DEFENCE ESTATE REGENERATION IMPLEMENTATION PLAN

DEFENCE ESTATE REGENERATION IMPLEMENTATION PLAN2020 - 203530 NOVEMBER 2020 (V1.0)

Defence Estate Regeneration Implementation Plan 3

UNCLASSIFIED

1. Introduction This Defence Estate Regeneration Implementation Plan (the Implementation Plan) sets the process for the implementation of the regeneration of the New Zealand Defence Estate (the Estate). It provides the project delivery sequence aligned to the capital investment profile and to Defence Capability requirements for the next five years to 2024 and the indicative project delivery sequence to 2035.

This document supports, and should be read in conjunction with, the Defence Estate Regeneration Portfolio Business Case 2019-2035 (the 2019 Plan).

This Implementation Plan and the associated project delivery sequence are updated annually. This allows alignment with Budget processes, phased to available cash flow, and reflects updated projects and new estate requirements for the New Zealand Defence Force (the Defence Force).

The Defence Force is committed to delivering the objectives of Estate Regeneration, working to realise the vision for the Estate of:

“A fit for purpose and sustainable Estate that enables the delivery of Defence outputs”

Context and prior decisions

The programmes

Estate Regeneration has been structured around the delivery of programmes to facilitate close alignment with capability, while preserving regeneration investment priorities. Each of the programmes is defined as grouped services or assets that have been considered together to maximize economies of scale in development, locational requirements, or to provide for efficiencies and enhanced effectiveness through commercial arrangements and delivery approaches (Appendix D refers).

Each programme has an implementation list (list of projects and project sequence). These project lists will be incorporated into the overall Estate Regeneration Implementation Plan as part of its annual update.

This Implementation Plan includes current known projects associated with each programme. As work is progressed to bundle projects, this will continue to be reflected in future annual Implementation Plan updates.

CONTENTS

1. Introduction 3

2. Project Sequencing 5

Indicative programme FY2020-2024 6


3. Project lifecycle 16

4. Major Delivery Outputs 20

Appendix A: MCDA Criteria Set 24

Appendix B: Project Descriptions (for projects to 2024) 26

Appendix C: Implementation Responsibilities 31

Appendix D: Programme Requirements 33

Headquarters New Zealand Defence Force 34 Bowen Street Wellington New ZealandPhone: +64 4 496 0999 Facsimile: +64 4 496 0869 NZDF Website: www.nzdf.mil.nz© Crown Copyright

2 �|�Defence�Estate�Regeneration�Implementation�Plan� UNCLASSIFIED


UNCLASSIFIED

1. Introduction This Defence Estate Regeneration Implementation Plan (the Implementation Plan) sets the process for the implementation of the regeneration of the New Zealand Defence Estate (the Estate). It provides the project delivery sequence aligned to the capital investment profile and to Defence Capability requirements for the next five years to 2024 and the indicative project delivery sequence to 2035.

This document supports, and should be read in conjunction with, the Defence Estate Regeneration Portfolio Business Case 2019-2035 (the 2019 Plan).

This Implementation Plan and the associated project delivery sequence are updated annually. This allows alignment with Budget processes, phased to available cash flow, and reflects updated projects and new estate requirements for the New Zealand Defence Force (the Defence Force).

The Defence Force is committed to delivering the objectives of Estate Regeneration, working to realise the vision for the Estate of:

“A fit for purpose and sustainable Estate that enables the delivery of Defence outputs”

Context and prior decisions

The programmes

Estate Regeneration has been structured around the delivery of programmes to facilitate close alignment with capability, while preserving regeneration investment priorities. Each of the programmes is defined as grouped services or assets that have been considered together to maximize economies of scale in development, locational requirements, or to provide for efficiencies and enhanced effectiveness through commercial arrangements and delivery approaches (Appendix D refers).

Each programme has an implementation list (list of projects and project sequence). These project lists will be incorporated into the overall Estate Regeneration Implementation Plan as part of its annual update.

This Implementation Plan includes current known projects associated with each programme. As work is progressed to bundle projects, this will continue to be reflected in future annual Implementation Plan updates.

CONTENTS

1. Introduction 3

2. Project Sequencing 5



3. Project lifecycle 16

4. Major Delivery Outputs 20

Appendix A: MCDA Criteria Set 24

Appendix B: Project Descriptions (for projects to 2024) 26

Appendix C: Implementation Responsibilities 31

Appendix D: Programme Requirements 33

�Defence�Estate�Regeneration�Implementation�Plan |�3UNCLASSIFIED


UNCLASSIFIED

Capital investment profile

The project delivery sequence is dependent on a programmed annual capital cash flow set through annual Budget processes. The current Estate Regeneration capital investment profile (Figure 1 and Table 1 refer) is made up of programmes as well as identified Capability linked projects. The numbers presented reflect inputs as at June 2020.

- - - : Annual investment . . . . : Likely smoothing post FY29

Figure 1: Estate Regeneration capital expenditure profile (2020 Plan)

DERP Programmes Key

($’s to 2035)

1 Approved Projects $214M 2 Ohakea Infrastructure Programme supporting

Air Surveillance Maritime Patrol (P-8A) $207M 3 Consolidated Logistics Project see pt. 11 4 Planned Projects (Estate Development Plan) $922M 5 Rolling Replacement Programmes $116M 6 Accommodation Messing and Dining Modernisation

(AMDM) $161M 7 Horizontal Infrastructure Programme $209M 8 Defence Housing Programme $63M 9 Plan MERE (Infrastructure) $150M

10 Defence Regional Facilities $58M 11 Anchored to Capability

includes Consolidated Logistics and FAMC $301M

– Portfolio Contingency $50M

Table 1: Programme list of capital expenditure as detailed at Section 4.1.

$0

$50

$100

$150

$200

$250

$300

FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35


UNCLASSIFIED

2. Project Sequencing The sequencing (and subsequent project delivery) of projects is dependent on the certainty and availability of annual capital cash-flow. Annual refreshes of the project sequence will be influenced by the relative importance of new projects and available resourcing capacity (internal and external) considerations. Project sequencing will be set against a three to five year investment profile to provide certainty and stability for project delivery and for giving forward visibility to our industry partners.

The project sequence in this Implementation Plan is generated using an approved Multi-Criteria Decision Analysis (MCDA), which is aligned to Government and NZDF strategies and annual funding advice. The MCDA uses asset data and project-related criteria parameters (Appendix A refers) to sequence projects. Other influencing factors that can flex the project sequence, as they can constrain phasing opportunities, include:

• Defence Outputs: The operational outputs of the Defence Force that cannot be compromised i.e. the day-to-day functionality of the Estate has to continue to support Defence outputs;

• ‘Brownfield’ sites: Redevelopment works are generally undertaken on brownfield sites, therefore construction often has to be planned around or compromised by the prior clearance of existing buildings or infrastructure to provide sites for the new development. This also affects existing services (power, water, drainage, etc.) which, due to their age and capacity, often have to take precedence to a project’s start; and

• Approved Strategic outcomes: New Defence-approved initiatives that materially change the nature, number, type or location of a Defence output can impact on the estate. This often requires opportunity investment in the estate ahead of, or subsequent to, an ideal regeneration time-frame for some assets.

The final sequence is then socialised with key stakeholders (single Services, Portfolio Branch heads and Ministry of Defence) to ensure alignment with key Government and Defence Force priorities.

The indicative programme of projects for the periods FY2020‒2024 and FY2020 through FY2030 are provided in the following sub-sections 3.1 and 3.2. The Rough Order of Magnitude cost boundaries provided for these projects are intended to indicate a broad margin of cost expectation per project. These values are not a funding appropriation, a funding limit, and nor do these values indicate that the maximum number could be a baseline of funds provided. No funds have been assigned to these projects until an Approval to Commit Funds (ACF) status has been approved.

A description of projects, as sequenced for funding for projects to 2024, is provided at Appendix B.



UNCLASSIFIED

Capital investment profile

The project delivery sequence is dependent on a programmed annual capital cash flow set through annual Budget processes. The current Estate Regeneration capital investment profile (Figure 1 and Table 1 refer) is made up of programmes as well as identified Capability linked projects. The numbers presented reflect inputs as at June 2020.

- - - : Annual investment . . . . : Likely smoothing post FY29

Figure 1: Estate Regeneration capital expenditure profile (2020 Plan)

DERP Programmes Key

($’s to 2035)

1 Approved Projects $214M 2 Ohakea Infrastructure Programme supporting

Air Surveillance Maritime Patrol (P-8A) $207M 3 Consolidated Logistics Project see pt. 11 4 Planned Projects (Estate Development Plan) $922M 5 Rolling Replacement Programmes $116M 6 Accommodation Messing and Dining Modernisation

(AMDM) $161M 7 Horizontal Infrastructure Programme $209M 8 Defence Housing Programme $63M 9 Plan MERE (Infrastructure) $150M

10 Defence Regional Facilities $58M 11 Anchored to Capability

includes Consolidated Logistics and FAMC $301M

– Portfolio Contingency $50M

Table 1: Programme list of capital expenditure as detailed at Section 4.1.

$0

$50

$100

$150

$200

$250

$300

FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35


UNCLASSIFIED

2. Project Sequencing The sequencing (and subsequent project delivery) of projects is dependent on the certainty and availability of annual capital cash-flow. Annual refreshes of the project sequence will be influenced by the relative importance of new projects and available resourcing capacity (internal and external) considerations. Project sequencing will be set against a three to five year investment profile to provide certainty and stability for project delivery and for giving forward visibility to our industry partners.

The project sequence in this Implementation Plan is generated using an approved Multi-Criteria Decision Analysis (MCDA), which is aligned to Government and NZDF strategies and annual funding advice. The MCDA uses asset data and project-related criteria parameters (Appendix A refers) to sequence projects. Other influencing factors that can flex the project sequence, as they can constrain phasing opportunities, include:

• Defence Outputs: The operational outputs of the Defence Force that cannot be compromised i.e. the day-to-day functionality of the Estate has to continue to support Defence outputs;

• ‘Brownfield’ sites: Redevelopment works are generally undertaken on brownfield sites, therefore construction often has to be planned around or compromised by the prior clearance of existing buildings or infrastructure to provide sites for the new development. This also affects existing services (power, water, drainage, etc.) which, due to their age and capacity, often have to take precedence to a project’s start; and

• Approved Strategic outcomes: New Defence-approved initiatives that materially change the nature, number, type or location of a Defence output can impact on the estate. This often requires opportunity investment in the estate ahead of, or subsequent to, an ideal regeneration time-frame for some assets.

The final sequence is then socialised with key stakeholders (single Services, Portfolio Branch heads and Ministry of Defence) to ensure alignment with key Government and Defence Force priorities.

The indicative programme of projects for the periods FY2020‒2024 and FY2020 through FY2030 are provided in the following sub-sections 3.1 and 3.2. The Rough Order of Magnitude cost boundaries provided for these projects are intended to indicate a broad margin of cost expectation per project. These values are not a funding appropriation, a funding limit, and nor do these values indicate that the maximum number could be a baseline of funds provided. No funds have been assigned to these projects until an Approval to Commit Funds (ACF) status has been approved.

A description of projects, as sequenced for funding for projects to 2024, is provided at Appendix B.


UNCLASSIFIED

Indicative programme FY2020-2024

The projects listed below are in sub-programmes; the 31 projects represents those projects seeking Approval to Initiate, and two projects (NAT-19-*) will also seek Approval to Commit Funds, consequential to this 2020 Plan.

Project Index PROJECTS Project Complexity

Rough Order of Cost ($)

(Total project) ANNUAL PROGRAMMES SEEKING ATI & ACF NAT-19-10006 RNZE Construction Training (Annual Item) Sustaining Lite <1M NAT-19-10007 Estate Regeneration Rolling Programmes (Annual Item) Sustaining Lite >5 - <10M ESTATE REGENERATION PROJECTS SEEKING ATI DPT-19-10001 Officer Training School [Temporary Provision] Standard Sustaining >5 - <10M LIN-19-10003 1 Command Support Regiment Unit Facility [Upgrade] Sustaining Lite <1M DPT-19-00668 Sea Safety Training School Filtration System Phase 2 [Upgrade] IRP Intermediate >1M - <5M WHP-16-00088 Phased Hardstanding [Replacement] Standard Sustaining >10M - <20M WBN-19-10004 Potable Water Reservoir [Replacement] Standard Sustaining >1M - <5M LIN-18-00589 Operational Fuels Infrastructure (21 Supply Coy) [Upgrade] Standard Sustaining >1M - <5M OHA-19-10005 Electrical Network Upgrades and Connection [Upgrade] Sustaining Lite >1M - <5M WAI-18-00550 Ammunition Depot Fire Alarm System [Upgrade] Sustaining Lite <1M OHA-16-00144 Base Main Gate, Entrance and SH Connection [Upgrade] IRP Intermediate >5 - <10M BHM-16-00014 Extended Camp Armoury [Upgrade] Standard Sustaining >1M - <5M WMN-20-00688 Site Buffer Planting and Security Screening [Upgrade] Standard Sustaining <1M ANCHORED TO CAPABILITY PROJECTS SEEKING ATI #N/A BHM-20-00669 2/1 New Zealand Infantry Coy Facility [Relocation] Standard Sustaining >1M - <5M BHM-18-00576 Facilities Maintenance Compound [Relocation] Sustaining Lite >1M - <5M BHM-16-00012 Single Living Accommodation [Relocation] Standard Sustaining >10M - <20M BHM-20-00675 2/4 New Zealand Infantry Regiment Unit Facilities [Relocation] Standard Sustaining >1M - <5M BHM-20-00674 Defence College Office [Relocation] Standard Sustaining >1M - <5M DPT-16-00281 Small Boats Storage/wash down area [Replacement] Standard Sustaining >1M - <5M DPT-16-00282 Small Boats Maintenance Workshop [Replacement] IRP Intermediate >1M - <5M LIN-18-00563 Consolidated Parking: Common Log Precinct [Replacement] Standard Sustaining >5 - <10M LIN-16-00105 10 Transport Company Facilities [Relocation] Standard Sustaining >1M - <5M WHP-18-00474 HV/LV Flight Line Network (FAMC) [Upgrade] Standard Sustaining >5 - <10M WHP-16-00274 Arch Hangar Mid-life Intensive Refit [Upgrade] Standard Sustaining >5 - <10M

ESTATE REGENERATION SUB-PROGRAMME (HORIZONTAL INFRASTRUCTURE) #N/A

BHM-20-00704 Waste Water Network [Upgrade] Standard Sustaining >5 - <10M TEK-20-00698 Potable Water Supply, Storage and Reticulation [Upgrade] Standard Sustaining >1M - <5M BHM-20-00703 Potable Water Network and Storage [Upgrade] IRP Intermediate >5 - <10M WAI-16-00337 Potable Water Network [Upgrade] IRP Intermediate >5 - <10M WMN-20-00691 Potable Water Bore and Network [Upgrade] Standard Sustaining >1M - <5M BHM-20-00705 Electrical Network and Resilience Phase 1 [Upgrade] IRP Intermediate >5 - <10M

ESTATE REGENERATION SUB-PROGRAMME (OPERATIONAL MARITIME INFRASTRUCTURE) #N/A

DPT-18-00541 Crane Rehabilitation Programme [Upgrade] Standard Sustaining >20M - <50M DPT-18-00540 Naval Fuel Installation Control System [Upgrade] Standard Sustaining >5 - <10M

FY20 FY21 FY22 FY23 FY24 FY25

Key Planning and Design Construction Close-Out


UNCLASSIFIED

Indicative programme FY2020-2024

The projects listed below are in sub-programmes; the 31 projects represents those projects seeking Approval to Initiate, and two projects (NAT-19-*) will also seek Approval to Commit Funds, consequential to this 2020 Plan.

Project Index PROJECTS Project Complexity


(Total project) ANNUAL PROGRAMMES SEEKING ATI & ACF NAT-19-10006 RNZE Construction Training (Annual Item) Sustaining Lite <1M NAT-19-10007 Estate Regeneration Rolling Programmes (Annual Item) Sustaining Lite >5 - <10M ESTATE REGENERATION PROJECTS SEEKING ATI DPT-19-10001 Officer Training School [Temporary Provision] Standard Sustaining >5 - <10M LIN-19-10003 1 Command Support Regiment Unit Facility [Upgrade] Sustaining Lite <1M DPT-19-00668 Sea Safety Training School Filtration System Phase 2 [Upgrade] IRP Intermediate >1M - <5M WHP-16-00088 Phased Hardstanding [Replacement] Standard Sustaining >10M - <20M WBN-19-10004 Potable Water Reservoir [Replacement] Standard Sustaining >1M - <5M LIN-18-00589 Operational Fuels Infrastructure (21 Supply Coy) [Upgrade] Standard Sustaining >1M - <5M OHA-19-10005 Electrical Network Upgrades and Connection [Upgrade] Sustaining Lite >1M - <5M WAI-18-00550 Ammunition Depot Fire Alarm System [Upgrade] Sustaining Lite <1M OHA-16-00144 Base Main Gate, Entrance and SH Connection [Upgrade] IRP Intermediate >5 - <10M BHM-16-00014 Extended Camp Armoury [Upgrade] Standard Sustaining >1M - <5M WMN-20-00688 Site Buffer Planting and Security Screening [Upgrade] Standard Sustaining <1M ANCHORED TO CAPABILITY PROJECTS SEEKING ATI #N/A BHM-20-00669 2/1 New Zealand Infantry Coy Facility [Relocation] Standard Sustaining >1M - <5M BHM-18-00576 Facilities Maintenance Compound [Relocation] Sustaining Lite >1M - <5M BHM-16-00012 Single Living Accommodation [Relocation] Standard Sustaining >10M - <20M BHM-20-00675 2/4 New Zealand Infantry Regiment Unit Facilities [Relocation] Standard Sustaining >1M - <5M BHM-20-00674 Defence College Office [Relocation] Standard Sustaining >1M - <5M DPT-16-00281 Small Boats Storage/wash down area [Replacement] Standard Sustaining >1M - <5M DPT-16-00282 Small Boats Maintenance Workshop [Replacement] IRP Intermediate >1M - <5M LIN-18-00563 Consolidated Parking: Common Log Precinct [Replacement] Standard Sustaining >5 - <10M LIN-16-00105 10 Transport Company Facilities [Relocation] Standard Sustaining >1M - <5M WHP-18-00474 HV/LV Flight Line Network (FAMC) [Upgrade] Standard Sustaining >5 - <10M WHP-16-00274 Arch Hangar Mid-life Intensive Refit [Upgrade] Standard Sustaining >5 - <10M

ESTATE REGENERATION SUB-PROGRAMME (HORIZONTAL INFRASTRUCTURE) #N/A

BHM-20-00704 Waste Water Network [Upgrade] Standard Sustaining >5 - <10M TEK-20-00698 Potable Water Supply, Storage and Reticulation [Upgrade] Standard Sustaining >1M - <5M BHM-20-00703 Potable Water Network and Storage [Upgrade] IRP Intermediate >5 - <10M WAI-16-00337 Potable Water Network [Upgrade] IRP Intermediate >5 - <10M WMN-20-00691 Potable Water Bore and Network [Upgrade] Standard Sustaining >1M - <5M BHM-20-00705 Electrical Network and Resilience Phase 1 [Upgrade] IRP Intermediate >5 - <10M

ESTATE REGENERATION SUB-PROGRAMME (OPERATIONAL MARITIME INFRASTRUCTURE) #N/A

DPT-18-00541 Crane Rehabilitation Programme [Upgrade] Standard Sustaining >20M - <50M DPT-18-00540 Naval Fuel Installation Control System [Upgrade] Standard Sustaining >5 - <10M

FY20 FY21 FY22 FY23 FY24 FY25



UNCLASSIFIED

Indicative programme FY2020-2035 The projects listed below represent the anticipated projects for delivery through to 2035. The projects include those listed within Section 2.1. Note: Timelines and Rough Order of Cost are indicative and will be validated and refined through the planning and design phases.

PROJECTS Programme / Project Status


(Total project) FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35 WHENUAPAI Youth Development Unit Facility Project Closure >10M - <20M Flight Line Fencing Project Closure >5M-<10M Base Gymnasium Project Closure >10M<20M Maintenance Support Spray Booth and Paint Mix Replacement Project Closure <1M Standby Generator Project Initiate >1M - <5M Barrack Single Living Accommodation Phase 1 Project Initiate >5M - <10M Base Entrance Upgrade Project Initiate <1M Combined Dental and Medical Centre Project Deliver >10M - <20M Phased Hardstanding [Replacement] EDP >10M - <20M Potable Water Reticulation [Replacement] H-Infra >1M - <5M HV/LV Flight Line Network (FAMC) [Upgrade] Anc. to Capability >5 - <10M 40 Squadron Hangar Equipment Storage [New] Capability >5 - <10M Arch Hangar Mid-life Light Refit [Upgrade] Anc. to Capability >1M - <5M RESA Runway 08-26 Anc. to Capability >1M - <5M RESA Runway 03-21 Anc. to Capability >5 - <10M Taxiway Alpha Extension Anc. to Capability >1M - <5M Arch Hangar Mid-life Intensive Refit [Upgrade] Anc. to Capability >5 - <10M Fire Flight [Replacement] EDP >5 - <10M Support Squadron / 230 Sqn [Replacement] EDP >5 - <10M Safety & Surface Workshops [Replacement] EDP >5 - <10M Dangerous Goods & Paintstore [Replacement] EDP >1M - <5M Fuels Maintenance Facility Shelters [Upgrade] EDP >5 - <10M DEVONPORT (INCL. WHANGAPARAOA) Calliope South Wharf Upgrade Project Closure >10M-<20M Sea Safety Training School Filtration System Phase 1 Project Closure <1M Satellite Dish Enabling Works Project Deliver <1M Dry Dock Capstan Replacement Project Deliver >1M-<5M Officer Training School [Temporary Provision] Project Deliver >5 - <10M Sea Safety Training School Filtration System Phase 2 [Upgrade] EDP >1M - <5M Small Boats Storage/wash down area [Replacement] Anc. to Capability >1M - <5M Crane Rehabilitation Programme [Upgrade] OMI >20M - <50M Small Boats Maintenance Workshop [Replacement] Anc. to Capability >1M - <5M Naval Fuel Installation Control System [Upgrade] OMI >5 - <10M Kauri Point Wharf [Replacement] Anc. to Capability >5 - <10M DPT Temporary Multi-Purpose Office Accom. [New] EDP >1M - <5M DCP Supply and LPD I2S - Wharf Strengthening [Upgrade] Capability TBD >5 - <10M DCP OcPV I2S - Wharf Utilities Network [Upgrade] Capability TBD >10M - <20M DCP OcPV I2A - 60Hz Network [Upgrade] Capability TBD >20M - <50M DCP OcPV I2S - Wharf Strengthening [Upgrade] Capability TBD >1M - <5M SIP:PEP - Naval Hospital / Dental Centre (New) - Strengthen EDP >1M - <5M South Yard Stanley Bay Gate House [Replacement] EDP >1M - <5M DCP Frigate Fleet I2S - Existing Wharf Strengthening [Upgrade] Capability TBD >10M - <20M DCP Frigate Fleet I2S - Wharf Loading Area and Support Facy [Upgrade] Capability TBD >20M - <50M DCP Frigate Fleet I2S - Utilities Infrastructure [Upgrade] Capability TBD >1M - <5M



UNCLASSIFIED









(Total project) FY20 FY21 FY22 FY23 FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33 FY34 FY35

PAPAKURA & ARDMORE Special Operations Training Facility Phase 1 & 2 Project Initiate >10M - <20M Squadron Facility and Unit Lines Project Initiate >5 - <10M Secure Compound Extension Project Deliver >1M - <5M Multi-Purpose Gym & Physiotherapy Project Initiate >5 - <10M Combined Medical and Dental Centre Project Initiate >5M - <10M DCP CEH Security and Noise Buffer [Upgrade] Capability >1M - <5M Trade Waste and Waste Transfer Station: Logistics [Replacement] EDP >1M - <5M Training Area Buffer Planting and Security Screening [Upgrade] EDP <1M Military Working Dogs CEH Facility and Training Area [Relocation] Anc. to Capability >5M - <10M DCP CEH Horizontal Infrastructure Improvements Capability TBD >10M - <20M DCP SOV I2S - Priority Roads and Entrance [Upgrade] Capability >1M - <5M DCP SOV I2S - Priority Hardstanding [Upgrade] Capability >5M - <10M Secure Briefing Room Extension (TG6) [Upgrade] EDP >1M - <5M Secure Operations HQ Facility Rennie Lines [Upgrade] EDP >5M - <10M Formal Helicopter Landing Zone (LZ) [Relocation] EDP >1M - <5M

WAIOURU Water Treatment Plant (Potable) [Upgrade] Project Initiate >1M - <5M Potable Water Network Upgrade Project Initiate >5M - <10M Vehicle Washpoint [Upgrade] Project Initiate >1M - <5M Training Area Command and Control HQ and Training Facility Project Initiate >10M - <20M Ammunition Depot Fire Alarm System [Upgrade] EDP <1M Training Area Water Abstraction [New] EDP <1M Internal/External Briefing Areas [New] EDP >1M - <5M Helicopter Landing Facility [Upgrade] EDP >1M - <5M Electrical Network [Upgrade] H-Infra >5M - <10M

OHAKEA Airfield Lighting and Signage Project Closure >10M - <20M Rotary (NH90) Simulator Infrastructure Project Closure >1M - <5M Electrical Low Voltage Network Upgrade Project Deliver <1M Electrical High Voltage Network Upgrade and Standby Generator Project Deliver >5M - <10M Base Main Gate, Entrance and SH Connection [Upgrade] EDP >5M - <10M Fire Flight Facility [Replacement] EDP >5M - <10M Dangerous Goods Store [Replacement] EDP >1M - <5M SIP:PEP - 3 Hangar - Demolish EDP >5M - <10M SIP:PEP - 2 Hangar - Strengthen EDP >10M - <20M Physiotherapy and Medical Facilities [Replacement] EDP >5M - <10M Forward Firing Weapons Arming Capability [New] Capability TBD >1M - <5M Explosives Storage Facility [Replacement] EDP >1M - <5M Base Headquarters and Administration [Replacement] EDP >10M - <20M Additional Taxiway Apron Entry/Exit Point [New] Capability <1M Armoury [Replacement] EDP >1M - <5M

10 �|�Defence�Estate�Regeneration�Implementation�Plan UNCLASSIFIED




PAPAKURA & ARDMORE Special Operations Training Facility Phase 1 & 2 Project Initiate >10M - <20M Squadron Facility and Unit Lines Project Initiate >5 - <10M Secure Compound Extension Project Deliver >1M - <5M Multi-Purpose Gym & Physiotherapy Project Initiate >5 - <10M Combined Medical and Dental Centre Project Initiate >5M - <10M DCP CEH Security and Noise Buffer [Upgrade] Capability >1M - <5M Trade Waste and Waste Transfer Station: Logistics [Replacement] EDP >1M - <5M Training Area Buffer Planting and Security Screening [Upgrade] EDP <1M Military Working Dogs CEH Facility and Training Area [Relocation] Anc. to Capability >5M - <10M DCP CEH Horizontal Infrastructure Improvements Capability TBD >10M - <20M DCP SOV I2S - Priority Roads and Entrance [Upgrade] Capability >1M - <5M DCP SOV I2S - Priority Hardstanding [Upgrade] Capability >5M - <10M Secure Briefing Room Extension (TG6) [Upgrade] EDP >1M - <5M Secure Operations HQ Facility Rennie Lines [Upgrade] EDP >5M - <10M Formal Helicopter Landing Zone (LZ) [Relocation] EDP >1M - <5M

WAIOURU Water Treatment Plant (Potable) [Upgrade] Project Initiate >1M - <5M Potable Water Network Upgrade Project Initiate >5M - <10M Vehicle Washpoint [Upgrade] Project Initiate >1M - <5M Training Area Command and Control HQ and Training Facility Project Initiate >10M - <20M Ammunition Depot Fire Alarm System [Upgrade] EDP <1M Training Area Water Abstraction [New] EDP <1M Internal/External Briefing Areas [New] EDP >1M - <5M Helicopter Landing Facility [Upgrade] EDP >1M - <5M Electrical Network [Upgrade] H-Infra >5M - <10M

OHAKEA Airfield Lighting and Signage Project Closure >10M - <20M Rotary (NH90) Simulator Infrastructure Project Closure >1M - <5M Electrical Low Voltage Network Upgrade Project Deliver <1M Electrical High Voltage Network Upgrade and Standby Generator Project Deliver >5M - <10M Base Main Gate, Entrance and SH Connection [Upgrade] EDP >5M - <10M Fire Flight Facility [Replacement] EDP >5M - <10M Dangerous Goods Store [Replacement] EDP >1M - <5M SIP:PEP - 3 Hangar - Demolish EDP >5M - <10M SIP:PEP - 2 Hangar - Strengthen EDP >10M - <20M Physiotherapy and Medical Facilities [Replacement] EDP >5M - <10M Forward Firing Weapons Arming Capability [New] Capability TBD >1M - <5M Explosives Storage Facility [Replacement] EDP >1M - <5M Base Headquarters and Administration [Replacement] EDP >10M - <20M Additional Taxiway Apron Entry/Exit Point [New] Capability <1M Armoury [Replacement] EDP >1M - <5M

UNCLASSIFIED










LINTON Installation of Sewage Pump Station Project Closure <1M Site Standby Generators Project Deliver <1M Signals Unit Secure Facility Upgrade Project Deliver <1M Electrical Network Upgrade Stage 1 Project Deliver >1M - <5M Network Enabled Army Capability Integration Centre (CIC) Project Deliver >5M - <10M Perimeter Fence, CCTV and Gate Hardening Project Deliver >1M - <5M Queens Alexandra’s Mounted Rifle (QAMR) Combined Headquarters Project Initiate >5M - <10M Potable Water Reticulation - Phase 1 Project Initiate >1M - <5M Explosive Store House (ESH) Project Initiate >1M - <5M 1 Command Support Regiment Unit Facility [Upgrade] EDP <1M Operational Fuels Infrastructure (21 Supply Coy) [Upgrade] EDP >1M - <5M DCP PMV I2S - Priority Roads and HG Entrance [Upgrade] Capability >5M - <10M DCP PMV I2S - Priority Hardstanding [Upgrade] Capability >1M - <5M DCP PMV I2S - Maintenance Bays incl. aprons [Upgrade] Capability >5M - <10M Potable Water Supply and Storage [Upgrade] H-Infra >5M - <10M Linton Perimeter Fence Security [Upgrade] EDP >1M - <5M DCP Operational Unit Precinct Utilities incl. HV [Upgrade] Capability >1M - <5M Dangerous Goods Storage: Common Log Precinct [Upgrade] EDP >1M - <5M Forest Management and Planting [Upgrade] EDP <1M 1Cmd Spt Unit Facility (Signals) [New] Capability >20M - <50M Vehicle Wash Down: Common Log Precinct [Upgrade] EDP TBC >1M - <5M Heavy Vehicle Priority Roads: Common Log Precinct [Upgrade] EDP TBC >1M - <5M Heavy Vehicle Entrance Gate [New] EDP TBC >5M - <10M

WELLINGTON REGION (INCL. TRENTHAM) Joint Force Headquarters Upgrade Project Closure <5M Engineering Training Workshop [Replacement] EDP >5M - <10M Electrical Network [Upgrade] EDP >1M - <5M

WOODBOURNE Military Police Working Accommodation Project Closure <1M Electroplating Bay Backup Generator Project Closure <1M Base Operations Security Fence Project Initiate >1M - <2M Potable Water Reservoir [Replacement] EDP >1M - <5M Security Track and Boundary Improvements [Upgrade] EDP >5M - <10M Taxiway Hardstand / Expansion [Upgrade] EDP >5M - <10M





LINTON Installation of Sewage Pump Station Project Closure <1M Site Standby Generators Project Deliver <1M Signals Unit Secure Facility Upgrade Project Deliver <1M Electrical Network Upgrade Stage 1 Project Deliver >1M - <5M Network Enabled Army Capability Integration Centre (CIC) Project Deliver >5M - <10M Perimeter Fence, CCTV and Gate Hardening Project Deliver >1M - <5M Queens Alexandra’s Mounted Rifle (QAMR) Combined Headquarters Project Initiate >5M - <10M Potable Water Reticulation - Phase 1 Project Initiate >1M - <5M Explosive Store House (ESH) Project Initiate >1M - <5M 1 Command Support Regiment Unit Facility [Upgrade] EDP <1M Operational Fuels Infrastructure (21 Supply Coy) [Upgrade] EDP >1M - <5M DCP PMV I2S - Priority Roads and HG Entrance [Upgrade] Capability >5M - <10M DCP PMV I2S - Priority Hardstanding [Upgrade] Capability >1M - <5M DCP PMV I2S - Maintenance Bays incl. aprons [Upgrade] Capability >5M - <10M Potable Water Supply and Storage [Upgrade] H-Infra >5M - <10M Linton Perimeter Fence Security [Upgrade] EDP >1M - <5M DCP Operational Unit Precinct Utilities incl. HV [Upgrade] Capability >1M - <5M Dangerous Goods Storage: Common Log Precinct [Upgrade] EDP >1M - <5M Forest Management and Planting [Upgrade] EDP <1M 1Cmd Spt Unit Facility (Signals) [New] Capability >20M - <50M Vehicle Wash Down: Common Log Precinct [Upgrade] EDP TBC >1M - <5M Heavy Vehicle Priority Roads: Common Log Precinct [Upgrade] EDP TBC >1M - <5M Heavy Vehicle Entrance Gate [New] EDP TBC >5M - <10M

WELLINGTON REGION (INCL. TRENTHAM) Joint Force Headquarters Upgrade Project Closure <5M Engineering Training Workshop [Replacement] EDP >5M - <10M Electrical Network [Upgrade] EDP >1M - <5M

WOODBOURNE Military Police Working Accommodation Project Closure <1M Electroplating Bay Backup Generator Project Closure <1M Base Operations Security Fence Project Initiate >1M - <2M Potable Water Reservoir [Replacement] EDP >1M - <5M Security Track and Boundary Improvements [Upgrade] EDP >5M - <10M Taxiway Hardstand / Expansion [Upgrade] EDP >5M - <10M

UNCLASSIFIED










SOUTHERN REGION (EXCL. TEKAPO) Water Bore and Treatment Upgrade Project Closure <1M Unit Ablutions & Storage Project Deliver <5M Southern Ammunition Storage Node Project Deliver >10M - <20M Waste Water Treatment Plant Upgrade/Diversion Project Deliver >10M - <20M Spray Booth Paint Bay (Wigram) Project Deliver <100k Energy Centre and Electrical Network Project Initiate >10M - <20M Health & Rehabilitation Centre Project Initiate >10M - <20M Potable Water Network and Storage [Upgrade] H-Infra >5M - <10M Waste Water Network [Upgrade] H-Infra >5M - <10M Electrical Network and Resilience Phase 1 [Upgrade] H-Infra >5M - <10M Site Buffer Planting and Security Screening [Upgrade] EDP <1M Extended Camp Armoury [Upgrade] EDP >1M - <5M WMN Potable Water Bore and Network [Upgrade] H-Infra >1M - <5M Fuel Point [Upgrade] EDP >1M - <5M Waste Water Treatment Plant [Upgrade] H-Infra >1M - <5M Targeted Three Waters Network [Upgrade] H-Infra >5M - <10M NZ ARMY Band Practice and Storage [Relocation] EDP >1M - <5M SIP:PEP – Explosive Store House - Strengthen EDP >5M - <10M Electrical Network and Resilience Phase 2 [Upgrade] H-Infra >5M - <10M Main Gate, Entrance and Central Carriageway [Replacement] EDP >10M - <20M Vehicle Washdown [Replacement] EDP >1M - <5M Dangerous Goods Storage: Log Precinct [Relocation] EDP >1M - <5M

TEKAPO Potable Water Supply, Storage and Reticulation [Upgrade] H-Infra >1M - <5M Main Camp Gate Security [Upgrade] EDP >1M - <5M Main Camp Security Fence [New] EDP >1M - <5M SIP:PEP - Fire Station - Strengthen EDP <1M Camp Buffer and Security Screening [Upgrade] EDP <1M

NATIONAL / OTHER LOCATIONS RNZE Construction Training (Annual Item) EDP <1M Estate Regeneration Rolling Programmes (Annual Item) EDP >5M - <10M Horizontal Infrastructure Programme (NB. indicated projects shown above)) In-Planning > 100M Ohakea Infrastructure Programme (OIP) Project Initiate > 100M Accommodation Messing and Dining Modernisation Programme In-Planning > 100M Defence Housing Programme In-Planning > 50M Regional Facilities In-Planning > 50M Plan MERE (Land Domain Training Infrastructure) In-Planning > 100M Consolidated Logistics Project Consequential Works (LIN) Project Initiate >20M - <50M Consolidated Logistics Project Consequential Works (BHM) Project Initiate >20M - <50M DCP Secure Precinct Dev - Utilities and Network LOC1 [Upgrade] Capability TBC >5M - <10M DCP Secure Precinct Dev - Site Security Enhancement LOC1 [Upgrade] Capability TBC >5M - <10M DCP Secure Precinct Dev - Perimeter Landscaping/Security LOC2 [Upgrade] Capability TBC >10M - <20M DCP Secure Precinct Dev - Site Security Enhancement LOC2 [Upgrade] Capability TBC >10M - <20M DCP Secure Precinct Dev - Perimeter Landscaping/Security LOC1 [Upgrade] Capability TBC >5M - <10M DCP Secure Precinct Dev - Utilities and Network LOC2 [Upgrade] Capability TBC >1M - <5M





SOUTHERN REGION (EXCL. TEKAPO) Water Bore and Treatment Upgrade Project Closure <1M Unit Ablutions & Storage Project Deliver <5M Southern Ammunition Storage Node Project Deliver >10M - <20M Waste Water Treatment Plant Upgrade/Diversion Project Deliver >10M - <20M Spray Booth Paint Bay (Wigram) Project Deliver <100k Energy Centre and Electrical Network Project Initiate >10M - <20M Health & Rehabilitation Centre Project Initiate >10M - <20M Potable Water Network and Storage [Upgrade] H-Infra >5M - <10M Waste Water Network [Upgrade] H-Infra >5M - <10M Electrical Network and Resilience Phase 1 [Upgrade] H-Infra >5M - <10M Site Buffer Planting and Security Screening [Upgrade] EDP <1M Extended Camp Armoury [Upgrade] EDP >1M - <5M WMN Potable Water Bore and Network [Upgrade] H-Infra >1M - <5M Fuel Point [Upgrade] EDP >1M - <5M Waste Water Treatment Plant [Upgrade] H-Infra >1M - <5M Targeted Three Waters Network [Upgrade] H-Infra >5M - <10M NZ ARMY Band Practice and Storage [Relocation] EDP >1M - <5M SIP:PEP – Explosive Store House - Strengthen EDP >5M - <10M Electrical Network and Resilience Phase 2 [Upgrade] H-Infra >5M - <10M Main Gate, Entrance and Central Carriageway [Replacement] EDP >10M - <20M Vehicle Washdown [Replacement] EDP >1M - <5M Dangerous Goods Storage: Log Precinct [Relocation] EDP >1M - <5M

TEKAPO Potable Water Supply, Storage and Reticulation [Upgrade] H-Infra >1M - <5M Main Camp Gate Security [Upgrade] EDP >1M - <5M Main Camp Security Fence [New] EDP >1M - <5M SIP:PEP - Fire Station - Strengthen EDP <1M Camp Buffer and Security Screening [Upgrade] EDP <1M

NATIONAL / OTHER LOCATIONS RNZE Construction Training (Annual Item) EDP <1M Estate Regeneration Rolling Programmes (Annual Item) EDP >5M - <10M Horizontal Infrastructure Programme (NB. indicated projects shown above)) In-Planning > 100M Ohakea Infrastructure Programme (OIP) Project Initiate > 100M Accommodation Messing and Dining Modernisation Programme In-Planning > 100M Defence Housing Programme In-Planning > 50M Regional Facilities In-Planning > 50M Plan MERE (Land Domain Training Infrastructure) In-Planning > 100M Consolidated Logistics Project Consequential Works (LIN) Project Initiate >20M - <50M Consolidated Logistics Project Consequential Works (BHM) Project Initiate >20M - <50M DCP Secure Precinct Dev - Utilities and Network LOC1 [Upgrade] Capability TBC >5M - <10M DCP Secure Precinct Dev - Site Security Enhancement LOC1 [Upgrade] Capability TBC >5M - <10M DCP Secure Precinct Dev - Perimeter Landscaping/Security LOC2 [Upgrade] Capability TBC >10M - <20M DCP Secure Precinct Dev - Site Security Enhancement LOC2 [Upgrade] Capability TBC >10M - <20M DCP Secure Precinct Dev - Perimeter Landscaping/Security LOC1 [Upgrade] Capability TBC >5M - <10M DCP Secure Precinct Dev - Utilities and Network LOC2 [Upgrade] Capability TBC >1M - <5M

UNCLASSIFIED







UNCLASSIFIED


UNCLASSIFIED

3. Project lifecycle Defence Estate and Infrastructure has a prescribed process to guide a project through its life cycle. Once a project, or programme of projects, has been identified the following process will apply.

Business case requirements

Once a project has received ‘Approval To Initiate’ (ATI) as part of the 2020 Implementation Plan approval process, and a Project Charter assigned to a Project Manager, the detailed definition of a project scope occurs and a business case is completed. The business case can be for a single project or a programme of projects, where these can be bundled. The Estate Investment Committee (EIC) considers the information contained in a business case and adjudicates on approval to the project/programme’s progression. The project scope is then translated via design into working drawings and a market assessment of costs is completed. An ‘Approval in Principal’ (AIP) to proceed to tendering is provided by the Head of Defence Estate and Infrastructure or Vice Chief of Defence Force in accordance with the thresholds provided. The construction tender process and response evaluation and endorsement is provided by Defence Commercial Services.

Governance processes

The expected value of the project / business case dictates the governance process used to consider, control and direct investment outcomes.

Broadly this governance process is to ensure strategic alignment to the Defence Force objectives, then to monitor adherence to scope and delivery, and finally, to manage risks. This is undertaken through two governance boards: the EIC and the Estate Steering Group (ESG).

• Estate Investment Committee: provides governance in accordance with strategic priorities, and guidance over the portfolio of initiatives and programmes of work that are delivered through the ESG. The objectives of the EIC are:

− To ensure Defence Estate and Infrastructure is supporting the Defence Force Outputs

− To ensure the successful delivery of the Defence Estate Regeneration Programme

− To ensure that all estate funding is invested well (value for money)

− To ensure that Defence Estate and Infrastructure executes reliably and consistently, building confidence

− To maintain confidence of all stakeholders in Defence Estate and Infrastructure and the Defence Estate Regeneration Programme

• Estate Steering Group: provides advice and a multi-discipline pan-organisation perspective on the delivery and service performance of the Defence Estate in accordance with the Defence Force Plan. It provides governance over the delivery of the outcomes and benefits of major projects and programmes within the Estate Portfolio and guidance over initiatives and programmes of work to be undertaken.

On an annual basis the Defence Estate and Infrastructure project approval process adheres to the following Governance schedule: the Estate Infrastructure Committee meets on a bi-monthly basis and the Estate Steering Group meets monthly. This ensures a seamless and continual process of considerations, decisions and checks and balances are applied to the successful progression of the projects arising from this Implementation Plan.

UNCLASSIFIED


UNCLASSIFIED

Ministerial and Cabinet Papers seeking direction and approval for major infrastructure-related items are sought in accordance with the Investor Confidence Rating thresholds and DFO 90 and DFI 9.1. This is represented in the following Governance powers and responsibility table:

Governance Powers and responsibilities

Estate Steering Group (ESG) • Provides programme assurance and advice to HDEI on risks, issues and dependencies.

• Endorses the Defence Estate Regeneration Portfolio Business Case and business cases requiring Cabinet approval.

Estate Investment Committee (EIC) • Provides programme assurance and advice to EXCO on achievement of strategic priorities


• Approves this Implementation Plan.

Executive Committee (ExCo) • Final NZDF endorsement of the Defence Estate Regeneration Portfolio Business Case and business cases requiring Cabinet approval.

CDF (delegated to HDEI) • Approves business cases with less than $25 million whole-of-life-cost.

• Makes recommendations to the Minister of Defence

Minister of Defence • Approves the business case under the Cabinet approval thresholds set out by Cabinet Office circular CO19(6) (currently at $25 million whole-of-life-cost).

Cabinet • Approves for the Defence Estate Regeneration Portfolio Business Case [CAB-19-MIN-0171.01 refers].

• Approves indicative business cases, programme business case and the subsequent to detailed business cases (and if necessary implementation business cases) with greater than $50 million whole-of-life-cost.

Management

The delivery, reporting and governance of projects will follow the Management Case as indicated within the Defence Estate Regeneration Programme Plan. Portfolio reporting to the ESG occurs monthly and to the EIC at their bimonthly meeting. Where a programmatic approach has been taken to delivery (e.g. Ohakea Infrastructure Programme (OIP), Housing or Accommodation Messing and Dining Modernisation) programme boards are established (e.g. the OIP Board and the Accommodation Programmes Working Group (APWG)). Individual project reporting will occur through the DEI Project Review Board, to the ESG and on to EIC.


UNCLASSIFIED


UNCLASSIFIED

3. Project lifecycle Defence Estate and Infrastructure has a prescribed process to guide a project through its life cycle. Once a project, or programme of projects, has been identified the following process will apply.

Business case requirements

Once a project has received ‘Approval To Initiate’ (ATI) as part of the 2020 Implementation Plan approval process, and a Project Charter assigned to a Project Manager, the detailed definition of a project scope occurs and a business case is completed. The business case can be for a single project or a programme of projects, where these can be bundled. The Estate Investment Committee (EIC) considers the information contained in a business case and adjudicates on approval to the project/programme’s progression. The project scope is then translated via design into working drawings and a market assessment of costs is completed. An ‘Approval in Principal’ (AIP) to proceed to tendering is provided by the Head of Defence Estate and Infrastructure or Vice Chief of Defence Force in accordance with the thresholds provided. The construction tender process and response evaluation and endorsement is provided by Defence Commercial Services.

Governance processes

The expected value of the project / business case dictates the governance process used to consider, control and direct investment outcomes.

Broadly this governance process is to ensure strategic alignment to the Defence Force objectives, then to monitor adherence to scope and delivery, and finally, to manage risks. This is undertaken through two governance boards: the EIC and the Estate Steering Group (ESG).

• Estate Investment Committee: provides governance in accordance with strategic priorities, and guidance over the portfolio of initiatives and programmes of work that are delivered through the ESG. The objectives of the EIC are:

− To ensure Defence Estate and Infrastructure is supporting the Defence Force Outputs

− To ensure the successful delivery of the Defence Estate Regeneration Programme

− To ensure that all estate funding is invested well (value for money)

− To ensure that Defence Estate and Infrastructure executes reliably and consistently, building confidence

− To maintain confidence of all stakeholders in Defence Estate and Infrastructure and the Defence Estate Regeneration Programme

• Estate Steering Group: provides advice and a multi-discipline pan-organisation perspective on the delivery and service performance of the Defence Estate in accordance with the Defence Force Plan. It provides governance over the delivery of the outcomes and benefits of major projects and programmes within the Estate Portfolio and guidance over initiatives and programmes of work to be undertaken.

On an annual basis the Defence Estate and Infrastructure project approval process adheres to the following Governance schedule: the Estate Infrastructure Committee meets on a bi-monthly basis and the Estate Steering Group meets monthly. This ensures a seamless and continual process of considerations, decisions and checks and balances are applied to the successful progression of the projects arising from this Implementation Plan.

UNCLASSIFIED


UNCLASSIFIED

Ministerial and Cabinet Papers seeking direction and approval for major infrastructure-related items are sought in accordance with the Investor Confidence Rating thresholds and DFO 90 and DFI 9.1. This is represented in the following Governance powers and responsibility table:

Governance Powers and responsibilities

Estate Steering Group (ESG) • Provides programme assurance and advice to HDEI on risks, issues and dependencies.


Estate Investment Committee (EIC) • Provides programme assurance and advice to EXCO on achievement of strategic priorities


• Approves this Implementation Plan.

Executive Committee (ExCo) • Final NZDF endorsement of the Defence Estate Regeneration Portfolio Business Case and business cases requiring Cabinet approval.

CDF (delegated to HDEI) • Approves business cases with less than $25 million whole-of-life-cost.

• Makes recommendations to the Minister of Defence

Minister of Defence • Approves the business case under the Cabinet approval thresholds set out by Cabinet Office circular CO19(6) (currently at $25 million whole-of-life-cost).

Cabinet • Approves for the Defence Estate Regeneration Portfolio Business Case [CAB-19-MIN-0171.01 refers].

• Approves indicative business cases, programme business case and the subsequent to detailed business cases (and if necessary implementation business cases) with greater than $50 million whole-of-life-cost.

Management

The delivery, reporting and governance of projects will follow the Management Case as indicated within the Defence Estate Regeneration Programme Plan. Portfolio reporting to the ESG occurs monthly and to the EIC at their bimonthly meeting. Where a programmatic approach has been taken to delivery (e.g. Ohakea Infrastructure Programme (OIP), Housing or Accommodation Messing and Dining Modernisation) programme boards are established (e.g. the OIP Board and the Accommodation Programmes Working Group (APWG)). Individual project reporting will occur through the DEI Project Review Board, to the ESG and on to EIC.


UNCLASSIFIED


UNCLASSIFIED

Should there compliance or health and safety works require promotion or immediate effect, which changes the ability of DEI to deliver on the projects within the Plan, DEI will promote any required amendments to the delivery plan, advising governance of the change.

Delivery of Estate Regeneration outcomes is primarily the responsibility of Defence Estate and Infrastructure. Projects will continue to be delivered in line with industry standard project management, procurement and governance methodology with the following responsibility owners:

Function CDF / VCDF EIC ESG HDEI Estate

Strategy Estate

Delivery Estate

Performance

Assets and Environment

Programme Owner

Accountable Responsible

Approval to Initiate

Responsible Accountable Informed Informed Informed Informed

Strategic Plans & Policy

Consulted Consulted Accountable Responsible Consulted Consulted Consulted

Project Development

Informed Informed Accountable Informed Responsible Informed Informed

Project Procurement

Accountable Informed Responsible Informed Informed

Project Delivery


Performance Reporting

Informed Informed Accountable Informed Informed Responsible Informed

Programme Variation

Consulted Consulted Accountable Informed Responsible Informed Informed

Project Variation


The project approval and delivery process is provided at Appendix C. Projects will be governed by tolerance reporting processes and the premise that within the multi-year ATI approvals and governance process, annualised and/or wider programming will occur. This continues to move away from the historic ‘ATI per project / per year’, funding basis.

Monitoring and reporting

Project delivery will continue to be recorded and reported through a central project management software resource which provides tracking and performance reporting.

Do ability The ability of DEI to effect this implementation plan is outlined within the Commercial Case of the Defence Estate Regeneration Programme Plan. The DEI Alliance will work closely with DCS to review the capital works pipeline and identify opportunities to optimise the procurement effort from DCS, DEI and the construction market. This may include the following activities:

• provide investment and delivery planning support to improve capital works pipeline certainty;

• conduct market engagement activities to provide greater visibility of forward capital works pipeline and improve construction market confidence;

• develop delivery strategies that are commensurate with the risk profile and asset renewal acceleration requirements (e.g. build only vs early contractor involvement, bundling projects into programmes);

UNCLASSIFIED


UNCLASSIFIED

• research and advise on market insights to better inform delivery and procurement strategies (e.g. construction market capacity in selected regions, COVID implications on the risk appetite and productivity of contractors); and

• identify rapid appointment options to support asset renewal acceleration requirements (e.g. contractor pre-qualification).

A Strategic Procurement Plan is in preparation to provide for future works (due for completion by June 2021).


UNCLASSIFIED


UNCLASSIFIED

Should there compliance or health and safety works require promotion or immediate effect, which changes the ability of DEI to deliver on the projects within the Plan, DEI will promote any required amendments to the delivery plan, advising governance of the change.

Delivery of Estate Regeneration outcomes is primarily the responsibility of Defence Estate and Infrastructure. Projects will continue to be delivered in line with industry standard project management, procurement and governance methodology with the following responsibility owners:

Function CDF / VCDF EIC ESG HDEI Estate

Strategy Estate

Delivery Estate

Performance

Assets and Environment

Programme Owner

Accountable Responsible

Approval to Initiate

Responsible Accountable Informed Informed Informed Informed

Strategic Plans & Policy

Consulted Consulted Accountable Responsible Consulted Consulted Consulted

Project Development


Project Procurement

Accountable Informed Responsible Informed Informed

Project Delivery


Performance Reporting

Informed Informed Accountable Informed Informed Responsible Informed

Programme Variation

Consulted Consulted Accountable Informed Responsible Informed Informed

Project Variation


The project approval and delivery process is provided at Appendix C. Projects will be governed by tolerance reporting processes and the premise that within the multi-year ATI approvals and governance process, annualised and/or wider programming will occur. This continues to move away from the historic ‘ATI per project / per year’, funding basis.

Monitoring and reporting

Project delivery will continue to be recorded and reported through a central project management software resource which provides tracking and performance reporting.

Do ability The ability of DEI to effect this implementation plan is outlined within the Commercial Case of the Defence Estate Regeneration Programme Plan. The DEI Alliance will work closely with DCS to review the capital works pipeline and identify opportunities to optimise the procurement effort from DCS, DEI and the construction market. This may include the following activities:

• provide investment and delivery planning support to improve capital works pipeline certainty;

• conduct market engagement activities to provide greater visibility of forward capital works pipeline and improve construction market confidence;

• develop delivery strategies that are commensurate with the risk profile and asset renewal acceleration requirements (e.g. build only vs early contractor involvement, bundling projects into programmes);

UNCLASSIFIED


UNCLASSIFIED

• research and advise on market insights to better inform delivery and procurement strategies (e.g. construction market capacity in selected regions, COVID implications on the risk appetite and productivity of contractors); and

• identify rapid appointment options to support asset renewal acceleration requirements (e.g. contractor pre-qualification).

A Strategic Procurement Plan is in preparation to provide for future works (due for completion by June 2021).



DEFENCE ESTATE MAJOR DELIVERY OUTPUTS FOR FY20-21

Completion of the First Principles Review resulting in a strategic direction (process and timeline) for the future Defence Estate footprint until 2070.

An updated sequence of projects for the delivery of the Defence Estate Regeneration Portfolio Implementation Plan 2020.

Produce Housing Programme Business Cases to assess future options for housing Defence Force regular force personnel.

Assessments and works to ensure compliance with the Healthy Homes Standards for Defence Housing.

Develop the Horizontal Infrastructure Programme Business Case.

Produce a refreshed DFO 46 for managing the Defence Estate.

Development of the Defence Climate Change Roadmap, covering baseline emissions verification, reduction pathway, risk assessment, adaptation pathways and governance for climate change.

Resilience and Lifelines Vulnerabilities Study, an assessment of the Defence Estate’s resilience for delivery of Defence Force outputs.

Approval and implementation of the Sustainable Infrastructure Standards to ensure the Defence Force’s sustainability standards underpin planning, design, delivery, operation and maintenance of buildings and infrastructure.

Implementation of the Defence Waste Management Framework.

Completion of a field investigation of the presence of lead contamination in Defence Force houses and preparation of a report.

Development of a National Range Stop Butt Lead Maintenance Procedure to help control lead contamination.

Delivery of pest management programmes at training areas and significant sites of indigenous biodiversity.

Completion of environmental databases and ArcGIS online services.

West Melton Range buffer to reduce noise.

Prepare proposals to replace the Dunedin regional Defence facilities.

Removal of Asbestos contaminated concrete.

Develop investment ready Ohakea Infrastructure Programme (OIP) implementation business cases and designs for construction.

New or amended Defence designation to provide for aircraft and engine testing noise.

Dredging consent for the sea bed around Devonport.

Progress the Future Naval Base Study.

Revising policy to manage the Waiouru Training Area resulting from the Waitangi Tribunal recommendations.

Complete Electric Vehicle Charging Station Pilot Trial.

Significant operational contributions to the National Wilding Conifer Strategy in the Canterbury and Manawatu and Wanganui Regions.

DEVONPORT• Calliope South Wharf Upgrade• Training School Temporary Village • Sea Safety Training School Filtration

System• Dry Dock hydraulics, mechanical and

pipework maintenance• Kauri Point Wharf Repairs• Capstans Replacement• NFI noncompliance maintenance• Liebherr crane maintenance

WAIOURU• Potable Water Network

Upgrade• Soil Cap of Old Landfill Site• Wash Down Point

OHAKEA• Hangar Fire Suppression

Deluge Tank• High Voltage Upgrade

and Standby Generator Replacement

• Aviation Refuelling section• Low Voltage Upgrade• Duty Centre Refurbishment• Base HQ Roof

Strengthening

LINTON• Electricity Network Upgrade – Stage 1• Linton Perimeter Fence • Watercourse and Storm water

Network Realignment• Military Intelligence Facility• Duty Centre Refurbishment• NEA Capability Integration Centre

PAPAKURA• Explosive

Ordnance Disposal Facility

• Special Operations Training Centre

WHENUAPAI• Standby Power Replacement• Medical and Dental Centre• Barracks SLA Phase 1

Establish a sustainable water supply solution for the Woodbourne Estate.

WOODBOURNE• Water Treatment Plant Upgrade• Woodbourne Perimeter Fence

BURNHAM• Unit Ablutions and Storage Building• Operation Respect Upgrades• Southern Ammunition Storage Node• Burnham waste water system upgrade• Barrack refurbishments

TRENTHAM

Progress Linton Accommodation Messing and Dining Modernisation Programme pilot to upgrade barracks and messes at Linton Military Camp.

A FIT-FOR-PURPOSE AND SUSTAINABLE ESTATE THAT ENABLES THE DELIVERY OF DEFENCE OUTPUTS

HE WHENUA HAUTAONGA PAI MOT E WHAKAARO, HE WHENUA HAUTAONGA KI TE TOITŪ, KIA WHAKAMANA,

KIA WHAKAORANGA O NGĀ ĀHUATANGA WAONGA


The size of the circle indicates the amount of budgeted funds allocated to the camp or base. Only major delivery outputs with a budget of over $500,000 are included.


DEFENCE ESTATE MAJOR DELIVERY OUTPUTS FOR FY20-21

Completion of the First Principles Review resulting in a strategic direction (process and timeline) for the future Defence Estate footprint until 2070.

An updated sequence of projects for the delivery of the Defence Estate Regeneration Portfolio Implementation Plan 2020.

Produce Housing Programme Business Cases to assess future options for housing Defence Force regular force personnel.

Assessments and works to ensure compliance with the Healthy Homes Standards for Defence Housing.

Develop the Horizontal Infrastructure Programme Business Case.

Produce a refreshed DFO 46 for managing the Defence Estate.

Development of the Defence Climate Change Roadmap, covering baseline emissions verification, reduction pathway, risk assessment, adaptation pathways and governance for climate change.

Resilience and Lifelines Vulnerabilities Study, an assessment of the Defence Estate’s resilience for delivery of Defence Force outputs.

Approval and implementation of the Sustainable Infrastructure Standards to ensure the Defence Force’s sustainability standards underpin planning, design, delivery, operation and maintenance of buildings and infrastructure.

Implementation of the Defence Waste Management Framework.

Completion of a field investigation of the presence of lead contamination in Defence Force houses and preparation of a report.

Development of a National Range Stop Butt Lead Maintenance Procedure to help control lead contamination.

Delivery of pest management programmes at training areas and significant sites of indigenous biodiversity.

Completion of environmental databases and ArcGIS online services.

West Melton Range buffer to reduce noise.

Prepare proposals to replace the Dunedin regional Defence facilities.

Removal of Asbestos contaminated concrete.

Develop investment ready Ohakea Infrastructure Programme (OIP) implementation business cases and designs for construction.


Dredging consent for the sea bed around Devonport.

Progress the Future Naval Base Study.

Revising policy to manage the Waiouru Training Area resulting from the Waitangi Tribunal recommendations.

Complete Electric Vehicle Charging Station Pilot Trial.

Significant operational contributions to the National Wilding Conifer Strategy in the Canterbury and Manawatu and Wanganui Regions.

DEVONPORT• Calliope South Wharf Upgrade• Training School Temporary Village • Sea Safety Training School Filtration

System• Dry Dock hydraulics, mechanical and

pipework maintenance• Kauri Point Wharf Repairs• Capstans Replacement• NFI noncompliance maintenance• Liebherr crane maintenance

WAIOURU• Potable Water Network

Upgrade• Soil Cap of Old Landfill Site• Wash Down Point

OHAKEA• Hangar Fire Suppression

Deluge Tank• High Voltage Upgrade

and Standby Generator Replacement

• Aviation Refuelling section• Low Voltage Upgrade• Duty Centre Refurbishment• Base HQ Roof

Strengthening

LINTON• Electricity Network Upgrade – Stage 1• Linton Perimeter Fence • Watercourse and Storm water

Network Realignment• Military Intelligence Facility• Duty Centre Refurbishment• NEA Capability Integration Centre

PAPAKURA• Explosive

Ordnance Disposal Facility

• Special Operations Training Centre

WHENUAPAI• Standby Power Replacement• Medical and Dental Centre• Barracks SLA Phase 1

Establish a sustainable water supply solution for the Woodbourne Estate.

WOODBOURNE• Water Treatment Plant Upgrade• Woodbourne Perimeter Fence

BURNHAM• Unit Ablutions and Storage Building• Operation Respect Upgrades• Southern Ammunition Storage Node• Burnham waste water system upgrade• Barrack refurbishments

TRENTHAM

Progress Linton Accommodation Messing and Dining Modernisation Programme pilot to upgrade barracks and messes at Linton Military Camp.

A FIT-FOR-PURPOSE AND SUSTAINABLE ESTATE THAT ENABLES THE DELIVERY OF DEFENCE OUTPUTS

HE WHENUA HAUTAONGA PAI MOT E WHAKAARO, HE WHENUA HAUTAONGA KI TE TOITŪ, KIA WHAKAMANA,

KIA WHAKAORANGA O NGĀ ĀHUATANGA WAONGA


The size of the circle indicates the amount of budgeted funds allocated to the camp or base. Only major delivery outputs with a budget of over $500,000 are included.

UNCLASSIFIED


UNCLASSIFIED

Strategic Programmes

The following are the current or planned programmes as identified in this Implementation Plan:

1. Approved Defence Estate and Infrastructure programme: for example, approved projects from the 2019 Plan that remain in a Delivery status.

2. Approved Capability Programmes:

a. Air Surveillance Maritime Patrol: the investment in the Ohakea Infrastructure Programme associated with the P-8A aircraft (noting that the supporting works consequential to the P-8A investment have received early prioritisation).

b. Consolidated Logistics Project: infrastructure to support Consolidated Logistics Project.

c. Future Air Mobility Capability: the replacement of the current air mobility or ‘airlift’ fleet of five Lockheed C130J and two Boeing 757-200 aircraft.

3. Estate Development Plan (EDP): planned estate regeneration projects, ordered through the Optimised Sequence for Project Delivery (OSPD) sequencing tool that are not contained in other Programmes.

4. Rolling Replacement Programmes: For example, Minor Capital Projects Programme (capitalised Planned Maintenance Programme); annual Security Fire Panel Replacement Programme; rolling Plant Replacement; Security Access Systems Upgrade; Heating Ventilation and Air-Conditioning Consolidated Programme; and, Fume and Extract Remediation programme.

5. Ohakea Infrastructure Programme: The programme consists of 15+ capital infrastructure projects to support the introduction of the new P8-A capability and the transfer of 5 Squadron from RNZAF Base Auckland. The works will include the upgrade of three waters infrastructure, airfield development, relocating the fuels precinct, a new logistics and accommodation facility.

6. Accommodation, Messing and Dining Modernisation Programme: Strategic barrack and messing upgrades. This investment is site agnostic until the Programme Business and Detailed Business Case approves the initial priority (noting Linton has been chosen as the pilot for the Detail Business Case).

7. Horizontal Infrastructure Programme: three-waters (potable water, waste water and storm-water), electricity, gas/heating, roading and ICT/Communication networks.

8. Operational Maritime Infrastructure (OMI): investment in water-side infrastructure and supporting services that enable the maritime operational outputs of the NZDF. The investment is considered ‘no-regrets’, identifying the best investment for the existing maritime infrastructure assets.

UNCLASSIFIED


UNCLASSIFIED

9. Housing Programme: Capital and operating solutions to deliver Defence Force Housing.

10. Regional Facilities Programme: Facilities outside the nine main camps and bases and which are not included within camp and base master plans (e.g. Kensington Army Hall and HMNZS TOROA, Dunedin and Buckle Street, Wellington).

11. Anchored to Capability Projects: projects that are anchored to smaller capability projects or organisational change initiatives where a Regeneration will support the effect which would ordinarily occur.

12. Plan Mere: Support for the investment in key training infrastructure currently located at Waiouru, the plan includes consideration for relocation of the Training Doctrine Headquarters, Army Command School, and the Army Depot to other regional centres (i.e. Burnham and Linton).


UNCLASSIFIED


UNCLASSIFIED

Strategic Programmes

The following are the current or planned programmes as identified in this Implementation Plan:

1. Approved Defence Estate and Infrastructure programme: for example, approved projects from the 2019 Plan that remain in a Delivery status.

2. Approved Capability Programmes:

a. Air Surveillance Maritime Patrol: the investment in the Ohakea Infrastructure Programme associated with the P-8A aircraft (noting that the supporting works consequential to the P-8A investment have received early prioritisation).

b. Consolidated Logistics Project: infrastructure to support Consolidated Logistics Project.

c. Future Air Mobility Capability: the replacement of the current air mobility or ‘airlift’ fleet of five Lockheed C130J and two Boeing 757-200 aircraft.

3. Estate Development Plan (EDP): planned estate regeneration projects, ordered through the Optimised Sequence for Project Delivery (OSPD) sequencing tool that are not contained in other Programmes.

4. Rolling Replacement Programmes: For example, Minor Capital Projects Programme (capitalised Planned Maintenance Programme); annual Security Fire Panel Replacement Programme; rolling Plant Replacement; Security Access Systems Upgrade; Heating Ventilation and Air-Conditioning Consolidated Programme; and, Fume and Extract Remediation programme.

5. Ohakea Infrastructure Programme: The programme consists of 15+ capital infrastructure projects to support the introduction of the new P8-A capability and the transfer of 5 Squadron from RNZAF Base Auckland. The works will include the upgrade of three waters infrastructure, airfield development, relocating the fuels precinct, a new logistics and accommodation facility.

6. Accommodation, Messing and Dining Modernisation Programme: Strategic barrack and messing upgrades. This investment is site agnostic until the Programme Business and Detailed Business Case approves the initial priority (noting Linton has been chosen as the pilot for the Detail Business Case).

7. Horizontal Infrastructure Programme: three-waters (potable water, waste water and storm-water), electricity, gas/heating, roading and ICT/Communication networks.

8. Operational Maritime Infrastructure (OMI): investment in water-side infrastructure and supporting services that enable the maritime operational outputs of the NZDF. The investment is considered ‘no-regrets’, identifying the best investment for the existing maritime infrastructure assets.

UNCLASSIFIED


UNCLASSIFIED

9. Housing Programme: Capital and operating solutions to deliver Defence Force Housing.

10. Regional Facilities Programme: Facilities outside the nine main camps and bases and which are not included within camp and base master plans (e.g. Kensington Army Hall and HMNZS TOROA, Dunedin and Buckle Street, Wellington).

11. Anchored to Capability Projects: projects that are anchored to smaller capability projects or organisational change initiatives where a Regeneration will support the effect which would ordinarily occur.

12. Plan Mere: Support for the investment in key training infrastructure currently located at Waiouru, the plan includes consideration for relocation of the Training Doctrine Headquarters, Army Command School, and the Army Depot to other regional centres (i.e. Burnham and Linton).


UNCLASSIFIED


UNCLASSIFIED

Appendix A: MCDA Criteria Set Criteria What? Why?

1 Infrastructure Recapitalisation Programme (IRP) score

The IRP identifies and quantifies all recapitalisation projects based on a sequence of criteria determined, including: the remaining life, current asset condition and current utilisation. The score indicates the IRP priority for the project based on these criteria. It is valid for recapitalisation of assets, i.e. not new requirements.

As a driver for regenerating the Estate, the IRP reflects many sub-criteria that indicate the priority for recapitalisation (using available asset data) and respond to the strategic plan. Based on the current average age of the Estate, the Estate Investment Programme (EIP) has the objective to reduce the average asset age and the IRP is the critical driver to meeting this objective.

2 Asset Criticality (function-based)

This defines critical Estate infrastructure in order to facilitate targeted investment to those assets providing highest value in support of Defence Force outputs. It is priority ranked on the basis of the time- dependent requirement to support the camp or base resilience in response to a given event.

The Estate must enable the Defence Force function(s), therefore the asset criticality in supporting the Defence Force outputs must present a high priority.

3 Seismic (% NBS Rating) New Zealand lies within an area of high seismic risk. A seismic National Building Standard (NBS) was introduced to ensure that all buildings in New Zealand met a minimum standard for earthquake resilience. The NBS score is a rating based on the percentage compliance of a structure in meeting the building standard.

Meeting statutory requirements must remain a priority for protecting life safety.

4 Construction Duration (in weeks)

The duration defines the estimated time for construction completion of the project, in weeks. The value is an estimate based on historical data for Defence Force project delivery.

Time becomes a critical factor in determining project delivery, priority and managing resources. It is also used to define the project spend profile (through S-curve analysis).

5 Inter-Site Move An inter-site move indicates that an identified project is proposed to be relocated to an alternative Defence Force site. Preference shall be given to projects that involve an inter-site move.

Identified projects that move site respond to strategic or operational requirements. This criterion imbues the consolidation and strategic intent for a relocation of a function.

6 Personnel Impact The personnel impact defines the number of personnel operating on a site that are impacted by a project or failure of an asset. Whether infrastructure or a structure, it is a measure of the personnel supported by the asset.

Projects that have a high personnel impact are important because of the possible impact on site outputs, based on the risk to normal business.

7 Site Availability Determines if a site is freely available, i.e. either a site is available or an identified location requires existing buildings to be demolished.

In comparison of two identical projects, precedence is given to the project that can be constructed on an available site.

8 Availability of Infrastructure Services

Based on the existing information and proposed location for a project, this identifies the localised available

Underground site services based on the current information held for the proposed location, or nearest neighbouring asset.

This indicates the additional resource required to provide services to a location. Sites that require additional services to a location are prioritised due to the time and difficulty of providing underground services.

UNCLASSIFIED


UNCLASSIFIED

9 Very Rough Order of Cost (VROC)

The cost is a reflection of the QS calculated VROC based on the available initial scoping for the project.

Cost is a financial barrier to project completion and can be an indication of the risks over the project; therefore a higher- valued project value shall be prioritised over lower values.


UNCLASSIFIED


UNCLASSIFIED

Appendix A: MCDA Criteria Set Criteria What? Why?

1 Infrastructure Recapitalisation Programme (IRP) score

The IRP identifies and quantifies all recapitalisation projects based on a sequence of criteria determined, including: the remaining life, current asset condition and current utilisation. The score indicates the IRP priority for the project based on these criteria. It is valid for recapitalisation of assets, i.e. not new requirements.

As a driver for regenerating the Estate, the IRP reflects many sub-criteria that indicate the priority for recapitalisation (using available asset data) and respond to the strategic plan. Based on the current average age of the Estate, the Estate Investment Programme (EIP) has the objective to reduce the average asset age and the IRP is the critical driver to meeting this objective.

2 Asset Criticality (function-based)

This defines critical Estate infrastructure in order to facilitate targeted investment to those assets providing highest value in support of Defence Force outputs. It is priority ranked on the basis of the time- dependent requirement to support the camp or base resilience in response to a given event.

The Estate must enable the Defence Force function(s), therefore the asset criticality in supporting the Defence Force outputs must present a high priority.

3 Seismic (% NBS Rating) New Zealand lies within an area of high seismic risk. A seismic National Building Standard (NBS) was introduced to ensure that all buildings in New Zealand met a minimum standard for earthquake resilience. The NBS score is a rating based on the percentage compliance of a structure in meeting the building standard.

Meeting statutory requirements must remain a priority for protecting life safety.

4 Construction Duration (in weeks)

The duration defines the estimated time for construction completion of the project, in weeks. The value is an estimate based on historical data for Defence Force project delivery.

Time becomes a critical factor in determining project delivery, priority and managing resources. It is also used to define the project spend profile (through S-curve analysis).

5 Inter-Site Move An inter-site move indicates that an identified project is proposed to be relocated to an alternative Defence Force site. Preference shall be given to projects that involve an inter-site move.

Identified projects that move site respond to strategic or operational requirements. This criterion imbues the consolidation and strategic intent for a relocation of a function.

6 Personnel Impact The personnel impact defines the number of personnel operating on a site that are impacted by a project or failure of an asset. Whether infrastructure or a structure, it is a measure of the personnel supported by the asset.

Projects that have a high personnel impact are important because of the possible impact on site outputs, based on the risk to normal business.

7 Site Availability Determines if a site is freely available, i.e. either a site is available or an identified location requires existing buildings to be demolished.

In comparison of two identical projects, precedence is given to the project that can be constructed on an available site.

8 Availability of Infrastructure Services

Based on the existing information and proposed location for a project, this identifies the localised available

Underground site services based on the current information held for the proposed location, or nearest neighbouring asset.

This indicates the additional resource required to provide services to a location. Sites that require additional services to a location are prioritised due to the time and difficulty of providing underground services.

UNCLASSIFIED


UNCLASSIFIED

9 Very Rough Order of Cost (VROC)

The cost is a reflection of the QS calculated VROC based on the available initial scoping for the project.

Cost is a financial barrier to project completion and can be an indication of the risks over the project; therefore a higher- valued project value shall be prioritised over lower values.


UNCLASSIFIED


UNCLASSIFIED

Appendix B: Project Descriptions (for projects to 2024) The project list below is provided in order of funding importance. Funding importance is not an indicator of project development nor delivery order. This project list reflects projects seeking funding from 2019 to 2024 and includes those projects that were delayed from the Defence Estate Regeneration Plan 19 funding allocation due to funding pressures. Key: [LOCATION – Project Title (unique project ID) [Precis of project] NARROW NECK (DEVONPORT) Officer Training School (DPT-19-10001) The Officer Training School (OTS), previously located in BLDG: NN278 at Narrow Neck, has been evacuated until asbestos remediation works can be completed and clear the building safe for occupancy. Whilst this work occurs the need to maintain continued operation of the OTS and training courses remains essential, as the only Officer Training facility of the Navy. However alternative facilities to conduct this training and provide associated accommodation is not readily available in the current DNB estate footprint. The requirement is for training facilities and mixed gender accommodation for 32 trainees and 10 JOCT staff, and accommodation for up to 50 post JOCT JOUT pers. Note that this work has started to meet the training regime of Navy. LINTON Operational Fuels Infrastructure: Logistics Precinct (LIN-18-00589) The current operational fuels facility is not compliant due to changes in legislation, improvements in industry best practice and changes in NZDF equipment fleets. The existing facility is old and is limited in both parking and fuel capacity to accommodate the range of fueling equipment currently in service. This project seeks to provide upgrade the facility to a compliant, fit-for-purpose condition able to service the current and future equipment needs. LINTON 1 Command Support Regiment Unit Facility (LIN-19-10003) Consequential to the work completed in 2018 by 2 Engineer Regiment for the construction of 1 Command Support Regiment (CSR) essential working space. The construction and materials must be assigned to a capital budget. This project has realized the requirement to support an annualised capital fund for Engineer Construction Training Materials. NATION-WIDE Royal New Zealand Engineers Construction Training Materials (NAT-19-10006) Army and DEI have established the Army MILCON Training Plan (AMTP) in order to enhance Army construction training and supplement DEI infrastructure delivery across the estate. The AMTP will optimize NZDF resources by employing the NZDF’s integral construction capability to supplement DEI project delivery, whilst concurrently enhancing operational capability through access to high-quality training. The choice of projects undertaken will be a collaborative effort between DEI and Army on an annual basis. NATION-WIDE Estate Regeneration Annual Rolling Programmes (NAT-19-10007) This is an annualised programme to support minor recapitalisation activities and to maintain compliance against an array of asset classes. They include: Rolling Plant Replacement, Seismic Integrity Remediation Programme, Site Contamination, Obsolete Security Access Systems, Fume & Extract Remediation, Annual Security Fire Panel Replacement and Insulation/HVAC investment. OHAKEA Main Gate, Entrance and State Highway Connection (OHA-16-00144) The Base Ohakea intersection with State Highway 2 has seen increased frequency of accidents or near-misses; interim measures have been implemented but it is still considered an unsafe intersection. With the forecast growth of permanent staff at Base Ohakea, the permanent improvement to this entrance area, including the connection to State Highway 2, is now required. This will address HSE and improve flow and movement of traffic in and out of the Base.

WHENUAPAI Phased Hardstanding Replacement (WHP-16-00088) The hardstanding outside Hangar 1 is at the end of its economic life, this project seeks to replace the existing expansive concrete hardstanding at stands 10 and 11. The hardstanding has deteriorated quickly in recent years advancing the required delivery of this project reducing the potential for Foreign Object Damage (FOD). The project will replace the existing hardstanding area to a level suitable for the Future Air Mobility Capability (FAMC) expected airframes, i.e. the ACN for C130J and 757-replacement. BURNHAM Facilities Maintenance Compound (BHM-18-00576) As a consequence of detailed planning for Logistics at Burnham, the Facilities Maintenance compound is required to be relocated to provide an area for the Regional Supply Facility. Relocation will include remediation of the existing site, and provision of safe and compliant working areas, including office facilities, and the storage of effects to support the needs of infrastructure maintenance activities on the site. BURNHAM Defence College Office (BHM-20-00674) Relocation of the existing Defence College HQ (Burnham) facilities is a requirement ahead of developing the Common Logistics Precinct and needs to be completed prior to construction of the CLP-led Burnham Regional Supply Facility, which has construction expected to commence in FY2024. Relocation is an interim solution until the full intent of the Master Plan can be realised- i.e. consolidated, fit for purpose office and classroom facilities. BURNHAM Single Living Accommodation (BHM-16-00012) As a consequence of detailed planning for improvements in logistics at Burnham, a number of accommodation facilities are required to be replaced or relocated. The existing facilities, which are predominantly used for Officer accommodation are close to end of life and would ordinarily require replacement. Any new provision of single living accommodation (SLA) is to meet standards set through the NZDF accommodation programme and the location as determined by the Master Plan and Precinct Block Plans. The SLAs will provide a community living environment in a format to be determined through further assessment. BURNHAM 2/1 New Zealand Infantry Regiment Facilities (BHM-20-00669) The project will provide for fit-for-purpose, contemporary, and efficient working environments. The replacement of unit HQs (currently COYs A, B, D, Spt.) is required. This replacement will result in a fit for purpose facility that will accommodate office space, quartermaster-store, lecture room and covered vehicle maintenance area, and will also consider potential consolidation opportunities across the site. BURNHAM 2/4 New Zealand Infantry Regiment Unit Facilities (BHM-20-00675) The project will provide for fit-for-purpose, contemporary, and efficient working environments. The requirement is to provide replacement unit (currently 2/4 RNZIR) facilities which will include office space, lecture room and quartermaster-store, and will also consider potential consolidation opportunities across the site LINTON Transport Facilities [Relocation] (LIN-16-00105) The elevation of this project is consequential to the requirements of the Consolidated Logistics Project (CLP) Regional Supply Facility (RSF) at Linton. A number of low cost shelters and hardstanding will need to be relocated or provisioned to provide for the existing capacity requirements displaced by the CLP RSF. NB. An edit against this project line has been provided for clarification and to correctly set expectations for this project. BURNHAM Camp Armoury (BHM-16-00014) The existing armoury does not meet current nor expected future capacity requirements, and requires upgrades in order to store contemporary weaponry. This project will likely result in an extension to the existing armoury and will likely incorporate optimized management changes to improve efficiencies of stock control. The existing armoury was built to accommodate an extension, however this project will also support wider improvements, especially regarding accessibility and stock management efficiency improvements. DEVONPORT Small Boats Storage and Wash-Down Area (DPT-16-00281) This project will provide a fit for purpose storage and wash-down facility, replacing the current (outdoor) small boat storage area. The aim of this project is to provide a facility which will protect the small boats from the maritime environment while enabling easy transfer of boats into and out of the facility. The facility will provide the ability to store and protect the boats in a manner which meets legislative safety and environmental


UNCLASSIFIED


UNCLASSIFIED

Appendix B: Project Descriptions (for projects to 2024) The project list below is provided in order of funding importance. Funding importance is not an indicator of project development nor delivery order. This project list reflects projects seeking funding from 2019 to 2024 and includes those projects that were delayed from the Defence Estate Regeneration Plan 19 funding allocation due to funding pressures. Key: [LOCATION – Project Title (unique project ID) [Precis of project] NARROW NECK (DEVONPORT) Officer Training School (DPT-19-10001) The Officer Training School (OTS), previously located in BLDG: NN278 at Narrow Neck, has been evacuated until asbestos remediation works can be completed and clear the building safe for occupancy. Whilst this work occurs the need to maintain continued operation of the OTS and training courses remains essential, as the only Officer Training facility of the Navy. However alternative facilities to conduct this training and provide associated accommodation is not readily available in the current DNB estate footprint. The requirement is for training facilities and mixed gender accommodation for 32 trainees and 10 JOCT staff, and accommodation for up to 50 post JOCT JOUT pers. Note that this work has started to meet the training regime of Navy. LINTON Operational Fuels Infrastructure: Logistics Precinct (LIN-18-00589) The current operational fuels facility is not compliant due to changes in legislation, improvements in industry best practice and changes in NZDF equipment fleets. The existing facility is old and is limited in both parking and fuel capacity to accommodate the range of fueling equipment currently in service. This project seeks to provide upgrade the facility to a compliant, fit-for-purpose condition able to service the current and future equipment needs. LINTON 1 Command Support Regiment Unit Facility (LIN-19-10003) Consequential to the work completed in 2018 by 2 Engineer Regiment for the construction of 1 Command Support Regiment (CSR) essential working space. The construction and materials must be assigned to a capital budget. This project has realized the requirement to support an annualised capital fund for Engineer Construction Training Materials. NATION-WIDE Royal New Zealand Engineers Construction Training Materials (NAT-19-10006) Army and DEI have established the Army MILCON Training Plan (AMTP) in order to enhance Army construction training and supplement DEI infrastructure delivery across the estate. The AMTP will optimize NZDF resources by employing the NZDF’s integral construction capability to supplement DEI project delivery, whilst concurrently enhancing operational capability through access to high-quality training. The choice of projects undertaken will be a collaborative effort between DEI and Army on an annual basis. NATION-WIDE Estate Regeneration Annual Rolling Programmes (NAT-19-10007) This is an annualised programme to support minor recapitalisation activities and to maintain compliance against an array of asset classes. They include: Rolling Plant Replacement, Seismic Integrity Remediation Programme, Site Contamination, Obsolete Security Access Systems, Fume & Extract Remediation, Annual Security Fire Panel Replacement and Insulation/HVAC investment. OHAKEA Main Gate, Entrance and State Highway Connection (OHA-16-00144) The Base Ohakea intersection with State Highway 2 has seen increased frequency of accidents or near-misses; interim measures have been implemented but it is still considered an unsafe intersection. With the forecast growth of permanent staff at Base Ohakea, the permanent improvement to this entrance area, including the connection to State Highway 2, is now required. This will address HSE and improve flow and movement of traffic in and out of the Base.

WHENUAPAI Phased Hardstanding Replacement (WHP-16-00088) The hardstanding outside Hangar 1 is at the end of its economic life, this project seeks to replace the existing expansive concrete hardstanding at stands 10 and 11. The hardstanding has deteriorated quickly in recent years advancing the required delivery of this project reducing the potential for Foreign Object Damage (FOD). The project will replace the existing hardstanding area to a level suitable for the Future Air Mobility Capability (FAMC) expected airframes, i.e. the ACN for C130J and 757-replacement. BURNHAM Facilities Maintenance Compound (BHM-18-00576) As a consequence of detailed planning for Logistics at Burnham, the Facilities Maintenance compound is required to be relocated to provide an area for the Regional Supply Facility. Relocation will include remediation of the existing site, and provision of safe and compliant working areas, including office facilities, and the storage of effects to support the needs of infrastructure maintenance activities on the site. BURNHAM Defence College Office (BHM-20-00674) Relocation of the existing Defence College HQ (Burnham) facilities is a requirement ahead of developing the Common Logistics Precinct and needs to be completed prior to construction of the CLP-led Burnham Regional Supply Facility, which has construction expected to commence in FY2024. Relocation is an interim solution until the full intent of the Master Plan can be realised- i.e. consolidated, fit for purpose office and classroom facilities. BURNHAM Single Living Accommodation (BHM-16-00012) As a consequence of detailed planning for improvements in logistics at Burnham, a number of accommodation facilities are required to be replaced or relocated. The existing facilities, which are predominantly used for Officer accommodation are close to end of life and would ordinarily require replacement. Any new provision of single living accommodation (SLA) is to meet standards set through the NZDF accommodation programme and the location as determined by the Master Plan and Precinct Block Plans. The SLAs will provide a community living environment in a format to be determined through further assessment. BURNHAM 2/1 New Zealand Infantry Regiment Facilities (BHM-20-00669) The project will provide for fit-for-purpose, contemporary, and efficient working environments. The replacement of unit HQs (currently COYs A, B, D, Spt.) is required. This replacement will result in a fit for purpose facility that will accommodate office space, quartermaster-store, lecture room and covered vehicle maintenance area, and will also consider potential consolidation opportunities across the site. BURNHAM 2/4 New Zealand Infantry Regiment Unit Facilities (BHM-20-00675) The project will provide for fit-for-purpose, contemporary, and efficient working environments. The requirement is to provide replacement unit (currently 2/4 RNZIR) facilities which will include office space, lecture room and quartermaster-store, and will also consider potential consolidation opportunities across the site LINTON Transport Facilities [Relocation] (LIN-16-00105) The elevation of this project is consequential to the requirements of the Consolidated Logistics Project (CLP) Regional Supply Facility (RSF) at Linton. A number of low cost shelters and hardstanding will need to be relocated or provisioned to provide for the existing capacity requirements displaced by the CLP RSF. NB. An edit against this project line has been provided for clarification and to correctly set expectations for this project. BURNHAM Camp Armoury (BHM-16-00014) The existing armoury does not meet current nor expected future capacity requirements, and requires upgrades in order to store contemporary weaponry. This project will likely result in an extension to the existing armoury and will likely incorporate optimized management changes to improve efficiencies of stock control. The existing armoury was built to accommodate an extension, however this project will also support wider improvements, especially regarding accessibility and stock management efficiency improvements. DEVONPORT Small Boats Storage and Wash-Down Area (DPT-16-00281) This project will provide a fit for purpose storage and wash-down facility, replacing the current (outdoor) small boat storage area. The aim of this project is to provide a facility which will protect the small boats from the maritime environment while enabling easy transfer of boats into and out of the facility. The facility will provide the ability to store and protect the boats in a manner which meets legislative safety and environmental


UNCLASSIFIED


UNCLASSIFIED

requirements; it is noted that additional capacity requirements will likely be funded by the Littoral Warfare Project. DEVONPORT Small Boats Maintenance Workshop (DPT-16-00282) This project seeks to provide a safe working environment for a wide range of cyclical maintenance activities related to the long term operational readiness of the small boat fleet. Physical security i.e. lockable areas and oversight/monitoring will likely be a requirement. LINTON Consolidated Parking: Common Logistics Precinct (LIN-18-00563) Responding to emerging NZDF parking strategy and the requirement to centralise and consolidate assets, the Linton Infrastructure Master Plan indicated the requirement to consolidate parking across Linton Camp into central locations. Centralised parking provision is critical to the development of the Linton common logistics area, ensuring separation between pedestrians, personal vehicles and heavy vehicles. This car park is envisaged to be sited and designed to enable efficient access, to be in line with contemporary sustainable and landscaping practices, and to be responsive to anticipated changes in vehicle design and usage patterns. WAIOURU Ammunition Depot Fire Alarm System (WAI-18-00550) The Defence Army Depot holds significant assets on behalf of the New Zealand Defence Force. This project will deliver an upgrade to the Fire Alarm Systems which are required for life protection and support and protection the assets. The business case will determine the best approach for remote alarm monitoring and protection (if necessary). DEVONPORT Sea Safety Training School Filtration System Phase 2 (DPT-19-00668) Phase 2 of the SSTS works has been identified following Phase 1 (the installation of a new Granular Activated Carbon (GAC) filtration system designed to remove PFAS from the wastewater discharged from the Fire Training Unit (FTU)), and will address on-going issues of non-compliance. This project will resolve a number of key operational issues identified with the existing wastewater treatment plant which exacerbate the accumulation of PFAS, and the associated maintenance and disposal costs. The upgrades proposed through Phase 2 will also assist in prolonging the life of the GAC media (Phase 1), again minimising both maintenance and disposal costs, and enabling compliance with the Auckland Council Trade Waste Bylaw. DEVONPORT Crane Rehabilitation Programme (DPT-18-00541) This project seeks to rehabilitate the operational functionality of the cranes and their systems at Devonport. The crane computer operating systems – specifically the Dry-dock and Calliope South wharf cranes – require upgrading to ensure they meet contemporary safety standards with respect to the operational use and control of the cranes. This is a critical compliance issue given the operational nature and use profile of the cranes. In addition, works will include general rehabilitation works in line with their age and exposure to saline environments. DEVONPORT Naval Fuel Installation Control System (DPT-18-00540) Central to the effectiveness of the Naval Fuel Installation system is the computerised controls and associated valves and pneumatic components. This system controls the receipt, management, filtration, and delivery of the fuel. The computer system governing this is at end of life and requires replacement to reduce operational risk. The works will also likely require improvements to the controls and valves. This is an operationally critical infrastructure asset. LINTON Perimeter Fence Security (LIN-20-00672) The installation of the physical componentry of the Linton security fence was completed in 2019/20. To improve the effectiveness and efficiency of security to camp, the provision of e-surveillance is required around the camp perimeter. Designed to align with the future Main gate development, a series of CCTV cameras is required to enable centralized monitoring, surveillance and targeted response if required. WHENUAPAI Arch Hangar Mid-life Intensive Refit (WHP-16-00274) This project seeks to maintain and upgrade an existing hangar ensuring it is fit for purpose and resilient. The mid-life refit of a hangar will consider and respond if necessary to the following building elements; fire suppressant system, heating/aircon, electrical system, lighting, painting interior and exterior including floor surfaces, hangar main door, concrete structure, fume extraction. It is not expected that all building elements will need to be

UNCLASSIFIED


UNCLASSIFIED

upgraded – this will be determined through an assessment. The intent of the project is to respond to known issues and maintain the remaining useful life of the structure for forthcoming fixed wing capability acquisitions. WOODBOURNE Replacement Potable Water Reservoir (WBN-19-10004) This project will deliver a new, safe and compliance 2000 cubic metre ground level water storage, treatment plant and laboratory to support compliant potable water supply to the Woodbourne community to replace the existing water tower that has reached the end of its economic life. OHAKEA Electrical Network Upgrade and Connection (OHA-19-10005) To support the required network upgrades to support the intensified development within the North East Quadrant a financial release is required to support the local lines company to invest and provide a new 11kV connection to support the increased loading and support additional capacity for the rest of the site. BURNHAM Electrical Network and Resilience Phase 1 (BHM-20-00705) The existing electrical network requires significant attention and reconfiguration to support both existing and provide capacity for new works, beyond the immediate works already underway. This electrical upgrade project will address longstanding condition-based recommendations and strategic improvement to align with and support future camp layout as determined by the master planning efforts. The upgraded network will provide a resilient solution built to support anticipated future demand and capacity needs. BURNHAM Potable Water Network and Storage (BHM-20-00703) The existing potable water network is at its end of life as evidenced by high breakage rate and excessive leakage rates. The standby storage is also sub optimal for volume and type. This renewal project will replace the obsolete AC water mains and associated fittings and provide Burnham camp with a 3 days average use storage capacity. The new network will reduce leakage to water industry standards and provide storage capacity to meet our resilience goals. TEKAPO Potable Water Supply, Storage and Reticulation (TEK-20-00698) The existing potable water network is at its end of life as evidenced by very high breakage rate and excessive leakage rates. This renewal project will replace the obsolete AC and galvanised steel water mains and associated fittings and provide Tekapo camp with a compliant water network. The new network will reduce leakage to water industry standards to meet our resilience goals. WEST MELTON (BURNHAM) Potable Water Bore and Network (WMN-20-00691) The existing potable water network is at its end of life as evidenced by very high breakage rate and excessive leakage rates. This renewal project will replace the obsolete AC and galvanised steel water mains and associated fittings and provide West Melton camp with a compliant water network. The new network will reduce leakage to water industry standards to meet our resilience goals. WHENUAPAI Potable Water Reticulation (WHP-16-00054) The existing potable water network is at its end of life as evidenced by very high breakage rate and excessive leakage rates. This renewal project will replace the obsolete AC and galvanised steel water mains and associated fittings and provide Whenuapai airbase with a compliant water network. The new network will reduce leakage to water industry standards to meet our resilience goals. BURNHAM Waste Water Network (BHM-20-00704) The existing waste water network is at its end of life as evidenced by very high infiltration and inflow rates. This renewal project will replace the end of life sewer mains and associated fittings sized for future occupancies and provide Burnham camp with a compliant wastewater network. The new network will reduce inflow to water industry standards to meet our resilience goals. WAIOURU Potable Water Network (WAI-16-00337) The existing potable water network is at its end of life as evidenced by very high breakage rate and excessive leakage rates. This renewal project will replace the obsolete AC and galvanised steel water mains and associated fittings and optimise the network to the current camp configuration. It will provide Waiouru camp with a compliant water network. The new network will reduce leakage to water industry standards to meet our resilience goals.


UNCLASSIFIED


UNCLASSIFIED

requirements; it is noted that additional capacity requirements will likely be funded by the Littoral Warfare Project. DEVONPORT Small Boats Maintenance Workshop (DPT-16-00282) This project seeks to provide a safe working environment for a wide range of cyclical maintenance activities related to the long term operational readiness of the small boat fleet. Physical security i.e. lockable areas and oversight/monitoring will likely be a requirement. LINTON Consolidated Parking: Common Logistics Precinct (LIN-18-00563) Responding to emerging NZDF parking strategy and the requirement to centralise and consolidate assets, the Linton Infrastructure Master Plan indicated the requirement to consolidate parking across Linton Camp into central locations. Centralised parking provision is critical to the development of the Linton common logistics area, ensuring separation between pedestrians, personal vehicles and heavy vehicles. This car park is envisaged to be sited and designed to enable efficient access, to be in line with contemporary sustainable and landscaping practices, and to be responsive to anticipated changes in vehicle design and usage patterns. WAIOURU Ammunition Depot Fire Alarm System (WAI-18-00550) The Defence Army Depot holds significant assets on behalf of the New Zealand Defence Force. This project will deliver an upgrade to the Fire Alarm Systems which are required for life protection and support and protection the assets. The business case will determine the best approach for remote alarm monitoring and protection (if necessary). DEVONPORT Sea Safety Training School Filtration System Phase 2 (DPT-19-00668) Phase 2 of the SSTS works has been identified following Phase 1 (the installation of a new Granular Activated Carbon (GAC) filtration system designed to remove PFAS from the wastewater discharged from the Fire Training Unit (FTU)), and will address on-going issues of non-compliance. This project will resolve a number of key operational issues identified with the existing wastewater treatment plant which exacerbate the accumulation of PFAS, and the associated maintenance and disposal costs. The upgrades proposed through Phase 2 will also assist in prolonging the life of the GAC media (Phase 1), again minimising both maintenance and disposal costs, and enabling compliance with the Auckland Council Trade Waste Bylaw. DEVONPORT Crane Rehabilitation Programme (DPT-18-00541) This project seeks to rehabilitate the operational functionality of the cranes and their systems at Devonport. The crane computer operating systems – specifically the Dry-dock and Calliope South wharf cranes – require upgrading to ensure they meet contemporary safety standards with respect to the operational use and control of the cranes. This is a critical compliance issue given the operational nature and use profile of the cranes. In addition, works will include general rehabilitation works in line with their age and exposure to saline environments. DEVONPORT Naval Fuel Installation Control System (DPT-18-00540) Central to the effectiveness of the Naval Fuel Installation system is the computerised controls and associated valves and pneumatic components. This system controls the receipt, management, filtration, and delivery of the fuel. The computer system governing this is at end of life and requires replacement to reduce operational risk. The works will also likely require improvements to the controls and valves. This is an operationally critical infrastructure asset. LINTON Perimeter Fence Security (LIN-20-00672) The installation of the physical componentry of the Linton security fence was completed in 2019/20. To improve the effectiveness and efficiency of security to camp, the provision of e-surveillance is required around the camp perimeter. Designed to align with the future Main gate development, a series of CCTV cameras is required to enable centralized monitoring, surveillance and targeted response if required. WHENUAPAI Arch Hangar Mid-life Intensive Refit (WHP-16-00274) This project seeks to maintain and upgrade an existing hangar ensuring it is fit for purpose and resilient. The mid-life refit of a hangar will consider and respond if necessary to the following building elements; fire suppressant system, heating/aircon, electrical system, lighting, painting interior and exterior including floor surfaces, hangar main door, concrete structure, fume extraction. It is not expected that all building elements will need to be

UNCLASSIFIED


UNCLASSIFIED

upgraded – this will be determined through an assessment. The intent of the project is to respond to known issues and maintain the remaining useful life of the structure for forthcoming fixed wing capability acquisitions. WOODBOURNE Replacement Potable Water Reservoir (WBN-19-10004) This project will deliver a new, safe and compliance 2000 cubic metre ground level water storage, treatment plant and laboratory to support compliant potable water supply to the Woodbourne community to replace the existing water tower that has reached the end of its economic life. OHAKEA Electrical Network Upgrade and Connection (OHA-19-10005) To support the required network upgrades to support the intensified development within the North East Quadrant a financial release is required to support the local lines company to invest and provide a new 11kV connection to support the increased loading and support additional capacity for the rest of the site. BURNHAM Electrical Network and Resilience Phase 1 (BHM-20-00705) The existing electrical network requires significant attention and reconfiguration to support both existing and provide capacity for new works, beyond the immediate works already underway. This electrical upgrade project will address longstanding condition-based recommendations and strategic improvement to align with and support future camp layout as determined by the master planning efforts. The upgraded network will provide a resilient solution built to support anticipated future demand and capacity needs. BURNHAM Potable Water Network and Storage (BHM-20-00703) The existing potable water network is at its end of life as evidenced by high breakage rate and excessive leakage rates. The standby storage is also sub optimal for volume and type. This renewal project will replace the obsolete AC water mains and associated fittings and provide Burnham camp with a 3 days average use storage capacity. The new network will reduce leakage to water industry standards and provide storage capacity to meet our resilience goals. TEKAPO Potable Water Supply, Storage and Reticulation (TEK-20-00698) The existing potable water network is at its end of life as evidenced by very high breakage rate and excessive leakage rates. This renewal project will replace the obsolete AC and galvanised steel water mains and associated fittings and provide Tekapo camp with a compliant water network. The new network will reduce leakage to water industry standards to meet our resilience goals. WEST MELTON (BURNHAM) Potable Water Bore and Network (WMN-20-00691) The existing potable water network is at its end of life as evidenced by very high breakage rate and excessive leakage rates. This renewal project will replace the obsolete AC and galvanised steel water mains and associated fittings and provide West Melton camp with a compliant water network. The new network will reduce leakage to water industry standards to meet our resilience goals. WHENUAPAI Potable Water Reticulation (WHP-16-00054) The existing potable water network is at its end of life as evidenced by very high breakage rate and excessive leakage rates. This renewal project will replace the obsolete AC and galvanised steel water mains and associated fittings and provide Whenuapai airbase with a compliant water network. The new network will reduce leakage to water industry standards to meet our resilience goals. BURNHAM Waste Water Network (BHM-20-00704) The existing waste water network is at its end of life as evidenced by very high infiltration and inflow rates. This renewal project will replace the end of life sewer mains and associated fittings sized for future occupancies and provide Burnham camp with a compliant wastewater network. The new network will reduce inflow to water industry standards to meet our resilience goals. WAIOURU Potable Water Network (WAI-16-00337) The existing potable water network is at its end of life as evidenced by very high breakage rate and excessive leakage rates. This renewal project will replace the obsolete AC and galvanised steel water mains and associated fittings and optimise the network to the current camp configuration. It will provide Waiouru camp with a compliant water network. The new network will reduce leakage to water industry standards to meet our resilience goals.


UNCLASSIFIED


UNCLASSIFIED

WAIOURU Training Area Water Abstraction (WAI-16-00320) To better support training exercises across the extensive training area, a number of compliant water abstraction points are required to help support satellite camps and personnel movements. A study is likely required to identify the best locations and support areas. Further investigation as part of this project is likely to determine whether or not this water is abstracted, potable or otherwise.

UNCLASSIFIED


UNCLASSIFIED

Appendix C: Implementation Responsibilities Typical Project Delivery Process – Design-Bid-Build / Design and Build

Current Process Future Process By Improvement

Submission of 3-year’s of sequenced projects, across financial years and submitted for Approval to Initiate, reconfirmed and subject to change on an annual basis.

Confirmation of current FY through to FY+3 and an annual submission of ‘FY+4’ i.e. provision of the fourth year’s projects compiled from the project sequence and submitted for Approval to Initiate.

Project list supported by strategic assessment for each project.

This provides a forward cast of three year’s worth of ATI-supported projects.

DEI Able to undertake stable and considered planning and business case process for all projects earlier. Meet programme requirements for Approval in Principle status.

DEI able to provide certainty to third-party capacity support.

Projects better justified and considered.

Single Service planning purposes supported.

User requirements called for/ revalidated and a business case prepared and approved.

User requirements validated, scope defined and prefaced to support FY+4 projects.

DEI Improvement to process by forcing earlier consideration and involvement of user representatives, enabling shorter business case preparation period.

Business case submitted for Approval in Principle from the appropriate delegation holder.

Business case submitted for programmes and sub-programmes of work where available, for Approval in Principle from the appropriate delegation holder.

HDEI, CDF, Minister or Cabinet depending on financial thresholds

‘Bundling’ of projects into sub- and programme-level entities enables efficiency and effectiveness opportunities to be realised.

Individual project management plans prepared.

Programme management plan established and updated annually to support development of individual project management plans i.e. Alliance relationship.

DEI Strategic approach to planning to ensure standardisation of outputs across projects.

Individual procurement plan prepared and submitted to General Procurement Advisory Board (GPAB) for approval.

Annual, per tranche or programme procurement plans submitted to GPAB for approval i.e. Alliance relationship.

DEI / DCS Multi-project procurement plans acknowledge the limited options available for procurement of assets and provide a consistent approach across the programme.

Supports certainty in the market for third-party support to DEI outcomes.

Evaluation plan for consultant procurement on individual projects prepared and submitted to GPAB for approval.

Evaluation plan for consultant procurement on annual, per tranche or programme prepared and submitted through the Alliance relationship

DEI / DCS No change in basic process.

AOG CCS panel used to select consultants for design, project management and cost management as required for project.

Utilisation of the embedded NZDF DEI Alliance relationship.

DEI An established relationship with a forward vision of the project pipe-line provides longer preparation time for projects, earlier approvals and the alignment of the procurement process to programme delivery requirements.


UNCLASSIFIED


UNCLASSIFIED

WAIOURU Training Area Water Abstraction (WAI-16-00320) To better support training exercises across the extensive training area, a number of compliant water abstraction points are required to help support satellite camps and personnel movements. A study is likely required to identify the best locations and support areas. Further investigation as part of this project is likely to determine whether or not this water is abstracted, potable or otherwise.

UNCLASSIFIED


UNCLASSIFIED

Appendix C: Implementation Responsibilities Typical Project Delivery Process – Design-Bid-Build / Design and Build


Submission of 3-year’s of sequenced projects, across financial years and submitted for Approval to Initiate, reconfirmed and subject to change on an annual basis.

Confirmation of current FY through to FY+3 and an annual submission of ‘FY+4’ i.e. provision of the fourth year’s projects compiled from the project sequence and submitted for Approval to Initiate.

Project list supported by strategic assessment for each project.

This provides a forward cast of three year’s worth of ATI-supported projects.

DEI Able to undertake stable and considered planning and business case process for all projects earlier. Meet programme requirements for Approval in Principle status.

DEI able to provide certainty to third-party capacity support.

Projects better justified and considered.

Single Service planning purposes supported.

User requirements called for/ revalidated and a business case prepared and approved.

User requirements validated, scope defined and prefaced to support FY+4 projects.

DEI Improvement to process by forcing earlier consideration and involvement of user representatives, enabling shorter business case preparation period.

Business case submitted for Approval in Principle from the appropriate delegation holder.

Business case submitted for programmes and sub-programmes of work where available, for Approval in Principle from the appropriate delegation holder.

HDEI, CDF, Minister or Cabinet depending on financial thresholds

‘Bundling’ of projects into sub- and programme-level entities enables efficiency and effectiveness opportunities to be realised.

Individual project management plans prepared.

Programme management plan established and updated annually to support development of individual project management plans i.e. Alliance relationship.

DEI Strategic approach to planning to ensure standardisation of outputs across projects.

Individual procurement plan prepared and submitted to General Procurement Advisory Board (GPAB) for approval.

Annual, per tranche or programme procurement plans submitted to GPAB for approval i.e. Alliance relationship.

DEI / DCS Multi-project procurement plans acknowledge the limited options available for procurement of assets and provide a consistent approach across the programme.

Supports certainty in the market for third-party support to DEI outcomes.

Evaluation plan for consultant procurement on individual projects prepared and submitted to GPAB for approval.

Evaluation plan for consultant procurement on annual, per tranche or programme prepared and submitted through the Alliance relationship

DEI / DCS No change in basic process.

AOG CCS panel used to select consultants for design, project management and cost management as required for project.

Utilisation of the embedded NZDF DEI Alliance relationship.

DEI An established relationship with a forward vision of the project pipe-line provides longer preparation time for projects, earlier approvals and the alignment of the procurement process to programme delivery requirements.


UNCLASSIFIED


UNCLASSIFIED


Request for professional services issued for individual projects, responses evaluated and recommendation approved by GPAB.

Request for professional services issued for individual projects or bundled projects (sub-programmes), only where these cannot be accommodated from within the Alliance structure.

DEI / DCS Reduction of number of request for professional services issued by: full utilisation of the Alliance relationship; and, by bundling projects to form sub-programmes where possible.

Design completed and firm estimate of cost prepared.

Design completed to higher order stages i.e. preliminary or detailed design [or to detailed design stage for design-bid-build projects.]

Consultants / DEI Alliance Partner

More extensive use of design and build contracts where appropriate.

Evaluation plan for construction contractor tender prepared and approved by GPAB.

Evaluation plan for design/build consortium or construction contractor tender prepared and approved by GPAB.

Where tender is for a project valued at greater than $25M whole-of-life, consideration will be given to employing an Independent Quality Assurance (IQA) agency such as AuditNZ.

DEI / DCS Consideration of IQA to monitor tender process in real time to provide probity assurance.

Registration of interest and prequalification process to evaluate and select construction contractor shortlist and recommendation approved by GPAB.

Registration of interest and prequalification process to evaluate and select design/ build consortium or construction contractor shortlist and recommendation approved by GPAB

DEI / DSC No change in basic process, but including Alliance to widen industry connectivity.

Contract award and construction period.

Contract award, completion of design (if design/build) and construction.

DEI / Construction Contractor

No change in basic process.

Commission and hand over facility.

Commission and hand over facility. Where project has complex building services, an Independent Commissioning Agent (ICA) will be appointed to ensure facility operates in accordance with the design, and all services are appropriately tested and certified.

DEI / ICA Increased complexity of building services and introduction of building management systems requires appropriate expertise and experience to complete commissioning process. This is often best managed by an ICA.

Defects period. Defects period plus initial 12 months maintenance.


Where facility complexity warrants, the construction contract will include the maintenance of the facility during the defects period. This ensures that there is no confusion as to responsibility for the systems and provides time for the bedding-in of services and the training of the facilities maintenance contractor.

UNCLASSIFIED


UNCLASSIFIED

Appendix D: Programme Requirements The following contains a list of programmes that have project requirements identified in the OSPD. These projects are identified below each programme for clarity. Accommodation Messing and Dining Modernisation (AMDM) Barrack and messing upgrades. This investment is site agnostic until the Programme Business Case and Detailed Business Case for Linton approves the initial priority. Burnham Single Living Accommodation

– [anticipated ATI, for delivery, due to CLP consequential works] Ohakea Single Living Accommodation Barracks Stage 1 – Linked Capability

– [received ATI, for delivery, as part of Ohakea Investment Programme]

Devonport Junior and Senior Accommodation Phase One (c.385 beds) Tekapo Multi Function Accommodation Facility inc Secure Storage Phase 1 Tekapo Multi Function Accommodation Facility inc Secure Storage Phase 2 Whenuapai Single Living Accommodation Barracks Phase 3 (c. 96 beds) Linton Single Living Accommodation Barracks Phase 1 (c. 96 beds) Linton Single Living Accommodation Barracks Phase 2 (c. 48 beds) Burnham Single Living Accommodation Barracks Phase 2 (c. 96 beds) Burnham New Zealand Officer Cadet Corps Barracks (c. 80 beds) Ohakea Infrastructure Programme (OIP) Projects to support the introduction of the new P8-A capability and the transfer of 5 Squadron from RNZAF Base Auckland. Base Main Gate, Entrance and SH Connection Projects which have previously received ATI for OIP; note the projects have since been grouped into sub-programmes following further investigation : North East Quadrant Apron Expansion (Airfield Services) Taxiway Bravo Extension (Airfield Services) Taxiway Echo Reconstruction (Airfield Services)

Helicopter Lane Separation to Runway (Airfield Services) Taxi-lane Compliance and Main Base Apron (Airfield Services)

On-site Water Storage (Horizontal Infrastructure) Waste Water Infrastructure South East (Horizontal Infrastructure) Main Water Bore and Treatment Facility (Horizontal Infrastructure) Perimeter Stormwater including Ecology (Horizontal Infrastructure)

Ground Support Equipment Workshops (Workshops / Storage) Fixed Wing Warehouse and Parts Storage (Workshops / Storage)

Military Working Dogs Unit and Training Area (Support) Combined Dining Facility (Support) Fuel Storage Facility Expansion (Support) Strategic Land Acquisition Plan MERE This programme of work has been included to support the indicated required investment in key Land training infrastructure, currently located at Waiouru. This Implementation Plan includes consideration for relocation of the Training Doctrine Headquarters, Army Command School, and the Army Depot to other regional centres (i.e.


UNCLASSIFIED


UNCLASSIFIED


Request for professional services issued for individual projects, responses evaluated and recommendation approved by GPAB.

Request for professional services issued for individual projects or bundled projects (sub-programmes), only where these cannot be accommodated from within the Alliance structure.

DEI / DCS Reduction of number of request for professional services issued by: full utilisation of the Alliance relationship; and, by bundling projects to form sub-programmes where possible.

Design completed and firm estimate of cost prepared.

Design completed to higher order stages i.e. preliminary or detailed design [or to detailed design stage for design-bid-build projects.]

Consultants / DEI Alliance Partner

More extensive use of design and build contracts where appropriate.

Evaluation plan for construction contractor tender prepared and approved by GPAB.

Evaluation plan for design/build consortium or construction contractor tender prepared and approved by GPAB.

Where tender is for a project valued at greater than $25M whole-of-life, consideration will be given to employing an Independent Quality Assurance (IQA) agency such as AuditNZ.

DEI / DCS Consideration of IQA to monitor tender process in real time to provide probity assurance.

Registration of interest and prequalification process to evaluate and select construction contractor shortlist and recommendation approved by GPAB.

Registration of interest and prequalification process to evaluate and select design/ build consortium or construction contractor shortlist and recommendation approved by GPAB

DEI / DSC No change in basic process, but including Alliance to widen industry connectivity.

Contract award and construction period.

Contract award, completion of design (if design/build) and construction.


No change in basic process.

Commission and hand over facility.

Commission and hand over facility. Where project has complex building services, an Independent Commissioning Agent (ICA) will be appointed to ensure facility operates in accordance with the design, and all services are appropriately tested and certified.

DEI / ICA Increased complexity of building services and introduction of building management systems requires appropriate expertise and experience to complete commissioning process. This is often best managed by an ICA.

Defects period. Defects period plus initial 12 months maintenance.


Where facility complexity warrants, the construction contract will include the maintenance of the facility during the defects period. This ensures that there is no confusion as to responsibility for the systems and provides time for the bedding-in of services and the training of the facilities maintenance contractor.

UNCLASSIFIED


UNCLASSIFIED

Appendix D: Programme Requirements The following contains a list of programmes that have project requirements identified in the OSPD. These projects are identified below each programme for clarity. Accommodation Messing and Dining Modernisation (AMDM) Barrack and messing upgrades. This investment is site agnostic until the Programme Business Case and Detailed Business Case for Linton approves the initial priority. Burnham Single Living Accommodation

– [anticipated ATI, for delivery, due to CLP consequential works] Ohakea Single Living Accommodation Barracks Stage 1 – Linked Capability

– [received ATI, for delivery, as part of Ohakea Investment Programme]

Devonport Junior and Senior Accommodation Phase One (c.385 beds) Tekapo Multi Function Accommodation Facility inc Secure Storage Phase 1 Tekapo Multi Function Accommodation Facility inc Secure Storage Phase 2 Whenuapai Single Living Accommodation Barracks Phase 3 (c. 96 beds) Linton Single Living Accommodation Barracks Phase 1 (c. 96 beds) Linton Single Living Accommodation Barracks Phase 2 (c. 48 beds) Burnham Single Living Accommodation Barracks Phase 2 (c. 96 beds) Burnham New Zealand Officer Cadet Corps Barracks (c. 80 beds) Ohakea Infrastructure Programme (OIP) Projects to support the introduction of the new P8-A capability and the transfer of 5 Squadron from RNZAF Base Auckland. Base Main Gate, Entrance and SH Connection Projects which have previously received ATI for OIP; note the projects have since been grouped into sub-programmes following further investigation : North East Quadrant Apron Expansion (Airfield Services) Taxiway Bravo Extension (Airfield Services) Taxiway Echo Reconstruction (Airfield Services)

Helicopter Lane Separation to Runway (Airfield Services) Taxi-lane Compliance and Main Base Apron (Airfield Services)

On-site Water Storage (Horizontal Infrastructure) Waste Water Infrastructure South East (Horizontal Infrastructure) Main Water Bore and Treatment Facility (Horizontal Infrastructure) Perimeter Stormwater including Ecology (Horizontal Infrastructure)

Ground Support Equipment Workshops (Workshops / Storage) Fixed Wing Warehouse and Parts Storage (Workshops / Storage)

Military Working Dogs Unit and Training Area (Support) Combined Dining Facility (Support) Fuel Storage Facility Expansion (Support) Strategic Land Acquisition Plan MERE This programme of work has been included to support the indicated required investment in key Land training infrastructure, currently located at Waiouru. This Implementation Plan includes consideration for relocation of the Training Doctrine Headquarters, Army Command School, and the Army Depot to other regional centres (i.e.


Waiouru investment for Training and Doctrine HQ, Army Command School and The Army Depot Investment in Barrack and Accommodation Facilities Supporting Infrastructure and Precinct Enablement Investment Consolidated Logistics Project (CLP) Delivery of maintenance support and regional supply facilities at both Linton and Burnham Army Camps and vehicle storage facilities at Linton Army Camp. Various projects, some raised and funded in DERP16, are indicated as supporting the CLP initiative i.e.:

Papakura - Logistics facility and CSS Nth Shelters (outcome – Northern Logistics Facility) – DERP16 Burnham - Goods Distribution Centre (outcome: Burnham Regional Supply Facility) – DERP16 Burnham - 3 Combat Service Support Battalion Workshop (outcome: Burnham Maintenance Support Facility) – DERP16 Linton - Field Workshops (outcome: Linton Maintenance Support Facility) – DERP16 Linton - Logistics Managed Fleet Utilisation Warehouse (outcome: Linton Regional Supply Facility) Linton - Vehicle Shelters (outcome: Linton Regional Vehicle Storage)

Projects which have previously received ATI that enable CLP outcomes: Linton – Waterway Common Logistics Precinct (outcome: Watercourse re-alignment) Linton – Storm-water Network Logistics Precinct (outcome: Storm-water Network Logistics Precinct)

Projects which support CLP outcomes (consequential works for the CLP Regional Supply Facility (RSF)): Burnham – Facilities Maintenance Compound (outcome: relocation to support RSF) Burnham – Defence College Office (outcome: relocation to support RSF) Burnham – Single Living Accommodation (outcome: relocation to support RSF) Burnham – 2/1 New Zealand Infantry Regiment Facilities (outcome: relocation to support RSF)

Burnham – 2/4 New Zealand Infantry Regiment Unit Facilities (outcome: relocation to support RSF) Linton – 10 Transport Facilities (outcome: relocation to support RSF) Burnham – Camp Armoury (outcome: expansion to support RSF and increased demands)


Waiouru investment for Training and Doctrine HQ, Army Command School and The Army Depot Investment in Barrack and Accommodation Facilities Supporting Infrastructure and Precinct Enablement Investment Consolidated Logistics Project (CLP) Delivery of maintenance support and regional supply facilities at both Linton and Burnham Army Camps and vehicle storage facilities at Linton Army Camp. Various projects, some raised and funded in DERP16, are indicated as supporting the CLP initiative i.e.:

Papakura - Logistics facility and CSS Nth Shelters (outcome – Northern Logistics Facility) – DERP16 Burnham - Goods Distribution Centre (outcome: Burnham Regional Supply Facility) – DERP16 Burnham - 3 Combat Service Support Battalion Workshop (outcome: Burnham Maintenance Support Facility) – DERP16 Linton - Field Workshops (outcome: Linton Maintenance Support Facility) – DERP16 Linton - Logistics Managed Fleet Utilisation Warehouse (outcome: Linton Regional Supply Facility) Linton - Vehicle Shelters (outcome: Linton Regional Vehicle Storage)

Projects which have previously received ATI that enable CLP outcomes: Linton – Waterway Common Logistics Precinct (outcome: Watercourse re-alignment) Linton – Storm-water Network Logistics Precinct (outcome: Storm-water Network Logistics Precinct)

Projects which support CLP outcomes (consequential works for the CLP Regional Supply Facility (RSF)): Burnham – Facilities Maintenance Compound (outcome: relocation to support RSF) Burnham – Defence College Office (outcome: relocation to support RSF) Burnham – Single Living Accommodation (outcome: relocation to support RSF) Burnham – 2/1 New Zealand Infantry Regiment Facilities (outcome: relocation to support RSF)

Burnham – 2/4 New Zealand Infantry Regiment Unit Facilities (outcome: relocation to support RSF) Linton – 10 Transport Facilities (outcome: relocation to support RSF) Burnham – Camp Armoury (outcome: expansion to support RSF and increased demands)


Documents

DEFENCE ESTATE REGENERATION IMPLEMENTATION PLAN