Council-controlled organisations


In order to achieve our objectives for Wellington we have established several companies and trusts. These organisations were set up to independently manage Council facilities, or to deliver significant services and undertake developments on behalf of the Wellington community. The following table explains what the organisations do and how their performance is measured.



Westpac Stadium

Wellington Regional Stadium Trust

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

As at 1 January 2013, they are John Shewan (Chair), Councillor Chris Laidlaw (GWRC), Chris Moller, Sir John Anderson, Liz Dawson, Sue Elliott, Mark McGuinness and Councillor John Morrison (WCC).

Please note that Chris Moller is no longer a trustee. The Chief Executive is David Gray.
The Wellington Regional Stadium Trust owns, operates and maintains the Stadium as a high quality multi purpose sporting and cultural venue. It provides facilities to be used for rugby, cricket and other sports codes, musical and cultural events, and other users including sponsors and event and fixture organisers. The Trust:
  • Operates the Stadium.
  • Manages the event programme and seeks opportunities to provide regular quality events.
  • Ensures the Stadium is provided to the community for appropriate usage.
  • Administers the Trust assets and the Stadium on a prudent commercial basis.
  • Number of events
  • 46
  • Total revenue
  • $15.72 million
  • Event revenue
  • $5.36 million
  • Net surplus
  • $1.58 million

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



Westpac Stadium

Partnership Wellington Trust (trading as Positively Wellington Tourism)Top

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

As at 1 January 2013, they are Mike O’Donnell (Chair), Ed Sims, Sarah Gibbs, Councillor Coughlan, Howard Greive, and Chris Wilkinson.

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

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

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



Westpac Stadium

Wellington Museums TrustTop

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

As at 1 January 2013, they are Quentin Hay (Chair), Councillor Ahipene-Mercer, Philip Shewell, Jackie Lloyd and Alick Shaw.

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

It manages and develops the programmes and services, and acquires and manages collections for the benefit of Wellington. It provides advice to the Council for the development of museum and gallery services in Wellington, establishes exhibition programmes and education policies for its facilities, and develops acquisition, deaccession and collection development policies. It liaises with Positively Wellington Tourism to enhance its attraction to Wellington’s visitors.
  • Delivers high quality experiences, events and exhibitions at its facilities.
  • Manages conservation and care for the objects of its collections, and conducts research and development to enhance visitors’ experiences.
  • Offers quality education experiences to children and young people.
  • Promotes and protects the heritage of venues.
  • Develops and operates the Soundhouse Studio.
  • Works with national and international artists and collectors.
Attendance targets:  
  • City Gallery
  • 143,000
  • Capital E
  • 52,00027
  • Museum of Wellington
  • 94,000
  • Colonial Cottage
  • 2,075
  • Cable Car Museum
  • 220,998
  • Carter Observatory
  • 50,000
  • Subsidy per customer (excludes $50,000 for Capital E festival)
  • $14.34
  • Carter Observatory subsidy per customer
  • $7.12 
  • Percentage of visitors to all trust institutions who rate the quality of their experience as good or very good
  • 90% on average​
  • Percentage of visitors to all Trust institutions are repeat visitors
  • 27% average
  • Percentage of all residents are aware of Trust institutions
  • Approximately 85% (across all institutions)



Westpac Stadium

Wellington Venues LimitedTop

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

As at 1 January 2013, they are Chris Parkin (Chair), Councillor Ngaire Best, Councillor Paul Eagle, Mike Egan, Samantha Sharif, Lorraine Witten, Linda Rieper and Daniel Bridges.

The Chief Executive is Glenys Coughlan.
Wellington Venues Limited exists to manage and promote Wellington’s major Events venues, including the Michael Fowler Centre, Town Hall, St James Theatre and Opera House as venues, and to help establish Wellington as the premier city for events and conferences. Wellington Venues Ltd.:
  • Manages and operates the Venues and any related Events business
  • Advocates for the Venue and Event sector for the benefit of the residents of Wellington
  • Works to achieve greater community access to the Venues’ facilities
  • Develops and maintains beneficial relationships with other national and international institutions, supports Positively Wellington Tourism, and develops new initiatives in its role as a key provider of event and performance venues.
  • Venue hire days
  • Performance days and revenues
  • Convention and events days and revenues
  • Maintain appropriate mix of commercial and community hires
  • Maintain satisfaction ratings of >90%
  • Ensure standards are maintained through pan-venue asset management
  • Reduced environmental foot print targets achieved
  • Joint marketing with PWT and other partners to leverage economic development opportunities
  • Ensure that the redeveloped Shed 6/TSB arena achieves expected levels of use
  • Occupancy across all venues per annum of >/= 60%



Westpac Stadium

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

STRUCTURE OBJECTIVES ACTIVITIES PERFORMANCE MEASURES TARGET 2013/14
The Council is the 100% shareholder in this company and appoints all of the directors.

As at 1 January 2013, they are Robert Gray (Chair), Councillor Justin Lester, Derek McCorkindale and Jane Black.

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


  • 90%


  • All project milestones achieved



Westpac Stadium

Wellington Cable Car LimitedTop

STRUCTURE OBJECTIVES ACTIVITIES PERFORMANCE MEASURES TARGET 2013/14
The Council is the 100% shareholder in this company and appoints all of the directors.

As at 1 January 2013, they are Roger Drummond (Chair), Nicki Crauford, and Anthony Briscoe.

The Chief Executive is Des Laughton.
Wellington Cable Car Limited owns and operates the Cable Car as an efficient, reliable and safe transport service and a uniquely Wellington tourism asset.

It also owns and maintains the overhead wiring system for the trolley bus passenger network which services the city.
The company:
  • Maintains the cable cars and associated track, plant, tunnels, bridges and buildings in accordance with best engineering practice, and to meet the certification requirements of the New Zealand Transport Agency.
  • Manages the cable car passenger service operation.
  • Markets the cable car.
  • Identifies options for enhancing the cable car travel and tourism experience.
  • Specifies and controls the contract for the inspection, maintenance and repair of the trolley bus overhead wiring system.
  • Cable car passenger numbers
  • All cable car vehicles and associated buildings and equipment are maintained to required safety standards
  • Cable car service reliability
  • Percentage of residents who have used the cable car in the last 12 months
  • Percentage of users who rate the standard and operational reliability of the Cable Car as good or very good
  • 1,084,400

  • Achieve






  •  
  • Greater than 99%

  • 30%



  •  
  • 95%



Westpac Stadium

Capacity Infrastructure Services LimitedTop

STRUCTURE OBJECTIVES ACTIVITIES PERFORMANCE MEASURES TARGET 2013/14
Wellington City Council and Hutt City Council are equal 50% shareholders in this Council Controlled Trading Organisation, and between them appoint all of the directors. The company is overseen by a board of directors made up of two Councillors (one from each council) and four independent directors (two are appointed jointly by the councils). Each council continues to own its respective water, storm water and waste water assets and determines the level and standard of services to be provided to its customers and ratepayers.

Wellington City Council, Hutt City Council and Upper Hutt City Council have agreed to move to an outcomes based model and for Upper Hutt to join as a shareholder of Capacity. Porirua City Council is currently consulting on a proposal to become a customer and shareholder of Capacity.

As at 1 January 2013, the Councillor appointees are Andy Foster (Wellington City Council) and David Bassett (Hutt City Council). The four independent Directors are Peter Allport (Chair), Peter Leslie, Ian Hutchings and John Strahl.

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

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

See also the Environment strategic area for more information on water, storm water and waste water services.
  • Provide a reliable water supply, wastewater and storm water service.
  • Develop and complete asset management plans
  • Deliver budgeted capital expenditure projects for respective councils
  • Deliver budgeted operating and maintenance activities for respective councils
  • Manage and operate Capacity within its budget
  • Comply with relevant standards, legislation and resource consents
  • Fewer than 4 unplanned supply cuts (pipe bursts) per 1000 connections
  • Within agreed timeframe

  • Within agreed timeframes and budget

  • Within agreed timeframes and budget


  •  
  • Within agreed budget


  •  
  • Achieve full compliance



Westpac Stadium

Wellington Zoo TrustTop

STRUCTURE OBJECTIVES ACTIVITIES PERFORMANCE MEASURES TARGET 2013/14
The Wellington Zoo Trust was established on 1 July 2003 and all of the trustees are appointed by the Council.

As at 1 January 2013, they are Ross Martin (Chair), Frances Russell, Linda Meade, Alan Dixson, and Councillor Simon Marsh.
The Wellington Zoo Trust manages the assets and operations of Wellington Zoo for the benefit of the residents of Wellington and visitors to the city. It promotes species conservation, educates the community by building an awareness of plant and animal species, and supports the conservation and educational activities of other organisations.
  • Cares for resident animals and manages the animal collection.
  • Provides a high-quality visitor experience
  • Participates in captive management breeding and breed-for-release programmes.
  • Develops and maintains high quality animal exhibits.
  • Delivers educational material and learning experiences.
  • Contributes to zoological, conservation and facilities management research projects.
  • Number of visitors
  • Conservation Programme Managed Species (% of total collection)
  • Average WCC subsidy per visitor
  • Annual fundraising target for ZCP
  • Average income per visitor (excluding WCC grant)
  • Ratio of generated Trust income as % of WCC grant
  • 216,890​28
  • 41%



  • $12.52

  • $400,000

  • $14.82


  • 118%



Westpac Stadium

Basin Reserve TrustTop

STRUCTURE OBJECTIVES ACTIVITIES PERFORMANCE MEASURES TARGET 2013/14
There are four trustees, of whom two are appointed by the Council and two by Cricket Wellington.

As at 1 January 2013, the two trustees appointed by the Council are Councillor John Morrison and Sir John Anderson. The two trustees appointed by Cricket Wellington are Don Neely and Douglas Catley (Chair). The Chief Executive of Cricket Wellington is Peter Clinton.
The Basin Reserve Trust manages and operates the Basin Reserve to continue to attract national and international sporting events to Wellington. The Trust:
  • Manages the Basin Reserve for recreational activities and the playing of cricket for the residents of Wellington.
  • Contributes to the events programme for Wellington.
  • Operates as a successful not-for profit undertaking.
  • Preserves and enhances the heritage value of the Basin Reserve.
Number of events  
  • Cricket
  • 12
  • Other sports
  • 6
  • Community
Number of event days  
  • Cricket
  • 32
  • Other sports
  • 6
  • Community
  • 2
  • Attendance figures
  • 28,000

Note: The Basin Reserve targets for 2013/14 have been updated from the LTP to reflect the impact of earlier drainage work on the ground that has limited the amount of winter sport that can be played this year. We expect the numbers to return to previous levels (or better) next year.

27Numbers for Capital E are down for 2103/14 to 52,000 from 2012/13 (93,500) due to the fact that 2013/14 is not a Childrens' Festival year (these are bi-annual) and the business has had to move from its former site in Civic Square due to Earthquake Prone Building issues.
28This figure has increased from the original Long-term Plan target to reflect the higher than anticipated visitor numbers