Taranaki Regional Housing Strategy

Content

Introduction and Background

Post-COVID-19 Regional Recovery Planning in Taranaki aimed to integrate a range of developments throughout all three districts. The Regional Leadership Group (RLG), made up of Taranaki's Mayoral Forum, Iwi Chairs, Regional Public Service Commissioners, and community leaders, oversaw this recovery planning. During this process, 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. This strategy was the result of collaborative work by the RLG, Ngā iwi o Taranaki Recovery, civic Regional Recovery Teams, and a Housing Steering Group.

The Taranaki Regional Housing Strategy (TRHS) outlines proposed reforms across the housing continuum to facilitate collaboration and improve housing outcomes. The strategy aims to unlock a range of diverse opportunities to effectively address local housing needs.

Several changes have occurred since the development of the Regional Housing Strategy in 2021 have made it necessary to update the strategy.

The revised 2025 Taranaki Regional Housing Strategy is now available, reflecting updates made in response to feedback and suggestions from various stakeholders, including the 3 district councils, iwi/Māori, community housing providers, and other key housing players.

This updated strategy remains a living document designed to promote sustainable, inclusive housing in Taranaki, adapting to changing policies, economic conditions, and regional housing needs. Stakeholders are encouraged to engage with the strategy and continue contributing to its implementation and success.

A Regional Housing Action Plan will accompany the strategy, detailing specific steps for implementation to provide direction for stakeholders and support monitoring and reporting activities.

The updated Strategy and accompanying Action Plan aim to provide a structured framework for addressing the region’s housing needs, facilitating ongoing improvement, and ensuring that housing remains central to regional development priorities.

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) adopts a systems-based approach to identifying necessary changes within the regional housing continuum to improve regional housing outcomes.

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

Having and actioning a regional housing strategy enables, rather than restricts, individual action and offers key benefits such as:

Enabling individual players’ efforts to be supported by others where there is alignment
Presenting a coordinated front and cohesive, coherent case for funding support for government or other funding
Maximising limited regional resources in areas such as resource management planning, construction, and development

Scope of the Taranaki Regional Housing Strategy

The Taranaki Regional Housing Strategy (TRHS) offers a comprehensive approach to housing that encompasses the entire housing spectrum.

It promotes collaboration between iwi, local councils, and the regional council, alongside community housing providers and developers, to address housing issues and capitalise on opportunities in the Taranaki Housing Ecosystem.

Taranaki Housing Ecosystem

Urgent

Some issues

Fine

Demand for emergency housing is increasing; however, recent changes to national qualification criteria have heightened barriers to access.

Insufficient social and community housing prevents individuals from transitioning out of temporary 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

A collaborative approach through robust partnerships among key housing players

Principle 2

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

Principle 3

Regional housing plans and actions guided by updated evidence and best practices in housing approaches and models

Principle 4

Create opportunities to enable community participation in the delivery of housing

Principle 5

Build community connectivity through social equity and inclusion

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

VISION

Everyone in our region has access to affordable, healthy and sustainable housing within inclusive, connected communities.

STRATEGIC GOALS

Plan and Resource

Building strong partnerships among key housing stakeholders to effectively plan and allocate resources to meet Taranaki’s housing needs, now and in the future.

Opportunities

Ensuring land availability and infrastructure readiness for future growth and use of innovative housing solutions.

Diverse Housing Supply

To create communities with a mix of tenures and housing types to enhance social outcomes

Comprehensive Support Services

To provide residents of the region with every opportunity possible to achieve secure and sustained housing.

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 were 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 key areas that could occur if identified activities and interventions were carried out. The revised 2025 TRHS incorporates feedback from councils, iwi/Māori, community housing providers, and other stakeholders to enhance strategy components, ensuring it remains responsive to evolving needs and economic conditions while achieving the desired housing outcomes.

Strategic Pillar 1: Plan and Resource

Building strong partnerships among key housing stakeholders to effectively plan and allocate resources to meet Taranaki’s housing needs, 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 and other funding

Funding

b

Activities

Develop mechanisms to foster shared understanding of the housing aspirations & actions in the region.

Interventions

Housing Aspirations

b

Activities

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

Interventions

Supply & Demand

b

Activities

Identify funding opportunities, facilitate & support regional funding applications to improve our success in securing funding commitments.

Interventions

Funding

c

Interventions

1. Encourage collaboration among key housing stakeholders in the region to ensure that regional approaches. are aligned with national policies & other opportunities

1 Housing Aspirations

c

Interventions

2. Identify opportunities for collaboration to improve housing outcomes in the region

2 Housing Aspirations

c

Interventions

3. Systematise the ongoing collection of existing national & local data to forecast future housing & land requirements

3 Supply & Demand

c

Interventions

4. Create & implement a regional action plan based on evidence to increase the availability of affordable housing options across the housing spectrum

4 Supply & Demand

c

Interventions

5. Monitor the region’s skills and workforce capacity in the construction sector to ensure that the demands for housing construction, retrofit & renewal programmes are met

5 Supply & Demand

c

Interventions

6. Identify opportunities & plan for the remediation & repairs of substandard housing to improve the quality of homes & support the health and wellbeing of the region’s residents

6 Supply & Demand

c

Interventions

7. Raise awareness of funding opportunities among key regional players

7 Funding

c

Interventions

8. Co-ordinate regional funding applications to improve the Taranaki housing outcomes

8 Funding

d

Future State

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

Housing Aspirations

d

Future State

Supply & demand forecast, broken down by housing tenure, typology, & location to meet the diverse range of needs in Taranaki, supported by comprehensive data & projections

Supply & Demand

d

Future State

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

Funding

e

Outcomes

Clarity of regional housing aspirations

Housing Aspirations

e

Outcomes

Accuracy of forecasted regional demand, supply & construction capacity

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 and other funding

b

Housing Aspirations

Develop mechanisms to foster shared understanding of the housing aspirations & actions in the region.

b

Supply & Demand

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

b

Funding

Identify funding opportunities, facilitate & support regional funding applications to improve our success in securing funding commitments.

c

Housing Aspirations

Encourage collaboration among key housing stakeholders in the region to ensure that regional approaches. are aligned with national policies & other opportunities

c

Housing Aspirations

Identify opportunities for collaboration to improve housing outcomes in the region

c

Supply & Demand

Systematise the ongoing collection of existing national & local data to forecast future housing & land requirements

c

Supply & Demand

Create & implement a regional action plan based on evidence to increase the availability of affordable housing options across the housing spectrum

c

Supply & Demand

Monitor the region’s skills and workforce capacity in the construction sector to ensure that the demands for housing construction, retrofit & renewal programmes are met

c

Supply & Demand

Identify opportunities & plan for the remediation & repairs of substandard housing to improve the quality of homes & support the health and wellbeing of the region’s residents

c

Funding

Raise awareness of funding opportunities among key regional players

c

Funding

Co-ordinate regional funding applications to improve the Taranaki housing outcomes

d

Housing Aspirations

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

d

Supply & Demand

Supply & demand forecast, broken down by housing tenure, typology, & location to meet the diverse range of needs in Taranaki, supported by comprehensive data & projections

d

Funding

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

e

Housing Aspirations

Clarity of regional housing aspirations

e

Supply & Demand

Accuracy of forecasted regional demand, supply & construction capacity

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
% supply/demand gap across the region (i.e. shortage of construction workers to deliver the forecaste/d supply)
$ value of Crown funding secured for regional funding

Strategic Pillar 2: Opportunities

Ensuring land availability and infrastructure readiness for future growth and use of innovative housing solutions.

a

Prevailing State

Cost Reduction and Optimisation

Land Access

b

Activities

Cost Reduction and Optimisation

Land Access

c

Interventions

Cost Reduction and Optimisation

Land Access

d

Future State

Cost Reduction and Optimisation

Land Access

e

Outcomes

Cost Reduction and Optimisation

Land Access

f

Goal

a

Prevailing State

Cost Reduction and Optimisation

Land Access

b

Activities

Cost Reduction and Optimisation

Land Access

c

Interventions

Cost Reduction and Optimisation

Land Access

d

Future State

Cost Reduction and Optimisation

Land Access

e

Outcomes

Cost Reduction and Optimisation

Land Access

f

Goal

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

Cost Reduction and Optimisation

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

Identify ways of reducing costs using innovative housing systems & approaches

Interventions

Cost Reduction and Optimisation

b

Activities

Ensuring there is enough residential land that is infrastructure-ready to meet future growth

Interventions

Land Access

c

Interventions

9. Research innovative & best practice housing models & share them with regional housing players

9 Cost Reduction and Optimisation

c

Interventions

10. Creating opportunities to implement identified innovations, system improvements & apply lessons learned

10 Cost Reduction and Optimisation

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

12. Monitor the status of council regulations regarding the development of papakāinga on rural land

12 Land Access

c

Interventions

13. Track progress in the development of papakāinga after regulatory changes, identifying constraints and assessing whether progress is being made

13 Land Access

d

Future State

Cost effective building practices and innovative housing systems

Cost Reduction and Optimisation

d

Future State

Zoning and infrastructure enabling to make the most of available surplus and underutilised land for housing development

Land Access

e

Outcomes

Reduced cost of housing construction

Cost Reduction and Optimisation

e

Outcomes

Accessibility of infrastructure ready land

Land Access

a

Prevailing State

b

Activities

c

Interventions

d

Future State

e

Outcomes

f

Goal

a

b

c

d

e

f

a

Cost Reduction and Optimisation

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

c

Cost Reduction and Optimisation

Research innovative & best practice housing models & share them with regional housing players

c

Cost Reduction and Optimisation

Creating opportunities to implement identified innovations, system improvements & apply lessons learned

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

Monitor the status of council regulations regarding the development of papakāinga on rural land

c

Land Access

Track progress in the development of papakāinga after regulatory changes, identifying constraints and assessing whether progress is being made

# of innovative housing models, building methods and materials introduced that have a significant impact on the cost and quality of housing
km2 of infrastructure-ready land made available for housing development

Strategic Pillar 3: Diverse Housing Supply

To create communities with a mix of tenures and housing types to enhance social outcomes

a

Prevailing State

Mixed Tenure

Housing Typology

b

Activities

Mixed Tenure

Housing Typology

c

Interventions

Mixed Tenure

Housing Typology

d

Future State

Mixed Tenure

Housing Typology

e

Outcomes

Mixed Tenure

Housing Typology

f

Goal

a

Prevailing State

Mixed Tenure

Housing Typology

b

Activities

Mixed Tenure

Housing Typology

c

Interventions

Mixed Tenure

Housing Typology

d

Future State

Mixed Tenure

Housing Typology

e

Outcomes

Mixed Tenure

Housing Typology

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 Tenure

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

b

Activities

Promote public-private partnerships to unlock and deliver sustainable, affordable mixed-tenure opportunities that meet diverse housing needs

Interventions

Mixed Tenure

b

Activities

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

Interventions

Housing Typology

c

Interventions

14. Develop a value proposition to attract more investment and development in areas of need in the housing continuum

14 Mixed Tenure

c

Interventions

15. Encourage the development of mixed tenure housing to meet variable demand/need and promote socio-economic diversity within communities

15 Mixed Tenure

c

Interventions

16. Explore funding models and public-private partnership opportunities that enable the supply of diverse, purpose-built housing, contributing to the need across the housing continuum

16 Housing Typology

d

Future State

Sufficient public-private partnerships across the entire housing continuum to effectively address the unmet housing needs

Mixed Tenure

d

Future State

Houses built to meet the changing demography and growing need for smaller, family-friendly, accessible housing in Taranaki

Housing Typology

e

Outcomes

A variety of housing tenure options to support diverse housing needs

Mixed Tenure

e

Outcomes

Suitability of housing typology

Housing Typology

a

Prevailing State

b

Activities

c

Interventions

d

Future State

e

Outcomes

f

Goal

a

b

c

d

e

f

a

Mixed Tenure

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

c

Mixed Tenure

Develop a value proposition to attract more investment and development in areas of need in the housing continuum

c

Mixed Tenure

Encourage the development of mixed tenure housing to meet variable demand/need and promote socio-economic diversity within communities

c

Housing Typology

Explore funding models and public-private partnership opportunities that enable the supply of diverse, purpose-built housing, contributing to the need across the housing continuum

% alignment between the type of housing stock developed and housing supply forecast
# of whanau living in affordable rental and progressive home ownership arrangements

Strategic Pillar 4: Comprehensive Support Services

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

a

Prevailing State

Housing Opportunities

Support Services

Financial and Tenancy Services

b

Activities

Housing Opportunities

Support Services

Financial and Tenancy Services

c

Interventions

Housing Opportunities

Support Services

Financial and Tenancy Services

d

Future State

Housing Opportunities

Support services

Financial and Tenancy Services

e

Outcomes

Housing Opportunities

Support services

Financial and Tenancy Services

f

Goal

a

Prevailing State

Housing Opportunities

Support Services

Financial and Tenancy Services

b

Activities

Housing Opportunities

Support Services

Financial and Tenancy Services

c

Interventions

Housing Opportunities

Support Services

Financial and Tenancy Services

d

Future State

Housing Opportunities

Support services

Financial and Tenancy Services

e

Outcomes

Housing Opportunities

Support services

Financial and Tenancy Services

f

Goal

a

Prevailing State

There is low awareness amongst whānau around the opportunities to move through 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 and Tenancy Services

b

Activities

Raise awareness and ensure there are opportunities available to move through the housing continuum

Interventions

Housing Opportunities

b

Activities

Enhance access to support for people who are housing deprived (homeless) or in emergency, transitional, and community housing

Interventions

Support Services

b

Activities

Ensure services are available to increase financial and tenancy literacy to improve housing outcomes

Interventions

Financial and Tenancy Services

c

Interventions

17. Leverage and utilise existing housing facilitation and delivery models to create pathways for movement across the housing continuum.

17 Housing Opportunities

c

Interventions

18. Collaborate with housing, health and social service providers to deliver support services to those most in need

18 Support Services

c

Interventions

19. Improve access to client-centered services to help people navigate the housing continuum

19 Support Services

c

Interventions

20. Enhance financial and tenancy literacy service offerings to meet the need across the housing continuum support services to those most in need

20 Financial and Tenancy Services

d

Future State

The region’s residents’ access secure and sustained housing options

Housing Opportunities

d

Future State

Wrap-around support services to ensure that no-one is disadvantaged in housing

Support services

d

Future State

A suite of products that everyone in Taranaki has the opportunity to access

Financial and Tenancy Services

e

Outcomes

Secure and sustained housing

Housing Opportunities

e

Outcomes

Comprehensiveness of support services aimed at improving housing outcomes

Support services

e

Outcomes

Availability of financial literacy and sustaining tenancy support services

Financial and Tenancy 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 through 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 and Tenancy Services

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

b

Housing Opportunities

Raise awareness and ensure there are opportunities available to move through the housing continuum

b

Support Services

Enhance access to support for people who are housing deprived (homeless) or in emergency, transitional, and community housing

b

Financial and Tenancy Services

Ensure services are available to increase financial and tenancy literacy to improve housing outcomes

c

Housing Opportunities

Leverage and utilise existing housing facilitation and delivery models to create pathways for movement across the housing continuum.

c

Support Services

Collaborate with housing, health and social service providers to deliver support services to those most in need

c

Support Services

Improve access to client-centered services to help people navigate the housing continuum

c

Financial and Tenancy Services

Enhance financial and tenancy literacy service offerings to meet the need across the housing continuum support services to those most in need

d

Housing Opportunities

The region’s residents’ access secure and sustained housing options

d

Support services

Wrap-around support services to ensure that no-one is disadvantaged in housing

d

Financial and Tenancy Services

A suite of products that everyone in Taranaki has the opportunity to access

e

Housing Opportunities

Secure and sustained housing

e

Support services

Comprehensiveness of support services aimed at improving housing outcomes

e

Financial and Tenancy Services

Availability of financial literacy and sustaining tenancy support services

# of whanau that are supported and helped 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

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

Links/Resources

2021 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

Glossary of Terms

Term	Definition
Community Housing Provider (CHP)	Non-government organisations registered to provide long-term housing.
Social Housing	Subsidised housing provided by Kāinga Ora or registered Community Housing Providers (CHPs), typically for low-income households. Rent is often income-related.
Public Housing	Often used interchangeably with social housing but may specifically refer to government-owned housing stock.
Social Housing Register	A waitlist managed by the Ministry of Social Development for people eligible for public or transitional housing.
Tenure	Types of housing arrangements that define how individuals or households occupy and pay for their homes.
Mixed Tenure Housing	Mixed tenure housing refers to a residential development that intentionally includes more than one form of housing tenure within the same site or neighbourhood such as private ownership, private rentals, affordable rentals, shared equity/progressive home ownership.
Market Rental	Housing rented at full market rates, without subsidies. Tenants pay based on prevailing rental prices.
Rent-to- Buy/Own	A hybrid model where tenants pay rent with the option to purchase the property at a later date. Often used to support pathways to home ownership.
Affordable Rental	Below-market rental housing targeted at moderate-income households, often supported by CHPs or local councils.
Shared Ownership	A model where the occupant owns a portion of the property and pays rent on the remainder, with the option to increase ownership over time.
Papakāinga	Māori housing on Māori ancestral land, supporting communal living and cultural connection.