What would it take for Wellington to flourish?

25 Sept

Written By Rodney Barber

For Wellington to flourish, we need to understand where we are, agree what needs to change, and decide what comes next.

That requires a shared understanding of what matters, credible evidence of how people and places are doing, and clarity about who can act.

Profit and shareholder returns indicate a business’s financial success.

Government requires registered charities to report their performance, helping the public understand their activities and achievements.

In August 2026, the Government agreed in principle to strengthen reporting on its priorities, plans and progress; improve information on areas that matter to the public; and show more clearly what public spending achieves. The Cabinet material was released in September. Further design and implementation work remains.

Success also requires a broader view of quality of life.

Treasury’s Living Standards Framework, informed by OECD research on quality of life, helps examine how people and places are doing.

Internationally, the UN Sustainable Development Goals provide another lens for assessing progress. The Sustainable Development Report 2025 presents a mixed picture for New Zealand. Its dashboard rates gender equality and sustainable cities and communities as achieved against the indicators used. Major challenges remain in food systems, responsible consumption and production, climate action, marine and terrestrial ecosystems, and partnerships. Trends are declining for reducing inequalities and life below water. Education, decent work and economic growth, and peace, justice and strong institutions are stagnating. Health, water, energy and infrastructure are improving moderately. Insufficient data prevent an assessment of the no-poverty goal.

These national assessments invite a local question: what is happening in our neighbourhoods?

ACoRN’s work in Newlands draws on Treasury’s Living Standards Framework to examine six areas of resilience. Its visuals combine survey results from 2019–2025 with projected trajectories. These illustrate possible futures, rather than measured outcomes.

Economic resilience is relatively stable, with strong basic life skills and improving job satisfaction, alongside weaker confidence in finding work.
Environmental resilience shows improving access to nature, fluctuating confidence in water safety and weaker ratings for land use decisions.
Social resilience combines improving acceptance and aspects of personal quality of life with declining family quality of life and time for volunteering.
Cultural resilience encompasses belonging, cultural participation and cultural knowledge, with declines in the latter two. Te reo improves gradually from a low base.
Disaster resilience shows weakening preparedness and low participation in neighbourhood support groups.
Governance shows declining trust in central and local government, while trust in Police remains comparatively high.

These patterns invite residents, community organisations, councils and government into honest conversations. What should happen, how, and who should act?

Better evidence supports better conversations, better decisions and better outcomes. Progress needs to be reviewed and reported openly.

Wellington’s flourishing requires us to connect the outcomes people value with the decisions we make and the resources we commit. Understanding where we are helps us agree priorities, share responsibility and take practical action together and sustain progress over time.

Rodney Barber

What would it take for Wellington to flourish?

For Wellington to flourish, we need to understand where we are, agree what needs to change, and decide what comes next.

That requires a shared understanding of what matters, credible evidence of how people and places are doing, and clarity about who can act.

Profit and shareholder returns indicate a business’s financial success.

Government requires registered charities to report their performance, helping the public understand their activities and achievements.

Success also requires a broader view of quality of life.

Treasury’s Living Standards Framework, informed by OECD research on quality of life, helps examine how people and places are doing.

These national assessments invite a local question: what is happening in our neighbourhoods?

ACoRN’s work in Newlands draws on Treasury’s Living Standards Framework to examine six areas of resilience. Its visuals combine survey results from 2019–2025 with projected trajectories. These illustrate possible futures, rather than measured outcomes.

Economic resilience is relatively stable, with strong basic life skills and improving job satisfaction, alongside weaker confidence in finding work.

Environmental resilience shows improving access to nature, fluctuating confidence in water safety and weaker ratings for land use decisions.

Social resilience combines improving acceptance and aspects of personal quality of life with declining family quality of life and time for volunteering.

Cultural resilience encompasses belonging, cultural participation and cultural knowledge, with declines in the latter two. Te reo improves gradually from a low base.

Disaster resilience shows weakening preparedness and low participation in neighbourhood support groups.

Governance shows declining trust in central and local government, while trust in Police remains comparatively high.

These patterns invite residents, community organisations, councils and government into honest conversations. What should happen, how, and who should act?

Better evidence supports better conversations, better decisions and better outcomes. Progress needs to be reviewed and reported openly.

Wellington’s flourishing requires us to connect the outcomes people value with the decisions we make and the resources we commit. Understanding where we are helps us agree priorities, share responsibility and take practical action together and sustain progress over time.

What would it take for Wellington to flourish?

For Wellington to flourish, we need to understand where we are, agree what needs to change, and decide what comes next.

That requires a shared understanding of what matters, credible evidence of how people and places are doing, and clarity about who can act.

Profit and shareholder returns indicate a business’s financial success.

Government requires registered charities to report their performance, helping the public understand their activities and achievements.

Success also requires a broader view of quality of life.

Treasury’s Living Standards Framework, informed by OECD research on quality of life, helps examine how people and places are doing.

These national assessments invite a local question: what is happening in our neighbourhoods?

ACoRN’s work in Newlands draws on Treasury’s Living Standards Framework to examine six areas of resilience. Its visuals combine survey results from 2019–2025 with projected trajectories. These illustrate possible futures, rather than measured outcomes.

Economic resilience is relatively stable, with strong basic life skills and improving job satisfaction, alongside weaker confidence in finding work.

Environmental resilience shows improving access to nature, fluctuating confidence in water safety and weaker ratings for land use decisions.

Social resilience combines improving acceptance and aspects of personal quality of life with declining family quality of life and time for volunteering.

Cultural resilience encompasses belonging, cultural participation and cultural knowledge, with declines in the latter two. Te reo improves gradually from a low base.

Disaster resilience shows weakening preparedness and low participation in neighbourhood support groups.

Governance shows declining trust in central and local government, while trust in Police remains comparatively high.

These patterns invite residents, community organisations, councils and government into honest conversations. What should happen, how, and who should act?

Better evidence supports better conversations, better decisions and better outcomes. Progress needs to be reviewed and reported openly.

Wellington’s flourishing requires us to connect the outcomes people value with the decisions we make and the resources we commit. Understanding where we are helps us agree priorities, share responsibility and take practical action together and sustain progress over time.

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