| Action | Progress report | ||
| 1. | Central government will commit to developing and publishing a 10 year Capital Intentions Plan for infrastructure development to match the planning time frame required of local government. | On track to for publication in December 2013, the first 10-year Capital Intentions Plan aims to bring visibility of projected spend across central and local government and the private sector. | |
| 2. | Increase understanding of and encourage debate on the use of demand management and pricing in infrastructure sectors. | Further work on understanding this complex area in the New Zealand context has been done. The National Infrastructure Board and NIU have just released a think piece/discussion document to encourage further debate. This will be a significant focus in 2014 as part of the 'Response' discussions | |
| 3.
| Improve access to information on current infrastructure performance to create certainty about when, where and how infrastructure development is occurring, including consideration of whole-of-life costs. Develop performance indicators for each sector on the stock, state and performance of central and local government infrastructure assets as well as for those managed by the private sector. | Significant progress has been made on these actions, including regional workshops and research commissioned from Covec/Beca (available on the NIU website). The framework is currently being populated with the available data and the initial story being developed of what the data is telling us. This will form the basis of the evidence base due for publication in January 2014. | |
| 5. | Work with regions to develop more strategic infrastructure planning at a macro-regional level. Consider where adoption of spatial planning would produce optimum outcomes, particularly in metropolitan areas. | The announced changes to the Local Government and Resource Management Acts facilitate the use of more streamlined planning processes and better coordinated plans within and across regions. Further time is needed to assess the Auckland and Christchurch situations to identify learnings that are of value for wider rollout and how best this is done. | |
| 6. | Improve scenario modelling to more accurately project likely infrastructure investment requirements from the short to very long term. | The NIU with partner agencies are well advanced on developing scenario modelling and trends analysis to inform future infrastructure demands and drivers of this demand - the 'Pressure' component of the framework. Regional workshops were held in June 2013 and a report on these is available on the NIU website. | |
| 7. | Use lessons from Christchurch to significantly enhance the resilience of our infrastructure network. This may include developing improved seismic design standards, reviewing organisation culture to improve performance in emergencies and identifying ways to quickly return services to full operational capacity. | A key priority over the past year, this workstream has seen increased coordination and consideration of resilience across central and local government. This has resulted in a number of specific projects and changes in agencies planning and operations. Resilience has also been a major focus of a number of research projects and work is underway on better linking these to policy and decision makers. The NIU is shortly to publish a national resilience picture to consolidate work to date. | |
| 8. | Explore alternative sources of funding and implement funding tools that can be used to manage the current portfolio more effectively. | This action will be a major focus for 2014 as part of the 'Reponse' discussion. This action also has links into the Demand Management action above (action 2) and the NIU would like to see the further development and discussion following the work of the Auckland Council's Consensus Building Group. | |
| Well advanced | just starting | not yet started |