Shovel ready' Infrastructure Projects: Project Information Form
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‘Shovel ready’ Infrastructure Projects:
Project Information Form
Section 1: Key Information [Criteria 2 and 3]
1. Project Title: Te Ara Wai Project
2. Please provide your details:
Organisation Name: Waipa District Council
Entity Type: Local Authority
Contact Name and Role: Debbie Lascelles: Group Manager Strategy and Community Services and Project Sponsor
Email Address: Debbie.Lascelles@waipadc.govt.nz Telephone: DDI: 07 872 6871
MOB: 021 109 1093
3. Please provide a very brief description of the infrastructure project:
Waipa District Councils goal: To create a central meeting place for our community. A place that offers recreational,
social, cultural and educational activities all in one central area.
Brief Description of the programme
The programme of work expands the community hub in Te Awamutu, which currently centralises a pool and sports
complex alongside the Library and playground. This project will enable the build of a new Museum and Discovery
Centre, along with significant streetscaping to realise Council’s vision for the entire precinct. Waipa District Council's
(WDC) vision is to partner with the community in promoting the well-being of the Waipā district and its people, to
modernise and enhance tourism offerings and to share the significant stories of the local people. Te Ara Wai will tell
a nationally significant story of the development of New Zealand’s nationhood, with focus on the largely untold story
of the New Zealand Land Wars. WDC is custodian of many of the sites and features associated with the period leading
up to, during, and post the Land Wars, and significant taonga from this period and before, including Uenuku, one of
Waikato-Tainui’s most important and revered taonga.
Alongside the Te Ara Wai project, WDC have planned streetscape upgrades to strengthen the connection between
the main retail precinct to the cultural and social hub, and to activate and create a sense of identity to street frontages
and corners to provide a sense of arrival, a place for community and visitors to gather and for hosting community
events. WDC have a Te Awamutu Hub Precinct Plan and framework of key moves identified to assist with shaping the
Hub over time.
Problem being addressed
The current Museum is in a 1970s building of 500m2 and occupies a modest suite of public and back of house
spaces. Despite these constrained physical circumstances, the Museum houses and cares for a significant collection
and undertakes an adventurous programme of public activities. However, the building is no longer fit for purpose
for the operation of a modern museum, requires significant upgrades to meet modern Museum standards and
allows no room for future growth.
The Te Awamutu Library used to be co-located next to the Museum and when it was rebuilt was relocated to the
new precinct. Visitor numbers to the Museum have suffered since these services were split and this build re-locates
the Museum and Library next to one another, both with entrances into a shared atrium where the community can
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gather and enjoy coffee.
In addition, Te Awamutu is central to some of the Waipa District’s natural attractions. It would benefit from a
centralised tourist attraction that not only offers an interactive discovery of the district’s local history, but
promotes the historical sites and other tourist attractions.
Key benefits being delivered
The benefits of Te Ara Wai are two-fold. It will benefit the local community by promoting dialogue and
understanding of our identity as a district and bring economic benefits to the District by attracting an increased
number of domestic and international tourists.
Above all, Te Ara Wai must be seen to enact positive social change for the district, there are four keyways to make
this happen:
1. Be a social hub for locals with high repeat visitation and constant activity
2. Be a successful tourism destination – with domestic and international markets
3. Be a place that actively supports the sharing of Iwi narratives
4. Proactively encourages people to explore Waipā’s many heritage sites
Construction readiness & deliverable timeframes (Projects here available to start within 6 months)
In May 2019, Studio Pacific Architecture were appointed as the lead Architect to design Te Ara Wai. They have
completed a functional design specification (FDS) for the building and are nearing completion of the Concept Design.
Due to COVID-19, WDC are proposing to procure the Main Contractor early in the design stages to assist with
buildability and the understanding of ongoing supply chain issues, this will assist with material selection during
design, cost certainty and will assist with achieving the build programme. Enabling works is due to begin on site early
September 2020 following procurement of main contractor and demolition consent being granted.
How funding will aid progress
A Business Case was developed in 2017 and proposes a new facility. Te Ara Wai, was approved in the WDC Long
Term Plan 2018-2028 with a project budget of $10 million for the new building and associated works, a budget of
$4.4 million for exhibition design and fabrication, and a budget of $5 million for the streetscape and landscape design
and associated works. When the Government moves away from the level 4 restrictions, the project will need to shift
to achieving the shortfall in funding before any further project stages can proceed. There is a high risk that funding
the budgeted shortfall will be difficult to realise from community grants and philanthropic funders due to a shift in
priorities. WDC is to seeking funding for the identified budget shortfall. Without government assistance, this project
is unlikely to proceed.
Extra information
Consultation with Waipā iwi to find a meaningful name has been undertaken. Te Ara Wai is translated as The Path of
Memories, the name is not the title or tagline of Te Ara Wai but is indicative of the notion of memories, history,
accounts, stories and narratives of this area. The name Te Ara Wai is rich and diversely layered with meaning equal
to the task of describing our heritage project. Key to the success of Te Ara Wai is a bi cultural design response to align
with WDCs Governance Framework.
4. This project will be located in which Territorial Authority: Waipa District
5. Please confirm the project sector, category and type of infrastructure:
Project Sector ✓ Project Categories ✓
Accommodation ☐ Three waters ☐
Agriculture, Horticulture and Forestry ☐ Transport ✓
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Alcohol Availability ☐ Buildings and Structures ✓
Bioscience and Biotechnology ☐ Other infrastructure ☐
Construction ✓
Energy ☐ Project Type ✓
Film and Television ☐ Critical infrastructure ☐
Imports and Exports ☐ New infrastructure ✓
Information communications and technology ☐ Replacement/refurbished infrastructure ✓
Manufacturing and Production ☐ Repurposed infrastructure ☐
Retail Trade ☐
Tourism ✓
Wholesale Trade ☐
Central Government ☐
Local Government ✓
Other ☐
6. What is the total cost of the project (NZ$M): $41.7m
7. Provide a high-level breakdown of this spend (e.g. construction costs, professional fees, land, other etc.):
BREAKDOWN BUDGETS (NZ$) COMMENTS
FEES $4,660,000.00
Architects, Consultant team, Project Manager,
Quantity Surveyor, Master planning, Business Case,
Museumologist, Fundraising.
COUNCIL COSTS $1,464,000.00
Iwi Engagement, Communications, Governance,
Internal Staff time.
CONSENTS $220,000.00
BUILD $20,880,000.00 Includes contingency and
Site remediation works, demolition and Construction escalation. Includes 10% allowance
of Te Ara Wai. for Green Building principles.
EXHIBITION $7,500,000.00
Design, planning and fabrication of exhibition.
Collection move
SOCIAL SPACE – LANDSCAPING & CANOPY $4,320,000.00 With an accelerated programme
Landscape works to site and courtyard canopy. and external funding, Council will
STREETSCAPE $2,598,000.00 consider bringing forward these LTP
Upgrade works and undergrounding of power. budgets.
ESTIMATED PROJECT TOTAL $41,642,000.00
CONFIRMED LTP $17,205,680.00
Construction of Te Ara Wai ($7,066,000.00)
Exhibition ($4,412,880.00)
Social Space – Landscaping & Canopy ($3,596,800.00)
Streetscape works ($2,130,000.00)
FUNDRAISING $1,000,000.00
Trust Waikato ($1,000,000.00)
CONFIRMED PROJECT FUNDING $18,205,680.00
TOTAL BUDGET SHORTFALL $23,436,320.00 EXTERNAL FUNDING REQUIRED
WDC are seeking external funding of $23,436,320.00 by way of a grant to progress with the completion of the
complete Te Ara Wai project.
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Due to COVID-19 there is a high risk that funding the budgeted shortfall will be difficult to realise from community
grants and philanthropic funders due to a shift in priorities.
Without this funding it is very likely the Te Ara Wai project will not proceed.
8. Briefly outline the value the project will deliver in terms of employment contribution.
Te Ara Wai is in the design stage of the project, as a result the contribution to employment is across multiple
sectors and regions.
WDC have an established Project Control Group, these numbers are actual. With the inclusion of the accelerated
Streetscape project we would expect to see staff numbers increase by 5-10 staff, these numbers are included. The
design team is under contract, these numbers are actual and will increase through the design stages. The
exhibition design team procurement is underway, these staff numbers are conservative. Other external consultants
include Project Manager, Quantity Surveyor, Museumologist, Business Case development team, these staff
numbers are conservative.
Based on previous draft business cases and experience in vertical construction projects we estimate the main
contractor and labour force to peak during construction of up to 110-140 staff on site.
The operational workforce and detailed role descriptions have been developed by the project Museumologist
within the Commercial and Operational model.
The availability of a high-quality tourism product will see in increase in domestic and international visitors to the
district. Based on the median spending pattern, they could add up to $7 million per annum in economic activity,
which could contribute an additional 70 FTEs to the district’s employment.
Below is a table which identifies the breakdown of staff numbers across the Design and Construction stages and
into the ongoing operational workforce for Te Ara Wai.
PROJECT STAGE ROLE ON PROJECT EMPLOYMENT CONTRIBUTION
Design Stage Architects and Consultant Design team 20-30 Staff
Exhibition Design team 5 Staff
WDC PCG team 12 Staff
Other External consultants 10-15 Staff
Construction Stage Main Contractor and peak labour 110-140 Staff
WDC, Design and Consultant team 30-40 Staff
Operational Workforce Te Ara Wai Team 14 Staff
Tourism Impact Based on estimated visitor spend 70 Staff
TOTAL 271-326 STAFF
9. Briefly describe how the project is currently/ intended to be funded:
Te Ara Wai is currently part-funded as outlined below in the 2018-28 Long Term Plan in years 2018-2023. However,
all funding and project budget allocations in future years are at significant risk due to the impacts of Covid-19 on
revenue sources, and the consequential negative impact on available borrowing and debt capacity to fund projects,
due to prudential debt to revenue limits, and the implications on Council credit rating.
WDC have received support and funding from Trust Waikato to the value of $1,000,000.00
Prior to COVID-19 WDC was preparing an application to seek funding from the Provincial Growth Fund. Howarth are
currently underway with the Treasury Better Business Case in preparation of submitting a Provincial Growth Fund
application. There is a high risk that funding the budgeted shortfall will be difficult to realise from community
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grants and philanthropic funders due to a shift in priorities. Without this funding it is very likely the Te Ara Wai
project will not proceed.
WDC are seeking external funding of $23,363,320.00 by way of a grant to progress with the completion of the
complete Te Ara Wai project.
CONFIRMED LTP $17,205,680.00
Construction of Te Ara Wai ($7,066,000.00)
Exhibition ($4,412,880.00)
Social Space – Landscaping & Canopy ($3,596,800.00)
Streetscape works ($2,130,000.00)
FUNDRAISING $1,000,000.00
Trust Waikato ($1,000,000.00)
CONFIRMED PROJECT FUNDING $18,205,680.00
ESTIMATED PROJECT TOTAL $41,642,000.00
TOTAL BUDGET SHORTFALL $23,436,320.00 EXTERNAL FUNDING REQUIRED
10. Has this project previously applied for funding with any part of Government? Yes: ☐ No: ☒
- If Yes, please describe which part of government (i.e. PGF, NZTA FAR etc.), the outcome of the discussions
and who such discussions were with (what Ministry and official).
WDC have been in close contact with the regional Provincial Development Unit during the development of the Te
Ara Wai project. Currently Howarth are working on a Better Business Case to support an application to the
Provincial Growth Fund. This application has not yet been submitted.
Section 2: Construction Readiness [Criteria 1]
11. Please briefly explain the status of the project including confirmation that the project will fall into one of the three
categories of readiness (see 12 below).
The Architects and Consultant Design Team are in the Concept Design Stage of the Project, this stage is due for
completion including cost estimates in Mid May 2020. Each remaining Design Stage is programmed at 14 weeks
duration. The design stages will include Sustainability and Green Principles workshops looking at energy efficiency,
material selection and long-term benefits and ongoing asset management, Safety in Design and buildability
workshops and review.
WDC are proposing to procure the Main Contractor early in the design stages to assist with buildability and the
understanding of ongoing supply chain issues, this will assist with material selection during design, cost certainty
and will assist with achieving programme.
The proposed site has three existing structures and known contaminants in the soil. Investigation was underway
prior to the Alert Level 4 to establish if any asbestos or other contaminants exist prior to demolition of the existing
structures and site remediation. This enabling works is due to begin on site Early September 2020 following
procurement of main contractor and demolition consent being granted.
Current Programme status:
STAGE CURRENT PROGRAMME
Concept Design (inc design and costing) Mid February – Mid May 2020
Approval Mid May – End June 2020
Preliminary Design (inc design and costing) End June – Mid October 2020
Approval Mid October – End November 2020
Developed Design – 14 weeks (inc design and costing) End November – End March 2021
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Approval End March – Mid May 2021
Detailed Design – 14 weeks (inc design and costing) Mid May – End August 2021
Approval End August – Mid October 2021
Building Consent and Main Contractor Tender – 6 weeks Mid October – End November 2021
Approval End November – End January 2022
Base Building Construction and Exhibition – 14 months February 2022 - April 2023
Alternative Accelerated Programme (subject to CIP funding):
STAGE ACCELLERATED PROGRAMME
Concept Design (inc design and costing) Mid February – Mid May 2020
Approval Mid May 2020
Preliminary Design (inc design and costing) Mid May – Early September
Approval Early September 2020
Demolition Consent Early August – Early September 2020
Enabling Works - Demolition and remediation Early September 2020
Early Contractor Involvement – Procurement (P&G, Margin) Early September 2020
Developed Design – 14 weeks (inc design and costing) Early September – Mid December 2020
Approval Mid December 2020
Detailed Design – 14 weeks (inc design and costing) Mid January – Mid April 2021
Approval Mid April 2021
Building Consent and Tender of subcontractor packages of works Mid April – End May 2021
Approval June 2021
Base Building Construction and Exhibition – 14 months June 2021 – August 2022
12. Confirm which of the following categories the project best falls into.
Further commentary (briefly set out barriers to
Status ✓
commencement)
A. Projects which currently are (or were) in
the construction phase but have been put
on hold due to COVID 19 and are likely not
☐ [Insert your relevant commentary here]
to progress, or to progress at a much
slower rate or scale/scope, if not supported
post COVID 19
B. Projects which have a high expectation of Enabling Works including demolition of existing structures
commencing the construction phase within and site remediation programmed to be underway early
✓ September 2020.
the next six months (by 31 October 2020),
Procurement of Main Contractor programmed to be
but are unlikely to do so due to COVID 19
underway early September 2020.
C. Projects which could have been expected to
commence the construction phase within
☐ [Insert your relevant commentary here]
the next 12 months (by 30 May 2021), but
are unlikely to do so due to COVID 19
13. Confirm the status of key milestones
Based on Accelerated Programme with CIP Funding Expected
Status ✓
Date
Suitable tender complete ☐
Procurement Tender evaluation in progress ☐
Request for Tender in the Market ☐
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About to put out a Request for Tender to the market ✓ Sept 2020
Detailed Design Complete ☐
Detailed Design Detailed Design Underway ☐
Detailed Design to commence ✓ Jan 2021
Approved ☐
Lodged ☐
Designations/Consents In preparation Aug 2020
✓ and
April 2021
Yes ✓ 2017
Land Acquired Being negotiated under PWA (please indicate stage below) ☐
Has not commenced ☐
Approved ✓ 2017
Business Case or Draft ☐
Investment Case Underway ☐
None ☐
14. Briefly outline any other comments on the key project timetable or key milestones
Key barriers and risks to project:
1. Funding shortfall
2. COVID-19 delays
Consenting timeframe:
1. Demolition Consent – Early August – Mid September 2020
2. Resource Consent – October 2020
3. Building Consents - Mid April – End May 2021
Expected Project Completion from Alternative Accelerated Programme (subject to CIP funding): August 2022
Section 3: Overall Benefits and Risks [Criteria 4]
Please advise at a high level whether a project brings real value (in an economic, social and/or environmental sense)
to New Zealand as a whole or the region in which it is located in line with Treasury’s Living Standards Framework1 and
Sustainable Development Goals2. Please take into account, where relevant, the draft 2021 Government Policy
Statement on land transport, available at
https://www.transport.govt.nz/multimodal/keystrategiesandplans/gpsonlandtransportfunding/gps-2021/, and the
priorities that it establishes.
15. Briefly outline the social, environmental and economic benefits of the project to the local region and New Zealand
and overall value for money.
1
https://treasury.govt.nz/information-and-services/nz-economy/higher-living-standards/our-living-standards-framework
2 https://www.mfat.govt.nz/en/peace-rights-and-security/work-with-the-un-and-other-partners/new-zealand-and-the-sustainable-development-goals-sdgs/
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SOCIAL AND CULTURAL WELLBEING:
Strengthening of Waipā ’s Cultural and Local identity:
Te Ara Wai is a key driver to building a sense of local community. Located in Te Awamutu, the Waipā discovery
centre, named Te Ara Wai, will be a space where our community and visitors can discover the district's diverse and
largely unknown social, cultural and natural history. Te Ara Wai connects the stories of local iwi and history of the
land with local residents and visitors. It aims to foster locals with increased community pride and sense of
belonging. It will have the ability to hold a range of public programmes, education programmes including teaching
the stories of the Waikato Land Wars and changing national and local exhibitions.
In partnership with Iwi, Te Ara Wai tells the stories of the past, the Land Wars history, accounts of stories and
narratives of this area. It will provide a place for all the community to gather and heal, understanding the past and
moving forward in the future. Te Ara Wai is translated as The Path of Memories, the name is not the title or tagline
of Te Ara Wai but is indicative of the notion of these memories. Here is a link to the naming of Te Ara Wai;
https://www.waipadc.govt.nz/yourwaipa/majorprojects/waipa-discovery-centre
Track record for project delivery:
WDC has a good track record for listening to the community and delivering LTP funded projects. December 2019
saw the delivery of the Waipā Journeys project. Journeys is a free, self-guided tour via a mobile app of culturally
significant sites throughout the Waipā district. https://tearawai.nz/about
A Te Awamutu Hub Precinct Plan and masterplan has been developed including the cultural and social hub of Te
Awamutu, cycleways, stream and park restoration projects and streetscape improvements projects, which are
being implemented over time.
Waipa District Council deliver their Capital Works programme (circa $100M annual average) via a stand-alone
internal Project Management Office (PMO), as distinct from the operational activities of Council. An independent
review of the PMO structure and processes prior to the commencement of the 2018 -28 Long Term Plan endorsed
the Waipa District Council PMO as having the right mix of skills (engineering, finance, audit, project management,
programme management), with sound project controls and procedures to ensure successful delivery of the capital
works programme.
Teaching and Education programmes:
Te Ara Wai will be a central hub for teaching the Waikato land wars, the land wars have been recently introduced
into the education curriculum by the government. Te Ara Wai will provide a hands-on experience bringing teaching
to life, with the connection to the historical sites through the Journeys project and providing students with a
complete sensory education experience.
Adult education programmes will be offered teaching cultural awareness and treaty of Waitangi training.
Research & Collections:
As a direct result of Te Ara Wai, the existing Museum will be upgraded to allow for an increase in public research
facilities and area for collection storage. Long term the Te Awamutu Museum Director anticipates repatriation of
collection objects to increase.
ECONOMIC WELLBEING:
Economic impact where businesses created and supported:
Te Ara Wai will offer a core range of visitor amenities and services, and a changing programme of real/virtual
experiences and activities. Te Ara Wai will support local artists and the creative sector.
The considerable emphasis on Te Ara Wai generated operational revenues requires Te Ara Wai’s business plan to
construct key activity streams, as profit centres. The activities are;
1. Food and beverage
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2. Museum Retail and online sales
3. Tourism information and services
4. Profit-making tourism and leisure products
5. Learning programmes schools and early childhood
6. Venue hires of spaces
Further information and profit expectations are included in the Commercial and Operational Model provided with
this submission.
Jobs created and supported:
See response to Question 8 and Question 16 for further detail.
ENVIRONMENTAL WELLBEING:
Environmental Sustainability:
Mandatory criteria in the procurement and selection of the Architect and Consultant Design team included the
ability to provide design solutions where tangible sustainability benefits were constructed.
A 10% allowance for Green Building principles in included in the overall building budget. The design stages will
include Sustainability and Green Principles workshops looking at energy efficiency, material selection, supply chain
and any supply constraints due to COVID-19 and long-term benefits and the ongoing management of the asset. The
construction of Te Ara Wai will focus on sourcing local materials and using local contractors.
REGIONAL AND NATIONWIDE BENEFITS:
Tourism
The existing Museum visitation is 11,000 per year. This has reduced since the library moved to a new purpose-built
facility in the Te Awamutu Hub. The Te Ara Wai site is adjacent to the library site and is the centre of the social hub,
this location along with the forecasted increase to public programming and interest in exhibitions is expected to
increase visitation to approx. 72,000 following the honeymoon year.
To deliver this level of visitation activity, and to meet Te Ara Wai’s objectives, there are four essential focus areas of
experiences/services/amenities. These cover different target audiences, for driving visitation, and for driving repeat
visitation. These focus areas are;
1. Manaakitanga – where Te Ara Wai’s facilities are destinations in their own right.
2. Visitor Experiences – within public hours. The majority of local people would describe the exhibitions as an
‘absolutely must-do experience.’
3. Visitor Experiences – special occasions where visitors know in advance of major public events and school
holiday seasons, ticketed and non-ticketed.
4. Visitor Experiences – Group programmes where Te Ara Wai adds real value through a wide range of live
interpretation techniques.
Target audiences for developing Te Ara Wai are summarised within five major groupings. These are based on the Te
Papa NASS psychographic segments (recalibrated for Waikato), Hamilton and Waikato Tourism visitor targets, and
analysis of niche audience needs. The overall Te Ara Wai offer, by hierarchy of scale:
1. Ninety-minute drive time NASS Segments – Local Leisure Visitors
2. Domestic Leisure Visitors
3. International Leisure Visitors
4. Curriculum Focused Group Visitors
5. Private Event Focused Business Visitors
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16. What is the expected contribution to local/ national employment?
Local and National employment numbers are outlined in a table and breakdown within the response to Question 8.
The estimated employment contribution over the life of the project is between 271-326 people.
Design Stages Project Team
The project design team are located across the Waikato, Bay of Plenty and Wellington regions.
Construction Stages
• Main Contractor and labour approximately 110-140 staff. We would expect the contractor and labour
market will be based in the Waikato.
• Client and Design team approximately 30 – 40. This team of experts is sourced across Waikato, Bay of
Plenty and Wellington regions.
Operational workforce
Total of 14.1 FTE. The current Museum is 5.9 FTE. This team is based in the Waikato region. Human resources,
corporate information technology, facilities management, procurement and financial services provided by WDC
with staff numbers excluded from staff totals.
Breakdown of operational staff numbers as follows:
1. Director (1 FTE)
2. Commercial Manager (1 FTE)
3. Administrator (0.8 FTE)
4. Museum Developer Exhibitions and Events (1 FTE)
5. Exhibition and Event Support (0.6 FTE)
6. Museum Developer and Collection Management (1 FTE)
7. Collections Assistant (0.6 FTE)
8. Museum Developer for Tourism and Adult Programmes (1 FTE)
9. Tourism and Programme Sales Coordinator (0.6 FTE)
10. LEOTC Educator (0.8 FTE)
11. Museum Educator (0.5 FTE)
12. Visitor Service Coordinator (0.6 FTE)
13. Hospitality, Retail, and Operations core team (4 FTE) (Includes Visitor Information staff of 2 FTE)
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14. Marketing and Public Relations Lead (Marketing Executive level) – (0.6 FTE)
Tourism
The availability of a high-quality tourism product will see in increase in domestic and international visitors to the
district. Based on the median spending pattern, they could add up to $7 million per annum in economic activity,
which could contribute an additional 70 FTEs to the district’s employment.
17. What are the risks associated with the project? Each risk should be ranked as high, medium or low and include a
short explanation as to why it was given that risk rating.
Low/
Risk Further commentary on risk
Med/ High
Funding:
This is a key project risk due to the project funding
shortfall; funding of this budgeted shortfall will
allow project to accelerate. Due to COVID-19 there
is a high risk that funding the budgeted shortfall
will be difficult to realise from community grants
and philanthropic funders due to a shift in
priorities.
Construction:
More construction and sub-contractors companies
A. The risk of the project not commencing
High may fail due to the Covid-19 event. This could
within the advised timescale
result in insufficient capacity in the smaller
regional sectors. Early engagement of a suitable
contracting company through the design process
could minimise this risk, by providing the
successful construction company security of work
pipeline to secure sub-contractors and minimise
their construction risk with input and greater
familiarity of the project complexities prior to
construction commencing.
Funding:
Te Ara Wai is a clearly structured project and well
advanced, there is a known shortfall to funding to
mitigate this WDC have undertaken early
negotiations with charitable trusts. These however
may no longer be available.
Construction:
Post Covid-19 a lack of competition and increasing
material costs may drive the project cost up
beyond current QS estimates. Early contractor
engagement, close monitoring of costs and timely
B. The risk the project will not be completed and ongoing value management of the project may
High help to minimise this risk.
on time, to cost or to specification
The supply of materials and availability of labour
resources may be compromised after the Alert
Level 4 lockdown. An extended period of Level 4
will further increase the impacts.
The supply chain may need to ensure materials are
sourced domestically to avoid importation impacts,
thus further increasing and retaining the domestic
economic benefits of the project. To minimise this
risk, during design proceeding with early
contractor engagement and buildability reviews
will assist during the construction of the project
and meeting programmed timeframes, budgets
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and required specifications.
WDC have completed Commercial and Operational
models, a thorough Business Case and a Functional
Design Specification which are clearly structured
C. Risk the project will not realise the and well developed with strong support from
Low Council, Tainui and Waipā Iwi groups, Historians
benefits outlined above
and Tertiary and Education providers. WDC have
many letters of support. A Governance Committee
is supported, chaired and led by Iwi and
community members.
18. Are there any other key project risks or any other information which would be useful background or context at this
stage?
Other project risks and mitigations:
Culturally, the ongoing mana whenua engagement throughout the design process will be better undertaken
through collective hui. Currently iwi and hapu are prioritising the health and wellbeing of their whanau and are
unavailable to our project team. To progress through the early design stages, WDC and the design team are being
guided by WDC’s internal Iwi Relations Manager.
As New Zealand is in a Civil Defence Emergency, there is no access to Council and Governance Committee’s for
design approvals. WDC is actively working with these delegated authorities and the CEO to maintain project
knowledge and understand through this time.
WDC has the following supporting information available, as they are large complex documents we have not
included these in our submission. All supporting information is available to be issued should you require any of the
following:
• LTP Complex Business Case – Te Awamutu Heritage Centre
• Te Ara Wai Commercial and Operational Model
• Concept Masterplan - Locales
• Functional Design Specification - Studio Pacific Architecture
• Te Awamutu Hub Precinct Plan
• Market Street Concept Opportunities
• Te Ara Wai Journeys: https://tearawai.nz/about
• Naming of Te Ara Wai: https://www.waipadc.govt.nz/your-waipa/majorprojects/waipa-discovery-centre
Section 4: Impact of COVID-19
19. Please briefly comment on the likelihood and timing of the project recommencing once the COVID 19 Response
Level is suitable for construction to proceed
Te Ara Wai is underway and currently in the design stages. The Architecture and Consultant design team alongside
Waipā ’s PCG team are working from home during this lockdown period uninterrupted with minor delays.
When the Government moves away from the level 4 restrictions the project will need to shift to achieving the
shortfall in funding before any further project stages can proceed. There is a high risk that funding the budgeted
shortfall will be difficult to realise from community grants and philanthropic funders due to a shift in priorities
Only when funding is received the key tasks to progress Te Ara Wai will be:
1. Need for engagement over next 3 months with iwi and community groups
2. Covid -19 has delayed site survey, contamination and condition assessment works which were underway
at the time of the lockdown. These works can re-commence immediately once alert level reduces.
CIP Project Information Form Page
12 of 13Sensitivity: General
3. Streetscape upgrades work can be progressed (eg undergrounding of power to Mahoe Street).
20. What is the best estimate of the impact (financial/social/environmental) COVID 19 has had on the project and on
local industry associated with the project?
The impact to Te Ara Wai project due to Covid-19:
1. There is a high risk that funding the budgeted shortfall from community grants and philanthropic funders
will be difficult to realise due to a shift in priorities.
2. Unknown construction market and supply chain issues.
3. All new employment is on hold.
4. Current capital projects are on hold.
5. Economic effect to project and Council is unknown.
21. Has this project already, or is likely to benefit from already announced Government led financial support for
businesses (e.g. wage subsidy scheme/business finance guarantee scheme) Yes: ☐ No: ☒
- If Yes, please describe the scheme and extent of the support you have received/expect to receive.
NA
22. Briefly outline the top 2-3 things that the Government can do to help progress this project. Please consider both
financial and non- financial levers such as lowering regulatory barriers, adjusting Government procurement
practices, fast-tracking resource consent processes.
Financial
1. Funding project shortfall. WDC’s original plan had been to community fund the budgeted shortfall.
Non-Financial
2. Council approval process could be fast tracked with delegated authority granted to Council’s CEO this
would reduce the delay’s created with monthly council meetings and reporting.
3. Negotiate with tenderers for procurement of Main Contractor. A shortlist of suitable contractors based
on market knowledge, relevant experience, construction methodology, capability and capacity this would
remove lengthy open market tender and EOI process.
4. Fast tracking of required consents.
Please indicate clearly whether you consider any information you have provided in this form to be confidential.
Confidential information will not be publicly released, other than in anonymised form, except to the extent that any
release is required by law.
CIP Project Information Form Page
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