The place of the possible
Where we are going
Our Annual Plan 2016/17
Under the Local Government Act 2002 we are required to adopt an Annual Plan for each financial year. In our Annual Plan 2016/17 we have committed to undertaking work in each of our key activities (the what) in the table below. As part of our annual business planning process, we have also committed to a number of activities relating to our people, culture and values, customers and stakeholders, systems and processes, assets and money (the how).
The table below outlines the activities we have planned and budgeted to undertake in 2016/17.
Where we are going – 2016/17Top
|Governance||Governance: Local Government Election 2016; Amendment to LTP reflecting Council’s decisions on movie museum and convention centre proposal. |
Access to information: Ongoing digitisation of Council-held information (Digihub).
|Cultural well being||Grants: Financial support to Circa Theatre and technical groups using the theatre and on-going cultural grant funding. |
Events: New free outdoor events series including music, dance, theatre, circus and digital art; Ongoing maintenance of the Pukeahu National War Museum Park.
|Environment||Gardens, beaches and green open spaces: Purchase Zealandia Visitor Centre form Karori Sanctuary Trust and create a Zealandia Council Controlled Organisation; Planning for Harbour escarpment walk that will eventually link Waihinahina Park in Newlands to Kaiwharawhara; On-going renewals of our walkways and tracks and work on our Biodiversity Strategy and Action Plan. |
Wastewater: Scope feasibility and impact of Council ownership of wastewater pipes that link private houses and businesses to public sewers.
Stormwater: Hydraulic modelling of network; upgrades; Stage 1 of the Lyall Bay Foreshore Resilience Plan.
Energy efficiency: Implementing our Low Carbon Capital Plan 2016-18.
|Economic development||Events: Wellington Regional Economic Development Agency (WREDA) to focus on activities making Wellington the most prosperous, liveable and vibrant region in Australasia; City Growth Fund – provide $2.4 million for events, initiatives and partnerships; $150,000 funding injection to extend free Wi-Fi. |
Major projects: Pending Council and The Movie Museum Ltd negotiating final terms, construction of the movie museum and convention centre; A $5.0 million grant to Wellington Regional Stadium Trust to upgrade Westpac Stadium; Wellington Airport runway extension; Michael Fowler Centre Carpark; School of Music proposal; North Kumutoto and Frank Kitts Park.
Business Improvement Districts: Targeted rate to raise $80,000 on commercially rated properties in Kilbirnie Business Improvement District.
|Social and Recreation||Sport and Recreation facilities: Develop a Sport and Recreation Plan; A third artificial turf sportsfield at National Hockey Stadium; An artificial playing surface at former Terawhiti Bowling Club in Karori; Subject to further funding arrangements, redevelopment of theToitu Poneke Sports Hub; Maintenance Work on Freyberg Pool; Planning work for the new community playground in Wakefield Park and renewal of various playgrounds. |
Libraries and community spaces: Johnsonville library – further design work in consultation with the community.
Development of individual well-being, safe neighbourhoods and engaged communities: Wellington becoming a UNICEF child and youth friendly city; On-going work on Te Mahana programme for ending homelessness.
Social and recreation grants: Funding for projects that will have a positive impact on vulnerable groups, including refugees.
City housing: Social Housing Upgrade Programme – new build at Arlington East.
Community centres and halls: Start work on Aro Valley Community Centre and Newtown Community and Cultural Centre.
Urban: Street community and place-based programmes. Implementation of the Basin Reserve Master Plan.
Public health and safety: Fencing of one dog exercise area; Graffiti management; Implementing Smokefree Wellington Action Plan; Renewal of Karori Crematorium and earthquake strengthening of chapels.
|Urban||Urban growth: Establishment of an Urban Development Agency to unlock barriers to development potential. |
Public spaces : Upgrades to Lombard Lane, Cable Car Lane and Frank Kitts Park; Tawa Town Centre Upgrade; Urban Activation Fund aimed at transforming streets and laneways in Holland and Garrett Street, Swan Lane; and Installation of three drinking fountains, one at Midland Park, Civic Square and Lower Cuba Street.
Built Heritage Fund: Funding for the conservation specific work and maintenance work on heritage items.
Resilience: Development of a programme of work to implement Council’s resilience strategy as part of Council’s deliberations for the 2018-28 Long-term plan; strengthening and upgrading of the Town Hall; and beautification work on public spaces.
Commonwealth Walkway: A pathway that connects 32 monuments, parks, building and historic places along a 9 km loop.
|Transport||Transport: Working in conjunction with Greater Wellington Regional Council (GWRC) to expand the range and scope of bus priority measures; in conjunction with New Zealand Transport Authority review and refresh the cycle programme and undertake community-focussed engagement; a number of small projects to improve pedestrian flow in CBD; safer speeds project that proposes to reduce vehicle speeds in the central city and key suburban areas. |
Parking: Continue installation of parking sensors using SMART technology; Replacement of Cable Car drive mechanism; and Parking Policy Review.
We also planned the following key initiatives to further support the ‘how’ of our business.
|People||Health and Safety Plan (Risks, Relationships, Resources); Workforce Planning; Develop capability to support Business Transformation; Strategic Integrated HR Management System; Diversity Management; Youth to Work programme.|
|Culture and values||Culture and Climate Survey; Employment Value Proposition (employer of choice); and Customer Centric Delivery Model.|
|Customers and stakeholders||Boost capability and capacity to implement Customer Strategy; Develop resources for staff to ensure best practice engagement; Targeted Operating Model.|
|Systems and processes||Odyssey - OneCouncil payroll module ‘go live’; Phase 1b Enterprise Asset Management ‘go live’; Prepare modules for customer service, land, property, regulatory and HR functions to go live in following years; Implement our Health and Safety Plan and review our risk controls, safety leadership, worker engagement and reporting and assurance; TROVE – phase 2; and section 17a Service Delivery Review for cost-effectiveness under the Local Government Act.|
|Assets||Implement Odyssey Enterprise Asset Management. Module.|
|Money||Implement Odyssey Payroll module.|
Early in 2016 the Council consulted with the public on a proposal for the development of a movie museum and convention centre which would result in an amendment to our Long-term plan 2015-25. We plan to formalise this amendment later in 2016.