Outcome 1

In 2019/20, the output of this outcome are the steps towards delivering the 30-year Strategy Report.

Outcome: An agreed programme of reforms and initiatives to drive better infrastructure outcomes in the long term.

Indicator 1
Broad consensus with Māori as Treaty partners, central and local government, the private sector and other stakeholders on the recommendations needed to achieve better infrastructure outcomes for the long-term.
Indicator 2
There is broad Ministerial acceptance of Te Waihanga’s recommendations.
Indicator 3
Māori as Treaty partners, central and local government, the private sector and other stakeholders are satisfied with Te Waihanga’s engagement and the methodology that we suggest.

Te Waihanga has taken the following actions:

  • Built internal capability and capacity to deliver a nationwide strategy
  • Developed a plan for the first 30-year Strategy Report
  • Created a map of our stakeholders to deepen our understanding so that they have a strong basis for meaningful engagement.

Te Waihanga has put in place a substantial work programme that forms the building blocks of the Strategy Report. It includes an Infrastructure Needs Assessment for each sector that will ultimately form the evidence base for the Strategy.

Current actions towards this are:

  • A detailed current-state analysis of water, waste, energy, transport, telecommunications and social (schools and hospitals) networks across New Zealand. This work began in 2019/20 and will continue into the 2020/21 financial year.
  • A comprehensive survey of infrastructure asset owners to understand what they see as the barriers and opportunities to improve wellbeing through infrastructure, both now and in the future. The survey was commissioned in 2019/20 and was sent to recipients in September 2020
  • The development of performance indicators to measure the findings from the current-state analysis and asset owner survey, and track developments into the future.
  • A strategic foresight programme to facilitate consensus with stakeholders on our vision for infrastructure’s contribution to wellbeing, the future probable scenarios in which we will likely operate, and the steps we need to take to get there. Engagement on this will begin in the 2020/21 financial year.

Te Waihanga established a Local Government Reference Group with the help of Local Government New Zealand. The Group provides insights on infrastructure systems and settings at regional, spatial and catchment levels. The Group also provides checks, balance and support as the Strategy is developed.   In the 2020/21 financial year we plan to create further working groups with a wide range of stakeholders to gather feedback and expert input on the four items listed above.

Engagement

Te Waihanga has engaged across central government, local government and the infrastructure sector to prepare stakeholders for involvement in the development of the Strategy. 

Public events have helped raise awareness of Te Waihanga's mandate. In February more than 140 people attended Te Waihanga's flagship event, the ‘Infrastructure 2020: Looking Ahead’ symposium. The symposium provided a forum for attendees to consider the key issues in infrastructure in 2020 and the coming decades. It was also an opportunity to discuss the first steps towards the 30-year Strategy. The event featured speakers from across the infrastructure sector and beyond, including Infrastructure Victoria, Infrastructure New Zealand, KiwiRail, Beca New Zealand, Civil Contractors New Zealand, Ngāti Whātua and the Whakatōhea Māori Trust Board.

During the COVID-19 Alert Level 4 lockdown, Chair Dr Alan Bollard and the Establishment Chief Executive, Jon Grayson, video-conferenced with mayors across New Zealand to introduce them to Te Waihanga's work and invite them to engage in the future. Te Waihanga Board members have since attended a range of regional meetings to understand the local issues and priorities, ahead of the wider regional workshops to develop the 30-year Strategy with local communities in the 2020/21 financial year.

In June, Te Waihanga hosted two well-attended webinars as part of Visionweek, based on the themes of the 30-year Strategy and future planning.

Te Waihanga also formed a content partnership with media outlet Newsroom and began collaborating on a six-part series on infrastructure innovation called ‘Beyond the New Normal’.  The first article ‘Home is Where the Water is’ interviewed a range of thought leaders and explored issues and ideas around water infrastructure.

Te Waihanga was involved in policy development on key matters impacting infrastructure planning and delivery. In particular, Te Waihanga made submissions on:

  • Resource Management Review Panel Issues and Options Paper (February 2020)
  • Urban Development Bill (February 2020)
  • Infrastructure Funding and Financing Bill (March 2020)
  • Draft Government Policy Statement on land transport 2021 (May 2020)
  • COVID-19 Recovery (Fast-track Consenting) Bill (June 2020)

The impacts of COVID-19

Despite some delays in our initial engagement work, caused by COVID-19, the work done in 2019/20 has put Te Waihanga in a good position to deliver a programme of Special Topic Reports and deliver the bulk of the Strategy in the 2020/21 financial year.

Measuring performance 

Measure Activity  Target 2019/20 Outcome 2019/20

Early stakeholder engagement to introduce Te Waihanga and its role.

To hold a symposium with the sector.

To carry out a survey in quarter three to receive feedback on the Te Waihanga symposium.

 Symposium organised and held within two months.

Satisfaction better than ‘good’ or ‘likely’.

Achieved ‘Infrastructure 2020: Looking Ahead’ symposium held in February 2020.

The majority overall considered the event to be ‘very good’ and said they would ‘very likely’ attend another event by Te Waihanga.

Plan developed for 30-year Strategy Report.

To create a methodology for building the 30-year Strategy.

To build an evidence base.

Announce to our stakeholders the methodology for developing a 30-year Strategy.

Mid way through development of Infrastructure Needs Assessment (the ‘evidence base’).

 Methodology measure achieved.

Evidence base measure achieved.

Stakeholder groups formed.

Methodology presented at ‘Infrastructure 2020: Looking Ahead’ symposium.

Planned strategy development outlined in Visionweek webinars.

Strategy development process information is available here.

 Key stakeholders are identified/building stakeholder base.

To develop stakeholder groups.

Key stakeholders met.

Stakeholder groups formed.

Key stakeholders have been identified.

Stakeholder meetings held. Stakeholder groups planned.

Local Government Reference Group formed and first met on 26 June 2020.

 

Costs to deliver the output to achieve Outcome 1

Updated forecast 2019/20 ($000)

 Actual 2019/20 ($000)

Revenue from the Crown 3,724 3,724
Interest 3 2
Total output revenue 3,727 3,726
Total output expenditure 2,503 2,783
Net surplus/(deficit) 1,224 943

Te Waihanga forecast a net surplus for 2019/20 anticipating it would not be spending all Revenue from the Crown in its first 10 months of establishment.  The budget and work programme for 2019/20 were set simultaneously but the work programme continued to evolve. This work programme required additional resources to meet the set timeframes.  These factors contributed to the overall increased expenditure and the resulting lower than forecast actual net surplus for Outcome 1. Delays involving specialist external consultants were also encountered.  The delayed aspects of the work programme will continue to be progressed in 2020/21.