Wellington City Council
Rates and revenue
The work of local government is funded mainly by property taxes in the local area, known as rates. This makes up around 60% of council expenditure, with the rest coming from user charges, investment income, regulatory fees and roading subsidies. Councils can also borrow money to spread the cost of large investments such as infrastructure over a longer period of time.
Rates and revenue
The work of local government is funded mainly by property taxes in the local area, known as rates. This makes up around 60% of council expenditure, with the rest coming from user charges, investment income, regulatory fees and roading subsidies. Councils can also borrow money to spread the cost of large investments such as infrastructure over a longer period of time.
Investigate new tools to incentivise growth in good locations such as a new development levy regime or a land value rating system.
Reassess how council uses debt limits to ensure asset and investment decisions are distributed fairly, accounting for the new water entity.
Maintain the council's share within Wellington International Airport noting its status as a natural monopoly and money earner for Wellington City Council.
Improve management of rates by focusing on long-term investment, not short-term deferrals.
Ensure smart spending so every dollar goes towards sustainable, people-centred outcomes.
Prioritise essentials such as pipes, water, transport, housing and community resilience first.
Replace current rating system with one based on land-value to encourage more development of good-quality affordable homes.
Borrow responsibly to fund the work required to maintain and replace critical infrastructure.
Investigate options to close the insurance gap, including growing the disaster resilience fund, without selling strategic assets.
Keep rates low by cutting wasteful projects and focusing on essential services ratepayers rely on.
Review underused council assets and reinvest funds into infrastructure such as roads and water.
Scrutinise every dollar of spending to guarantee maximum value for ratepayers.
Consider public and private partnerships as a possible management approach in all areas described.
Consider selling all playgrounds to a child services supplier as an example.
Investigate new tools to incentivise growth in good locations such as a new development levy regime or a land value rating system.
Reassess how council uses debt limits to ensure asset and investment decisions are distributed fairly, accounting for the new water entity.
Maintain the council's share within Wellington International Airport noting its status as a natural monopoly and money earner for Wellington City Council.
Improve management of rates by focusing on long-term investment, not short-term deferrals.
Ensure smart spending so every dollar goes towards sustainable, people-centred outcomes.
Prioritise essentials such as pipes, water, transport, housing and community resilience first.
Replace current rating system with one based on land-value to encourage more development of good-quality affordable homes.
Borrow responsibly to fund the work required to maintain and replace critical infrastructure.
Investigate options to close the insurance gap, including growing the disaster resilience fund, without selling strategic assets.
Keep rates low by cutting wasteful projects and focusing on essential services ratepayers rely on.
Review underused council assets and reinvest funds into infrastructure such as roads and water.
Scrutinise every dollar of spending to guarantee maximum value for ratepayers.
Consider public and private partnerships as a possible management approach in all areas described.
Consider selling all playgrounds to a child services supplier as an example.
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