Mayor of Wellington
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.
Reduce the unsustainable planned rates increases of 54% in 3 years, by cutbacks of unnecessary projects and by keeping aspirations modest.
Reduce council debt by focusing and delivering on core responsibilities.
Focus on providing services that Wellingtonians need, instead of spending vast sums on projects they don't want, such as the cycle network.
Invest in the priorities that will address the big issues – quality housing needs quality infrastructure.
Focus on build back better to maintain what we have and do continuous improvements, lower cost but high value work.
Ensure there is equity in funding so that all sectors of the community get a fair share of 'the pie' to meet the collective needs.
I've always worked to keep rates down, but we must invest more in core infrastructure, committed projects and making our city fit for the future.
Be very judicious about new services and new initiatives. We have lots to digest already – Let's Get Wellington Moving, infrastructure, town hall, library, Tākina.
Keep seeking efficiencies. The CEO is tasked to save $15m this year without affecting services making a cumulative $32m per annum over three years.
Ensure high fiscal responsibility to ratepayers and spending that prioritises essential services and infrastructure.
Wellington City Council debt to total assets will be around 233% by 2026. This needs to be at least brought back to council's non-binding limit of 225%.
Improve financial management because the latest rates increases are unacceptable. Hold other increases to avoid further impact to homeowners.
Establish a Commission of Audit to review council spending and reprioritise funding where possible to pools, pipes, potholes and playgrounds.
Commit to set a budget that reflects Wellingtonians' cost of living.
Explore additional revenue streams through the Commission of Audit.
Advocate for more government funding for major projects such as water infrastructure and public transport.
Set budgets that are centred upon fulfilling local government's critical, long-term contributions to the wellbeing of Wellington.
Limit rate increases to a maximum of the inflation rate as it's unacceptable to continue increasing rates without obtaining efficiencies.
Stop council wasted spending by critically examining all budgets and expenditure by reducing spending authority limits by management.
Freeze staffing levels until a study is done on whether the right people are being employed to reduce excessive consultancy charges.
Reduce the unsustainable planned rates increases of 54% in 3 years, by cutbacks of unnecessary projects and by keeping aspirations modest.
Reduce council debt by focusing and delivering on core responsibilities.
Focus on providing services that Wellingtonians need, instead of spending vast sums on projects they don't want, such as the cycle network.
Invest in the priorities that will address the big issues – quality housing needs quality infrastructure.
Focus on build back better to maintain what we have and do continuous improvements, lower cost but high value work.
Ensure there is equity in funding so that all sectors of the community get a fair share of 'the pie' to meet the collective needs.
I've always worked to keep rates down, but we must invest more in core infrastructure, committed projects and making our city fit for the future.
Be very judicious about new services and new initiatives. We have lots to digest already – Let's Get Wellington Moving, infrastructure, town hall, library, Tākina.
Keep seeking efficiencies. The CEO is tasked to save $15m this year without affecting services making a cumulative $32m per annum over three years.
Ensure high fiscal responsibility to ratepayers and spending that prioritises essential services and infrastructure.
Wellington City Council debt to total assets will be around 233% by 2026. This needs to be at least brought back to council's non-binding limit of 225%.
Improve financial management because the latest rates increases are unacceptable. Hold other increases to avoid further impact to homeowners.
Establish a Commission of Audit to review council spending and reprioritise funding where possible to pools, pipes, potholes and playgrounds.
Commit to set a budget that reflects Wellingtonians' cost of living.
Explore additional revenue streams through the Commission of Audit.
Advocate for more government funding for major projects such as water infrastructure and public transport.
Set budgets that are centred upon fulfilling local government's critical, long-term contributions to the wellbeing of Wellington.
Limit rate increases to a maximum of the inflation rate as it's unacceptable to continue increasing rates without obtaining efficiencies.
Stop council wasted spending by critically examining all budgets and expenditure by reducing spending authority limits by management.
Freeze staffing levels until a study is done on whether the right people are being employed to reduce excessive consultancy charges.
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