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.
Diversify the council's revenue streams, including earning carbon credits from the town belt, to reduce reliance on rates.
Establish a self-insurance entity to provide faster and more cost-effective support for the city in the event of a natural disaster.
Switch to using a land value rating system to make land bankers pay more and residents pay less, reducing rates for 60% of Wellingtonians.
Attract impact investment, commercial finance and enabling government investment giving confidence that the vision can be achieved.
Block corporate welfare, like the proposed Reading International handout that nearly passed in 2024.
Reduce council debt levels, having stopped the sale of Wellington Airport shares when the proceeds were to be used to take on more debt.
Reduce rates by focusing council on core services, ensuring councillors rather than staff sign off costly projects, eg the Terrace's $563,000 bike shed.
Delay or cancel some planned projects to ease pressure on ratepayers.
Review tender processes for more local providers to work on the network and increase the number of competitive tenders for council projects.
Secure more central government funding so costs are shared fairly.
Enforce top-down budgeting so council tightens spending and focuses only on essentials.
Prioritise revenue by reinstating car parks, selling non-essential holdings and offering road reserve land to property owners.
Sell underperforming property assets that drain funds, like Tākina, which puts Wellington deeper into debt.
Investigate new tools to incentivise growth in good locations, such as a new development levy regime or a land value rating system.
Maintain the council's share within Wellington International Airport noting its status as a natural monopoly and money earner for Wellington City Council.
Re-assess how council uses debt limits to ensure asset and investment decisions are distributed fairly, accounting for the new water entity.
Harness AI to leverage Wellington City Council resources and processes for greater productivity and efficiency.
Pause and review new infrastructure projects focusing on economic benefits for the city.
Reinstate and lock in maintenance funding to keep existing infrastructure running at peak efficiency.
Control rates by prioritising essential projects over 'nice-to-have' big-ticket items, ensuring value and affordability for ratepayers.
Ensure good financial management, transparent budgeting, prudent spending and accountability.
Reduce council debt through strict fiscal discipline, sustainable and prioritised spending and responsible borrowing practices.
Diversify the council's revenue streams, including earning carbon credits from the town belt, to reduce reliance on rates.
Establish a self-insurance entity to provide faster and more cost-effective support for the city in the event of a natural disaster.
Switch to using a land value rating system to make land bankers pay more and residents pay less, reducing rates for 60% of Wellingtonians.
Attract impact investment, commercial finance and enabling government investment giving confidence that the vision can be achieved.
Block corporate welfare, like the proposed Reading International handout that nearly passed in 2024.
Reduce council debt levels, having stopped the sale of Wellington Airport shares when the proceeds were to be used to take on more debt.
Reduce rates by focusing council on core services, ensuring councillors rather than staff sign off costly projects, eg the Terrace's $563,000 bike shed.
Delay or cancel some planned projects to ease pressure on ratepayers.
Review tender processes for more local providers to work on the network and increase the number of competitive tenders for council projects.
Secure more central government funding so costs are shared fairly.
Enforce top-down budgeting so council tightens spending and focuses only on essentials.
Prioritise revenue by reinstating car parks, selling non-essential holdings and offering road reserve land to property owners.
Sell underperforming property assets that drain funds, like Tākina, which puts Wellington deeper into debt.
Investigate new tools to incentivise growth in good locations, such as a new development levy regime or a land value rating system.
Maintain the council's share within Wellington International Airport noting its status as a natural monopoly and money earner for Wellington City Council.
Re-assess how council uses debt limits to ensure asset and investment decisions are distributed fairly, accounting for the new water entity.
Harness AI to leverage Wellington City Council resources and processes for greater productivity and efficiency.
Pause and review new infrastructure projects focusing on economic benefits for the city.
Reinstate and lock in maintenance funding to keep existing infrastructure running at peak efficiency.
Control rates by prioritising essential projects over 'nice-to-have' big-ticket items, ensuring value and affordability for ratepayers.
Ensure good financial management, transparent budgeting, prudent spending and accountability.
Reduce council debt through strict fiscal discipline, sustainable and prioritised spending and responsible borrowing practices.
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