Dear Kāinga Ora–Homes and Communities,

Over the past several years Kainga Ora has developed the Velocity, then renamed Housing Delivery System (HDS), building method, which Minister Bishop claimed is the only good thing the Labour Government achieved.

During its existence exactly how many lettable units have been delivered, by financial year, using only the Velocity/HDS system?

During the same period above, how many lettable units have been delivered under the Construction and Innovation teams?

During the same period, what is the Whole Of Life Cost (per the crown legislative description WOLC), of the Velocity/HDS housing systems including all preconstruction, all external consultancies and contractors, all internal resources by wages, all consenting costs, and all construction delivery costs incurred for the entire programme? Exclude shared centralised services within Kainga Ora.

What is that WOLC of the Velocity/HDS model, divided by the number of units physically delivered per financial year, as a per unit cost, by financial year?

During the same period, with the same whole calculation of contributed spend as above, what is the WOLC of the Construction and Innovation delivered units, as a per unit cost?

How many lettable units has the Velocity/HDS team demolished, where new lettable units have not been established on those pieces of land to this day?

Same question above for Construction and Innovation demolitions?

How many of the demolitions mentioned above, had FULL BRIEF APPROVAL to proceed with redevelopment vs how many were demolished without full approval to proceed with redevelopment, split by Velocity/HDS and C&I?

Of the above 2 answers, how many of those undelivered sites are currently underway and expected to be completed in FY25, split between the two programmes?

How many sites has Velocity/HDS worked on, where Construction and Innovation teams completed the preconstruction and/design phases and were then required to pass across to Velocity/HDS, over the past whole period?

How many sites has Velocity/HDS worked on, including preconstruction, where the site was then passed to Construction and Innovation because it couldn’t fit the Velocity/HDS delivery model?

How many sites has Velocity/HDS started work on, including preconstruction, where the site was paused or cancelled because it couldn’t fit the Velocity/HDS delivery model?

What are the reasons why those Velocity/HDS projects were either paused, cancelled, or passed onto C&I to complete, separated and numbered by main category?

What is the total cost of preconstruction, planning, consulting, design, consents of the sites Velocity/HDS were unable to complete, and was that cost included in the WOLC of the delivered lettable unit calculation?

What has been the ongoing employment costs of all Velocity/HDS staff, internal and external, including all external consultants on fixed term contracts, by month and financial year over the entire period? (Excluding shared centralised resources)

What has been the ongoing employment costs of all C&I staff, internal and external, including all external consultants on fixed term contracts, by month and financial year over the same period? (Excluding retrofit staff and consultants, and shared centralised resources)

What has been the cost, per financial year, of the Velocity/HDS teams additional private building leased in Newmarket Auckland?

Multipart question: What is the cost, per financial year, of the main Kainga Ora Newmarket building? And; how many seated desks with monitors were set up in that entire main Newmarket office in 2022? And; how many of those desks have now been left unusable over the past 1-2 years because the monitors were removed to be instead taken to the Velocity/HDS building, rendering large parts of the main leased building unusable?

Yours faithfully,
Bernard O.