Appendices

Report on council controlled organisations

In order to achieve our objectives for Wellington, we have established several companies and trusts. These organisations were set up to independently manage Council facilities, or to deliver significant services and undertake development on behalf of the Wellington community. Where necessary, we provide funding to support their operations and capital investment requirements.

The following pages explain what the organisations do, how their performance is measured, and how they performed during 2013/14.


Wellington Regional Stadium Trust

STRUCTURE OBJECTIVES ACTIVITIES PERFORMANCE MEASURES TARGET
2013/14
ACTUAL
2013/14
All of the trustees are jointly appointed by the Council and Greater Wellington Regional Council (GWRC).

As at 30 June 2014, they are John Shewan (Chair), Councillor Nigel Wilson (GWRC), Steven Fyfe, Sir John Anderson, Liz Dawson, Sue Elliott, Mark McGuinness and Councillor Paul Eagle.

The Chief Executive is Shane Harmon.
The Wellington Regional Stadium Trust owns, operates and maintains the Stadium as a high-quality multi-purpose sporting and cultural venue. It provides facilities to be used for rugby, cricket and other sports codes, musical and cultural events, and other users including sponsors and event and fixture organisers. The Trust:
  • operates the Stadium
  • manages the event programme and seeks opportunities to provide regular quality events
  • ensures the Stadium is provided to the community for appropriate usage
  • administers the Trust assets and the Stadium on a prudent commercial basis.
Number of events. 46 61
Total revenue. $15.72 million $16.33 million
Event revenue. $5.36 million $5.81 million
Net surplus. $1.58 million $2.24 million
           

Note: the Wellington Regional Stadium Trust is not formally defined as a Council Controlled Organisation. This report on their activities is presented to recognise the interest that Wellington city ratepayers have in the Trust and its activities.



Positively Wellington Tourism logo.

Partnership Wellington Trust (trading as Positively Wellington Tourism)Top

STRUCTURE OBJECTIVES ACTIVITIES PERFORMANCE MEASURES TARGET
2013/14
ACTUAL
2013/14
All trustees are appointed by the Council.  

As at 30 June 2014, they are Howard Greive (Chair), Sarah Gibbs, Councillor Simon Woolf and Chris Wilkinson.

The Chief Executive is
David Perks.    
The Partnership Wellington Trust markets and adds value to Wellington to achieve sustainable economic growth for the people of the city.

It acts to enhance the recognition of Wellington as a desirable visitor destination, enhance the profile of city businesses and to promote strategic alliances and private sector partnerships, and maximise the city’s share of regional spending.

It also promotes community focused initiatives, aims to improve the sustainability of Wellington’s commercial sector through its marketing initiatives, and facilitates the coordination of marketing initiatives that are appropriate to its objectives.
The Trust:
  • promotes Wellington as a visitor destination in national and international markets
  • markets Wellington as a convention and conference destination
  • provides visitor information services
  • runs initiatives that promote retail growth, including the downtown retail campaign
  • profiles Wellington’s strengths in arts, sport and education attractions, and conducts development of an ongoing events profile for the city
  • facilitates the development of new tourism and event product, and the development of the Visiting Friends and Relatives (VFR) market
  • manages Wellington’s destination profile on the internet
  • conducts research and analysis of the tourism industry.
International direct arrivals to Wellington Airport from Australia.       Increase by 5% over 2012/13 levels Increased 1.4%
International commercial guest nights. Increase by 1% relative to 2012/13 Increased 2.6%
Domestic commercial guest nights in Wellington City. Increase by 2% relative to 2012/13 Decreased 1.5%
Weekend occupancy in partner hotels. Increase by 2% relative to 2012/13   Decreased 2%
Downtown weekend visitation. Maintain at 2012/13 levels   Decreased 0.7%
i-SITE revenue. Maintain at 2012/13 levels   Decreased 14.5%
Cost effectiveness. Maintain Council’s funding at 50% or less of Wellington’s marketing activity investment 43.26%
Visits to WellingtonNZ.com. 10% increase over 2012/13 levels  visits decreased 5%
           



Museums trust

Wellington Museums TrustTop

STRUCTURE OBJECTIVES ACTIVITIES PERFORMANCE MEASURES TARGET 2013/14 ACTUAL 2013/14
All trustees are appointed by the Council.

As at 30 June 2014, they are Quentin Hay (Chair), Councillor Nicola Young, Rachel Farrant, Jackie Lloyd and Jill Wilson.

The Chief Executive is Pat Stuart.  
The Wellington Museums Trust was established in 1995 to promote and manage the City Gallery Wellington, the Museum of Wellington City & Sea, the Colonial Cottage, Capital E, the Wellington Cable Car Museum and the Carter Observatory. The Trust has a management agreement with the New Zealand Cricket Museum.

The Trust manages and develops the programmes and services, and acquires and manages collections for the benefit of Wellington. It provides advice to the Council for the development of museum and gallery services in Wellington, establishes exhibition programmes and education policies for its facilities, and develops acquisition, deaccession and collection development policies. It liaises with Positively Wellington Tourism to enhance its attraction to Wellington’s visitors.  
The Trust:
  • delivers high quality experiences, events and exhibitions at its facilities
  • manages conservation and care for the objects of its collections, and conducts research and development to enhance visitors’ experiences
  • offers quality education experiences to children and young people
  • promotes and protects the heritage of venues
  • develops and operates the Soundhouse Studio 
  • ​works with national and international artists and collectors.    
Attendance targets:
  • City Gallery
  • 143,000
  • 150,289
  • Capital E 
  • 52,000
  • 59,265
  • Museum of Wellington
  • 94,000
  • 112,536
  • Colonial Cottage 
  • 2,075
  • 2,375
  • Cable Car Museum
  • 220,998
  • 229,960
  • Carter Observatory
  • 50,000
  • 47,318
Subsidy per customer (excludes $50,000 for Capital E festival). $14.34 $13.29
Carter Observatory subsidy per customer. $7.12 $6.07
Percentage of visitors to all trust institutions who rate the quality of their experience as good or very good. 90% on average 88%
Percentage of visitors to all Trust institutions are repeat visitors. 27% average 37%
Percentage of all residents are aware of Trust institutions. Approximately 85% (across all institutions) 83%26
           



Positively Wellington Venues logo.

Wellington Venues Limited (trading as Positively Wellington Venues)Top

STRUCTURE OBJECTIVES ACTIVITIES PERFORMANCE MEASURES TARGET 2013/14 ACTUAL 2013/14
All directors are appointed by the Council.

As at 1 June 2014, they are Chris Parkin (Chair), Councillor Simon Woolf, Mike Egan, Samantha Sharif, Lorraine Witten, Linda Rieper and Dan Bridges.

The Chief Executive is Glenys Coughlan.  
Wellington Venues Limited exists to manage and promote Wellington’s major Events venues, including the Michael Fowler Centre, Town Hall, St James Theatre and Opera House as venues, and to help establish Wellington as the premier city for events and conferences.     Wellington Venues Ltd:
  • manages and operates the Venues and any related Events business
  • advocates for the Venue and Event sector for the benefit of the residents of Wellington
  • works to achieve greater community access to the Venues’ facilities
  • develops and maintains beneficial relationships with other national and international institutions, supports Positively Wellington Tourism, and develops new initiatives in its role as a key provider of event and performance venues.
Venue hire days. Occupancy across all venue per annum of >/= 60%   50%
Performance days and revenues.   348
Convention and events days and revenues.   385
Maintain appropriate mix of commercial and community hires.   Achieved
Pan-venue asset management.   Achieved
Reduced environmental foot print targets.   Achieved
Joint marketing with PWT and other partners.   Achieved
Contingency plan for seismic strengthening of Town Hall.   Achieved
           



Wellington Waterfront Limited logo.

Lambton Harbour Management Limited (trading as Wellington Waterfront Limited)Top

Structure Objectives Activities Performance measures Target 2013/14 Actual 2013/14
The Council is the 100% shareholder in this company and appoints all of the directors.

As at 30 June 2014, they are council officers Kevin Lavery (Chair), Derek Fry, Andy Matthews and Greg Orchard.

On 1 April 2014, the external Board of Wellington Waterfront Limited was disestablished.  
Wellington Waterfront Limited acts as the implementation manager for the waterfront development area. This means ensuring that the waterfront area is recognised locally and internationally for its design; is attractive; caters for a wide range of activities; is readily accessible to all people; and is both safe and perceived to be safe. Wellington Waterfront Limited also acts to protect significant heritage buildings on the waterfront, and makes sure that activities on the waterfront are integrated with those on the harbour.   The company:
  • implements the objectives of the Waterfront Framework as outlined in the Waterfront Development Plan
  • demonstrates willingness to engage with the public about how the waterfront is developed
  • manages day to day operations on the waterfront, including cleaning, security and maintenance
  • negotiates and manages contracts for the design and construction of the waterfront’s public spaces
  • negotiates and manages contracts and leases for all building development sites, and the refurbishment and re-use of existing buildings
  • owns and manages the marina.  
Percentage of residents visiting the waterfront. 95%         97%
Percentage of residents satisfied with the waterfront. 90% 90%
Number of project milestones achieved on time. All project milestones achieved  
Developer selection process completed on Sites 9&10 (Q4).   Achieved
Complete building and public space improvements around Queen’s wharf (Q4).   Deferred to 2014/15
Negotiate a new naming rights agreement for the TSB arena (Q3). Underway. To be completed in 2014/15
Complete seismic strengthening, fit out and upgrade work on Shed 6 (Q1). Achieved
Complete public space development on Clyde Quay Wharf (Q4). Underway. To be completed in 2014/15
      Subject to capital raising, complete the upgrade of the children’s playground at Frank Kitts Park and the development of public activity space on Queen’s wharf.   Planning work is underway. To be completed in 2014/15
           



Wellington Cable Car Limited logo.

Wellington Cable Car LimitedTop

Structure Objectives Activities Performance measures Target 2013/14 Actual 2013/14
The Council is the 100% shareholder in this company and appoints all of the directors.

As at 30 June 2014, they are council officers Anthony Milford (Chair) and Andy Matthews. The Chief Executive is Simon Fleisher.

On 1 April 2014, the external Board of Wellington Cable Car Limited was disestablished.  
Wellington Cable Car Limited owns and operates the Cable Car as an efficient, reliable and safe transport service and a uniquely Wellington tourism asset. It also owns and maintains the overhead wiring system for the trolley bus passenger network which services the city.   The company:
  • maintains the cable cars and associated track, plant, tunnels, bridges and buildings in accordance with best engineering practice, and to meet the certification requirements of the New Zealand Transport Agency
  • manages the cable car passenger service operation
  • markets the cable car
  • identifies options for enhancing the cable car travel and tourism experience
  • specifies and controls the contract for the inspection, maintenance and repair of the trolley bus overhead wiring system.
Cable car passenger numbers. 1,084,400 956,612
All cable car vehicles and associated buildings and equipment are maintained to required safety standards. Achieve Achieved
Cable car service reliability. Greater than 99% 98.6%
Percentage of residents who have used the cable car in the last 12 months. 30% 52.6%
Percentage of users who rate the standard and operational reliability of the Cable Car as good or very good. 95% 91%
           



Capacity Infrastructure Services logo.

Capacity Infrastructure Services LimitedTop

Structure Objectives Activities Performance measures Target 2013/14 Actual 2013/14
Wellington City Council, Hutt City Council, Upper Hutt City Council, and Porirua City Council are equal voting shareholders in this Council-controlled trading organisation, and between them appoint all of the directors. The company is overseen by a board of directors made up of four sole Council appointments (one from each council) and four joint appointments. Each council continues to own its respective water, stormwater and wastewater assets and determines the level and standard of services to be provided to its customers and ratepayers.

As at 30 June 2014, the Councillor appointees are Councillor Sarah Free (Wellington City Council), Councillor David Bassett (Hutt City Council), Mayor Nick Leggett (Porirua City Council) and Mayor Wayne Guppy (Upper Hutt City Council). The remaining directors are John Strahl (Chair), Ian Hutchings and Reveen Jadrum.

The Chief Executive is
David Hill.  
The objective of Capacity is to manage the provision of water services (water supply, stormwater and wastewater) to the residents and businesses in the areas served by its customers. Capacity’s current customers are Wellington City Council, Hutt City Council, Upper Hutt City Council and Porirua City Council.   The company’s purpose is to provide high quality, safe and environmentally sustainable services to shareholding councils and other customers with a principal focus on asset management planning and contracted service delivery for the operation, maintenance and on-going development of drinking water, stormwater and wastewater assets and services.

The company is committed to ensuring all work managed on behalf of customers accords with the highest standards of health and safety for those involved in the work and for the general public. The company will continually seek opportunities to integrate water, stormwater and wastewater activities within the Wellington region where such integration can deliver least cost, best practice outcomes to the benefit of shareholder councils and other entities.

See the Environment activity area for more information on water, stormwater and wastewater services.
Provide a reliable water supply, wastewater and stormwater service. Fewer than four unplanned supply cuts (pipe bursts) per 1000 connections 1.1 breaks/1000 connections
Develop and complete asset management plans. Within agreed timeframes Target met
Deliver budgeted capital expenditure projects for respective councils. Within agreed timeframes and budget Target met
Deliver budgeted operating and maintenance activities for respective councils. Within agreed timeframes and budget Target met
Manage and operate Capacity within its budget. Within agreed budget Target met
Comply with relevant standards, legislation and resource consents. Achieve full compliance Target met
           



Wellington Zoo logo.

Wellington Zoo TrustTop

Structure Objectives Activities Performance measures Target 2013/14 Actual 2013/14
The Wellington Zoo Trust was established on 1 July 2003 and all of the trustees are appointed by the Council.

As at 30 June 2014, they are Ross Martin (Chair), Frances Russell, Linda Meade, Alan Dixson, and Councillor Simon Marsh.
The Wellington Zoo Trust manages the assets and operations of Wellington Zoo for the benefit of the residents of Wellington and visitors to the city. It promotes species conservation, educates the community by building an awareness of plant and animal species, and supports the conservation and educational activities of other organisations.   The Trust:
  • cares for resident animals and manages the animal collection
  • provides a high-quality visitor experience
  • participates in captive management breeding and breed-for-release programmes
  • develops and maintains high quality animal exhibits
  • delivers educational material and learning experiences
  • contributes to zoological, conservation and facilities management research projects.
Number of visitors.     216,89027 227,434
Conservation Programme Managed Species (% of total collection). 41% 40%
Average WCC subsidy per visitor. $12.52 $11.94
Annual fundraising target for ZCP. $400,000 $241,00028
Average income per visitor (excluding WCC grant). $14.82 $14.01
Ratio of generated Trust income as % of WCC grant. 118% 117%
           



Basin Reserve Trust logo.

Basin Reserve TrustTop

Structure Objectives Activities Performance measures Target 2013/14 Actual 2013/14
There are four trustees, of whom two are appointed by the Council and two by Cricket Wellington.

​As at 30 June 2014, the two trustees appointed by the Council are Councillor Paul Eagle and Sir John Anderson (Chair). The two trustees appointed by Cricket Wellington are Don Neely and John Greenwood. The Chief Executive of Cricket Wellington is Peter Clinton.
The Basin Reserve Trust manages and operates the Basin Reserve to continue to attract national and international sporting events to Wellington. The Trust:
  • ​manages the Basin Reserve for recreational activities and the playing of cricket for the residents of Wellington
  • contributes to the events programme for Wellington
  • operates as a successful not-for-profit undertaking
  • preserves and enhances the heritage value of the Basin Reserve.
Number of events:    
  • Cricket
  • 12
  • 22
  • Other sports
  • 6
  • 9
  • Community
  • 2
  • 2
Number of event days:    
  • Cricket
  • 32
  • 41
  • Other sports
  • 6
  • 9
  • Community
  • 2
  • 2
  • Attendance figures
  • 28,000
  • 30,664
           

26​This result excludes the Cricket Musuem because it was closed for most of the 2013/14 year.
27This figure has increased from the original 2012–22 Long-term Plan target to reflect the higher than anticipated visitor numbers.
28The Trust’s fundraising target for the year was 25% of capital expenditure. The $400,000 target was based on anticipated capital expenditure of $2 million. The trust’s actual capital expenditure was $962,826. Based on this, the fundraising target should have been $240,706, which the Trust achieved.