Debate contribution: Investment Strategy for Northern Ireland

Debate contribution by Ms Joanne Bunting on 14 October 2025.

MLA: Ms Joanne Bunting
Party at the time: Democratic Unionist Party
Date: 14 October 2025
Type: Debate contribution (made as a minister)
Business: Opposition Business
Heading: Investment Strategy for Northern Ireland
Assembly identifier: Official Report component 5180616

Text

Thank you very much, Mr Deputy Speaker. I am very grateful to you for your good wishes. I thank Members for their contributions on what is a very important topic: how we plan, invest and deliver for the future of all our people here. The debate has been predictable at times, but it has been a useful exercise for Members to showcase projects that they wish to see progress on and to highlight some of the real challenges that we face in rolling out our capital programme over the next number of decades. The Executive are focused on delivery, on improving lives, on supporting economic growth and on ensuring that our infrastructure meets the needs of our people. It is simply not accurate to say that progress is not being made; progress absolutely is being made, and a revised investment strategy will be brought to the Executive soon. It is important to emphasise three points. First, considerable effort has gone into developing a draft investment strategy and making sure not only that it reflects our focus on delivery but that it is focused and realistic. Secondly, work continues on the delivery of agreed capital projects, and Members will see much of that work roll out in their constituencies. Thirdly, work is already under way on a range of enabling actions to address key challenges that we face in delivering major infrastructure projects. Consider for a moment how much has changed across society here and globally since the turn of the millennium. We need a positive, forward-looking vision for the next 25 years, backed by detailed and specific plans for investment and enabling actions over the next decade. The final document needs to be robust, evidence-based and capable of delivering real and lasting outcomes for people here. That is what we are developing, and it is important that we get it right. An investment strategy must be more than an aspirational list of stand-alone projects. It must focus on the outcomes that will have the greatest impact, and it must have ambition. Strategic plans on such a scale have far-reaching impacts on budgets, public services, economic growth and local communities. At the same time, a strategy must reflect our financial reality and address challenges as a result of climate targets and our delivery capacity. It must be joined up across sectors, maximising every pound that we invest.
I thank the Member for her question. Yes, I am confident that it will come forward in this mandate. We are very clear that that needs to be done, and we are working towards it. However, we are not going to produce something that is not fully and properly thought out. We need to make improvements where we know that there have been issues, and we need to respond to the feedback. Members should know that drawing all that together is not straightforward, as I have outlined, and that it takes time, but they should understand that we must get it right to build confidence and ensure that there is buy-in right across society. When we bring forward an investment strategy, we want to be satisfied that it strikes the right balance and is supported by effective arrangements to ensure its successful delivery. An immense amount of work has already gone into shaping the draft investment strategy. It has been informed by over 400 engagements and responses through public consultation, equality and rural needs impact assessments and extensive engagement with Departments and wider stakeholders. A finalised strategy will require Executive approval, but, as we move towards that point, we are factoring in global uncertainties and continuing to press for a fair and equitable funding settlement that reflects need and the legacy of underinvestment here. The draft investment strategy provides a framework for planning and prioritising infrastructure investment, defining the outcomes that we need and setting out how we deliver them efficiently and effectively. It encompasses all areas of public infrastructure: health, housing, education, justice, communities, transport, water, waste water and the environment. The quality and safety of that infrastructure affects most aspects of all our daily lives. The draft also reflects our commitment to ensuring that investment reaches into every community and includes projects right across Northern Ireland. The draft strategy takes a three-strand approach. A long-term vision and strategic objectives provide a 25-year view of investment that promotes sustainability, resilience, productivity and well-being by 2050. The strategic framework identifies where we need to be and how we get there, all of which is aligned with our Programme for Government. We are working with the SIB to ensure that there is a clear governance structure in place that ensures a continued focus, accountability and the ability to adapt to changing priorities if needed. That is very important. Clear accountability mechanisms and provision for early intervention where issues arise are also essential. I am sure that Members concur. A 10-year investment plan will demonstrate how best to use available financial resources to deliver on previous commitments, address historical underinvestment and transform our infrastructure investment to meet our long-term goals. Although the details remain subject to change, the draft reflects many, if not all, of the priorities that have been raised by Members today. For example, it affords priority to the need to maintain our existing infrastructure, such as water. Investment in our essential networks is vital for unlocking and enabling wider investment. The need to expand provision for special educational needs is also recognised. Housing features as a distinct sector, with a range of projects on social and private housing. Wider investment in our public infrastructure, such as water, will also help to unlock challenges for housing. We are all aware of that in each of our constituencies. Alongside that sits an enabling action plan that is already guiding improvements in how we plan, prioritise and deliver major projects. The plan draws on analysis of the root causes of delays and cost overruns carried out by the Strategic Investment Board and reflects the findings of the Northern Ireland Audit Office and the PAC. We recognise and share the frustrations about delays and cost overruns. Although those are not unique to this part of the world, we have been clear that we need to address them. Although the enabling action plan forms part of the investment strategy package, many of the actions are matters of good practice, and work is under way. Those will be critical to successfully delivering the investment plan, and we are pleased to champion that work. Members will want to note that current work streams include improving the business case process, the planning system and procurement. The importance of social licence is also recognised, ensuring buy-in from communities and stakeholders for the delivery of the right projects in the right way. The Executive are delivering on infrastructure projects. Preparatory work for the expansion of the Magee campus has started. We are also seeing encouraging progress across the city and growth deals, including construction starting on the DNA Museum at Ebrington, which I was very privileged to visit, which is supported by investment from the Executive Office and others. With an additional £150 million allocated, the completion of the Strule shared education campus is now firmly on track. Progress has been made on building social houses, and, as a result of investment in Grand Central station, bus and rail passenger journeys are up by more than 4 million. Indeed, Ministers in all Departments are delivering capital investment programmes to improve people's lives, communities and places. Of course, there are projects that have not progressed as anticipated. A number of Members have mentioned the A5 and Casement as examples. However, the issues, which include the legal challenges, are well documented. The incredibly ambitious targets that were set by the House in the Climate Change Act (Northern Ireland) 2022 will have, and are having, an impact. The Infrastructure Minister is exploring that issue and how we can ensure that the A5 project and other major capital projects are not frustrated by climate obligations. It is easy to single out projects and criticise, but what we are doing is seeking to address the underlying causes and ensure that we militate against those arising in the future. Our business sector, too, is forging ahead with confidence and ambition. Recently, the First Minister and deputy First Minister welcomed plans by Belfast City Airport to grow passenger numbers and create thousands of new jobs. Earlier this year, we joined the leaders of Belfast International Airport as they launched the first phase of a £100 million investment to improve facilities, enhance global connectivity and therefore boost our economy. Northern Ireland is open for business, and the Executive are committed to working with partners across society to meet the needs of today while planning for the infrastructure that we will need in the future. There are still some key considerations to be worked through in finalising the strategy, including, as I have mentioned, the implications of the recent A5 judgement and the appeal that has been launched. The substantial work that has already been completed on the draft strategy, together with progress on the enabling action plan, sets a clear direction. We know what needs to be done, and we are committed to doing it. We are determined to get this right. The Executive are delivering major capital projects and infrastructure investment. We are supporting people, communities and places right now while planning for a stronger, more sustainable future. We will soon bring forward a finalised investment strategy to enable all partners across society to work better together in planning and delivering the infrastructure, prosperity and well-being that we all agree that our people deserve. The investment strategy will be much more comprehensive than previous iterations, with the necessary governance and support structures alongside actions to improve delivery. By taking the time to get those in place, we will have the best possible chance of successfully delivering the strategy's aims. We will also lay a firm foundation for future planning cycles. The Executive will continue to invest in the infrastructure that we need, improving lives, creating jobs and opportunities and building a more sustainable, more connected future for everyone who calls this place home.

1,703 words. Text as published by the Northern Ireland Assembly.

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