Wellington City Council Draft Annual Plan 2008/09

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WELLINGTON CITY COUNCIL DRAFT ANNUAL PLAN 08/09

98 APPENDICES

PPENDICES

COUNCIL CONTROLLED ORGANISATIONS

These organisations were set up to independently

manage Council facilities, or to deliver significant

services and undertake developments on behalf

of the Wellington community. The following table

explains what the organisations do and how their

performance is measured.

Specific information in relation to the management

and performance measurement of the companies

and trusts will be developed in the coming

months and reported in future Council Annual

Plans and Reports.

In order to achieve our objectives

for Wellington we have established

several companies and trusts.

ORGANISATION: Positively Wellington Tourism (Partnership Wellington Trust)

WHY IT EXISTS

WHAT IT DOES

PERFORMANCE MEASURES

TARGET 2008/09

� Market and add value to Wellington to

achieve sustainable economic growth for the

benefit of the public of Wellington

� Enhance the recognition of Wellington as a

key and desirable visitor destination

� Maximise the city�s share of regional consumer

spending

� Enhance the profile of city businesses,

promote strategic alliances and private sector

partnerships

� Ensure marketing initiatives are focused on

increasing the sustainability of Wellington�s

commercial sector.

� Recognise and promote community focused

initiatives

� Actively facilitate the co-ordination of

marketing initiatives appropriate to the

objects of the Trust.

� Domestic and international marketing of

Wellington as a visitor destination.

� Marketing of Wellington as a conventions and

conference destination

� Provision of Visitor information services

� Retail growth initiatives

� Wellington on the internet

� Facilitate development of new tourism and

event product

� Profiling Wellington�s strengths in arts, sport

and education attractions

� Continued development of an ongoing events

profile for city

� Downtown retail campaign

� Facilitate development of the Visiting Friends

and Relatives (VFR) market

� Research and analysis of the tourism industry.

� International market

share (numbers)

� Number of international

visitors

� New Zealand market

visitors and visitor nights

� Weekend occupancy in

partner hotels (capacity

aligned)

� Downtown weekend

visitation

� i-Site revenue

� Partner funding

� Number of partners

� Cost effectiveness

� Maintain market share

in US, UK, and Australian

markets

� Maintain 2007/08 levels

� Achieve NZ market

numbers and visitor

nights to increase by 1%

over 2007/08

� 1% increase (over

2007/08)

� 2% increase (over

2007/08)

� Increase revenue by at

least 5% (over 2007/08)

� Maintain funding within

5% of 2007/08 levels

� Number of partners

within 5% of 2007/08

levels

� Partnership funding at

no less than 35%

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APPENDICES 99

PPENDICES

WELLINGTON CITY COUNCIL DRAFT ANNUAL PLAN 08/09

ORGANISATION: Wellington Museums Trust

WHY IT EXISTS

WHAT IT DOES

PERFORMANCE MEASURES

TARGET 2008/09

� Manage and develop the Trust programmes

and services and acquire and manage the

collections and to operate them for the benefit

of the inhabitants of Wellington

� Provide advice to the City Council for the

development of museum and gallery services

in Wellington

� Establish exhibition programmes and

education policies for the Trust facilities

� Develop acquisition, de-accession and

Collection development policies for the Trust

� Liaise with Positively Wellington Tourism to

maximise the attraction of visitors

to Wellington.

� Deliver high quality experiences, events,

exhibitions at City Gallery, Capital E, Museum

of Wellington City and Sea, the Colonial Cottage

Museum, Wellington Cable Car Museum and

the New Zealand Cricket Museum.

� Manage conservation and care for the objects

of our collections in terms of internationally

recognised practice

� In terms of creative technology � develop and

operate the Soundhouse Studio and broaden

the access to its programmes

� Offer quality education experiences to children

and young people

� Undertake exhibitions and events, including

the NZ International Arts Festival and

performances at Capital E

� Promote and protect the heritage of the venues

� Develop national and international

partnerships with artists and collectors

� Undertake research and consider new

developments that will enhance the

experience at the venues.

Attendance targets:

� City Gallery

� Capital E

� City and Sea

� Plimmers Ark

� Colonial Cottage

� Cable Car Museum

� NZ Cricket Museum

� Subsidy per customer

(excludes Plimmers

Ark, but including

rental subsidy)

� Average retail income

per customer

� Number of exhibitions

(seasons) held in the main

galleries at the City Gallery

and Michael Hirschfeld

Gallery

� Number of people that

experience a theatre

production at Capital E

� 150,000

� 95,000

� 90,000

� Not available

� 2,700

� 220,000

� 3,000

� $10.67

� $1.16

� 3.5 City Gallery and

9 Michael Hirschfeld

Gallery

� 40,000 people

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100 APPENDICES

PPENDICES

ORGANISATION: St James Theatre Trust

WHY IT EXISTS

WHAT IT DOES

PERFORMANCE MEASURES

TARGET 2008/09

� To preserve the St James Theatre in recognition

of its value to the citizens of Wellington as an

historic building

� To manage, promote, refurbish and

administer the St James Theatre as a venue

for the live performance of cultural and

artistic events

� Generally to sponsor, support and promote

performing arts, and the preservation of

historic buildings in Wellington.

� Manage and develop the Westpac St James

Theatre and The Opera House, delivering high

quality experiences, events and programmes

� Proactively seek to develop new initiatives that

link to its role as a key provider of performing

arts venues within Wellington

� Work with other organisations with a strategic

fit to find ways where it can assist them with

their aims to our mutual advantage

� Promote audience development to include

children and young people with the support of

promoters and presenters of shows

� Further develop and broaden the range of

public programmes to meet the expectations of

the widest audience

� Develop national and international

relationships that benefit the venues by

partnering with other institutions

� Support the marketing initiatives of Positively

Wellington Tourism that will enhance the

overall visitor experience

� Continue to form close links and partnerships

with private sector entities who are interested

in the performing arts

� Work with others in the arts and heritage

sector to promote opportunities for joint events

� Continue to form links with the wider

Wellington community, including the

education sector.

� Number of performances

� Westpac St James

Theatre and The Opera

House

� Total number of days

utilisation � Westpac St

James Theatre and The

Opera House

� Average utilisation

of seats

� Westpac St James Theatre

121; The Opera House 150

� Westpac St James Theatre

177; The Opera House 151

� 55%

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APPENDICES 101

PPENDICES

WELLINGTON CITY COUNCIL DRAFT ANNUAL PLAN 08/09

ORGANISATION: Wellington Cable Car Ltd

WHY IT EXISTS

WHAT IT DOES

PERFORMANCE MEASURES

TARGET 2008/09

� Operate the Cable Car as an efficient, reliable

and safe transport service and to work closely

with the passenger service contractor to further

enhance the Cable Car�s attractiveness as a

Wellington tourist icon

� Meet a shareholder objective to retain, on

environmental grounds, the trolleybus

passenger service in the city and as a result,

the need to maintain the trolleybus overhead

wiring system to a safe and reliable standard.

� Maintain the cable cars, track, plant, tunnels,

bridges and buildings to the standards required

by the Land Transport Safety Authority to ensure

passenger safety and to specify and control the

contract for the passenger service operation

� Specify and control the contract for the

inspection, maintenance and repair of trolley

bus overhead and ensure the system remains

in good working order, and to also ensure the

safety of the public

� Continue to maintain the cable car plant

and equipment

� Continue marketing the cable car in its key

target customer sectors, thereby enhancing

the value of the business through increased

patronage and fare income

� Identify options for enhancing the cable car

travel experience.

� Cable Car passenger

numbers

� All cable car vehicles,

track, tunnels,

bridges, buildings

and equipment are

maintained to required

safety standards

� Percentage of residents

who have used the Cable

Car in the last 12 months

� Percentage of residents

who rate the standard

and operational

reliability of the Cable

Car as good or very good

� 998,000

� Achieve

� 30%

� 90%

ORGANISATION: Wellington Waterfront Limited (Lambton Harbour Management Ltd)

WHY IT EXISTS

WHAT IT DOES

PERFORMANCE MEASURES

TARGET 2008/09

As implementation manager for the Waterfront

development area, ensure:

� The waterfront is locally and internationally

recognised for its design

� The waterfront is readily accessible to

all people

� The waterfront is and is perceived to be safe

at all times

� The waterfront is seen as an attractive place;

that draws Wellingtonians and visitors alike

� The waterfront successfully caters for a wide

range of activities

� Significant heritage buildings are protected on

the waterfront

� Activities on the waterfront are integrated with

those on the harbour.

� Implement the waterfront development project

as directed by the Waterfront Development

Subcommittee (WDSC)

� Advise the WDSC on budgets, phasing and other

technical information as required

� Own and manage the marina which is held by

the subsidiary company

� Manage day to day operations on the

waterfront, including cleaning, security and

maintenance

� Negotiate and manage contracts for the design

and construction of public space

� Negotiate and manage contracts and leases

for all building development sites and the

refurbishment and re-use of existing buildings.

� Percentage of residents

visiting the waterfront

� Percentage of residents

satisfied with the

waterfront

� Project timeliness,

number of milestones

achieved on time

� Capital expenditure

� Commercial proceeds

� 95%

� 80%

� 75%

� $11.792m

� $7.15m

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ORGANISATION: Capacity (Joint Water Management Company)

WHY IT EXISTS

WHAT IT DOES

PERFORMANCE MEASURES

TARGET 2008/09

� Long term management of the water,

wastewater and stormwater assets of the

shareholding councils and to operate as

a successful business, managed on a

non-profit basis.

� Operate as a successful undertaking, managed

on a non-profit basis

� Long term management of the water,

wastewater and stormwater assets

� Pursue and promote the development of related

opportunities and undertakings with other local

authorities and other organisations

� Comply with all legislative and regulatory

provisions relating to its operation and

performance

� Establish and maintain appropriate

communications with the community about the

company�s activities

� Ensure all contractual obligations of any other

clients are met

� Maintain an effective business continuity plan.

� Compliance with existing

resource consents

� Consent renewals

accepted by regulatory

authority prior to expiry

� Customer satisfaction

� Percentage of requests

for service that are

resolved within 15 days

� Progress against

agreed programme

of capital works

� Actual total operating

expenditure

versus budget

� Actual total capital

expenditure

versus budget

� Achieve saving target for

the year.

� 100% compliance

� 100%

� 90%

� 90% completed on

time, 90% completed

on budget

� Within budget

� $780,000 +/-10% of

forecast result

ORGANISATION: Wellington Zoo

WHY IT EXISTS

WHAT IT DOES

PERFORMANCE MEASURES

TARGET 2008/09

� Manage, administer, plan, develop, maintain,

operate and promote the Wellington Zoo

as a zoological park for the benefit of the

inhabitants of Wellington and as an attraction

to visitors of Wellington

� Educate the community by building an

awareness of plant and animal species in their

habitats and the actions required to promote

species conservation

� Promote species conservation

� Support and complement the conservation

and education activities undertaken by other

organisations

� Develop and manage plan and animal species

management programmes

� Promote and coordinate the raising of funds

to assist the management, administration,

maintenance, planning, promotion and

furthering development of the Wellington Zoo

� Acquire additional plant and animal species.

� Development and maintenance of animal

exhibits which offer high quality

� Provision of engaging learning experiences

for visitors

� Educational curriculum delivery

� Management of resident animals to achieve

excellent levels of health and emotional/

psychological well-being

� Strategic management of the resident

animal collection

� Contribution to conservation through advocacy,

support for in situ programmes, facilitated

research, and sustainable management

practices on site

� Participation in captive management breeding

programmes

� Contribution to zoological, conservation and

facilities management research projects.

� Number of visitors

� Number of school visits

(students)

� Conservation Programme

Managed Species (% of

total collection)

� Percentage of visitors who

are satisfied with the Zoo

experience

� Average WCC subsidy

per visitor

� Average retail income

per visitor

� Average income per visitor

(excluding WCC grant)

� Ratio of generated

Trust income as % of

WCC grant.

� 176,980

� 14,700

� <38%

� >90%

� $15.19

� $9.00

� $10.42

� 69%

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APPENDICES 103

PPENDICES

WELLINGTON CITY COUNCIL DRAFT ANNUAL PLAN 08/09

ORGANISATION: Basin Reserve Trust

WHY IT EXISTS

WHAT IT DOES

PERFORMANCE MEASURES

TARGET 2008/09

� Manage and operate the

Basin Reserve

� To contribute to the Wellington City

Council�s vision of Creative Wellington

� Innovative Capital by continuing

to attract national and international

sporting events to Wellington.

� To manage, administer, plan, develop,

maintain, promote and operate the

Basin Reserve for recreation and

leisure activities and for the playing

of cricket for the benefit of the

inhabitants of Wellington

� To establish a long term policy for the

further development of the value of

the Basin Reserve as a recreational

facility and as a facility for the playing

of cricket, other sports and as a venue

for other community based activities

� To operate as a successful undertaking,

managed on a not-for-profit basis

� To preserve and enhance the

significant and recognised heritage

value of the Basin Reserve.

Number of events

� Cricket

� Other sports

� Community

� Other (cultural etc)

Number of event days

� Cricket

� Other sports

� Other (cultural etc)

� Community

� 11

� 10

� 4

� 2

� 32

� 10

� 2

� 4

ORGANISATION: Wellington Regional Stadium Trust (The Court of Appeal has clarified that the Stadium Trust is not a CCO,

but due to its materiality to the Council, we monitor its performance on the same basis as CCOs).

WHY IT EXISTS

WHAT IT DOES

PERFORMANCE MEASURES

TARGET 2008/09

� Own, operate and maintain the

Stadium as a high quality multi-

purpose sporting and cultural venue

� Provide high quality facilities to be

used by rugby, cricket and other sports

codes, musical, cultural and other

users including sponsors, event and

fixture organisers and promoters, so as

to attract to the Stadium high quality

and popular events for the benefit of

the public of the region

� Administer the Trust assets and the

Stadium on a prudent commercial

basis so that it is successful, financially

autonomous community asset.

� Operate the Stadium as a high

quality multi-purpose sporting

and cultural venue

� Increase the event programme by

adding regular quality events

� Ensure the Stadium is provided to the

community for appropriate usage.

� Number of events

� Total revenue

� Event revenue

� Net surplus (deficit)

� 37 (including unconfirmed events)

� $12.69 million

� $4.08 million

� $1.08 million