Annual Report 2009/10

Download the 2009/10 Annual Report (PDF, 2.09MB)

Download the 2009/10 Annual Report Summary (PDF, 351KB)

The year under review has been an exciting and active one for Greater Wellington. As you will see from reading the attached Annual Report, we have made significant advances in several areas of core business and have introduced a number of new initiatives.

Like other sectors of the economy, local government has been challenged by the past two years of economic difficulties. In my introduction to last year’s Annual Plan, I noted that many of our residents were in their worst financial position for some years. When setting rates for the forthcoming year, we took this into account and looked hard at the programmes and timing of delivery. As a result, we were able to hold the rates increase to 2.2%. In many ways the conservative financial approach that our Council has always taken has proved helpful and we have been able to maintain our core programmes, as well as invest in a few new areas that are critical for our community’s wellbeing. However, there is no fat in the system and the next few years – as we move into paying our share of the new trains – will be challenging.

Over the past year we have engaged with the regional community on a number of issues, including the Regional Policy Statement, transport strategies, the Parks Network Plan and the usual Annual Plan consultations. Other engagement has taken place around specific work we are planning at local level, while we also continue our partnerships in a range of areas with the city and district councils of the region and central government agencies. I would like to use this opportunity to thank all the individuals and organisations who have so willingly shared with us their time and knowledge to help the region. I know that for members of the public, in particular, consultation at times seems unending. We are acutely aware of this and try to make our community engagement relevant and focused, within the constraints of the legal requirements.

At a time when the structure of local government is under great scrutiny, the effectiveness of our collaboration with other local and central government agencies will also be an indicator of whether or not the Wellington region requires external intervention to improve delivery. The activities and delivery of the past year suggest that collaboration is alive and well. In the next 12 months Greater Wellington and local councils will look closely at our governance and delivery arrangements to see what we might do better.

It is a pleasure to introduce the Annual Report 2009/10 on behalf of the Councillors and staff of Greater Wellington.

Fran Wilde
Chair

Whether it be the introduction of the new Matangi trains
later this calendar year or completing the clean-up and
flood protection works in the lower Waiwhetu Stream,
Greater Wellington’s Councillors and staff are conscious
of the need to provide value for money for our ratepayers
and other stakeholders.
Like other sectors of the economy, local government
has been challenged by the past two years of economic
difficulties. In my introduction to last year’s Annual Plan,
I noted that many of our residents were in their worst
financial position for some years. When setting rates for
the forthcoming year, we took this into account and looked
hard at the programmes and timing of delivery. As a result,
we were able to hold the rates increase to 2.2%. In many
ways the conservative financial approach that our Council
has always taken has proved helpful and we have been
able to maintain our core programmes, as well as invest
in a few new areas that are critical for our community’s
wellbeing. However, there is no fat in the system and the
next few years – as we move into paying our share of the
new trains – will be challenging.
Over the past year we have engaged with the regional
community on a number of issues, including the Regional
Policy Statement, transport strategies, the Parks Network
Plan and the usual Annual Plan consultations.

Whether it be the introduction of the new Matangi trains

later this calendar year or completing the clean-up and

flood protection works in the lower Waiwhetu Stream,

Greater Wellington’s Councillors and staff are conscious

of the need to provide value for money for our ratepayers

and other stakeholders.

Like other sectors of the economy, local government

has been challenged by the past two years of economic

difficulties. In my introduction to last year’s Annual Plan,

I noted that many of our residents were in their worst

financial position for some years. When setting rates for

the forthcoming year, we took this into account and looked

hard at the programmes and timing of delivery. As a result,

we were able to hold the rates increase to 2.2%. In many

ways the conservative financial approach that our Council

has always taken has proved helpful and we have been

able to maintain our core programmes, as well as invest

in a few new areas that are critical for our community’s

wellbeing. However, there is no fat in the system and the

next few years – as we move into paying our share of the

new trains – will be challenging.

Over the past year we have engaged with the regional

community on a number of issues, including the Regional

Policy Statement, transport strategies, the Parks Network

Plan and the usual Annual Plan consultations.