Taranaki Regional Housing Strategy

Content

Introduction and Background

The height of COVID-19 (2020-2021) saw a surge in national and regional responses to the pandemic. While individual entities and collectives developed localised responses, structures involving multiple government and non-government agencies and organisations were also put in place to lead, guide or support concerted response efforts. This included establishing structures such as the Regional Leadership Groups (RLGs), which brought together representatives from pertinent government agencies, regional public service leaders, iwi, local government, and other community leaders.

The RLGs provided a regional voice on Covid-19 issues and governance to guide and support community resurgence planning, response activities and recovery planning. The myriad of initiatives were geared towards containing infection as well as supporting social and economic recovery for businesses and communities from the effects of measures such as lockdowns on businesses and communities.

In Taranaki, the Covid-19 Regional Recovery Plan aimed to integrate a range of developments, including iwi-led initiatives throughout all three districts. The RLG, consisting of the Taranaki Mayoral Forum representing civic leadership in the region's four Councils, Taranaki Iwi Chairs, Regional Public Service Commissioners, and other community leaders, oversaw the development of this recovery plan. In the process of this recovery planning, it became evident that housing presented a pressing issue in the region.

In response, a comprehensive housing strategy for Taranaki was developed in 2021 to provide an overarching framework to take on the challenges and opportunities that exist for housing across the region. The strategy was created through the collaborative efforts of the RLG, iwi (Ngā iwi o Taranaki Recovery) and civic Regional Recovery Teams, along with a Housing Steering Group.

Why is a Regional Housing Strategy Important?

Regional Housing strategies and action plans recognise the regional nature of housing issues and that actions cannot be undertaken by one player alone to shift and fundamentally influence these issues.

The Taranaki Regional Housing Strategy (TRHS) represents a systems view of changes that need to occur within the housing continuum to develop regional housing at pace and scale for the region.

It provides a high-level framework for discussion and action around housing for key housing players, agencies, and local communities.

Having and actioning a regional housing strategy does not stop individual action but instead presents some of the following benefits:

Ensuring that efforts by individual players can be supported by others if the actions align with the TRHS.

Helps present a coordinated front and cohesive, coherent case for funding support from Government or other funders.
Leverages the limited regional resources available in key areas such as resource management planning, construction, and development.

Scope of the Taranaki Regional Housing Strategy

The Taranaki Regional Housing Strategy (TRHS) is a comprehensive plan that encompasses the entire housing spectrum and considers all stages of construction.

It reflects how iwi and civic comprising of Stratford, New Plymouth, South Taranaki District Councils and the Taranaki Regional Council should work in partnership to tackle current housing challenges and capitalise on opportunities in the Taranaki Housing Ecosystem.

Community housing providers and residential property developers are also key partners in this collaboration.

Taranaki Housing Ecosystem

Urgent

Some issues

Fine

Demand increasing as people are stuck in this segment for longer - nowhere to move to.

Lack of social and community housing which prevents people moving out of transitional housing.

No plans by any Councils to expand to match growth in ageing population. Low level of Council housing in Stratford.

Ka Uruora and iwi targeting main area of need. Whenua Māori funding available but not being unlocked.

Region better than national averages, but disparities across region in terms of housing inequality for Māori, and housing quality disparities across Districts. Long-term issues are typology (1 & 2 bedrooms), affordability pressures, and limited info on supply for Stratford & South Taranaki.

A collective approach based on mutual trust and respect is required to enable the people of Taranaki to move up the housing continuum and live their housing dreams.

Overview of the Taranaki Regional Housing Strategy

OVERARCHING GUIDING PRINCIPLES

Principle 1

Strong collaboration between iwi, civic and the community

Principle 2

Think long-term so we build the right housing today for tomorrow.

Principle 3

Create opportunities to enable our people to lead and participate in the delivery of housing.

Principle 4

Reduce inequality by ensuring sustainable social outcomes.

Principle 5

Address gaps across the housing continuum so whānau can seamlessly progress up it.

These five overarching guiding principles shaped the vision and strategic goals for the Taranaki Regional Housing Strategy.

VISION

An enduring partnership between iwi, civic and the community to develop accessible and affordable housing with a social purpose at scale.

STRATEGIC GOALS

Planning

To ensure we have a long-term plan of the housing stock to be developed to meet the needs of people in Taranaki, now and in the future.

Remove barriers and impediments

To grow sustainable capability and capacity to develop houses at pace and scale.

Supply

To develop communities with a suitable mix of tenure and typology and a focus on social outcomes.

Demand

To provide whānau with every opportunity to achieve their housing dreams.

Overview of the Taranaki Regional Housing Strategy

The Taranaki Regional Housing Strategy (TRHS) was framed by findings from baseline work conducted in 2021 to provide supporting evidence for the strategy. Insights from the research findings produced twelve (12) key conclusions, each outlining both problems and opportunities.

The conclusions have been used to develop recommendations which outline key activities, interventions, and future state service offerings. Together, the key conclusions and their accompanying recommendations form the basis of the regional strategy.

Key Conclusions on State of Affairs from Baseline Evidence

C1

Iwi and the local community have not developed a joint understanding of their housing aspirations for the region and whether this aligns to the national perspective

C2

Because there is not a comprehensive analysis of supply and demand, no one knows exactly how many houses of each type need to be developed in Taranaki

C3

The fragmented approach to funding within Taranaki is potentially limiting the opportunities to maximise Crown funding

C4

The growth in construction in the Taranaki region is an opportunity for people exiting Oil & Gas to re-skill and to establish new businesses, especially for Mãori

C5

There are opportunities to collaborate with other regions and national entities to address current supply chain issues which enables greater access to more innovative, cheaper and sustainable building methods and materials

C6

Freeing up land in the short-medium term is possible through the district plan and loosening Council restrictions on the development of papakäinga

C7

Because of the commercial incentives to develop standard houses for private ownership, there are gaps and imbalances in the housing continuum, predominantly at the bottom end

C8

Because the houses being built are typically the standard 3-4 bedroom homes, we are at risk of building houses that are not suitable for the diverse needs of the people of Taranaki now and in the future

C9

Once supply is ramped up, there is potentially insufficient tenancy management capability within Taranaki for emergency housing, social housing and affordable rentals to meet the growing need

C10

There is low awareness amongst whänau around the opportunities to move up the housing continuum

C11

Low-income whänau are not receiving sufficient support to access, sustain and transition between emergency, transitional, community and affordable rentals

C12

There are insufficient organisations within Taranaki to offer a wide breadth of financial independence services required to meet the diverse needs

The TRHS outlines the potential changes in 12 key areas that could occur if identified activities and interventions were carried out. Ultimately, it presents a comprehensive perspective on how to create accessible and affordable housing on a large scale for the Taranaki region.

Strategic Goal 1: Planning

To ensure we have a long-term plan of the housing stock to be developed to meet the needs of people in Taranaki, now and in the future

a

Prevailing State

Housing Aspirations

Supply & Demand

Funding

b

Activities

Housing Aspirations

Supply & Demand

Funding

c

Interventions

Housing Aspirations

Supply & Demand

Funding

d

Future State

Housing Aspirations

Supply & Demand

Funding

e

Outcomes

Housing Aspirations

Supply & Demand

Funding

f

Goal

a

Prevailing State

Housing Aspirations

Supply & Demand

Funding

b

Activities

Housing Aspirations

Supply & Demand

Funding

c

Interventions

Housing Aspirations

Supply & Demand

Funding

d

Future State

Housing Aspirations

Supply & Demand

Funding

e

Outcomes

Housing Aspirations

Supply & Demand

Funding

f

Goal

a

Prevailing State

Iwi and the local community have not developed a joint understanding of their housing aspirations for the region and whether this aligns to the national perspective

Housing Aspirations

a

Prevailing State

Because there is not a comprehensive analysis of supply and demand, no one knows exactly how many houses of each type need to be developed in Taranaki

Supply & Demand

a

Prevailing State

The fragmented approach to funding within Taranaki is potentially limiting the opportunities to maximise Crown funding

Funding

b

Activities

Engage with iwi, local and central government to align the housing aspirations of the region

Interventions

Housing Aspirations

b

Activities

Develop & maintain a regional housing plan to meet long term supply & demand

Interventions

Supply & Demand

b

Activities

Facilitate regional funding applications to improve our success in securing commitment to Crown funding

Interventions

Funding

c

Interventions

1. Strengthen relationships between iwi, Central and Local Government to ensure regional approaches align to national policy and directives

1 Housing Aspirations

c

Interventions

2. Develop mechanisms to understand the housing aspirations of iwi/community and local & central government in regards to resolving the housing crisis in Taranaki

2 Housing Aspirations

c

Interventions

3. Develop mechanisms to survey different cohorts of the population to understand their specific housing needs

3 Supply & Demand

c

Interventions

4. Set up a Taranaki housing registration site where people with housing aspirations can enter 'real time' data into a centralised hub on their specific needs

4 Supply & Demand

c

Interventions

5. Collaborate with other Councils to systematise the collection of existing national and local data to forecast future housing developments and land requirements

5 Supply & Demand

c

Interventions

6. Design process to raise awareness with key players (e.g. iwi, Ka Uruora, CHPs, Civic) of funding opportunities and coordinate regional funding to ensure the region puts it's best foot forward when applying for Crown funding

6 Funding

d

Future State

Collective understanding of where the opportunities and challenges are within the Taranaki housing ecosystem and how they might be overcome

Housing Aspirations

d

Future State

Supply and demand forecast broken down by housing tenure and typology to meet the diverse range of needs in Taranaki supported by comprehensive data and assumption

Supply & Demand

d

Future State

A co-ordinated regional approach to accessing Crown funding that demonstrates alignment between all relevant parties

Funding

e

Outcomes

Clarity of aspiration

Housing Aspirations

e

Outcomes

Accuracy of forecasted supply & demand

Supply & Demand

e

Outcomes

Success of securing funding

Funding

a

Prevailing State

b

Activities

c

Interventions

d

Future State

e

Outcomes

f

Goal

a

b

c

d

e

f

a

Housing Aspirations

Iwi and the local community have not developed a joint understanding of their housing aspirations for the region and whether this aligns to the national perspective

a

Supply & Demand

Because there is not a comprehensive analysis of supply and demand, no one knows exactly how many houses of each type need to be developed in Taranaki

a

Funding

The fragmented approach to funding within Taranaki is potentially limiting the opportunities to maximise Crown funding

b

Housing Aspirations

Engage with iwi, local and central government to align the housing aspirations of the region

b

Supply & Demand

Develop & maintain a regional housing plan to meet long term supply & demand

b

Funding

Facilitate regional funding applications to improve our success in securing commitment to Crown funding

c

Housing Aspirations

Strengthen relationships between iwi, Central and Local Government to ensure regional approaches align to national policy and directives

c

Housing Aspirations

Develop mechanisms to understand the housing aspirations of iwi/community and local & central government in regards to resolving the housing crisis in Taranaki

c

Supply & Demand

Develop mechanisms to survey different cohorts of the population to understand their specific housing needs

c

Supply & Demand

Set up a Taranaki housing registration site where people with housing aspirations can enter 'real time' data into a centralised hub on their specific needs

c

Supply & Demand

Collaborate with other Councils to systematise the collection of existing national and local data to forecast future housing developments and land requirements

c

Funding

Design process to raise awareness with key players (e.g. iwi, Ka Uruora, CHPs, Civic) of funding opportunities and coordinate regional funding to ensure the region puts it's best foot forward when applying for Crown funding

d

Housing Aspirations

Collective understanding of where the opportunities and challenges are within the Taranaki housing ecosystem and how they might be overcome

d

Supply & Demand

Supply and demand forecast broken down by housing tenure and typology to meet the diverse range of needs in Taranaki supported by comprehensive data and assumption

d

Funding

A co-ordinated regional approach to accessing Crown funding that demonstrates alignment between all relevant parties

e

Housing Aspirations

Clarity of aspiration

e

Supply & Demand

Accuracy of forecasted supply & demand

e

Funding

Success of securing funding

Strength of the partnership with Local & Central Government
Extent to which key players in the housing ecosystem have confidence in the regional housing plan and use it to make decisions
$ value of Crown funding secured for regional funding

Strategic Goal 2: Remove barriers and impediments

To grow sustainable capability and capacity to develop houses at pace and scale

a

Prevailing State

Construction Capacity

Building costs

Land Access

b

Activities

Construction Capacity

Building costs

Land Access

c

Interventions

Construction Capacity

Building Costs

Land Access

d

Future State

Construction Capacity

Building costs

Land Access

e

Outcomes

Construction Capacity

Building Costs

Land Access

f

Goal

a

Prevailing State

Construction Capacity

Building costs

Land Access

b

Activities

Construction Capacity

Building costs

Land Access

c

Interventions

Construction Capacity

Building Costs

Land Access

d

Future State

Construction Capacity

Building costs

Land Access

e

Outcomes

Construction Capacity

Building Costs

Land Access

f

Goal

a

Prevailing State

The growth in construction in the Taranaki region is an opportunity for people exiting Oil and Gas to re-skill and to establish new businesses, especially for Māori

Construction Capacity

a

Prevailing State

There are opportunities to collaborate with other regions and nation entities to address current supply chain issues which enables greater access to more innovation, cheaper and sustainable building methods and materials

Building costs

a

Prevailing State

Freeing up land in the short-medium term is possible through the district plan and loosening Council restrictions on the development of papakāinga

Land Access

b

Activities

Grow the property development workforce to build at scale

Interventions

Construction Capacity

b

Activities

Identify ways of reducing housing costs and using innovative building approaches

Interventions

Building costs

b

Activities

Work with Councils to expediate the freeing up of land to enable development

Interventions

Land Access

c

Interventions

7. Promote the construction industry as an opportunity to re-skill and attract more people to the workforce

7 Construction Capacity

c

Interventions

8. Collaborate with partners in the construction industry to train and develop our workforce e.g. RSLG and Te Pūkenga

8 Construction Capacity

c

Interventions

9. Support iwi to become employers in building and construction

9 Construction Capacity

c

Interventions

10. Collaborate nationally with other Concils to research innovative building methods and materials and share with property developers, architects and planners

10 Building Costs

c

Interventions

11. Utilise economies of scale at a regional or national level in order to gain greater access and negotiate cheaper building materials

11 Building Costs

c

Interventions

12. Explore opportunities for investing into the supply chain by iwi and local organisation to reduce reliance on imported products and national providers

12 Building Costs

c

Interventions

13. Determine ways to overcome rigid Council rules and district plans (e.g. with a request for a private plan change, repurposing unused office space) and share this knowledge with the development community

13 Land Access

c

Interventions

14. Work with TPK to streamline the process between iwi, the Crown and the Māori Land Court to enable Māori landowners to build on their land

14 Land Access

c

Interventions

15. Change Council regulations that limit the development of papakāinga on rural land

15 Land Access

d

Future State

Enough capacity to meet construction demand now and in the future

Construction Capacity

d

Future State

Cost effective modern building practices

Building costs

d

Future State

Maximise the use of surplus and underutilised land for housing

Land Access

e

Outcomes

Capacity of the construction workforce

Construction Capacity

e

Outcomes

Reduced building cost of construction

Building Costs

e

Outcomes

Accessibility of land

Land Access

a

Prevailing State

b

Activities

c

Interventions

d

Future State

e

Outcomes

f

Goal

a

b

c

d

e

f

a

Construction Capacity

The growth in construction in the Taranaki region is an opportunity for people exiting Oil and Gas to re-skill and to establish new businesses, especially for Māori

a

Building costs

a

Land Access

Freeing up land in the short-medium term is possible through the district plan and loosening Council restrictions on the development of papakāinga

b

Construction Capacity

Grow the property development workforce to build at scale

b

Building costs

Identify ways of reducing housing costs and using innovative building approaches

b

Land Access

Work with Councils to expediate the freeing up of land to enable development

c

Construction Capacity

Promote the construction industry as an opportunity to re-skill and attract more people to the workforce

c

Construction Capacity

Collaborate with partners in the construction industry to train and develop our workforce e.g. RSLG and Te Pūkenga

c

Construction Capacity

Support iwi to become employers in building and construction

c

Building Costs

Collaborate nationally with other Concils to research innovative building methods and materials and share with property developers, architects and planners

c

Building Costs

Utilise economies of scale at a regional or national level in order to gain greater access and negotiate cheaper building materials

c

Building Costs

Explore opportunities for investing into the supply chain by iwi and local organisation to reduce reliance on imported products and national providers

c

Land Access

Determine ways to overcome rigid Council rules and district plans (e.g. with a request for a private plan change, repurposing unused office space) and share this knowledge with the development community

c

Land Access

Work with TPK to streamline the process between iwi, the Crown and the Māori Land Court to enable Māori landowners to build on their land

c

Land Access

Change Council regulations that limit the development of papakāinga on rural land

d

Construction Capacity

Enough capacity to meet construction demand now and in the future

d

Building costs

Cost effective modern building practices

d

Land Access

Maximise the use of surplus and underutilised land for housing

e

Construction Capacity

Capacity of the construction workforce

e

Building Costs

Reduced building cost of construction

e

Land Access

Accessibility of land

% supply/demand gap across the region (i.e. shortage of construction workers to deliver the forecaste/d supply)
# of innovative building methods and materials introduced that have a significant impact on the cost and quality of housing
km2 of land made available for housing development

Strategic Goal 3: Supply

To develop communities with a suitable mix of tenure and typology and a focus on social outcomes

a

Prevailing State

Mixed Tenture

Housing Typology

Tenancy Mgt

b

Activities

Mixed Tenure

Housing Typology

Tenancy Mgt

c

Interventions

Mixed Tenure

Housing Typology

Tenancy Mgt

d

Future State

Mixed Tenure

Housing Typology

Tenancy Mgt

e

Outcomes

Mixed Tenure

Housing Typology

Tenancy Mgt

f

Goal

a

Prevailing State

Mixed Tenture

Housing Typology

Tenancy Mgt

b

Activities

Mixed Tenure

Housing Typology

Tenancy Mgt

c

Interventions

Mixed Tenure

Housing Typology

Tenancy Mgt

d

Future State

Mixed Tenure

Housing Typology

Tenancy Mgt

e

Outcomes

Mixed Tenure

Housing Typology

Tenancy Mgt

f

Goal

a

Prevailing State

Because of the commercial incentives to develop standard houses for private ownership, there are gaps and imbalances in the housing continuum, predominantly at the bottom

Mixed Tenture

a

Prevailing State

Because the houses being built are typically the standard 3-4 bedrooms homes, we are at risk of building houses that are not suitable for the diverse needs of the people of Taranaki now and in the future

Housing Typology

a

Prevailing State

Once supply is ramped up there is potentially insufficient tenancy management capability within Taranaki for emergency housing, social housing and affordable rentals to meet the growing need

Tenancy Mgt

b

Activities

Promote commercial & social development opportunities to the iwi/private development community

Interventions

Mixed Tenure

b

Activities

Encourage development at scale with mixed typology to meet diverse housing needs

Interventions

Housing Typology

b

Activities

Grow the capability and capacity to offer tenancy management with a focus on social outcomes

Interventions

Tenancy Mgt

c

Interventions

16. Develop a value proposition to attract more developers in the emergency, transitional and community housing

16 Mixed Tenure

c

Interventions

17. Encourage more commercial/social investment from iwi, Civic and private developers

17 Mixed Tenure

c

Interventions

18. Encourage the development of 'blind tenure' housing to meet variable demand and encourage socio-economic diversity within communities

18 Mixed Tenure

c

Interventions

19. Enable property developers, architects and planners to develop or share designs around the ideal housing typology for the diverse range of housing needs

19 Housing Typology

c

Interventions

20. Explore Innovative options to enhance the provision of emergency housing beyond the use of motels

20 Housing Typology

c

Interventions

21. Establish commercial arrangements between private developers and Civic for the supply of purpose-built affordable rentals and Progressive Home Ownership (PHO)

21 Housing Typology

c

Interventions

22. Set up a Civic operating trust to manage purpose-built affordable rental and Progressive Home Ownership (PHO) (working capital funded by loans rather than rates)

22 Tenancy Mgt

c

Interventions

23. Support the growth in tenancy management organisations to deliver at scale including attracting more Māori organisations to register

23 Tenancy Mgt

c

Interventions

24. Introduce policies and models that provide greater certainty and stability of tenancy as whānau's personal circumstances change and no longer qualify for accommodation support/subsidies

24 Tenancy Mgt

d

Future State

Sufficient number of iwi/private developers across the housing continuum to address unmet housing needs

Mixed Tenure

d

Future State

Houses built to meet the changing demography resulting in demand for smaller, family-friendly accessible housing and more sustainable emergency accommodation in Taranaki

Housing Typology

d

Future State

Ensuring housing products stay true to its purpose over it's life

Tenancy Mgt

e

Outcomes

Mix of tenure

Mixed Tenure

e

Outcomes

Suitability of housing typology

Housing Typology

e

Outcomes

Continuity of social purpose

Tenancy Mgt

a

Prevailing State

b

Activities

c

Interventions

d

Future State

e

Outcomes

f

Goal

a

b

c

d

e

f

a

Mixed Tenture

Because of the commercial incentives to develop standard houses for private ownership, there are gaps and imbalances in the housing continuum, predominantly at the bottom

a

Housing Typology

a

Tenancy Mgt

Once supply is ramped up there is potentially insufficient tenancy management capability within Taranaki for emergency housing, social housing and affordable rentals to meet the growing need

b

Mixed Tenure

Promote commercial & social development opportunities to the iwi/private development community

b

Housing Typology

Encourage development at scale with mixed typology to meet diverse housing needs

b

Tenancy Mgt

Grow the capability and capacity to offer tenancy management with a focus on social outcomes

c

Mixed Tenure

Develop a value proposition to attract more developers in the emergency, transitional and community housing

c

Mixed Tenure

Encourage more commercial/social investment from iwi, Civic and private developers

c

Mixed Tenure

Encourage the development of 'blind tenure' housing to meet variable demand and encourage socio-economic diversity within communities

c

Housing Typology

Enable property developers, architects and planners to develop or share designs around the ideal housing typology for the diverse range of housing needs

c

Housing Typology

Explore Innovative options to enhance the provision of emergency housing beyond the use of motels

c

Housing Typology

Establish commercial arrangements between private developers and Civic for the supply of purpose-built affordable rentals and Progressive Home Ownership (PHO)

c

Tenancy Mgt

Set up a Civic operating trust to manage purpose-built affordable rental and Progressive Home Ownership (PHO) (working capital funded by loans rather than rates)

c

Tenancy Mgt

Support the growth in tenancy management organisations to deliver at scale including attracting more Māori organisations to register

c

Tenancy Mgt

Introduce policies and models that provide greater certainty and stability of tenancy as whānau's personal circumstances change and no longer qualify for accommodation support/subsidies

d

Mixed Tenure

Sufficient number of iwi/private developers across the housing continuum to address unmet housing needs

d

Housing Typology

Houses built to meet the changing demography resulting in demand for smaller, family-friendly accessible housing and more sustainable emergency accommodation in Taranaki

d

Tenancy Mgt

Ensuring housing products stay true to its purpose over it's life

e

Mixed Tenure

Mix of tenure

e

Housing Typology

Suitability of housing typology

e

Tenancy Mgt

Continuity of social purpose

# of iwi/private developers capable of producing housing stock at scale
% alignment between the type of housing stock developed and housing supply forecast
# of whanau living in affordable rental and progressive home ownership arrangements

Strategic Goal 4: Demand

To provide whānau with every opportunity possible to achieve their housing dreams

a

Prevailing State

Housing Opportunities

Support services

Financial services

b

Activities

Housing Opportunities

support services

Financial services

c

Interventions

Housing Opportunities

Support Services

Financial Services

d

Future State

Housing Opportunities

Support services

Financial services

e

Outcomes

Housing Opportunities

Support services

Financial services

f

Goal

a

Prevailing State

Housing Opportunities

Support services

Financial services

b

Activities

Housing Opportunities

support services

Financial services

c

Interventions

Housing Opportunities

Support Services

Financial Services

d

Future State

Housing Opportunities

Support services

Financial services

e

Outcomes

Housing Opportunities

Support services

Financial services

f

Goal

a

Prevailing State

There is low awareness amongst whānau around the opportunities to move up the housing continuum

Housing Opportunities

a

Prevailing State

Low-income whānau are not receiving sufficient support to access, sustain and transition between emergency, transitional, community and affordable rentals

Support services

a

Prevailing State

Most low-income New Zealanders are unlikely to achieve their home ownership aspirations without additional financial assistance and support

Financial services

b

Activities

Work with iwi & community to inspire whānau to move up the housing continuum

Interventions

Housing Opportunities

b

Activities

Provide access to support for people in emergency, transitional, & community housing

Interventions

support services

b

Activities

Deliver services to enable long-term housing & financial independence

Interventions

Financial services

c

Interventions

25. Leverage the Ka Uruora model and develop promotional mechanisms to attract more aspiring homeowners across a broad range of personas (e.g. elderly people who are highly leveraged)

25 Housing Opportunities

c

Interventions

26. Collaborate with health and social service providers such as Tui Ora to enhance the number of navigators that can provide support services to those most at need, including integrating with Central Government support

26 Support Services

c

Interventions

27. Increase access to client-centred services, to help whānau navigate the contractual, legal and tenancy requirements so they can transition out of social housing

27 Support Services

c

Interventions

28. Develop a regional housing plan to identify and repair substandard housing including accessing government funding

28 Support Services

c

Interventions

29. Enhance delivery capacity by expanding service offerings delivered by Ka Uruora and Housing Foundation or set up an alternative delivery entity

29 Financial Services

c

Interventions

30. Explore options to expediate the embedding of financial literacy so that more whānau can access loans and financial support

30 Financial Services

c

Interventions

31. Facilitate access to greater community funding for Progressive Home Ownership or Shared Ownership

31 Financial Services

d

Future State

People know how much it costs to own a home and how they may be able to afford it

Housing Opportunities

d

Future State

Wrap around support services to ensure that low-income whānau are not disadvantaged in housing

Support services

d

Future State

Best breed of products that everyone in Taranaki has the opportunity to access

Financial services

e

Outcomes

Realistic ownership expectations

Housing Opportunities

e

Outcomes

Comprehensiveness of support services

Support services

e

Outcomes

Availability of financial independence services

Financial services

a

Prevailing State

b

Activities

c

Interventions

d

Future State

e

Outcomes

f

Goal

a

b

c

d

e

f

a

Housing Opportunities

There is low awareness amongst whānau around the opportunities to move up the housing continuum

a

Support services

Low-income whānau are not receiving sufficient support to access, sustain and transition between emergency, transitional, community and affordable rentals

a

Financial services

Most low-income New Zealanders are unlikely to achieve their home ownership aspirations without additional financial assistance and support

b

Housing Opportunities

Work with iwi & community to inspire whānau to move up the housing continuum

b

support services

Provide access to support for people in emergency, transitional, & community housing

b

Financial services

Deliver services to enable long-term housing & financial independence

c

Housing Opportunities

Leverage the Ka Uruora model and develop promotional mechanisms to attract more aspiring homeowners across a broad range of personas (e.g. elderly people who are highly leveraged)

c

Support Services

Collaborate with health and social service providers such as Tui Ora to enhance the number of navigators that can provide support services to those most at need, including integrating with Central Government support

c

Support Services

Increase access to client-centred services, to help whānau navigate the contractual, legal and tenancy requirements so they can transition out of social housing

c

Support Services

Develop a regional housing plan to identify and repair substandard housing including accessing government funding

c

Financial Services

Enhance delivery capacity by expanding service offerings delivered by Ka Uruora and Housing Foundation or set up an alternative delivery entity

c

Financial Services

Explore options to expediate the embedding of financial literacy so that more whānau can access loans and financial support

c

Financial Services

Facilitate access to greater community funding for Progressive Home Ownership or Shared Ownership

d

Housing Opportunities

People know how much it costs to own a home and how they may be able to afford it

d

Support services

Wrap around support services to ensure that low-income whānau are not disadvantaged in housing

d

Financial services

Best breed of products that everyone in Taranaki has the opportunity to access

e

Housing Opportunities

Realistic ownership expectations

e

Support services

Comprehensiveness of support services

e

Financial services

Availability of financial independence services

# of whanau signed up and committed to moving up the housing continuum
# of whanau that we are supporting and help move out of social housing
Average cycle time from affordable rentals to progressive ownership to private ownership

What needs to happen with the strategy?

Enhanced understanding of the Taranaki Regional Housing Strategy among regional housing players and appreciation of how their aspirations and actions align with the strategy

A 2023 review of the Taranaki Housing Eco-System by Third Bearing revealed that there is currently a low level of awareness or lack of knowledge of the regional housing strategy among the different local housing players. It is, therefore necessary to increase awareness and convey the strategy appropriately to the different key players across the housing spectrum. Raising awareness about the Strategy and working closely with key regional stakeholders and collaborators to ensure that the Strategy is well understood and that key interventions are highlighted and prioritised is essential for the achievement of desired housing outcomes in the region.

Regional priority mandates for the strategy and Establishment of a Governance Group to lead the responses to regional housing issues

Assigning accountabilities, prioritising interventions to progress and seeking investment funding are critical for ensuring the successful implementation of the strategy. Regional prioritisation of interventions and provision of priority mandates will connect the dots between regional housing agencies and players. There needs to be a network of groups and agencies to figure out the priorities as well as a governance structure to provide a mandate for the priorities and to drive the strategy interventions.

Updated and Reconstituted Taranaki Regional Housing Strategy

Several changes have occurred since the development of the Regional Housing Strategy in 2021 in terms of needs, policies and other factors. It is therefore important to collectively identify and understand these changes and determine how current and planned housing-related interventions and activities in the region are resolving identified problems. The TRHS can then be updated and evolved to ensure its responsiveness to the ever-changing environment while remaining fit for purpose.

Links/Resources

STRATEGY OVERVIEW MAP

An info-graphic outlining the strategy interventions and expected outcomes.

Download

TARANAKI REGIONAL HOUSING STRATEGY

Supporting Document, v0.16, 10th December 2021 (MHS, 2021)

A comprehensive document that provides detailed underlying evidence for the Taranaki Regional Housing Strategy. It should be read alongside the overview map of the Strategy.

Download