital to be carried forward to future years, and explanations for net variances over $500,000.
Here is a summary of all activity areas’ net operating expenses and capital expenditure against budget.
Performance summary – overview of all activity areas
We use outcome indicators to monitor our city over time which provide information on trends that may influence our performance, including those things outside our control. We use performance measures to track how well we are delivering services against targets that are set out in the Long-term Plan and Annual Plans.
Full details of outcome indicators and performance measures for each activity can be found in the “Our Performance in Detail” section.
The following key is used to summarise our performance results against target:
Target has been met or exceeded
|Substantially achieved |
Performance within 5 percent of target
|Not achieved |
Target not achieved by greater than 5 percent
|No result |
The measure was not surveyed, no result or no target
The overall number of performance measure results against target were:
- Of the 138 performance measures we report against, 55 percent improved or were maintained and 41 percent were lower than last year (4 percent is not applicable as measures were changed or not recorded).
- Of the outcome indicators we monitor, 40 percent improved or were maintained in the 2016/17 year and 36 percent were lower than last year’s result, 23 percent of results were non-comparable.
We ran the 2016 local Council election for Wellington. Shortly afterwards, the new Mayor and Councillors met with over 200 key city stakeholders to identify goals and create a draft programme of work for the remainder of their 3-year term. This helped shape the Annual Plan 2017/18 and will guide the Long-term Plan 2018–28. A new Memorandum of Understanding with our iwi partners was also signed to strengthen the partnership.
Compared to last year, eight performance measures improved or were maintained and two dropped.
The areas of underperformance relate to timeliness of Council agendas, website navigation, Contact Centre response times, and low levels of Māori satisfaction in relation to their involvement in decision-making. For further details of what we did, what it cost, and how we performed, see the “Governance” chapter on page 36.
We worked hard to repair damage to the three waters network from the November earthquake, and put in place a water resilience strategy for the city and region. We also adopted a waste minimisation plan for the city and wider region, continued to work with communities to look after the environment and eradicate pests, and to support environmental attractions like the Wellington Zoo and Zealandia.
Compared to last year, 22 performance measures improved or were maintained, 19 dropped and two were not applicable.
The areas of underperformance relate to satisfaction with the quality of street cleaning, with waste collection services and stormwater management, response times for non-urgent call-outs relating to water, as well as a drop in visitors to the Botanic Garden. For further details of what we did, what it cost, and how we performed, see the “Environment” chapter on page 44.
We worked closely with the Government to provide business support after the earthquake, continued to deliver a broad range of major events including the World of WearableArt show, and the first flight on Singapore Airlines’ new “Capital Express” route arrived in Wellington on 21 September 2016. We also continued to market Wellington abroad through campaigns like LookSee, and to support business growth.
Compared to last year, one performance measure improved or was maintained and three dropped.
The area of underperformance relates to maintaining WREDA funding targets. For further details of what we did, what it cost, and how we performed, see the “Economic development” chapter on page 60.
Toi Pōneke Arts Centre continued to deliver a broad range of exhibitions during the year, and to support Wellington’s emerging artists. We delivered a range of cultural festivals and events such as Diwali, A Very Welly Christmas, and New Zealand’s largest annual fireworks display. We also had high visitor numbers across the city’s many museums and galleries.
Compared to last year, three performance measures improved or were maintained, three dropped and one was not applicable.
The areas of underperformance relate to grants funds, outcomes delivered, and the percentage of successful first-time applicants. For further details of what we did, what it cost, and how we performed, see the “Cultural wellbeing” chapter on page 70.
Social and recreation
We opened a number of emergency activation centres (welfare centres) in response to both the November earthquake and floods. We continued to deliver high-quality core services to the community – everything from sportsfields, libraries, and social housing to swimming pools – and established a Housing Taskforce with key city stakeholders to identify the city’s future housing needs.
Compared to last year, 21 performance measures improved or were maintained and 18 dropped.
The areas of underperformance relate to sportsfields satisfaction and utilisation, as well as alcohol inspections at premises. For further details of what we did, what it cost, and how we performed, see the “Social and recreation” chapter on page 80.
The primary focus at the start of the year was responding to the earthquake. The Council sought emergency powers under the Civil Defence and Emergency Management Act 2002, and identified 80 buildings that needed detailed assessments. Repair work continues on many of these buildings. We also continued to deliver core services like building and resource consents, and carried out a programme of urban activation initiatives and laneway improvements.
Compared to last year, 12 performance measures improved or were maintained and six dropped.
The underperformance relates to the percentage of residents who agree that their local suburban centres are lively and attractive, and the timeliness of building consents. For further details of what we did, what it cost, and how we performed, see the “Urban development” chapter on page 96.
A strong focus for the year was reactive maintenance due to natural hazard events, including the November earthquake and several storm events. This work included clearing over 1260 slips. The Council’s cycleways programme was reviewed by the Transport Agency in mid-2016. We’ve continued to update our technology in car parking areas, and to roll out our new pay-by-space system.
Compared to last year, nine performance measures improved or were maintained, six dropped and two were not applicable.
The areas of underperformance relate to the rating of roads and footpaths, resurfacing, street lighting in suburbs, and response rates for urgent service requests. For further details of what we did, what it cost, and how we performed, see the “Transport” chapter on page 108.