Project 2058 Reports
The Institute began Project 2058 by exploring what a National Sustainable Development Strategy (NSDS) would look like for New Zealand, publishing a report in 2005 titled A National Sustainable Development Strategy: How New Zealand measures up against international commitments.
Following this initial report, the Institute undertook research into international best practice in sustainable development – the findings from which are discussed in Reports 2–5. Since then we have focused on a variety of issues that present obstacles and opportunities for sustainable development in New Zealand. These issues are discussed in further Project 2058 reports.
In early 2017, we will review our Project 2058: Methodology (last updated 2012) to ensure our approach remains relevant and useful to guide Project 2058.
Below are all our Project 2058 reports.
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The Institute continuously reviews the methodology that drives our work programme. The next review is due early 2017 and will document our progress and outline the next steps in the process.
Report 1 – A National Sustainable Development Strategy: How New Zealand measures up against international commitments
In 1997, New Zealand, along with many others, made a commitment at the UN General Assembly to produce a national sustainable development strategy (NSDS). In 2002, New Zealand again committed to implement an NSDS by 2005; however, no NSDS was produced. This report describes the actions taken.
This report seeks to understand how the New Zealand government departments integrate long-term thinking and action. The report analyses 130 strategy documents published from 1990–2007 and outlines how these could be improved. This exercise was repeated in 2015 and will be published as Report 15: Strategy Stewardship: Strengthening the role of government department strategies in the public service.
This report focuses on the bridge between central and local government in New Zealand. It identifies and analyses mechanisms employed by central government to directly or indirectly support local government and communities in achieving sustainable development.
Report 4 – Institutions for Sustainable Development: Developing an optimal framework for New Zealand
A number of countries have established or required existing institutions to create national sustainable development strategies. Building on the insights of Report 1, it explores existing frameworks and takes an in-depth look at eight institutional options available to New Zealand.
Report 5 – The Common Elements of a National Sustainable Development Strategy: Learning from international experience
Building on Report 4, this report reviews the national sustainable development strategies of three countries: Finland; Sweden and the United Kingdom. It identifies seven common elements and a number of differences in approach and content.
This report uses the issues of climate change and genetic modification to explore four scenarios based on whether or not the world manages itself well and whether or not New Zealand manages itself well. These four scenarios illustrate why small countries have such a vested interest in international affairs.
Report 7 – Exploring the Shared Goals of Maori: Working towards a National Sustainable Development Strategy
New Zealand has a unique responsibility to preserve and protect Māori culture and to make space for Māori to progress their culture in their own way. This report seeks to improve our understanding of the shared goals of Māori and the opportunities and challenges for sustainable development.
Report 8 – Effective Māori Representation in Parliament: Working towards a National Sustainable Development Strategy
Building on Report 7, this report explores whether the existing system of separate parliamentary representation for Māori is optimal (e.g. the Māori roll), and if not, what mechanisms could be implemented to improve the quality of representation in the future. It then proposes an alternative system.
The ways in which countries invest in public-good science matters. This report assesses the effectiveness of the existing government-funded science system and identifies 30 policy knots. It then suggests how the system might be improved to achieve better long-term outcomes for the public good.
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New Zealand has one of the largest exclusive economic zones in the world. This report discusses the role of oceans in New Zealand’s culture, economy and natural environment as well as the need for change in oceans governance. It contains 30 unique perspectives and proposes a principle-based approach.
Report 11 – A History of Future-thinking Initiatives in New Zealand 1936–2010: Learning from the past to build a better future
New Zealanders have always understood the need for longterm thinking. This report describes 18 future-thinking initiatives since 1936, many of which were undertaken by groups in civil society. Given such a background, this report puts forward a number of lessons.
Report 12 – StrategyNZ: Mapping our Future Workbook: Exploring visions, foresight, strategies and their execution
2011 was a significant year for the Institute, as it marked our first major public-engagement initiative: the StrategyNZ workshop.
Report 13 – StrategyNZ: Mapping Our Future Strategy Maps: From Te Papa to the Legislative Council Chamber
This report explains the inputs, processes and outputs of the StrategyNZ workshop held in March 2011. The aim was to encourage a conversation about our long-term future. Consensus emerged that New Zealand should work to ‘create a place where talent wants to live’. Also see Report 12 and the resulting workshop booklet here.
This report documents the inputs, processes and outputs of the EmpowerNZ workshop held in August 2012. The workshop created a space for 50 young New Zealanders to explore the nation’s future constitution. They produced a draft constitution, and you can see the resulting workshop booklet on the here.
Report 15 – Strengthening Strategy Stewardship in the public service
This report builds on Report 2 and The Government Department Strategies Index NZ (see www.gdsindexnz.org). It explores ways we could improve strategy stewardship in the public service: making strategy development more measurable, integrated, cost effective, long-term focused, transparent and accountable.
This report describes New Zealand’s approach to managing the risks of genetic modification 40 years on from its invention. It documents how government, Crown research institutes, industry and society responded to this new policy issue and makes recommendations as to the way forward.
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