Attachments of Finance and Performance Committee

Attachment 1

Draft Annual Report 2016_17

File number: DOC/12/34567
Report number:

ANNUAL REPORT 2016-2017: Growing our city

Contents

Hutt City Council’s Annual Report to 30 June 2017		Organisation
Vision for the City		Elected Members
Growing our City		Advice and Support
Leisure and Wellbeing Strategy		Support Services
Urban Growth Strategy		Hutt City Council
Environmental Sustainability Strategy		Council Controlled Organisations
Infrastructure Strategy		Our Community Partnerships
Governance		Our Finances
Customer Research		Independent Auditor’s Report
Leisure and Wellbeing		Statement of Compliance
Libraries		Financial Statements
Museums		Notes to the Financial Statements
Aquatics and Recreation		Reserve Funds
Parks and Reserves		Prudence Reporting
Community Safety and Connections		Appendices
Community Facilities Development Services		Contact Details
Regulatory Services
Emergency Management
Growth, Development and Sustainability
Local Urban Environment
Economic Development
Environmental Consents
Environmental Policy
City Promotions
Infrastructure
Roading and Traffic
Water Supply
Wastewater
Stormwater
Solid Waste

HUTT CITY COUNCIL’s ANNual report to 30 june 2017

It’s been a busy year and we’ve been working hard to achieve our vision for Lower Hutt: creating a great place to live, work and play.

We are part way through the largest concentrated rejuvenation in our city’s history. Look up on any given day and you’ll see it in action. In almost every community, across Lower Hutt, we are building. New pools, new playgrounds, community hubs, sports facilities, gardens, walkways and cycle ways. The city is thriving.

But this is not rejuvenation at any cost. We have balanced rejuvenation with prudent financial management. We retain our excellent credit rating with AA long-term and A-1+ short-term ratings from Standard and Poors.

It is our robust financial history that allows us to invest in our city while maintaining low rates rises and keeping debt within our target levels. Our investment is attracting hundreds of millions of dollars of private investment which is also contributing to the city’s growth.

We’ve been focussed on developing and upgrading key infrastructure, as well as a number of social development projects in communities facing deprivation, and sporting and leisure facilities for all our residents to enjoy.

On any given weekend the new Avalon Park draws children and parents from across the region. Huia Pool’s newly opened hydrotherapy pool is a life-changing asset for those in our community with limited mobility, health conditions, or in need of rehabilitation. In March, the Walter Nash Centre saw its one-millionth visitor.

We have been recognised for our work “Empowering Tamariki for the Future” - making a positive impact in communities in our northern suburbs through increasing access to literacy, recreation and arts programmes. Our YOUth Inspire programme which supports young people into jobs, training and study is going from strength to strength.

We continue to have the fourth largest number of people in New Zealand employed in medium-high tech manufacturing. Another successful STEMM festival was held this year, highlighting the science, technology, engineering, mathematics and manufacturing industries to our youth.

We’re contributing to keeping our community safe from harm. Free dog training and educational programmes are proving beneficial, evidenced by a reduction in the number of dog bites reported in Lower Hutt despite a nationwide increase. Our Smokefree Policy has been extended to cover popular outdoor areas like parks and sports grounds and public places are designed with safety and security in mind.

We’re working with Greater Wellington Regional Council and the New Zealand Transport Agency on the Riverlink project which will improve flood protection for the CBD and also enhance connections between the CBD and the Hutt River. Rejuvenation continues with the Lower Hutt Events Centre and refurbished Town Hall construction in full swing and the Riddiford Gardens upgrade entering the next phase.

Building consent numbers continue to rise and requests for LIMs have increased significantly in the last two years. A new fees calculator for building consent fees is making doing business with us much easier.

A Quality of Life survey rated Hutt City Council above average for residents feeling like they have an influence on council decisions. Our Annual Plan consultation attracted over 1,200 submissions, with nearly three-quarters of these supportive of our vision to rejuvenate Lower Hutt through investment in the things that matter to our community.

Lower Hutt is in good shape and Hutt City Council is working hard to make a better city – a vibrant, thriving community that we are all proud to be a part of.

Vision for the city

STRATEGIC DIRECTION: OUR FOUR KEY STRATEGIES AND COMMUNITY OUTCOMES

Our vision is to make our city a great place to live, work and play. The move to rejuvenate and revitalise Lower Hutt is underpinned by four key strategies that Council developed since 2012 – Leisure and Wellbeing, Urban Growth, Environmental Sustainability and Infrastructure. The four strategies are linked to the nine community outcomes described in our Long Term Plan. The diagram below shows how these four strategies and their key objectives feed into and out of Council’s Financial Strategy and organisational goals and ultimately come together to achieve our community outcomes.

Growing our city

LEISURE AND WELLBEING

The Leisure and Wellbeing Strategy is a long-term approach to improving the cultural, physical and educational wellbeing of residents. It aims to deliver the best core local government public services in New Zealand in the areas of libraries, museums, physical recreation and community safety and connections. Building skills from a young age has been highlighted as a priority and will be fundamental to achieving this Strategy’s goals. The Leisure and Wellbeing activities contribute to the majority of the community outcomes but are closely linked to: a safe community; healthy people; actively engaged in community activities and strong inclusive communities. Below are a few of the achievements over the past 12 months for each of the community outcomes.

A safe community

We live in a safe city, free from crime and injury. Our city is prepared for emergencies.

We continue to support various initiatives and voluntary organisations that help make our city a safe place under the Hutt Safe City Trust. Our Safe City Ambassadors patrol our streets to look out for people’s safety, provide a presence on the streets to deter crime and look out for criminal activity. Their presence contributes to residents feeling more comfortable and safe in our city.

We know a lot of crime in our city is related to, or made worse by alcohol consumption. To make our city safer, we consulted on and made changes to the Local Alcohol Policy, which sets the opening hours for on- and off-license premises across Lower Hutt, and introduced a revised Control of Alcohol in Public Places Bylaw. The new Bylaw introduced permanent alcohol free zones and a 9pm-5am ban on the consumption of alcohol in all public places except for Eastbourne and the Western Hills.

We continue to encourage positive Crime Prevention Through Environmental Design (CPTED) as part of all new developments, as well as making positive CPTED changes to existing public places. This project is based on the principle that the environment can influence both the level of crime committed and the fear of crime in an area.

An increasing number of New Zealanders are being admitted to hospital each year for dog bites. Lower Hutt is the exception where the number of dog bites is dropping significantly. Government is interested in learning about the dog control initiatives we have in place which are driving our declining rates of dog bites. These initiatives include ‘Safety Around Dogs’ a programme that is run at schools which teaches children how to be safe around dogs, particularly unknown dogs and free community dog training.

Overall our residents feel safe in their community with residents’ perceived safety within their own home and in the city higher than national averages in the 2016 Quality of Life Survey.

Healthy people

We live healthy lives, and our city’s services help to protect our health and environment

We all want to be healthy. A number of activities within the Leisure and Wellbeing strategy encourage us to be healthier by providing access to facilities and services that support fitness and recreation. The redeveloped Huia Pool+Fitness opened in July 2017 with an expanded range of facilities including two additional swimming pools and other amenities. The programme pool includes hydrotherapy facilities, making it accessible to more people. The Action Replay campaign offers big and small sports gear items as a free community loan from Wainuiomata Library. It encourages an active lifestyle by removing the cost barrier. The programme targets families, schools, churches and sporting groups who may not be in the position to prioritise paying for sport equipment. The newly created Walter Nash Centre in Taita celebrated its first birthday with 750,000 visitors in its first year. More than 70 games of basketball, netball or volleyball are played every week and sports programming is delivering to more than 5,000 children.

A healthy home provides an environment for healthier living. Many residents have taken up the opportunity for our Eco Design Advisor to visit them at their house and advise them on how to make their home warmer, drier and healthier. We also offer a number of online resources to assist residents in making their own home more energy efficient and healthy. All of these services are available to anyone living in Lower Hutt free of charge.

Providing smokefree areas for everyone to enjoy has been another priority for the Council. In 2016 the Council unanimously agreed to extend smokefree areas to all parks and sports grounds, train stations, bus shelters, beaches, outdoor dining on pavements, outdoor areas in town centres and outdoor public areas around Council buildings and facilities. The Policy leads the way in promoting a smokefree life and aims to reduce smoking and the impact of second hand smoking.

Actively engaged in community activities

Members of our community participate in arts, cultural, sports and other recreational and leisure activities. The city provides for and encourages participation in these activities.

The Leisure and Wellbeing Strategy supports these goals, by working to renew and revitalise the city’s network of community facilities and improving the quality of life and wellbeing of those living in high deprivation communities.

Funding was confirmed in last year’s Annual Plan for a new purpose-built Stokes Valley Community Hub. This Hub will integrate a range of community, council and other services, as well as being flexible for different uses. It is due to open later in 2017.

The reopening of our upgraded Avalon Park playground was one of our big achievements in the last year, proving a draw card for families from across the region and receiving overwhelmingly positive feedback. In addition Walter Mildenhall Park, behind Naenae Olympic Pool, was opened in September 2017. The park features the only indoor bowls facility of its kind in the region, along with open bowling greens, petanque pistes, new clubrooms and community meeting rooms.

Our museums offered a variety of exhibitions that attracted over 225,000 visitors in the last year. During the year Petone Settlers Museum was refurbished and welcomed significantly more visitors than previous years.

Strong and inclusive communities

People feel a sense of belonging and are included in the community. Our city is built on strong communities that value diversity and support newcomers.

The Leisure and Wellbeing Strategy supports these goals through the range of community facilities and services described in ‘Actively engaging in community activities’, as well as through a number of trusts and initiatives we have underway.

We recognise and provide for the special relationship that Māori have with their culture, traditions and taonga within our community. We do this by incorporating aspects of Māori culture into civic ceremonies, including all citizenship ceremonies and openings of community spaces and buildings, as well as within our organisation where staff have access to Treaty of Waitangi and Te Reo training, and a Kapa Haka Group. We honour our commitment to engage with Māori, and to improve the opportunities for Māori to contribute to local government decision-making processes by recognising those who have mana whenua status, Taranaki Whānui, represented by the Port Nicholson Block Settlement Trust and engaging with Te Runanganui o Taranaki Whānui ki te Upoko o te Ika a Maui as mana whenua. We also consult with other Māori in the Hutt City, including our city’s seven marae.

For the past 23 years the city has hosted Te Rā o Te Raukura, an outdoor whānau and community focused music festival. Each year Te Rā o Te Raukura brings together about 20,000 people to promote sentiments of love, respect and togetherness towards our fellow neighbours. While music takes front stage, the event is not just about music. In 2017 Te Awakairangi Health Network promoted a ‘healthier Hutt Valley for all’ in association with Te Rūnanganui o Te Atiawa ki te Upoko o te Ika a Maui offering free health checks. The work of Te Rā o Te Raukura and the values it promotes were recognised in the Wellington Airport Regional Community Awards (Lower Hutt) in August where it was awarded the Supreme Winner and Arts and Culture prize.

The Northeast Pathways Project (NEPP) received a Community Impact Award from the Government sports body, Sport NZ. The Award celebrates, promotes and encourages collaborative projects that will have a positive impact on the community and community sport. NEPP ties together seven schools in the Taita, Stokes Valley and Pomare area in a project designed to use sport as an engagement tool to encourage greater student participation in education and improved educational results. NEPP is part of “Empowering Tamariki for the Future”, a wider Council-driven project aimed at making sure all Lower Hutt children have access to literacy, recreation, arts programmes and facilities of benefit to them.

For the second time we secured external funding to run the successful two-week Naenae Akoranga Programme. The programme brought together pools, libraries, clubhouses, Hutt Science, museums and community partners to provide services for about 60 children who would not usually have access to such services. The Council-led Te Awakairangi (TAKA) Trust, formed in partnership with community, schools, government and businesses, was set up to help children from challenged high deprivation communities such as Taita and Pomare to access opportunities, learning and experiences that will make a life-changing difference.

URBAN GROWTH STRATEGY

The Urban Growth Strategy focuses on how much we want the city to grow, where new homes and businesses will be accommodated, and what will be done to support and encourage this development. We are working on increasing the number of houses built, providing more employment opportunities through improved economic conditions and increasing our population.

The Urban Growth Strategy contributes to the majority of the community outcomes but is closely linked to: a strong and diverse economy; and a healthy and attractive built environment. Below are a few of the achievements over the past 12 months for the community outcomes.

A strong and diverse economy

A city that grows existing businesses and attracts new business activity, with a focus on the research and development sector. All members of our community benefit from a strong economy, and we attract increasing numbers of visitors.

There are signs of a strong and diverse economy with record numbers of building consent applications and requests for Land Information Memorandums (LIMs) rising. Over the last year 325 new homes were built, more than what was targeted. Latest figures from the Ministry of Business, Innovation and Employment indicate tourism spend is up in the Hutt.

We’re working on developing the medium and high-tech sector to ensure the resilience of the city’s economic base. For the second year Lower Hutt hosted the STEMM Festival which highlights what is happening in the areas of science, technology, engineering, mathematics and manufacturing (or STEMM). The festival aims to encourage young people into STEMM industries and to showcase the enterprises and enterprising people that are benefiting the city. With technological developments affecting more aspects of life, we are encouraging children to take an interest in science and to understand the challenges technological developments can bring such as increased automation and a changing job market.

As part of our priority to deliver best local government services we are making it easier for our customers to do business with us. In addition to retaining our existing services, we have moved a number of our services online. An example of this is our new fees calculator for building consents that allows applicants to calculate a quote for application fees. We know a large proportion of building consent queries received through our contact centre and over our counter are requests for quotes. By providing this service online our customers are able to access this information whenever it suits them. We have also made building information searches for building consents and building permit documentation available to the public online.

A healthy and attractive built environment

Our built environment enhances our quality of life. Our city is vibrant, attractive, healthy and well-designed. We promote development that is sustainable, and which values and protects our built heritage and the natural environment.

Council has a long-term plan to rejuvenate and revitalise our city, to make our city a healthy and attractive environment for all to enjoy. Three current priorities for the city are completing the Events Centre and associated Town Hall, finalising the redevelopment of Riddiford Gardens, and working with Greater Wellington Regional Council to integrate Council’s vision of turning the CBD towards Te Awakairangi/Hutt River with Greater Wellington’s planned floodplain and stopbank works and NZTA’s Melling interchange project. Good progress has been made on each of these projects over the year with the Events Centre and associated Town Hall due to be completed in 2018.

During the year the earthquake strengthened, revitalised Hutt City Council administration building on Laings Road won four prestigious architecture awards in the heritage, interior architecture and public architecture categories. These awards provide recognition of building and design excellence in the city and complement the wider rejuvenation strategy.

The majority of Lower Hutt residents are proud of the city we live in, with over three quarters of residents satisfied with the overall look and feel of the city.

ENVIRONMENTAL SUSTAINABILITY STRATEGY

Our Environmental Sustainability Strategy focuses on opportunities and risks we face in regard to our environment. It addresses potential issues, and provides short-term, mid-term and long-term solutions for change, including working in partnership with the community and local businesses to use resources efficiently and to minimise pollution. The strategy recognises that our dependence on the environment is fundamental to many aspects of our lives, and that proper care is essential if the city and our communities are to prosper. The strategy guides future decision-making for Council.

The Environmental Sustainability Strategy contributes to the majority of the community outcomes but is closely linked to a healthy natural environment and healthy people. Below are a few of the achievements over the past 12 months for the community outcomes.

A healthy natural environment

We value and protect the natural environment and promote a sustainable city. Resources are used efficiently and there is minimal waste and pollution.

We are working on a number of environmental challenges including climate change, sea level rise, and natural hazards to find out more about communities and assets under threat. This will help to identify appropriate responses, including exploring any changes that may be required to our district and long term planning.

Key pieces of our work on waste minimisation have included delivering waste minimisation education and initiatives to reduce commercial waste and exploring ways to increase residential recycling.

In August 2016 we held the Kids Connect event with Enviroschools, an organisation that promotes sustainability programmes in schools. The Kids Connect event consisted of a mix of discussions and activities, aimed for the future generation, on sustainability and protecting the environment.

We are working with communities and business to improve the efficiency of water usage.

Healthy people

We live healthy lives, and our city’s services help to protect our health and environment

We recognise that there is a greater focus than ever before on regional resilience and are working with Wellington City Council which has been accepted into the international 100 Resilient Cities programmes. Together we are working with other councils in the region on initiatives to improve resilience.

Wellington Water Limited also has a comprehensive plan, “Shaping our Future” to assess risks and improvement options across the water supply, waste water and storm water networks. This work will influence investment in these assets for decades to come. Similar work will be required across other core infrastructure areas such as transport, electricity and gas supply networks.

We know that resilience begins in the home so we are working to raise people’s awareness of opportunities for greater resilience and preparedness, including food security and better use of power and resources through solar panels and rainwater tanks. Improved resilience and preparedness for emergencies will lead to healthier people.

INFRASTRUCTURE STRATEGY

Infrastructure underpins the quality of life we value and includes essential services that are often taken for granted such as water, sewerage, stormwater, flood protection, roads and footpaths. The infrastructure strategy provides an integrated, long-term assessment of the city’s key infrastructural assets. Our vision is that our infrastructure is resilient, fit for purpose, affordable and meets the needs of today without comprising the needs of tomorrow.

The Infrastructure Strategy contributes to the majority of the community outcomes but is closely linked to an accessible and connected city.

An accessible and connected city

A city that is easy to move about in with well-designed roads, cycleways and footpaths. Members of our community are connected to the digital world.

Residents’ satisfaction with the city water supply and wastewater service remains high. Wellington Water, which delivers our water services, has been working on improving stormwater and wastewater quality in light of changing regulations and consent requirements. Wellington Water tests the quality of our water in accordance with the Drinking Water Standards of New Zealand. Water supplied from the aquifer is tested at the treatment plant at least three times a week, and water in the network is tested at 60 other sites over 700 times a year. An equally important focus is network resilience and how best to be prepared for events such as an earthquake, as well as foreseeable risks like climate change.

We maintain over 481 kms of road and 728 kms of footpaths. Our roading and traffic team have two clear objectives: to provide a transport network that allows people to travel efficiently and to provide for the safety of motorists, pedestrians and cyclists when they use our roads. Over the year we have led a number of programmes aimed at promoting active and safe travel, including a walking school bus, cycle training and assisting pupils from low decile schools to participate in the Weetbix TRYathlon by subsiding entry fees, providing bike and fitness training and free loan bikes. Work was also completed on two new roading projects, Hill Road in Belmont and High Street in Petone, designed to improve safety.

In addition to encouraging more people to take up cycling, reducing accidents is one of the goals of our three cycleway projects covering the Wainuiomata Hill, the Eastern Bays and the Beltway. The three projects were progressed during the current year and when complete will give a significant boost to, and improve the safety of, recreational cycling and walking in our city.

Investigation and design of the Cross Valley Link designed to improve access from State Highway 2 at Petone to Seaview and related suburbs continues. This work is closely related to NZTA’s agreed Petone to Grenada link road.

GOVERNANCE

A well governed city

All members of our community are empowered to participate in decision-making and to contribute to society. Their values and ideas are reflected in the decisions Council makes.

Under the Local Government Act 2002, Council has two purposes:

1. to enable democratic local decision-making and action by, and on behalf of, communities; and

2. to meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses.

Our last community outcome, a well governed city, responds to these two purposes and spans our four strategies. We aim to build trust and confidence in decision-making by keeping residents well informed and engaged. To achieve this, residents are kept informed through a wide variety of media, including newspapers, radio, Council publications and our website. We also engage and consult widely before making decisions on issues facing the city through public consultation on our policies and bylaws, resident surveys and partnerships with a wide range of groups. All Council meetings are open to the public, and we are one of the few Councils in the country to schedule our Council meetings in the evening so that those who work during the day are able to attend. Council meetings are also recorded live and made available online so that people are able to view the meetings in the comfort of their own home.

Over 1,200 individuals and groups took up the opportunity to have a say on our 2017-18 Annual Plan. We also surveyed residents through an online residents’ panel to ensure views were representative of our community. Predominantly submitters and residents agreed with Council’s decisions, providing confidence that we are on the right track with how we are choosing to invest in the city.

Our high level of consultation with the community is reflected in the 2016 Quality of Life Survey, where Hutt City respondents were more likely than average to indicate that they felt they had an influence on Council decisions.

Hutt City Council retained its excellent credit rating with an AA long-term and A-1+ short term credit ratings from Standard and Poors, one of the world’s leading providers of credit ratings.

CUSTOMER RESEARCH

Providing the best local government services is a key priority for Council. To achieve this we need to know how satisfied our customers are, how we can do better and what is most important to our customers so we can prioritise and deliver better value for the community. To answer these questions we changed our research approach and provider in 2016-17. They key changes in our approach were:

· A more thorough and comprehensive questionnaire so we can really get to the root of what we are doing well and the areas for improvement. The change in questionnaire design also included a new 10-point satisfaction scale rather than the previous 3-point scale so that our customers have more room to express how they are feeling.

· Quarterly surveying rather than a single point-in-time survey to give a more accurate measure of actual customer experience. Rather than asking our customers to recall experiences that may have happened 12 months ago, more regular surveying means the experience is fresher in our customers’ minds. It also helps to iron out any seasonal trends.

While we believe the change has delivered the answers we need to build on the service we already offer, it has meant the 2016-17 results are not directly comparable to previous years’ results or the target. This has resulted in us not achieving some of the targets sourced from customer research.

To assist with the transition between the two research approaches we conducted parallel testing in 2016. This involved conducting two different surveys using both research providers and questionnaires. Overall we have found the results reported in this year’s Annual Report to be similar to those collected in 2016 using the new research provider and questionnaire as part of our parallel testing. This supports the belief that the change in results is due to the change in research approach and provider, rather than a change in performance.

LEISURE AND WELLBEING

The Leisure and Wellbeing Strategy is a long-term approach to improving the cultural, physical and educational wellbeing of residents. Building skills from a young age has been highlighted as a priority and will be fundamental to achieving this Strategy’s goals.

This Strategy is supported by the Long Term Integrated Community Facilities Plan. This Plan guides development on integrated facilities for the next 30 years, acting as a base document that supports the implementation of Council’s vision.

Integrated facilities are defined as ‘a series of integrated community hubs’ that cluster civic, social and sporting facilities into more user-friendly, efficient and well utilised centres that fit the needs of the communities that make up Lower Hutt now and into the future.

This is a particularly important aspect of Council’s overall vision as the facilities are ultimately mechanisms for community transformation and are crucial to us achieving our urban growth targets.

The group that delivers Leisure and Wellbeing activities is responsible for developing and delivering services through the city’s community, cultural and leisure facilities, supporting the local community through safety initiatives, partnerships and funding, and promoting the health, safety and wellbeing of residents and visitors.

The following activities fall under Leisure and Wellbeing:

· Libraries

· Museums

· Aquatics and Recreation

· Parks and Reserves

· Community Safety and Connections

· Community Facilities Development

· Regulatory Services

· Emergency Management.

Leisure and Wellbeing activities play a broad role in meeting the current and future needs of our communities for good quality local infrastructure, local public services and performance of regulatory functions.

These activities contribute mainly to the following high level goals for the city’s wellbeing, also referred to as ‘community outcomes’:

· A safe community

· A strong and diverse economy

· An accessible and connected city

· Healthy people

· A healthy natural environment

· Actively engaged in community activities

· Strong and inclusive communities

· A healthy and attractive built environment.

LEISURE AND WELLBEING PERFORMANCE SUMMARY

ACTIVITY	ACHIEVEMENT OF PERFORMANCE MEASURES
Libraries	All measures covering visitor numbers and library stock turnover were achieved. Resident usage and satisfaction results were slightly below target. This is likely to be due to the change in research approach and provider.
Museums	All measures covering visitor numbers and satisfaction with education programmes were achieved. Resident satisfaction results were below target. This is likely to be due to the change in research approach and provider.
Aquatics and Recreation	All measures concerning resident/user satisfaction, recreation programme usage and accreditation were achieved. Resident’s use of pools and cost per visit below target due to poor weather and refurbishment at Huia Pool.
Parks and Reserves	All measures covering resident satisfaction, sports field standards, area of parks and reserves, and maintenance and development standards were achieved. Measure concerning residents’ usage of parks and reserves was below target. This is likely to be due to change in research approach and provider.
Community Safety and Connections	All measures covering community organisations’ satisfaction with funding service and residents’ perceptions of safety in the city during the day were achieved. Residents’ perception of safety after dark was below target. This is likely to be due to the change in research approach and provider.
Community Facilities Development	All measures covering Walter Nash Centre, Fraser Park Sportsville, Walter Mildenhall Park Redevelopment and Community Facilities Trust were achieved.
Regulatory Services	All measures covering dog pound, response to dog complaints, registration/licensing of food premises, and response to noise complaints were achieved. Residents’ satisfaction with animal services was below target. This is likely to be due to the change in research approach and provider.
Emergency Management	All measures covering time to activate Emergency Operations Centre and development of community response plans were achieved. Measure concerning household emergency preparedness was not achieved due to a change in how preparedness is defined and research approach and provider.

Leisure and Wellbeing Financial Summary

For the year ended 30 June:

Leisure and Wellbeing Funding Impact Statement

For the year ended 30 June:

LIBRARIES

What we do

We provide a collective resource that is greater than any individual or family could afford or accommodate.

Why we do it

Providing library services enables all citizens to access information, knowledge and learning opportunities that support and strengthen individuals and the community.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Percentage of residents who have used library services during the year > 80% of those expressing an opinion	79%	79%	81%	72%¹	Key Research
Residents’ satisfaction with library services > 97% of those expressing an opinion	100%	98%	98%	96%¹	Key Research
Number of physical visits per year > 1,000,000	1,088,902	1,020,996	1,204,830	1,415,759²	Monthly management reports
Number of visits via the internet per year
500,000 Libraries Online visits	301,037 Libraries Online visits	526,689 Libraries Online visits	579,543 Libraries Online visits	507,974 Libraries Online visits	Monthly management reports
95,000 pay session on Connect	71,994 pay sessions on Connect	107,285 pay sessions on Connect	162,182 pay sessions on Connect	176,620 session on Connect	Monthly management reports
Library stock turnover > national mean Note: a number greater than or equal to the national mean shows that our library stock turnover is at least equal to or better than is achieved nationally	5.6 (national mean 3.50 average annual circulation per item)	5.18 (national mean 3.50 average annual circulation per item)	5.17 (national mean 3.51 average annual circulation per item)	4.18 (national mean 3.36 average annual circulation per item)	New Zealand Library Statistics

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

2. Physical visits to Stokes Valley Library not counted from 16 September 2016.

Libraries Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

MUSEUMS

What we do

We operate two museums, which are open to the public at no charge other than for special exhibitions:

The Dowse Art Museum collects and displays fine art as well as decorative and applied arts, and is a conduit for community engagement and participation in the creative arts, underpinned by innovative exhibitions, education and associated community programmes.

The Petone Settlers Museum specialises in showcasing the social history of the early Māori and European settlement of the lower Hutt Valley and Petone area.

Why we do it

By providing museums we enable people to access freely arts and cultural facilities that enrich, inspire and offer a range of lifelong learning opportunities. The museums act as a focal point for the community, enhance cultural life and diversity, and promote civic pride and community values.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Number of museum visits per year > 200,000	205,874	216,447	226,946 (Dowse: 218,847, Petone Settlers: 8,099)	225,693 (Dowse 210,402; Petone Settlers 15,291)	Monthly management reports
Residents' satisfaction with the Dowse Art Museum > 93% of those expressing an opinion	95%	95%	95%	87%¹	Key Research
Residents' satisfaction with the Petone Settlers Museum > 93% of those expressing an opinion	97%	98%	97%	89%¹	Key Research
Public education programmes delivered that meet the needs and expectations of community and school groups
Public education programmes delivered to 11,000 participants	12,075 participants	11,535 participants	11,168 participants	10, 159² participants	Management Reports and Participant Evaluation Forms
> 90% satisfaction	100% satisfaction	100% satisfaction	100% satisfaction	97% satisfaction	Management Reports and Participant Evaluation Forms

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

2. Contract with Ministry of Education re-negotiated in January 2017. Target participation reduced to 5,500

Museums Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

AQUATICS AND RECREATION

What we do

We provide six swimming pools and two gyms in Hutt City, and offer quality and accessible tuition in essential water safety and life skills. Our recreational programmes and events are community based and designed to encourage residents to engage in a range of recreational activities. Our events help to make Hutt City a vibrant and festive place to be.

Hutt City Community Facilities Trust (CFT), a Council-Controlled Organisation, develops and owns some of the city’s facilities in partnership with Council, for example the Walter Nash Centre which houses a number of council facilities within the one site.

Why we do it

People’s lives are positively affected by participation in recreation, sports, fitness an cultural activities – and providing these high-quality services at a low user cost makes them available to the whole community. Aquatics and recreational programmes and events also make an important contribution to creating an attractive area for people and businesses considering moving to Hutt City.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Residents’ satisfaction with pools ≥ 93% of those expressing an opinion	96%	96%	97%	93%¹	Key Research
Residents’ use of pools ≥ 65%	69%	71%	72%	55%¹	Key Research
POOLSAFE accreditation for swimming pool operation, including quality standards for health and safety, water quality, supervision, pool building and operation, signage and other standards Accreditation maintained	Accreditation maintained	Accreditation not maintained (audit completed November 2015)	Accreditation maintained	Accreditation maintained	Annual NZRA External Audit
Cost per visit to Council of aquatic services provided 2016-17 ≤ $4.66	$3.71	$3.75	$3.72	$5.00²	Management Reports
User satisfaction with ‘Leisure Active’ programmes and events ≥ 92% of those expressing an opinion	98%	97%	96%	93%¹	Key Research
Residents’ use of ‘Leisure Active’ programmes and events ≥ 30%	44%	33%	32%	30%¹	Key Research

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

2. Attendance and revenue affected by poor summer weather and refurbishment at Huia Pool.

Aquatics and Recreation Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

PARKS AND RESERVES

What we do

We provide and maintain active and passive recreational facilities in Hutt City for public enjoyment and wellbeing. With access largely free of charge, our recreation areas are both natural and developed. Most of our work is targeted at maintaining developed areas and retaining bush land in its natural state. ‘Parks and Reserves’ also includes Council cemeteries.

Why we do it

In providing and maintaining parks, reserves, sportsgrounds, street gardens and street trees, we help to create a pleasant environment in which people can live, work and play. Providing and maintaining these areas at high quality and low user cost makes them available to the whole community.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Residents’ satisfaction with:
• sports grounds ≥ 95% of those expressing an opinion	98%	97%	96%	95%¹	Key Research
• parks, reserves and gardens ≥ 95% of those expressing an opinion	97%	96%	96%	96%¹	Key Research
• cemeteries ≥ 90% of those expressing an opinion	96%	97%	94%	95%¹	Key Research
Sports fields meet the standard agreed with sports codes ≥ 95%	95%	95%	95%	95%	Complaints from users during 2016/17 and sportsground audits
Area of parks and reserves per 1000 of population ≥ 24.9 hectares Note: From 2014-15 the result excludes Greater Wellington Regional Council parks and reserves	54 hectares	26.8 hectares	27.1 hectares	27.1 hectares	Reserves Strategy
Percentage of households that have used or visited parks, reserves or gardens in the previous 12 months ≥ 89%	92%	90%	92%	84%¹	Key Research
Maintain a high standard of maintenance and development of playgrounds, parks, reserves, gardens and cemeteries 95% of contract and asset management plan requirements met	90%	89%	95%	95%	Playground and parks audits

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

Parks and Reserves Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

COMMUNITY SAFETY AND CONNECTIONS

What we do

We provide community services and partnerships largely through local community facilities. We have funding relationships with government agencies to provide safety initiatives. We also support our community through providing grants to community organisations and groups. We’re working to establish community hubs that combine existing facilities into more convenient central hubs.

Why we do it

Our support helps community groups to achieve their goals where they can’t do it themselves because of a lack of resources. We’ve always been committed to responding appropriately to safety issues affecting our community. We work in partnership with others to improve the wellbeing of residents.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Residents’ perceptions of Hutt City in terms of their sense of safety: ≥ 81% overall of those expressing an opinion	85% overall	85% overall	84.5% overall	78.8% overall¹	Key Research
• in their local neighbourhood during the day	96% during the day	96% during the day	96% during the day	92% during the day	Key Research
• in their local neighbourhood after dark	84% after dark	81% after dark	82% after dark	77% after dark	Key Research
• in the Lower Hutt city centre during the day	97% during the day	98% during the day	97% during the day	95% during the day	Key Research
• in the Lower Hutt city centre after dark	62% after dark	66% after dark	63% after dark	58% after dark	Key Research
Community organisations’ satisfaction with the availability and quality of our funding service ≥ 90% of those expressing an opinion	Too few organisations responded to the survey to be able to make a statistically sound judgement on levels of satisfaction	93.3% A total of 15 responses were received. Quality of funding process overall – 13 very satisfied, 1 fairly satisfied and 1 not very satisfied	96.68% A total of 31responses were received. Quality of funding process overall – 13 very satisfied, 1 fairly satisfied and 1 not very satisfied	95.16% A total of 62 responses were received. Quality of funding process overall – 34 very satisfied, 25 fairly satisfied and 3 not very satisfied	Measured by Survey of Community Organisations

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

Community Safety and Connections Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

COMMUNITY FACILITIES DEVELOPMENT

What we do

Hutt City Council has a Long Term Integrated Facilities Plan which provides a clear guide for Council and community decision-making regarding the future development of community facilities. The Community Facilities Trust (a Council Controlled Organisation established in August 2012) plays an integral role in assisting Council in implementing this plan.

Why we do it

This plan will see a series of ‘integrated community hubs’ cluster civic, social and sporting facilities into more user friendly, efficient and well utilised centres which fit the needs of the communities that make up Hutt City now and into the future. It will also see the development of several world-class regional and nationally significant sporting and community facilities.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Walter Nash Centre User satisfaction with facilities ≥ 90%	New measures for 2016-17	New measures for 2016-17	New measures for 2016-17	96%^{1, 2}	Annual Management Report
Number of visits per year ≥ 350,000				771,000
Three or more significant events held				5 significant events
Fraser Park Sportsville
User satisfaction with stage 1 Fraser Park facilities ≥ 90%	New measures for 2016-17	New measures for 2016-17	New measures for 2016-17	90%	Annual Management Report
Stage 2 building work underway	New measures for 2016-17	New measures for 2016-17	New measures for 2016-17	Achieved – construction in progress. Contract awarded in May 2017	Annual Management Report
Community Hubs Stokes Valley Community Hub building work progressing towards completion	New measure for 2016-17	New measure for 2016-17	New measure for 2016-17	Achieved - Stokes Valley Hub due for completion in October 2017	Annual Management Report
Walter Mildenhall Park Redevelopment Building work progressing towards completion	New measure for 2016-17	New measure for 2016-17	New measure for 2016-17	Achieved - facility officially opening 1 September 2017	Annual Management Report
Community Facilities Trust • Operating and capital expenditure within budget	New measures for 2014-15	Achieved	Achieved	Achieved	Annual Management Report
• 100% of Council accountability requirements met	New measures for 2014-15	Achieved	Achieved	Achieved	Annual Management Report

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

2. Satisfaction results are based on residents rather than users of the Walter Nash Centre.

Community Facilities Development Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

REGULATORY SERVICES

What we do

This activity includes inspections of business and food premises, certifications, and liquor licensing bylaw compliance; pollution and trade waste control; monitoring beaches to promote and protect public health and safety; monitoring and controlling noise and hazardous substances; animal control services; and parking enforcement.

Why we do it

The primary focus for this activity is to promote community safety and wellbeing, and minimise risk to members of the public. The second focus is aimed at providing a safe, convenient and enjoyable city environment, ensuring the city is a pleasant place for residents and visitors alike.

How we measure the success of our services

MEASURE	ACHIEVED 2012-13	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Residents’ satisfaction with:
• animal services ≥ 82% of those expressing an opinion	87%	82%	87%	82%	76%¹	Key Research
• enforcement of parking restrictions ≥ 65% of those expressing an opinion	69%	83%	78%	78%	79%¹	Key Research
• environmental health services ≥ 75% of those expressing an opinion	100%	90%	100%	100%	Not measured in 2016/17
Animal services open 300 days per year 100%	100%	100%	100%	100%	100%	Monthly management report
Dog complaints are responded to:
• At least 95% within 30 minutes for dog attacks	96%	100%	99%	96%	95%	Monthly management report
• At least 95% within 24 hours for other complaints	91%	91%	98%	98%	95%	Monthly management report
Food premises registered or licensed:
• 90% registered within 30 days of application (for premises operating under the Food Hygiene Regulations 1974)	99%	99%	100%	100%	100%	Computer Database Records
• 90% within three months (for premises with a Food Control Plan operating under the Food Act 2014)	95%	95%	98%	100%	100%	Computer Database Records
Noise complaints responded to within 45 minutes ≥ 85% noise complaints responded to within	97%	92%	93%	91%	91%	Monthly management report

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

Regulatory Services Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

EMERGENCY MANAGEMENT

What we do

Hutt City Council is joined with all the city and district councils in the region to form a Civil Defence and Emergency Management (CDEM) Group under the CDEM Act of 2002. Local capability has been retained to enable an effective local response to emergencies, and to continue to develop, implement and monitor city-wide emergency management plans, and promote community preparedness for emergencies. We also manage rural fire under the Forest and Rural Fires Act 1975 and the Forest and Rural Fires Regulations 2005.

Why we do it

The Wellington region is exposed to a wide range of natural and man-made hazards, including earthquake, flooding, landslide, tsunami, storm, biological, chemical and terrorism threats. However, there is a great deal that we can do to reduce the impact of these hazards on our community. Our approach to emergency management and rural fire is based on the principles of reduction of risk, readiness, response and recovery.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Percentage of households that are prepared for a civil defence emergency ≥ 60% of those expressing an opinion	83%	82%	81%	22%^{1, 2}	Key Research
Time to activate Emergency Operations Centres (EOC) EOC activated within one hour of any incident or notification of a likely threat	New measure for 2014-15	Achieved	Achieved	Achieved	Monthly management reports and debrief notes
Community Response Plans are developed, maintained, and agreed Covering 30% of the geographical area	New measure for 2014-15	40%	75%	75%	Wellington Regional Rural Fire Committee

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

2. In previous years the definition of “prepared for a civil defence emergency” was open to the interpretation of the resident responding to the survey. This has not provided a realistic view of the preparedness of residents. Assisting residents to be resilient and prepared for a civil defence emergency is a priority for the Council so it was important to get an accurate measure of how many residents are prepared. In 2016-17 a new question was asked - “In the event of a natural disaster that resulted in all services being unavailable, how many days would you be able to survive on emergency food and water provisions in your own home?” Based on guidelines issued by Wellington Regional Emergency Management Office and our recent earthquake experience in November 2016, all households in the Wellington region should have enough food and water to last them at least seven days in the event of an emergency. Therefore only residents (22%) who answered “More than seven days” were considered prepared for a civil defence emergency. However, it is encouraging that a much higher proportion of residents (70%) indicated they had enough emergency food and water provisions at home to last more than three days (National Civil Defence guidelines recommend at least 3 days).

Emergency Management Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

GROWTH, DEVELOPMENT AND SUSTAINABILITY

The Urban Growth Strategy is Council’s approach to managing growth and development in the city to 2032. It focuses on how much we want the city to grow, where new homes and businesses will be accommodated, and what will be done to support and encourage this development.

The Environmental Sustainability Strategy focuses on opportunities and risks we face in regard to our environment. It addresses potential issues, and provides short-term, mid-term and long-term solutions for change. This Strategy guides future decision-making for Council.

The group that delivers Growth, Development and Sustainability activities is responsible for developing the economic wellbeing of the city, including delivering promotion of the city, environmental planning and consents functions, and developing the environmental wellbeing of the city including environmental education.

The following activities fall under Growth, Development and Sustainability:

· Local Urban Environment

· Economic Development

· Environmental Policy

· Environmental Consents

· City Promotions.

Growth, Development and Sustainability activities play a broad role in meeting the current and future needs of our communities for good quality local infrastructure, local public services and performance of regulatory functions.

These activities contribute mainly to the following high level goals for the city’s wellbeing, also referred to as `community outcomes’:

· A safe community

· A strong and diverse economy

· An accessible and connected city

· Healthy people

· A healthy natural environment

· Actively engaged in community activities

· Strong and inclusive communities

· A healthy and attractive built environment.

GROWTH, DEVELOPMENT AND SUSTAINABILITY PERFORMANCE SUMMARY

ACTIVITY	ACHIEVEMENT OF PERFORMANCE MEASURES
Local Urban Environment	Four measures covering Suburban Shopping Centres improvement fund, residents’ satisfaction with litter control and recycling, and the amount of recycling were achieved. Measures not achieved include development of the Events Centre and residents’ sense of pride in the city.
Economic Development	Urban Growth Strategy measures covering population growth and number of new homes were achieved. Economic performance measures not achieved. This is likely to be due to changes in the data collection for major sectors.
Environmental Consents	All measures were achieved.
Environmental Policy	Measure covering statutory processing timeframes was achieved.
City Promotions	All measures covering major and minor events in the city achieved. Measure concerning resident satisfaction with i-SITE Visitor Information Centre not achieved, likely to be due to the change in research approach and provider.

Growth, Development and Sustainability Financial Summary

For the year ended 30 June:

Growth, Development and Sustainability Funding Impact Statement

For the year ended 30 June:

LOCAL URBAN ENVIRONMENT

What we do

We work to develop an urban environment that will enhance the city’s image, attracting people, businesses and investment, and meet our community’s needs and aspirations, while recognising the important role of our heritage and features.

Why we do it

We recognise that our urban design and infrastructure must support our changing business and community environment. We manage and develop Hutt City’s public spaces and preserve our heritage buildings because this benefits both businesses and our community. It contributes to our point of difference from other cities, supporting local cultures and enhancing how we identify ourselves. We manage our waste (through promoting recycling and waste reduction) to maintain our community’s health and quality of life.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Making Places: Administration Building redevelopment
New events centre structure complete by 2017	New measures for 2015-16	New measures for 2015-16	Achieved	Not achieved – approx.. 90% completed¹	Management report
New halls and atrium services complete by 2017	New measures for 2015-16	New measures for 2015-16	Achieved	Not achieved ²	Management report
Suburban Shopping Centres Improvement Fund Build $300,000 of improvements by 2017	New measure for 2015-16	New measure for 2015-16	Not Achieved - delayed supply of pavers means this will be completed in 2016-17	$400K improvements completed. (Stokes Valley $150K & Waterloo $250K).	Management report
Residents feel a sense of pride in the way the city looks and feels ≥ previous results	87%	86%	82%	76%³	Key Research
Residents’ satisfaction with: ≥ 86% of those expressing an opinion
• litter control	89%	90%	77%	86%³	Key Research
• recycling	93%	93%	86%	88%³	Key Research
Percentage of households that have used the recycling service in the previous 12 months ≥ 86% of households	85%	90%	84%	Not measured in 2016/17
Tonnes of recycling per annum Increasing	7,778	7,584	7,357	7,619	Monthly Management report

Notes:

1. The programme was delayed due to tender prices being higher than expected which resulted in a value engineering exercise focused on changes to reduce costs with minimum impact on quality. The entire project is on track to be completed in early 2018.

2. The services (ducting, heating, electricals) were to be installed once the structural work was completed. Due to the delay in the structure being completed (as described in Note 1) the services were also delayed. Work has started.

3. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

Local Urban Environment Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

ECONOMIC DEVELOPMENT

What we do

We take a lead role in encouraging Hutt City’s growth through creating a business-friendly environment; facilitating the expansion and creation of local businesses and employment; increasing tourism and events in Hutt City; and contributing to regional growth through regional economic development.

Why we do it

We know that individual businesses generally lack incentives to explore opportunities that benefit Hutt City as a whole, as well as themselves. By supporting the business sector and promoting Hutt City as a business location and vibrant city, we generate benefits for local enterprises and our residents.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Urban Growth Strategy
• population growth ≥ 0.6% per annum (to achieve population increase of 110,000 by 2032)	New measures for 2015-16	New measures for 2015-16	0.3% Achieved prior to 2015-16	1.4% Estimate change 2015-16 (latest available)	Statistics New Zealand Estimates for June 2016 and June 2017
• number of new homes ≥ 250 new homes per annum first five years and approx 300 per annum for remaining years (to achieve 6000 new homes by 2032)	New measures for 2015-16	New measures for 2015-16	232 new homes	325 new homes¹	Building consents with Code of Compliance Certificates between 1 July 2016 and 30 June 2017
Hutt City’s economic performance according to the annual Hutt City Economic Profile report, which includes measures such as: Improvement in relative ranking with other cities measured
• number of businesses	0.40%	1.30%	0.20%	1.10%	Infometrics
• number of full- time equivalents (FTEs) in the workforce	-0.80%	0%	0.20%	0.20%	Infometrics
• Gross Domestic Product (GDP)	1.00%	1.00%	1.60%	-0.10%²	Infometrics
• GDP per capita	0.80%	0.60%	Figure not available from Infometrics	Figure not available from Infometrics	Infometrics
• high value sectors as percentage of all sectors (by GDP)	-0.70%	1.70%	0.90%	-3.40%	Infometrics

Notes:

1. Number of new homes completed closely aligned with building consents in 2014/15 (338).

2. Differences in historic time series for major sectors. There are multiple reasons why historical data changes and therefore it is difficult to identify which is the major source of change. Each year the time series will change given a number various revisions. The time series in each year should be used independently of the previous years. This would apply to many economic data series in New Zealand, especially for indicators which are statistical constructs such as GDP.

Economic Development Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

ENVIRONMENTAL CONSENTS

What we do

This activity includes providing resource management and building consents and inspections; and regular monitoring to ensure compliance with legislative requirements, the District Plan, resource and building consent conditions and bylaw requirements.

Why we do it

This activity is fundamental to achieving a clean, healthy, attractive and sustainable environment. It’s also a legal requirement for Hutt City Council.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Land Information Memoranda (LIMs) processed to comply with statutory requirements ≥ 95% processed within nine working days	98% processed within nine working days	100% processed within nine working days	100% processed within nine working days	99% processed within nine working days	Computer Database Records
Building consent/project information and resource consents processed to comply with the Building Code, Resource Management Act 1991 (RMA) and District Plan requirements ≥ 80% of building and non-notified land use consents processed within 18 working days	85% of building consents and 99% of non-notified land use consents	87% of building consents processed and 97% of non- notified land use consents processed within 18 working days	91% of building consents processed and 90% of non- notified land use consents processed within 18 working days	95% building consents processed and 81% non-notified land-use resource consents processed within 18 working days.	Computer Database Records
Resource consents are monitored within five working days of being notified that development is commencing or within six months of the consent being granted, whichever is the sooner ≥ 90% of resource consents monitored within these timeframes	100% of resource consents monitored within five working days	100% of resource consents monitored within five working days	100% of resource consents monitored within five working days	100% of resource consents monitored within five working days	Computer Database Records
	100% of resource consents monitored within six months of the consent being granted	100% of resource consents monitored within six months of the consent being granted	100% of resource consents monitored within six months of the consent being granted	90% resource consents monitored within six months of the consent being granted.	Computer Database Records
Requests for service referred to RMA monitoring and enforcement team responded to within required timeframes 100% acknowledged with 24 hours	100% acknowledged within 24 hours	97% acknowledged within 24 hours	99% acknowledged within 24 hours	100% acknowledged within 24 hours	Computer Database Records
Building consents for fireplaces processed in a timely manner 100% processed within five working days	93% processed within five working days	96% processed within five working days	99% processed within five working days	100% processed within five working days.	Computer Database Records
Building consents for solar panels processed in a timely manner 100% processed within five working days	100% processed within five working days	100% processed within five working days	100% processed within five working days	100% processed within five working days.	Computer Database Records
Code compliance certificates issued within 20 working days to comply with statutory requirements in the Building Act 2004 100% issued 20 working days	99% issued within 20 working days	100% issued 20 working days	100% issued 20 working days	100% issued in 20 working days	Computer Database Records
	95% issued within 18 working days	99% issued within 18 working days	96% issued within 18 working days	98% issued in 18 working days	Computer Database Records

Environmental Consents Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

ENVIRONMENTAL POLICY

What we do

This activity focuses on developing, reviewing, implementing and monitoring the District Plan.

Why we do it

This activity is fundamental to achieving a clean, healthy, attractive and sustainable environment. It’s also a legal requirement for Hutt City Council.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Percentage of Plan Changes and Notices of Requirements processed within statutory timeframes 100% processed within statutory timeframes	New measure for 2015-16	New measure for 2015-16	100%	100%	Section 32 Reports

Environmental Policy Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

CITY PROMOTIONS

What we do

We promote Hutt City through a series of channels, including managing Hutt City’s i-SITE Visitor Information Centre; providing quality online and digital experiences to our customers; and managing an integrated year-round events calendar.

Why we do it

Attracting and providing services for visitors to the city is necessary for the city’s economic development. Major events make the city a more vibrant and interesting place, and attract visitors from outside the city.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Residents’ satisfaction with the i-SITE Visitor Information Centre ≥ 95% of those expressing an opinion	98%	96%	97%	79%¹	Key Research
Major events in Hutt City 100,000 people attending events supported by the major event fund	New measure for 2015-16	New measure for 2015-16	104,000 attendees	101,500 attendees	Hutt City Council Events Team
Minor events in Hutt City 25 diverse events supported through the minor event fund	New measure for 2015-16	New measure for 2015-16	32 events supported	37 events supported	Hutt City Council Events Team

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

City Promotions Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

INFRASTRUCTURE

The Infrastructure Strategy provides an integrated, long-term assessment of the city’s key infrastructural assets.

The group that delivers Infrastructure activities is responsible for managing the community’s infrastructural assets in the form of the roading, water supply, wastewater and stormwater networks, and landfill activities.

The following activities fall under Infrastructure:

· Roading and Traffic

· Water Supply

· Wastewater

· Stormwater

· Solid Waste.

Infrastructure activities play a broad role in meeting the current and future needs of our communities for good quality local infrastructure, local public services and performance of regulatory functions.

These activities contribute mainly to the following high level goals for the city’s wellbeing, also referred to as `community outcomes’:

· A safe community

· A strong and diverse economy

· An accessible and connected city

· Healthy people

· A healthy natural environment

· A healthy and attractive built environment

INFRASTRUCTURE PERFORMANCE SUMMARY

ACTIVITY	ACHIEVEMENT OF PERFORMANCE MEASURES
Roading and Traffic	Nearly all technical measures and three resident satisfaction measures were achieved. Remaining resident satisfaction measures were not achieved. This is likely to be due to the change in research approach and provider.
Water Supply	Achieved majority of water supply measures including resident satisfaction, compliance with standards, number of complaints, median response time for urgent callouts and quality and reliability of water supply. Remaining measures including non-urgent callouts, water consumption and loss not achieved by a slim margin.
Wastewater	All measures achieved covering resident satisfaction, infringement notices, reliability of service, response to disruptions, number of complaints, response time for overflows and breaches of resource consents achieved. Dry weather wastewater overflows not achieved by a slim margin.
Stormwater	Majority of stormwater measures achieved including reliability of service, water quality at recreational beaches, pipeline blockages, complaints, response time, breaches of resource consents and flood protection. Resident’s satisfaction target not achieved however is likely to be due to the change in research approach and provider. Number of flood events and number of habitable floors flooded not achieved following the November 2016 earthquake. Nearly all (85%) of the flood protection and control works programme was completed.
Solid Waste	Targets concerning residents’ satisfaction with rubbish collection and compliance with resource consents achieved. Target for resident satisfaction with refuse disposal was not achieved.

Infrastructure Financial Summary

For the year ended 30 June:

ROADING AND TRAFFIC

What we do

Our Roading and Traffic activity includes:

· the professional and technical work involved in managing the city’s roading network

· the improvement and day-to-day operation and maintenance of footpaths, road pavement/reconstruction/upgrades, traffic signals, signs, street lighting, parking services, bridge maintenance and various road safety activities

We support this work through policy development, forward planning, road safety coordination and various quality and safety management systems.

Why we do it

Having the road corridor in public ownership ensures that all our residents have appropriate access to property and freedom to travel throughout Hutt City. We provide sealed roads, footpaths and streetlights so that motor vehicles, bicycles and pedestrians can travel efficiently and safely.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Residents’ satisfaction with: Better than our historical average or the average of our peer councils, whichever is the higher, for each of these measures
• street lighting	90%	89%	90%	81%¹	Key Research
• roads and gutters being free of litter	89%	90%	88%	72%¹	Key Research
• city free of graffiti	88%	92%	91%	91%¹	Key Research
• traffic control	89%	88%	89%	80%¹	Key Research
• footpaths	81%	85%	80%	82%¹	Key Research
• roads	83%	87%	84%	92%¹	Key Research
• parking in and around Hutt City	83%	85%	84%	65%¹	Key Research
‘Road Condition Index’, which measures the condition of the road surface Hold or improve rating Note: 1. A lower number indicates an improved rating 2. Effectively half of the city is surveyed each year, consequently the results from alternate years should be referred to for comparison	1.5	1.2	1.7 Note: As half the city is surveyed in alternate years the 2015-16 figure needs to be compared with 2013-14	1.5	Data from the Road Assessment and Maintenance Management System (RAMM)
‘Quality of Ride’ measured by the percentage of the road network with roughness less than 150 NAASRA (National Association of Australian State Roading Authorities) counts Hold or improve rating Note: 1. A higher percentage indicates an improved rating 2. Effectively half of the city is surveyed each year, consequently the results from alternate years should be referred to for comparison	79.50%	79.50%	79.05%	80.88%	Data from RAMM
Accident trend (measured by NZTA) (refer to accident trend graph) Contribute to a reducing trend over 10 years	116	126 Note: this still contributes to a reducing trend	135 Note: this measure covers the natural year, not the financial year	139²	Data from NZTA
Response to service requests – percentage of customer service requests relating to roads and footpaths which are responded to within the timeframe specified in the Long Term Plan < 94%	91.31%	91.48%	92.08%	93.30%	Management Report
Percentage of sealed local road network that is resurfaced 8% is the long-term target, however significant year to year variance is expected	New measure for 2015-16	New measure for 2015-16	5.30%	5.90%	Measured by external audit
Percentage of footpaths that fall within the service standard for footpath condition < 98%	New measure for 2015-16	New measure for 2015-16	97.90%	98.00	Measured by external audit

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

2. This year’s result contributes to a reducing trend. The measure covers the natural year, not the financial year.

Injury and fatal crashes within Lower Hutt excluding state highways

Roading and Traffic Funding Impact Statement

For the year ended 30 June:

Roading & Traffic Statement of Comprehensive Revenue and Expenses

For year ended 30 June:

WATER SUPPLY

What we do

We provide a sustainable and high-quality water supply to our community for domestic and commercial use. We buy bulk water from Greater Wellington Regional Council (GWRC), then distribute it to the community through our water supply system. We regularly monitor the water quality and plan for the city’s future water supply, including any maintenance and upgrades needed to maintain the required service.

Why we do it

In supplying high-quality, affordable water, we contribute to our community’s health; community safety (through the water supply system’s fire-fighting capability); and industrial and residential development.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Residents’ satisfaction with the city water supply ≥ 95% of those expressing an opinion	96%	95%	90%	97%¹	Key Research
Compliance with part four of New Zealand Drinking Water Standards (bacteria compliance criteria) Full compliance	Achieved full compliance	Achieved full compliance	Achieved full compliance	Achieved full compliance	Portable Water Testing Contract Reports
Number of complaints for drinking water: ≤ 140 per 1000 connections • clarity • taste • odour • pressure or flow • continuity of supply • responsiveness to issues	New measures for 2015-16	New measures for 2015-16	Achieved 10.17	Achieved: 12.49	Wellington Water SLA spreadsheet
Median response time for:	New measures for 2015-16	New measures for 2015-16	Achieved		Operations and Maintenance Contract Monthly Report
• attendance for urgent callouts ≤ 60 minutes			43 minutes	Achieved: 45 minutes
• resolution of urgent callouts ≤ Four hours			2.82 hours	Achieved: 3.38 hours
• attendance for non-urgent callouts ≤ 36 hours			24.37 hours	Not achieved: 42.12 hours²
• resolution of non-urgent callouts ≤ 15 days			26.48 hours	Achieved: 1.93 days
Average drinking water consumption per resident per day 345 litres per day	New measure for 2015-16	New measure for 2015-16	Not achieved - 355 litres per day (Note: Water consumption was higher than usual due to an extended dry period into March, resulting in more outdoor use)	Not achieved: 352 l/p/d	Wellington Water SLA spreadsheet
Percentage of real water loss from networked reticulation system ≤ 18% Note: the real water loss measurement is the percentage of water that is lost through leakage on the mains, leakage and overflow at reservoirs and leakage on service connections up to the property boundaries	New measure for 2015-16	New measure for 2015-16	Not achieved - 22.5% (Note: The water loss estimate is likely to include high outdoor use during the extended dry period which may not have been fully reflected in the residential sample meters)	Not achieved: 21.6%³	Wellington Water SLA spreadsheet
Quality of water Achieve a ‘b’ grading from the Ministry of Health for the Hutt City water supply Note: the ‘b’ grading indicates the community’s preference for a non-chlorinated water supply. B is the best grading a non- chlorinated water supply can achieve, however Wellington Water Ltd (on behalf of HCC) has implemented a quality management plan across Hutt City’s water supply network that is significantly over and above the minimum drinking water standards	Achieved a ‘b’ grading	Achieved ‘b’ grading	Achieved a 'b' grading	Achieved a 'b' grading	Ministry of Health Register of Community Drinking Water Suppliers Grading Report
Provide a reliable water supply service Fewer than four unplanned supply cuts per 1000 connections	Achieved 1.9	Achieved 2.2	Achieved 2.46	Achieved: 2.42	Operations and Maintenance Contract Monthly Report

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology.

2. Following the November earthquake and storm events, there was a higher than usual number of request for callouts. There was a focus on high priority, urgent jobs across the region in November and into December which resulted in an increased median response time to lower priority, non-urgent call-outs.

3. The water loss estimate is above the target and is likely to include high outdoor use during the summer period. This may not have been fully reflected in the residential sample meters.

Water Supply Funding Impact Statement

For the year ended 30 June:

Water Supply Statement of Comprehensive Revenue and Expenses

For the year ended 30 June 2017

WASTEWATER

What we do

We provide a pipe network that takes household and commercial effluent to the Seaview Wastewater Treatment Plant, which treats it to public health and environmental standards. Opened in November 2001, the resource consents under which the treatment plant now operates ensure that all relevant standards are adhered to, and that full compliance with the Resource Management Act 1991 is achieved. The Plant’s operation has led to a significant improvement in the environment. We regularly undertake maintenance and upgrades to maintain the required service levels.

Why we do it

By collecting, treating and disposing of wastewater, we provide a service to residents and businesses that supports development in the city and protects the physical environment and our community’s health.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Residents’ satisfaction with the city wastewater service ≥ 95% of those expressing an opinion	96%	97%	98%	96%¹	Key Research
No resource consent-related infringement notices received from GWRC 100% compliance	100% compliance	One resource consent-related infringement notice	100% compliance	100% compliance	Compliance Reports from GWRC
Provide a reliable wastewater service Fewer than 1.2 wastewater incidents reported per kilometre of wastewater reticulation pipeline	0.68 incidents	0.63 incidents	0.71 incidents	Achieved 0.55 incidents	Operations and Maintenance Contract Monthly Report
Respond promptly to wastewater disruptions ≥ 97% of requests responded to within one hour of notification	98.80%	99.50%	99.60%	Achieved: 99.52%	Operations and Maintenance Contract Monthly Report
Dry weather wastewater overflows 0 per 1000 connections	New measure for 2015-16	New measure for 2015-16	Not achieved - 5	Not achieved 0.05	Wellington Water SLA
Number of complaints: • wastewater odour • wastewater system faults • wastewater system blockages • responsiveness to wastewater system issues ≤ 30 per 1000 connections	New measures for 2015-16	New measures for 2015-16	Achieved 13.47	Achieved: 25.42	Wellington Water SLA
Median response time for:	New measures for 2015-16	New measures for 2015-16			Wellington Water SLA
• attendance time for wastewater overflows ≤ 60 minutes			39 minutes	Achieved: 35 minutes
• resolution time for wastewater overflows ≤ Six hours			1.89 hours	Achieved: 2.52 hours
Breaches of resource consents for discharges from wastewater system: • number of abatement notices • number of infringement notices • number of enforcement orders • number of convictions 0 breaches of resource consents	New measures for 2015-16	New measures for 2015-16	Achieved Nil	Achieved: Nil	Compliance reports from GWRC

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology

Wastewater Funding Impact Statement

For the year ended 30 June:

Wastewater Statement of Comprehensive Revenue and Expenses

For the year ended 30 June 2017

STORMWATER

What we do

We provide a stormwater drainage system to manage the surface water run-off from urban catchments, providing flood protection and control. Our objective is to achieve the best possible balance between the level of protection and the cost to our community. This includes maintaining and upgrading assets to maintain the required service levels.

Why we do it

Most of the development in Hutt City is concentrated on flat valley plains with the potential for flooding. We need to control stormwater to protect our community’s health and safety and minimise property damage. A comprehensive stormwater system is the most efficient way to do this.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Residents’ satisfaction with the city stormwater service ≥ 80% of those expressing an opinion	84%	87%	83%	73%¹	Key Research
Provide a reliable stormwater service Fewer than 0.5 stormwater incidents reported per kilometre of stormwater pipeline	Achieved 0.09 incidents	Achieved 0.12 incidents	Achieved 0.04 incidents	Achieved 0.03 incidents	Operations and Maintenance Contract Monthly Report
Achieve water quality at main recreational beaches 90% of sampling days when water quality meets Ministry for the Environment guidelines	83%	89%	91%	Achieved - each monitored beach open 100% of days during the bathing season	Operations and Maintenance Contract Monthly Report
Number of flooding events 0 flooding events	New measure for 2015-16	New measure for 2015-16	Achieved - Nil	Not Achieved 1²	Wellington Water SLA spreadsheet
Number of habitable floors flooded (compliant with District Plan) 0 out of 1000 connections per flooding event	New measure for 2015-16	New measure for 2015-16	Achieved - Nil	Not Achieved 0.05³	Wellington Water SLA spreadsheet
Number of pipeline blockages ≤ 0.5 per kilometre of pipeline	New measure for 2015-16	New measure for 2015-16	Achieved 0.04	Achieved 0.03	Operations and Maintenance Contract Monthly Report
Number of complaints about stormwater system performance ≤ 30 per 1000 connections	New measure for 2015-16	New measure for 2015-16	Achieved 1.59	Achieved 11.44	Wellington Water SLA spreadsheet
Median response time to attend a flooding event ≤ 60 minutes	New measure for 2015-16	New measure for 2015-16	Achieved 49 minutes	Achieved 48 minutes	Wellington Water SLA spreadsheet
Breaches of resource consents for discharges from stormwater system: • number of abatement notices • number of infringement notices • number of enforcement orders • number of convictions 0 breaches of resource consents	New measures for 2015-16	New measures for 2015-16	Achieved - Nil	Achieved - Nil	Compliance Reports from GWRC
Flood protection and control works: the major flood protection and control works that are maintained, repaired and renewed to the key standards defined in the local authority’s relevant planning documents Completion of programme as recorded and reported on by GWRC	New measure for 2015-16	New measure for 2015-16	Achieved	Not achieved 85% completed⁴	GWRC

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology

2. One flooding event on 15 November 2016 following the storm. The storm rated 30-40 years return period, and exceeded the capacity of the network in places.

3. There were two confirmed habitable floors flooded as a result of the storm on 15 November 2016. The affected properties are being managed through the post-event response process to properly identify problems and plan for potential solutions.

4. Hutt River penstock automation works rescoped as result of future planned stopbank works by GWRC. 2016/17 rescoped work being completed early in 2017/18.

Stormwater Funding Impact Statement

For the year ended 30 June:

Stormwater Statement of Comprehensive Revenue and Expenses

For the year ended 30 June 2017

SOLID WASTE

What we do

We manage contracts for the collection of the city’s refuse and recycling, and own and operate a landfill at which people and businesses can dispose of residual waste.

Why we do it

Solid waste management is necessary for the health and quality of life of the community, the local economy and the environment.

How we measure the success of our services

MEASURE	ACHIEVED 2012-13	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Residents’ satisfaction with:
• rubbish collection ≥ 93% of those expressing an opinion	95%	93%	96%	94%	95%¹	Key Research
• refuse disposal ≥ 91% of those expressing an opinion	81%	83%	82%	88%	85%¹	Key Research
No resource consent-related infringement notices received from GWRC 100% compliance	100% compliance	100% compliance	100% compliance	100% compliance	100% compliance	Compliance Reports from GWRC

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology

Solid Waste Funding Impact Statement

For the year ended 30 June:

Solid Waste Statement of Comprehensive Revenue and Expenses

For the year ended 30 June 2017

ORGANISATION

The group that delivers organisational support activities works alongside all the other activities of Council, and includes elected members and the associated secretariat services, strategy and policy development, communications and marketing, customer services, financial services, risk and audit, information services, legal services and human resources.

Organisational support activities support the social, cultural, environmental and economic wellbeing of the city, and include organisation-wide strategies covering Best Local Government Services.

The following activities fall under organisational support:

· Elected Members

· Advice and Support

· Support Services.

These activities contribute to all the high level goals for the city’s wellbeing, also referred to as `community outcomes’:

· A safe community

· A strong and diverse economy

· An accessible and connected city

· Healthy people

· A healthy natural environment

· Actively engaged in community activities

· Strong and inclusive communities

· A healthy and attractive built environment

· A well-governed city.

ORGANISATION PERFORMANCE SUMMARY

ACTIVITY	ACHIEVEMENT OF PERFORMANCE MEASURES
Elected Members	Residents’ satisfaction with the Mayor and Councillors, the way rates are spent and public consultation below target. This is likely to be due in the change in research approach and provider.
Advice and Support	All measures achieved covering satisfaction with formal advice received and responses to requests for help from Council officers.
Support Services	All measures covering staff turnover, compliance with legal and policy requirements and work-related accidents achieved.

Organisation Financial Summary

For the year ended 30 June:

Organisation Funding Impact Statement

For the year ended 30 June:

ELECTED MEMBERS

What we do

Elected members of Hutt City Council have an important role in the community. They provide a governance role for the city; set Council’s strategic direction, including determining the activities we undertake (within legal parameters); and monitor our performance on behalf of the city’s residents and ratepayers. Our governance structure includes community boards and community committees, which provide local input into our decision-making.

Why we do it

The Elected Members activity ensures sound governance and robust decision-making within Hutt City.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Residents’ satisfaction with the Mayor’s and councillors’ performance ≥ 90% of those expressing an opinion	95%	96%	96%	78%¹	Key Research
Residents’ satisfaction with the way we spend their rates ≥ 83% of those expressing an opinion	89%	86%	89%	71%¹	Key Research
Residents’ satisfaction with our public consultation Improvement on previous year	86%	90%	88%	71%¹	Key Research

Notes:

1. Resident satisfaction survey results not comparable to previous year or target due to a different research provider and methodology

Statement of Comprehensive Revenue and Expenses

For the year ended 30 June 2017

ADVICE AND SUPPORT

What we do

This activity comprises the processes that support our decision-making, such as strategic planning, policy development and monitoring and reporting.

Why we do it

Professional advice and support are necessary to help us and community boards and committees make informed decisions on behalf of our community.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Councillors are satisfied or more than satisfied with the formal advice they receive from officers ≥ 80% of those expressing an opinion	91%	91%	93%	96%	Survey of Elected and Appointed Members
Councillors are satisfied or more than satisfied with responses to requests for help from officers ≥ 80% of those expressing an opinion	82%	91%	86%	98%	Survey of Elected and Appointed Members
Community board and community committee members are satisfied or more than satisfied with the formal advice they receive from officers ≥ 80% of those expressing an opinion	95%	84%	82%	92%	Survey of Elected and Appointed Members
Community board and community committee members are satisfied or more than satisfied with responses to requests for help from officers ≥ 80% of those expressing an opinion	97%	85%	82%	84%	Survey of Elected and Appointed Members

Statement of Comprehensive Revenue and Expenses

For the year ended 30 June 2017

SUPPORT SERVICES

What we do

Support Services incorporates the organisation-wide support functions that help us to provide our other activities efficiently and effectively.

Why we do it

The Support Services activity supports all our activities by providing business, legal and support services and tools.

How we measure the success of our services

MEASURE	ACHIEVED 2013-14	ACHIEVED 2014-15	ACHIEVED 2015-16	ACHIEVED 2016-17	SOURCE OF INFORMATION
Staff turnover Less than 12%	8.73%	13.66%	6.64%	10.90%	Monthly Management Reports
Legal and policy requirements No significant instances of non-compliance	No significant instances of non- compliance	One significant instance of non-compliance	One significant instance of non-compliance	No significant instances of non-compliance	Monthly Management Reports
Work-related accidents No more than four resulting in time off work	Two	Three	Nil	Nil	Monthly Management Reports

Statement of Comprehensive Revenue and Expenses

For the year ended 30 June 2017

HUTT CITY COUNCIL

Hutt City Council was established in 1989 through the amalgamation of the former Lower Hutt City, Eastbourne Borough, Petone Borough and Wainuiomata District Councils, and the Hutt Valley Drainage Board. Its jurisdiction covers the city of Lower Hutt

Its purpose is:

· to enable democratic local decision- making and action by, and on behalf of, communities; and

· to meet the current and future needs of communities for good-quality local infrastructure, local public services, and performance of regulatory functions in a way that is most cost-effective for households and businesses.

· Its role is to have particular regard to the contribution that the following core services make to its communities:

· network infrastructure

· public transport services

· solid waste collection and disposal

· the avoidance or mitigation of natural hazards

· libraries, museums, reserves, recreational facilities, and other community infrastructure.

Council Governance

Hutt City Council is governed by a mayor and 12 councillors, with the mayor elected on a city-wide basis and the councillors elected to represent their respective wards, while exercising their powers in the best interests of the city as a whole. There are six wards - Northern, Eastern, Central, Western, Harbour and Wainuiomata – each with two councillors.

Community Boards and Community Committees

Council also works with three community boards covering Eastbourne, Petone and Wainuiomata, and four community committees covering the Northern, Eastern, Central and Western wards.

Each community board has six members elected by the community, plus two councillors from that ward appointed by Council. The only exception is Eastbourne Community Board, which has agreed to have only five elected members.

The role of a community board is to:

· Represent and act as an advocate for the interests of its community.

· Consider and report on any matter referred by Council and any issues of interest.

· Make an annual submission to Council on projects and expenditure in the community.

· Maintain an overview of services provided by Council within the local community.

· Be a channel of communication between the community and Council.

· Undertake any other responsibilities delegated by Council.

The community committees appointed by Council are non-statutory bodies with similar roles to those of community boards. Each committee has four members appointed from the community plus the two ward councillors. Members are appointed according to their skills and experience, including their ability to support existing residents’ associations and similar community groups in their areas and engage positively with Council.

Council’s Management Structure

The elected members of Council set the broad strategic direction and policies for the Chief Executive and staff to implement, and audit the results.

The Chief Executive is the sole employee of the elected members of Council, and in turn is the employer of all other council staff members. He is responsible to Council for:

· Implementing its decisions.

· Advising Council, community board and community committee members.

· Ensuring all functions delegated to staff are carried out.

Council monitors the Chief Executive’s performance through a series of performance measures and the Chief Executive is accountable to Council through a quarterly reporting process.

KEY PERFORMANCE INDICATORS

Council management, through its Strategic Leadership Team, has identified three priority areas for the organisation:

PRIORITY AREA	ORGANISATIONAL OBJECTIVES
Services – deliver great customer experiences	Making it easier to do business, through fresh solutions and use of technology Delivering excellent and innovative services that provide value for money
Lead a future focused city	Leading the city’s growth and development to ensure a vibrant and thriving Hutt City Taking action in response to the communities’ changing economic, environmental, social and cultural needs
Staff – achieve through our great people	Providing staff with the environment, skills, information and tools they need to do their jobs

We’ve developed five key performance indicators for these areas, which are additional to the performance measures and targets for each of our 21 key activities.

Budget Management

This key performance indicator compares results with budget targets. All activities are expected to operate within net capital and operating budgets.

For 2016/2017 Council budgeted for an operating deficit of $14.6m, mainly due to $15.4m in grants to fund community rejuvenation projects planned to be undertaken by the Hutt City Community Facilities Trust (CFT). The actual deficit, excluding gains/losses on revaluation of financial instruments, was less than budget due to delays in the progress of CFT projects and the subsequent drawdown of grant payments from Council. The CFT projects are due to be completed in 2017/2018. Capital expenditure was under budget mainly from delays in completing some Council projects. These projects are also due to be completed in 2017/2018.

Customer Satisfaction

Council is committed to delivering a high level of service to the community. We monitor residents satisfaction monitors customer satisfaction levels through an independent annual survey. Overall our satisfaction levels are high with nearly nine in ten (88%) indicating they are satisfied. This is on par with last year’s result of 89% and is higher than a comparative score of five other city councils of 83% satisfied.

Notes:
Council average is the average across five New Zealand city councils for the 2016-17 year. Results exclude 'don't know' responses. Question wording is not consistent across all councils.

Staff Perceptions

Council measures staff perceptions using the Kenexa Best Workplaces Survey. Current initiatives to support staff include a continued commitment to health and wellbeing, focus on staff engagement and enablement, and strengthening leadership effectiveness.

Project Completion

Every year Council commits to between 200–300 projects through the Annual Plan. Inevitably some projects cannot be completed in time and are usually carried over to be completed in the next financial year. This key performance indicator compares the number of completed projects to the number that were budgeted. The completion target was set at 80% in 2016/17 (90% in previous years).

In 2016/17 a number of projects were delayed or not completed with the completion rate for the year impacted by a work programme containing several very significant projects requiring an increased level of project management. Many of the uncompleted projects have been carried over and are due to be completed in 2017/18. The most significant of these are: Avalon Park Development; Making Places Riddiford Gardens Stage 3; Te Whiti Park Changing Sheds; projects undertaken for CFT being Fraser Park Sportsville, and the Stokes Valley Community Hub; Cycleway Network Development; Eastern Bays Walkway and Wainuiomata Hill Shared Paths; Civic Precinct Parking & Laings Road Upgrade; Making Places Civic Events Centre Upgrade; and Council’s Development Stimulus Package.

Compliance

It is vital for staff, contractors and other businesses associated with Council to comply with the law, contracts, consents, employment agreements, health and safety requirements and Council policy. Council monitors this compliance on a monthly basis, and has a target of no significant cases of non-compliance. This was achieved this year.

YEAR	NON-COMPLIANCE INSTANCES
YEAR	INSIGNIFICANT	SIGNIFICANT
2004	9	-
2005	6	-
2006	1	-
2007	3	-
2008	1	-
2009	1	-
2010	1	-
2011	2	-
2012	4	-
2013	1	-
2014	1	-
2015	-	1
2016	-	1
2017	-	-

COUNCIL CONTROLLED ORGANISATIONS AND ASSOCIATES

SEAVIEW MARINA LIMITED (SML)

Nature and scope of its activities: Council expects the company to own and operate Seaview Marina as a facility for the enjoyment of the Hutt City community without compromising its commercial objectives and environmental responsibilities.

KEY PERFORMANCE TARGETS	2017 TARGET	2017 ACTUAL
Maintain Asset Management Plan as detailed in the operational plan. Review six monthly.	100%	98%
Address non-programmed maintenance within five working days.	95%	96%
Overall Customer Satisfaction	85%	90%
Commercial Pier & Fuel Wharf.	Complete the berths on the south side of H Pier.	Postponed and to be reviewed in for action in 2017/2018.
Final Stage of pedestrian walkway.	Complete the walkway around the main marina causeway.	Postponed until 2017/2018 as contractor was not available.
North berths on H Pier.		These berths were designed as 10m and at this stage it was agreed by the Board that no more small berths would be developed until the occupancy of 12m berths improved.
Effluent Pump replacement.	Purchase mobile effluent pump to replace existing fixed unit.	Purchased and operational.
Develop a strategy that will encourage the public to use the marina	Upgrade landscaping and public amenities	No additional facilities were developed during the year.
	Provide facilities that encourage the general public to the marina	The Company has entered a joint venture enterprise to provide a café facility on the marina. This is encouraging walkers, cyclists and local workers to enjoy the marina during the day.
	Support the Lowry Bay Yacht Club (LBYC) to encourage boating at the marina	Seaview Marina continues to provide sponsorship to the LBYC. The Company supported the LBYC with the 24 hour race by way of free berths and free servicing packages for hardstand services as prizes. Provided prizes for the LBYC yacht racing series.
	Run a events on the marina to encourage the general public	The inaugural Wellington Boat Show was successfully run at Seaview Marina attracting around 5000 visitors to the marina.
Achieve full compliance with financial, technical and regulatory standards. This includes, Electrical Warrant of Fitness for vessels and Building Warrant of Fitness as well as Hutt City Council and Greater Wellington Regional Council requirements.	100%	100%
Return on Investment	5.0%	7.5%
Manage and operate the marina within its 2016-17 budget **	$1,864,170	$1,696,551

URBAN PLUS LIMITED

Extent to which Council’s policies and objectives in regard to ownership and control of the organisation have been implemented: Council’s objective for this company is for it to own and operate a portfolio of rental housing, develop property in preparation for sale or lease and manage Council property and building assets.

Nature and scope of its activities: Activities include property development, rental property management, facilities management of Council property, provision of strategic property advice to Council and the purchase of surplus property from Council.

KEY PERFORMANCE TARGETS	2017 TARGET	2017 ACTUAL
Property Services
1.1. Operational expenditure within budget (1).	Operating $333,825	Achieved $313,423
1.2. Capital expenditure within budget	Capital $nil	Achieved Nil capital expenditure
1.3. Achieve not less than a 20% contribution margin	20% contribution margin	Achieved
1.4. Resident satisfaction with public halls greater than or equal to peer average, subject to Council funding.	2016 Peer Average 94%	Achieved 95% The result excludes “Don’t Know” responses.
1.5. Resident satisfaction with public toilets greater than or equal to peer average, subject to Council funding.	2016 Peer Average 79%	Not Achieved 77% The result excludes “Don’t Know” responses.
1.6. Tenant satisfaction with Council-owned community buildings greater than or equal to 90%.	90%	Achieved 100% satisfied The result for satisfied is calculated using “neutral” and “above” responses.
1.7. Council satisfaction with facilities management not less than 90%	90%	Achieved 92% satisfied
Rental Housing
1.8. Operational expenditure within budget (1).	Operating $974,703	Achieved $879,120
1.9. Capital expenditure within budget	Capital $1,162,393	Achieved $60,301
1.10. A return on equity across the portfolio before depreciation and after interest and tax of greater than 5% (3.5% last year) (1).	5%	Achieved 7.4%
1.11. Tenant satisfaction with the provision of the company’s rental housing greater than or equal to 90%.	90%	Achieved 94%
1.12. Percentage of total housing units occupied by low-income elderly greater than or equal to 85%.	85%	Not Achieved 79% identified primary source of income NZ National Superannuation.
1.13. Rentals charged shall not be less than 90% of “market” rent.	90%	Achieved 92.1%
1.14. Between 6 and 10 new units added to the portfolio aiming to increase portfolio size to 220 units by June 2019	Between 6 and 10 new units by June 2019	Not Achieved No new units added to the portfolio in 2016-17 financial year.
Property Development
1.15. Operational expenditure within budget (2).	Operating $484,675	Not Achieved $887,094 Not achieved due to recognition of Cost of Sales associated with commercial property sales during 2016/17 (net gain on sales - $99,745).
1.16. Capital expenditure within budget	Capital $1,642,861	Achieved $34,965
1.17. A return of not less than 10% after interest and tax on each project	10%	Not applicable in current year No commercial developments were completed in 2016/17.
Professional Property Advice
1.18. Achieve a market return on additional services provided to the shareholder	Achieve a market return on additional services provided to the shareholder	Not applicable Additional services were not charged to the shareholder during 2016/17.

(1) This measure is based on the measure that has historically been reported against, and is different from the measure as reported in the 2016/17 Statement of Intent as that measure is not able to be reported.

(2) Operating expenditure before depreciation and tax expense

In 2009 after a period of extensive public consultation Council adopted the “CBD Making Places 2030” project report (“Making Places”) that has the overall aim to rejuvenate the Lower Hutt CBD by creating a CBD that is economically vibrant, artistically and culturally rich and people friendly. In certain circumstances it may be necessary or advantageous for the Council to purchase, hold and/or sell a specific parcel or parcels of property in the city to enable the fulfillment of the initiatives outlined in Making Places and other adopted strategies, plans and policies. Council adopted a Policy (“Purchase and Sale of Property for Advancing Strategic Projects”) in 2013 to enable this and provided budgets for this specific purpose in its 2014-15 Annual Plan and 2015-16 Long Term Plan. Selected property purchases and sales may be made by Council’s wholly owned CCO UrbanPlus Limited in terms of its Statement of Intent. Properties will be held until such time that the specific purpose for which it has been purchased has been achieved or the property is no longer required for this purpose.

The following subsidiary companies of UrbanPlus Limited were established for this purpose:

1. Partnership Properties Limited (incorporated 5 June 2014 , de-registered February 2017)

2. Hutt Property Investments Limited (incorporated 29 January 2015)

3. Gold Property Investments Limited (incorporated 10 February 2015)

4. Two Guys Properties Limited (incorporated 3 December 2013).

These subsidiary companies were established for a specific purpose and that purpose was achieved during the 2016 financial year. The companies are now in the process of being disestablished and therefore there are no performance measures.

COMMUNITY FACILITIES TRUST

Extent to which Council’s policies and objectives in regard to ownership and control of the organisation have been implemented:

Council’s objective for the CFT is for it to enhance the health and wellbeing of the city’s communities through the effective and efficient provision, development and operation of leisure and community facilities throughout Hutt City.

Hutt City Council’s Integrated Community Facilities Plan will see a series of ‘community hubs’ cluster civic and sporting facilities into more user-friendly, efficient and well- utilised centres which fit the needs of the communities that make up Hutt City now and into the future. The CFT has been entrusted to help Council deliver on this plan.

Council has established the CFT, a team of dedicated and experienced local businesspeople, to lead the rejuvenation of key community facilities, including the development of the Taita Community and Sports Centre, Fraser Park Sportsville, the Regional Bowls Centre and other projects.

Nature and scope of its activities: Council expects the company to: establish a development fund to enable investment and improvement of community facilities, develop new or enhance existing facilities, administer any facilities vested in the CFT, and provide strategic direction, expert advice and champion ongoing investment and development.

KEY PERFORMANCE TARGETS	2017 TARGET	2017 ACTUAL
Operational Management
Operational expenditure is within budget.	100%	Achieved
All reporting requirements set by Council and the Board of CFT are met in accordance with the Local Government Act 2002, the CFT Statement of Intent and the CFT Deed of Trust.	Statement of Intent by 1 March Half yearly report by 1 March Annual Report by 30 September	Achieved Achieved Achieved
Facilities Design and Development
All capital expended on design and other consultants is within approved progress project budgets at financial year end.	100%	Achieved
All capital expenditure on approved projects is at or less than approved budget for each project at financial year end.	100%	Achieved
Project Delivery
Walter Mildenhall Park development	Facility reaches practical completion 1/12/2016.	Not achieved. As a result of a major construction error by the main contactor the project has been delayed by eight months.
Fraser Park Sportsville – Stage 2	Facility construction contract confirmed by 30/9/2016 (practical completion 1/12/2017).	Not achieved. The contract was let in May 2017 and the building is now under construction.
Stokes Valley Community Hub	Deliver the facility for tenant fit-out by 30/9/2017.	On track
Facilities Management
All facilities maintain legal compliance, WOFs and/or certification	100%. Building Safety upheld.	Achieved
All facilities are leased within three months of completion.	100%. Legal partnerships are secured with users.	No facilities completed in the 2016/17 financial year so no result can be reported
All facilities have detailed maintenance plans in place within 12 months of completion.	100%. Maintenance programmes instituted to ensure facilities’ amenities values retained and are safe for users.	Achieved. The CFT has in place detailed annual and 20 year maintenance plans for all of its buildings and sporting infrastructure.
Fundraising
Fraser Park Sportsville	At least $1.85m pledged before 30/9/2016	Not achieved A total of $1,662,000 was pledged by 30 June 2017.
Walter Mildenhall Park Development	At least $150,000 pledged by 30/11/2016.	Not achieved. While $1,850,000 was pledged by 30 June, the last $150,000 remains to be raised to meet the agreed fundraising target.
CFT achieves 80% or better of the agreed fundraising targets set by Council for each of the agreed projects, within the financial year	Refer Prospective Statement of Financial Performance on Page 8 of SOI (CFT Capital Funding)	Achieved. $1,912,000 was pledged as against the target for the year of $1,410,000.

WELLINGTON WATER LIMITED

Extent to which Council’s policies and objectives in regard to ownership and control of the organisation have been implemented:

Council’s objective for this company is for it to manage the provision of water services to Hutt City and other shareholding councils.

Nature and scope of its activities:

Council expects the company to manage, for the long term, the water, wastewater and stormwater assets of the shareholding councils and to operate as a successful business, managed on a non-profit basis.

KEY PERFORMANCE TARGETS LEVEL OF ACHIEVEMENT
Compliance with part four of the Drinking Water Standards	Achieved. 100% compliance
Maintain water supply grading from the Ministry of Health	Achieved ¹. Grading has been maintained.
Percentage of days during the bathing season (from 1 November to 31 March) that the monitored beaches are suitable for recreational use	Target is 90% or an increasing trend - Achieved 100%
Percentage of freshwater sites that have a rolling 12 month median value for E.coli that do not exceed 1000cfu/100ml²	Target is 90% of all freshwater sites or an increasing trend - Not achieved 87% ³
Non-consented discharge events from treatment plants	Target is zero - Achieved zero
All activities across the three waters comply with all resource consent requirements, measured by infringement, abatement notices, enforcement orders or convictions	Target is zero - Achieved zero
Availability of three waters network to customers per council
Water reticulation – fewer than 4 unplanned supply cuts per 1000 connections	Achieved 2.42
Wastewater – fewer than 1.2 wastewater reticulation incidents per km of pipeline	Achieved 0.55
Stormwater – fewer than 0.5 stormwater pipeline blockages per km of pipeline	Achieved 0.03
Cumulative number of floors flooded per 1000 connections per council per flooding event	Target is zero - Not achieved 0.05 ³
Water resources preserved for future generations. Measure of awareness of water conservation work and change in behaviour: • I think I should be conserving more water than I’m currently doing • I have the information I need to be able to conserve more water • I generally make a positive effort to conserve water	Target is a decreasing trend - Achieved – 69% Target is an increasing trend – Not achieved 58% Target is an increasing trend – No change 51%
Sufficient water is available to meet unrestricted demand (other than by routine garden watering restrictions) in all but a drought situation that has severity equal to or greater than a one in 50 year drought	Target is no greater than 2% - Achieved 0.2%
Sustainable drinking water consumption (average regional gross per capita usage)	Target is 345 L/p/d – Not achieved 351.83 L/p/d
Complete the regional asset management plan seismic resilience work programme	The water supply resilience programme business case was completed by June 2017. It may change as a result of work under way in 2017-18. The Water Supply Resilience Strategy approved at the Client Councils Representative forum is now being incorporated into the 30 year investment strategy. Client Councils will be presented with funding options. The options will represent alternative levels of investment in resilience that will determine the scope and timeframe for implementing improvements. In May 2017 Central Government announced a $6m contribution towards the Community Infrastructure Resilience (CIR) initiative proposed by Wellington Water. Approximately $4.9m of the GWRC capex programme for 2017/18 was re-prioritised for CIR investment through the annual plan consultation process. This has been given high priority due to the humanitarian requirement after a significant seismic event. The wastewater resilience strategic case was completed in September 2016. Two of the three problems it identified, namely community awareness and integrated operational planning, are being addressed through the CIR work. The third problem is the fragility of the network, addressing this is a long-term goal for the region.

1. Last assessed in July 2008 and there is no change.

2. Freshwater water quality does not meet the required levels of 1000cfu/100Ml in Awamutu Stream, Stokes Valley at Eastern Hutt Road and Waiwhetu Stream at Tilbury St. Investigations are being initiated and will be carried out in these catchments. The water quality at freshwater sites is highly dependent on the condition of both the public and private network, and investigations are aimed at identifying these faults. Once faults are identified, remedial actions are taken.

3. There were two confirmed habitable floors affected in HCC in the flooding event on the 15th November 2016. The storm rated 30-40 years return period, and exceeded the capacity of the network in places. The affected properties are being managed through the post-event response process to properly identify problems and plan for potential solutions.

OUR COMMUNITY PARTNERSHIPS

We can’t fulfil our role in the Lower Hutt community on our own, and our success depends largely on working closely with other people. We’ve forged a number of close and highly productive working relationships with people and groups in our community, including:

· Contractors, service suppliers, consultants and advisors

· Businesses and their representative organisations

· Local mana whenua and marae

· Local and central government agencies

· Volunteer organisations

· Community groups and individuals

Our community boards and community committees also work closely with people in their local area.

SHARED SERVICES

The bulk of our current shared services are in joint operations with Upper Hutt, overseen by the Hutt Valley Services Committee, a joint committee of the two councils. These include Silverstream landfill, Akatarawa cemetery, the Hutt Valley Trunk Wastewater network including the Seaview treatment plant, emergency management, rural fire response, environmental inspections, noise control, dog control, trade waste, eco design advice and swimming pool audit services. In addition we work together to achieve administrative and operating efficiencies in the roading area, participate in the SMART library shared services collaboration, and are part of Wellington Water Limited, a Council Controlled Organisation providing water services to the region, owned by Hutt City Council, Upper Hutt City Council, Porirua City Council, Wellington City Council and Greater Wellington Regional Council. Other initiatives underway include joint District Plan changes, exploration of potential Human Resources shared service opportunities, and the GoShift programme aimed at standardizing and simplifying the building consents process. Council also works closely with Upper Hutt City Council on community and economic development initiatives.

PARTNERSHIPS WITH MAORI

Waiho i te toipoto, kaua i te toiroa

Let us keep close, not far apart

Council has an obligation to take into account the principles of Te Tiriti o Waitangi and to recognise and provide for the special relationships between Maori and their culture, traditions, land and taonga.

The Local Government Act 2002 acknowledges the Crown’s responsibilities under the Treaty of Waitangi and the responsibility to maintain and improve opportunities for Maori to contribute to local government decision-making processes.

The obligation to consult includes recognising those who have mana whenua status. In fulfilling its obligations, Council will also consult other Maori within the city, including the city’s marae. The current memoranda of understanding were revised during the year for the incoming Council to reflect the existing partnerships.

Appendices

DEFINITIONS [Place in four columns as per 2015/16 report]

These definitions are intended to define terms used in this Annual Report in plain English. For legal definitions see the Local Government Act 2002.

ANNUAL PLAN

A plan that describes the activities of the local authority, with a particular focus on the financial year for which the document is produced.

APPROPRIATION/APPROPRIATED

Money that has been set aside from,

or brought into, an operating or revenue account.

ASSET

Something of value that Council owns on behalf of the people of Hutt City, such as roads, drains, parks and buildings.

ASSET MANAGEMENT PLAN

A long term plan for managing an asset to ensure that its capacity to provide a service is kept up and costs over the life of the asset are kept to a minimum.

ASSOCIATE

Companies in which the Council owns between 20 and 50% of voting shares so has the power to participate in the financial and operating policy decisions without having overall control of the policies.

CAPITAL EXPENDITURE

Expenditure that will increase the value of Council’s assets.

CAPITAL VALUE

Value of land including any improvements.

COMMUNITY BOARDS

Local elected bodies set up under the Local Government Act. Community boards are consulted by Council and can represent community concerns to Council. Hutt City Council has three community boards: Eastbourne, Petone and Wainuiomata.

COMMUNITY COMMITTEES

Local committees set up by Council. Community committees are consulted by Council and can represent community concerns to Council. Hutt City Council

has four community committees: Central, Western, Northern and Eastern.

COMMUNITY OUTCOME

An outcome for the community that is identified as a priority.

COUNCIL-CONTROLLED ORGANISATIONS (CCOS)

Companies in which Council is at least 50% shareholder that independently manage facilities and deliver services and undertake developments on behalf of the Hutt City community. Where necessary, Council funds these organisations.

COUNCIL-CONTROLLED TRADING ORGANISATIONS (CCTOS)

CCOs that operate a trading undertaking for the purpose of making a profit.

EMPLOYEE COSTS

Expenditure on staff. This includes wages, salaries and related taxes, training and recruitment costs. Remuneration of elected and appointed representatives is also included under this heading.

FINANCIALYEAR

Council’s financial year runs from 1 July to 30 June of the following year.

FORECAST FINANCIAL STATEMENTS

This is a 10-year plan for Council’s revenue and expenditure, cash flows, and borrowing programme.

LAND VALUE

Value of land, excluding any improvements.

LOCAL GOVERNMENT ACT 2002

The key legislation that defines the powers and responsibilities of local authorities like Hutt City Council.

LONG TERM PLAN (LTP)

A plan that describes the activities of the local authority, the community outcomes and long term focus for the decisions and activities of the local authority.

MAINTENANCE COSTS

Expenditure in relation to repairs and maintenance of Council’s assets.

MANA WHENUA

People with the mana of the land.

N/A

No peer average available.

OPERATING EXPENDITURE

Expenditure for the normal services of Council.

OPERATING PROJECTS

Significant projects that do not result in the creation of Council assets.

PERFORMANCE MEASURE

A measure that shows how well Council is doing in achieving the goals it has set for itself.

PORT NICHOLSON BLOCK SETTLEMENTTRUST

A Trust established in August 2008 to receive and manage the Taranaki Whanui ki Te Upoko o Te Ika treaty settlement

RATES

Funds collected by Council from levies on property. These are based on the capital value of the property but the term is often used to also include Targeted Rates.

SIGNIFICANCE

Degree of importance of the issue, proposal, decision or matter as assessed by the local authority in terms of its likely consequences for the current and

future social, economic, environmental or cultural wellbeing of the community.

SIGNIFICANT ACTIVITIES

The Annual Plan lists 21 separate significant activities that fall within four groups of activities.

SUPPLIER COSTS

Expenditure for the purchase of general goods and services.

SUPPORT COSTS

The internal allocation of expenditure incorporated in the Support Services activity

AONGA

A highly prized resource.

TARGETED RATES

Any rate levied other than the general rate, which is targeted at users of a service such as water supply, wasterwater and the Jackson Street Programme.

TE ATIAWA

Local tangata whenua with inherited land ownership and kinship to Northern Taranki Te Atiawa

TE RUNANGANUI O TARANAKI WHANUI KITE UPOKO O TE IKA A MAUI

A representative Maori Council made up from local tangata whenua and representing the eight Taranaki tribes within the Wellington region

USER CHARGES

Income to Council through fees paid by those who use specific services provided by Council.

SOURCE OF INFORMATION FOR LEVEL OF ACHIEVEMENT

Our Annual Report indicates the source of information for each performance measure in t the interest of improving accountability and transparency. A more detailed discussion of the mains sources of information is provided below.

KEY RESEARCH SURVEY

Key Research is a Tauranga based, full service, independent market research agency. The company belongs to the Key Research Group and provides consultancy and market research for many high profile clients both in New Zealand and overseas. These clients include numerous city, district and regional councils and territorial authorities in New Zealand and Australia.

Key Research has conducted resident satisfaction surveys for Hutt City Council since 2016. The telephone based survey is conducted quarterly with 100 residents interviewed every quarter to provide an annual total of 400 interviews. Randomised sampling methods are used to access residents over the age of 18 with quotas applied for ward, age, gender and ethnicity to ensure a representative sample. Post data collection the sample is weighted to ensure it resembles known population distributions.

A sample of 400 provides a maximum margin of error of +/- 4.8% (at the 95% confidence interval). The margin of error increases as the sample size decreases, as with sub-groups, meaning the associated results are less precise.

Satisfaction/performance is rated on a 10-point scale where 1 equals very dissatisfied/poor and 10 equals very satisfied/excellent. To make the results easier to interpret, ‘satisfied’ and ‘good’ scores have been calculated. This is the percentage of residents who provided a rating of 6 or more out of 10. Those who were unable to comment on the specific service being measured were excluded from the calculation.

SURVEY OF ELECTED AND APPOINTED MEMBERS

As part of its commitment to continuous improvement, Hutt City Council commissions an annual survey of Councillors’ and community board/committee members. The survey explores the organisation’s performance in providing advice to members. The survey for 2016-17 was conducted by Peter Glen Research.

MANAGEMENT REPORTS

Management reports encompass a range of documentation and records, such as reports from internal service providers to asset managers and reports from contractors to managers. Quality assurance in the level of performance of Council is very important. For infrastructural renewal and capital programmes, management reports include quality assurance procedures such as certificates of completion verified by third parties. These certificates confirm that the appropriate technical standards and specifications have been met. For all regulatory services, ISO systems and procedures provide quality assurance in service delivery and achievement reporting. Internal and external audits also form part of Council’s quality assurance programmes.

BEST WORKPLACES SURVEY

Each year we complete IBMs Best Workplaces Survey, formerly known as the Kenexa Best Places to Work Survey. This survey provides Council with important information on how staff view Council, and how this compares with other organisations.

CONTACT DETAILS

Contact the Mayor or any councillor

Hutt City Council, 30 Laings Road, Private Bag 31 912, Lower Hutt 5040

P 04 570 6666 or 0800 HUTT CITY

F 04 569 4290

E contact@huttcity.govt.nz

W huttcity.govt.nz

STRATEGIC LEADERSHIP TEAM [Contact details to be updated]

	TELEPHONE	EMAIL
Tony Stallinger CEO	04 570 6773	tony.stallinger@huttcity.govt.nz
Kim Kelly GM Strategic Services	04 570 6997	kim.kelly@huttcity.govt.nz
Joycelyn Raffills GM Governance and Regulatory	04 570 6703	joycelyn.raffills@huttcity.govt.nz
Matt Reid GM Community Services	04 570 6761	matt.reid@huttcity.govt.nz
Bruce Sherlock GM City Infrastructure	04 570 6873	bruce.sherlock@huttcity.govt.nz