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We often forget that we already have a great example of what precinct delivery looks like at scale in NZ. 15 years on and most people will be quick to tell you how great Christchurch is (the population growth supports this!). Don’t get me wrong, it is not perfect, and we learnt a lot about what not to do, but the thinking that underpins the rebuild was sound, and still applicable today.

I dug back into the archives with the view of doing a strategic review of the Christchurch Blueprint Precinct Programme. So, where did we start 15 years ago that led to the vibrant and active city we see today? The initial work we did with Cameron Partners had three purposes:

• Evaluate the strategic merits of Christchurch’s precinct-based rebuild post-earthquake.
• Defined precincts as micro-scale economic clusters with unique offerings.
• Assessed economic benefits, success factors, and risks.

The precincts I refer covered the six key areas of development in Christchurch:

1. Health Precinct
2. Innovation Precinct
3. Justice Precinct
4. Convention Centre Precinct
5. Retail Precinct
6. Performing Arts Precinct

Each precinct was considered in terms of:

• Strategic intent
• SWOT analysis
• Expected benefits
• Success factors (what would it take to make the precincts work)
• Degree of specialisation and coordination between the precincts to ensure the programme benefits were achieved (each precinct on its own was only part of the puzzle to rebuild the economy, urban form and social fabric)

The key themes, or relevant points to note, that emerged from the first phase of work included:

• The underlying purpose related to Agglomeration Benefits: Co-location fosters innovation, productivity, and economic growth.
• There were fundamentals Precinct Success Factors: All of the precincts would require effective market analysis, stakeholder engagement, leadership, infrastructure, and collaboration.
• There had to be a clear and consistent Strategic Framework that was applied, and government investment to anchor each precinct: Precincts aim to attract businesses, achieve efficiencies, and reshape Christchurch’s economic geography. The urban form is important, and high quality public realm alongside core social infrastructure should be funded by the government as a catalyst for private sector investment to follow.

The framework for progressing the development of each precinct included:

• Strategic Goals: Objectives driving the precinct programme.
• Benefits: Economic and social outcomes expected from precinct development.
• Success Factors: Critical elements needed to ensure precinct success.

Each layer builds on the previous, showing how precincts are designed to achieve strategic goals, which in turn generate benefits, all supported by foundational success factors.

The Blueprint Precinct Analysis provided detailed evaluations of six key precincts in Christchurch’s post-earthquake rebuild strategy. Here's a summary of what we thought each precinct would achieve, the benefits of achieving them, the risks associated with its delivery and the critical success factors required to ensure they could live up to the expectations we set for them!

Health Precinct

• Purpose: Co-locate health education, research, and service delivery near Christchurch Hospital.
• Benefits: Infrastructure/resource sharing, knowledge spillovers, potential for specialisation.
• Risks: Demand uncertainty, unclear coordination, competition from other precincts.
• Success Factors: Strong market demand, private sector involvement, infrastructure design, partnerships with academic institutions.

Innovation Precinct

• Purpose: Focus on ICT and other innovative sectors; attract startups and research institutions.
• Benefits: High potential for knowledge spillovers, collaboration, and productivity gains.
• Risks: Unverified demand, high rent costs, lack of coordination, competition from other cities.
• Success Factors: Clear strategy, public/private champions, robust business case, social infrastructure to support collaboration.

Justice Precinct

• Purpose: Co-locate justice and emergency services to improve operational efficiency.
• Benefits: Resource sharing, logistical efficiencies, improved coordination.
• Risks: Governance and cooperation challenges.
• Success Factors: Strong public sector leadership, clear strategy, infrastructure design.

Convention Centre Precinct

• Purpose: Create a landmark civic asset to attract conventions and tourism.
• Benefits: Economic stimulus, amenity enhancement, investment signalling.
• Risks: Commercial viability, demand uncertainty, competition.
• Success Factors: Government support, partnerships, infrastructure quality, strategic integration with surrounding areas.

Retail Precinct

• Purpose: Revitalise central city retail, enhance amenity, and attract residents.
• Benefits: Comparison shopping, vibrancy, economic stimulus.
• Risks: Fragmented land ownership, demand shifts (e.g. online shopping), design challenges.
• Success Factors: Market alignment, private sector leadership, master planning, infrastructure integration.

Performing Arts Precinct

• Purpose: Support arts and culture, enhance city vibrancy and amenity.
• Benefits: Creative synergy, community engagement, cultural identity.
• Risks: Commercial viability, demand uncertainty, limited investment impact.
• Success Factors: Clear strategy, partnerships, infrastructure sharing, governance structure.

In addition to the precincts, there were several frames, one being the residential eastern border of the city, the second bordering the southern side of the city now a creative and hospitality hub, and the third following the Avon River along the western and northern sides of the city. The value of public realm amenity deserves its own article, so not covered in detail here.

So how much progress has been made in the last 15 years? Here’s a very high level overview of the current status of each of the six Christchurch Blueprint Precincts based on the latest available sources:

Health Precinct (Te Papa Hauora)

• Status: Operational and evolving.
• Progress: The precinct has become a hub integrating healthcare, research, education, and industry. Partners include Te Whatu Ora Waitaha Canterbury, University of Otago, University of Canterbury, and Ara Institute.
• Initiatives: Focus on population health, innovation, and collaboration. Infrastructure improvements like bus shelters are underway to enhance accessibility.

Innovation Precinct

• Status: Partially developed, with mixed progress.
• Progress: Anchor tenants like Vodafone and Kathmandu have established headquarters. Hospitality and retail venues are active, but some areas remain underdeveloped.
• Challenges: Vacant lots and slow development in some blocks. Full connectivity of laneways and public squares is still pending.

Justice Precinct

• Status: Fully operational since 2018.
• Progress: A $300 million project housing all justice and emergency services in one location. Includes Ministry of Justice, Police, Corrections, Fire and Emergency NZ, and Civil Defence.
• Impact: Largest multi-agency government co-location project in NZ history. Designed to improve collaboration and emergency response coordination.

Convention Centre Precinct (Te Pae)

• Status: Open and active since December 2021.
• Progress: Te Pae is a world-class venue hosting national and international events. Features include a 1,400-seat auditorium, exhibition halls, and meeting rooms.
• Design: Inspired by Canterbury’s braided rivers and Māori cultural narratives. Managed by ASM Global, with strong operational performance.

Retail Precinct

• Status: Largely developed, with ongoing enhancements.
• Progress: Key developments like The Crossing and The Terrace are complete or nearing completion. Retail and hospitality businesses are active, though some gaps remain.
• Future Plans: A new mixed-use precinct called “Downtown Christchurch” is planned to further transform the area, with construction expected to begin in 2026.

Performing Arts Precinct

• Status: Partially developed, with new proposals underway.
• Progress: Includes the restored Isaac Theatre Royal, The Piano venue, and the Court Theatre (under construction). A vacant site on Gloucester St is open for proposals.
• Future Vision: Ideas include a public outdoor theatre hub (“The Hexagon”) and flexible public spaces. Council is seeking development proposals to enhance the precinct.

Christchurch is not perfect, ask anyone involved in the delivery of these major project! Getting the projects designed, funded and procured, took patience resilience and lot of hard work, and there are still elements that have not been delivered. However, no one expected that this scale of urban renewal would be complete within two development cycles, after all urban regeneration takes time.

A note on the residential aspect of the city centre: While the residential development and higher density apartment dwellings have been slower to eventuate than the vast amount of greenfields development at the periphery of the city (which arguably has kept house prices affordable but cannibalized the residential opportunity in the central city), fast forward 15 years at the eastern frame comprising a 7.7-hectare redevelopment forming the eastern edge of the CBD with several residential precincts of its own.  The Avon offers green city living near the river and Margaret Mahy Playground, Latimer; more classical urban living with heritage buildings and Lichfield end with more creative, industrial-style lofts and warehouse conversions. The area features a linear park spine, diverse residential typologies, and integration with existing structures.

In summary, from a high level perspective, these projects have largely been successful (although no formal evaluation of their benefits realisation frameworks has been undertaken, or if it has, it has not been made public). We understand that the convention center has exceeded utilisation rates and occupancy is growing year on year. The performing arts precinct Piano development is the same. These are now places that people frequent and cafes and bars are plentiful. When you move around Christchurch it is busy and the feeling of possibility is evident in the new developments that we see coming online; the commercial development pipeline is strong. As of May 2025, Christchurch has 35 active commercial projects underway or planned, according to CBRE’s New Development Monitor. Industrial: 71% of new development (101,000m²), led by Hornby, Rolleston, and Middleton, Retail: 17% (24,000m²), Office: 12% (17,000m²). In summary there is strong growth in industrial and mixed-use developments across the city.

Arguably, the precincts have played their role, in shifting the economic geography of the city catalysing private sector investment into the ongoing development of Christchurch city.

This methodology for urban regeneration projects offers a flexible, collaborative, and iterative advisory approach. It's designed to leverage existing foundational work, even if completed in silos, and provides a clear pathway to advance projects that may have stalled due to funding constraints or the inherent inflexibility of traditional local government processes in enabling comprehensive regeneration.

This outlined methodology is designed to be highly accessible and cost-effective, enabling organizations to leverage existing internal resources and staff. Crucially, it operates within established decision-making processes, ensuring compliance and smooth integration. Presented at a high level, these steps provide actionable advice for navigating the complexities of urban regeneration and renewal, particularly within established areas, to achieve successful implementation.

This approach is structured around several key phases, acknowledging that much of the work will overlap, and may already exist, rather than being strictly sequential:

1. Establishment: This initial phase is crucial for building strong working relationships with key decision-makers and stakeholders. It involves understanding the project context, confirming the scope, and defining what success looks like. Key activities include kick-off workshops, establishing project governance, determining a baseline for subsequent steps, and initiating a comprehensive engagement strategy.
2. Investigation: This phase centers on a critical review of existing masterplans or strategic documents, particularly their assumptions regarding land values and overall viability in the current market. It seeks to clarify whether further master planning will be public or market-led and acknowledges that prior assumptions may need revisiting due to evolving conditions. Preliminary due diligence will be conducted to establish achievable outcomes, connecting the regeneration project with wider developments in the area. A draft engagement plan, including key messages, will also be developed.
3. Early Engagement: This involves immediate engagement with Māori partners (Iwi/Mana Whenua) and other crucial steering groups. It also includes initial market sounding to gauge interest once the strategic intent and decision frameworks are confirmed. This early engagement is critical for securing social license and managing expectations, particularly given potential "project fatigue" among the community and stakeholders.
4. Develop a Precinct Delivery (Outline) Plan: This phase focuses on clarifying the project's fit within central, regional, and local strategies and priorities. It includes options development, assessing scenarios like public sector-led versus private sector/market-led approaches, and initial commercial assessments and costings. A blueprint will be created to define the public sector's role and the intended space for the private sector, identifying co-investment and risk-sharing models. The methodology acknowledges that funding for public realm and capital works may not be solely achievable through increased land values and that traditional business case approaches may not suffice for complex regeneration.
5. Implementation (and Partnerships) Plan Development: The team will work alongside the relevant authorities to develop an implementation plan that articulates the ongoing work required to deliver the agree upon programme, potentially including a high-level commercial and financial strategy (if enough information exists, or there is the funding to support this at this stage in the process).
6. Revised Project Delivery Plan: The culmination of the advisory services will be the development of a revised project plan based on the insights and strategies developed throughout the preceding phases, providing a clear roadmap for the future.

Throughout these phases, the methodology emphasises several core principles:

• Collaboration: A strong emphasis is placed on working alongside project staff and stakeholders, fostering capability building and knowledge transfer to ensure enduring outcomes and sustainable development.
• Adaptability: The approach acknowledges that urban development is not linear and requires flexibility to navigate political cycles, local government processes, and evolving market conditions.
• Holistic View: The methodology integrates commercial advisory, project delivery, engagement with diverse groups, and an understanding of other critical industries such as the civic, arts, cultural, and creative industries, as an example. It aims to marry ambition with on-the-ground realities, using an evidence-based approach to ensure comprehensive solutions.
• Risk Mitigation: Various market, macroeconomic, process, and budget risks are identified, with proposed mitigation strategies such as comprehensive cost planning, risk workshops, value engineering, and strategic procurement to safeguard the project's success.
• Authentic Engagement: There is a commitment to authentic engagement with Māori partners and the wider community, ensuring their inclusion and placing tangata whenua and the creative arts and cultural sectors at the center of the program's design and delivery.

The overall methodology reflects a practical, experienced-based approach to complex urban regeneration, aiming to provide the necessary confidence, certainty, and clarity needed to successfully design and implement a defensible programme of work that will help to deliver the regeneration outcomes, which are so often sought but very rarely delivered.

In the world of city-making, the term precinct is gaining traction—but what does it actually mean?

A precinct is more than just a geographic slice of a city. It’s a defined area—often a neighborhood, district, or cluster of blocks—where land use, infrastructure, and community needs intersect. Think of it as the “sweet spot” between individual buildings and the whole city: large enough to enable meaningful planning, but small enough to tailor solutions to local context.

So, why plan at the precinct level?

Integrated Design: Precincts allow agencies and the private sector to coordinate transport, housing, public space, and sustainability initiatives holistically—not in silos.

Community Impact: Localised planning means better alignment with the needs, identity, and aspirations of the people who live and work there.

Scalable Innovation: Precincts are ideal testbeds for emerging technologies, for example smart city tech, green infrastructure, and new mobility solutions—before scaling city-wide.

Resilience & Sustainability: Climate adaptation, energy efficiency, and circular economy strategies are more effective when applied at a precinct scale.

Urban development isn’t just about buildings—it’s about creating vibrant, connected, and resilient places. Precinct-level thinking helps us do just that.

So how to we deliver defined areas where innovation, community, and infrastructure converge. It requires vision, strategy, and collaboration.

Here’s what matters most:

Objective Market Analysis & Early Engagement Precinct planning must be grounded in robust market analysis and early stakeholder engagement. Engaging potential developers and tenants helps verify demand and shape expectations from the outset.

A Clear, Shared Vision Precincts evolve along spectrums of specialisation and coordination. Defining where a precinct sits on these spectrums supports the development of a compelling vision, mission, and strategy.

Government Support & Championing Precincts may be led by the private sector (“bottom up”) or government (“top down”). Governments play a vital role—especially where risk is high—by promoting innovation, providing funding, offering incentives, and even acting as anchor tenants. But caution is needed: research warns against governments attempting to create highly specialised Greenfield clusters without strong foundations.

Private Sector Investment Regardless of who initiates the precinct, success hinges on strong private sector support. Boston’s Innovation District and Barcelona@22 are prime examples—government-initiated, but largely delivered through private investment.

Clear & Strong Leadership Whether from government or industry, successful precincts are driven by clear leadership from a dedicated organisation or coalition.

High-Quality, Innovative Design Precincts must be designed to foster collaboration and community. Shared infrastructure, informal meeting spaces, and mixed-use environments are key. Master planning and policy can help embed quality and connectivity. The planning rules should then be used to enable the design outcomes, rather than design been driven by rigid planning requirements!

Deliberate Collaboration Efforts Proximity alone doesn’t guarantee interaction. Precincts need ongoing, intentional efforts to build trust, visibility, and cooperation among participants.

Academic Partnerships Universities bring knowledge, talent, and research capability. Their active involvement—seen in Boston, Barcelona, and East London—can be a game-changer for driving innovative precincts.

Precincts aren’t just places—they’re ecosystems. And building them well means aligning vision, investment, design, and leadership to create something truly transformative.

We are delighted to announce our newest member of the 2025 TUA team, Amy Te Maro (Ngāti Porou).

Amy joins us from Te Whanganui-ā-Tara, Wellington, where she was a Graduate Interior and Indigenous Designer with experience in landscape architecture, urban design and cultural design advisory, her mahi focuses on working with communities, understanding the layers of whakapapa, and expressing these narratives within urban spaces.

Amy is passionate about kaupapa Māori design, and she is always striving to create better outcomes for and with Māori, which is something that has always been important to us here at TUA, too. Her experience maintaining relationships with whānau Māori and holding space for genuine engagement is going to be invaluable for us and our clients - we can’t wait to introduce her to you!‍

"Precinct delivery" or "integrated transport and urban development" are hot topics, especially as leaders question if we've truly leveraged the CRL's potential.

I recently revisited the Precinct Delivery Strategy that guided the Christchurch Rebuild—an entire city rebuilt through integrated precincts, anchored by public infrastructure investment. This single page has been foundational to my career, offering a clear understanding of HOW to do integrated precinct delivery. It even inspired the core offering at The Urban Advisory (something that Dr Natalie Allen and I have been reflecting on, and making strategic decisions to return to).

I'm sharing this to highlight that this thinking isn't new; we don't need to reinvent the wheel. The expertise is out there. As we plan for the next decade of TUA, we continue to see urban strategy as the answer.

While we are obviously biased (I am sure those writing business cases and developing masterplans think they have the answer, too), this diagram clearly shows that public and private sectors collaborating for precinct delivery is complex, requiring innovative thinkers and doers - i.e. your friendly urban strategist!

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BACKGROUND

Large-scale regeneration programmes often operate under comprehensive frameworks aimed at long-term, successful urban revitalisation. These programmes typically involve redesigning neighbourhoods, revitalising local centres, upgrading public amenities, and providing healthy homes.

Such programmes generally align with a number of strategic outcomes for central and local government, including:

• Delivering affordable housing in an environment of constrained supply
• Improving the well-being of public housing tenants while addressing the renewal liability attached to existing housing stock
• Improving amenities, community infrastructure, and connectivity in a way that benefits the wellbeing of all residents
• Building Community resilience.

The business case for such programmes identifies key Investment Objectives and anticipated Benefits, such as:

• Better Housing choices
• Housing quality is future-proofed
• Safer neighbourhoods with high quality amenity
• Prosperous and Resilient Economy and Community

These objectives are generally reflected in Master Plans:

• Collaboration and Partnership underpins delivery
• The area should be recognised as a great place to live
• Community-specific outcomes must be prioritised
• Health and Wellbeing outcomes must be enhanced
• Ecological and Environmental restoration are priorities
• A range of housing options must be made available to the community
• Infrastructure and service delivery must address community and environmental needs
• High quality education must be available locally
• Economic wellbeing should be advanced through transition and diversification into new sectors
• It should also leverage a creative and inclusive community

If we are doing a good job, we might even create an Outcomes Monitoring and Evaluation Framework that includes key performance indicators for each objective.

However, we very rarely deliver on all of the above, and in many instances we don’t deliver on very much at all. Why not?
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TURNING INTENT INTO A PARTNERSHIP FRAMEWORK

Regeneration programmes involve a significant number of stakeholders across central government, local government, iwi, community groups, not-for-profits, service providers, and the private sector. These are usually identified in stakeholder and governance maps within strategic documents.

However to effectively engage the collective interests, resources, and ambitions of this stakeholder group, a Communications and Engagement Framework is usually used. This is predicated on the idea that effective stakeholder engagement is a ‘whole of project’ commitment, often built off existing successful precedents. This framework is effective in driving the programme through the initiation, definition, business case, and framework planning phases.

However…

A common challenge for large-scale regeneration programmes is the transition of approved BC's, Master-plans and Strategic Frameworks into effective implementation (i.e. built outcomes and happier people that earn more because we have grown the economy and created opportunity). In a business case sense, this is where the Strategic, Economic, and Financial cases conclude, and the Commercial and Management cases begin. The emphasis also shifts from Stakeholder Engagement to Market Engagement, even as effective communication remains a critical component of the overall work program.

Where area-based Projects have access to land, funding, and regulatory powers, the ability to manage this change from defining and enabling outcomes to pursuing outcomes can be relatively seamless. While effective and efficient market engagement is still critical in managing process, development, and delivery risk, this is easier to achieve when presenting as a single client. Maintaining strong alignment with those stakeholders identified as key delivery partners in the implementation phase is also crucial.

In areas where the implementation plan relies on a multi-agency, multi-disciplinary framework seeking to unlock aligned and coordinated decisions and actions across the public, private, financial, community, and household sectors, the challenges are much greater. Governance arrangements may reflect a commitment to programme outcomes but often grapple with decisions made in an individual entity context, with distinct decision-making processes, information sets, and competing priorities.

External factors, such as unprecedented economic impacts (e.g., negative shocks to incomes, demand, and supply chains), can amplify these challenges.

However, as economies move through various stages of recovery and re-opening, it often becomes clear that the Public Sector will have a stronger presence. In doing so, it will also hold a much stronger risk profile, as evidenced by economic, monetary, and financial policy responses.

Within this scenario, it is critical that the Public Sector also provides itself with exit strategies. Over time, it is important that the private and community sectors re-establish themselves at the heart of the economy. Developing those exit strategies requires a strong partnership framework.
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THE PARTNERSHIP PLAN

The concept of stakeholder engagement as a ‘whole of project’ concept provides for varying degrees of participation as the regeneration programme moves from initiation to delivery. If a key principle of engagement is aligning stakeholders around a common vision and strategic objectives, then the intended outcome is not just strengthening the value proposition, but also the willingness to pay.

A Partnership Plan represents the point at which an initiative becomes transactional. This is essentially where the intention is to transition from participation to commitment – across all forms of financial, natural, social, human, and manufactured capital. It is also intended to ultimately take a contractual form, which requires a clear strategy, process, and commitment of resources to achieve that. The impact cuts across the organisation in three ways:

• Strategic – the ability to seek solutions; reconcile dilemmas; innovate and develop new business ideas
• Operational - identify emerging issues; a clear understanding of pressure points; access external expertise
• Risk – be conscious of reputation risk and the social license to operate; explore opportunities for cost mitigation, conflict mitigation, and regulatory efficiency

The complexities of a large-scale regeneration program are often reflected in existing commitments by public development entities to work in partnership with developers, indigenous groups (where applicable), local and central government, community housing providers, and non-profit organizations to achieve their public housing and development roles. Such entities also seek to support industry transformation and leverage private sector expertise, capability, and investment, particularly when delivering affordable and market-priced housing.

In terms of what a public development entity brings to the table in enabling successful long-term regeneration, it typically commits to:

• Coordinate the urban development work of multiple agencies
• Support others to take the lead on urban development projects
• Unlock investment for urban development projects
• Take a lead role in delivery itself, for example, where projects are particularly complex.

A Partnership Plan is intended to sit alongside existing Stakeholder, Communications, and Marketing strategies but with the intention of migrating participation into commitments. This will include looking to engage counterparties who may not have had visibility of the Programme during the Project Definition and Approvals phase.

The key objectives of such a Plan are to:

• Identify the opportunities of the regeneration programme which require strategic partnerships
• Identify the key goals for those partnerships in enabling a co-ordinated implementation of the regeneration plan
• Identify what steps are required to secure the level of commitment from each partner, and the form of that commitment
• Commence the process of engaging with the wider market on the Project, enabling market participants to consider potential opportunities, risks, and solutions that will ultimately lead to improved outcomes.

The Regeneration Framework identifies the key principles and commitments under which the programme's Strategic Partners have agreed to work together.

Over time, the nature of those commitments will become more granular. This includes those sought from public sector entities, landowners, the financial sector, developers, businesses, asset investors, and ultimately individual households. The process of advancing that will involve degrees of complexity but with the overarching intention of both confirming the partners’ respective commitments and informing the market of intentions in order to develop solutions together.

We’d like to introduce you to Jack, our newest member of team TUA.

Jack joins us from the UK where he was an Associate Director in JLL’s Strategic Development Consulting team. Working across both the London and Regional businesses Jack advised public and private sector clients on some of the UK’s most high-profile and complex regeneration projects such as:

• Arden Cross Development Partner Selection - selection of Muse as development partner for a £3.2bn 346-acre site centred around the new HS2 interchange.
• Defence Infrastructure Organisation - masterplanning, site promotion and delivery strategies across numerous complex sites earmarked for disposal by the MOD.
• University of Southampton - strategic advice to UoS on the delivery of new student housing to support the University’s growth plans.
• Basingstoke and Deane District Council - strategic advice across the Council’s property and development portfolio.
• Network Rail - strategic advice across 40 train stations across the south coast focused on enabling transit oriented development.

With a broad and specialised skillset, honed through this experience managing multi-disciplinary teams to create masterplans with delivery strategies, Jack's appointment further strengthens TUA's capabilities in mixed-use development and precinct delivery as part of our commitment to creating thriving urban environments. 

“I am incredibly excited to be joining The Urban Advisory,” says Jack. “It's inspiring to work alongside thought-leaders like Natalie and Greer who are truly committed to doing things differently and challenging the status quo in urban development. I'm eager to contribute my experience to help catalyse our approach to large-scale, mixed-use development projects, through entrepreneurial public and private sector partnerships.”

Away from the office, Jack grew up on the occasionally sunny shores of Bognor Regis in the UK where he was 1st XV captain for Bognor RFC. Jack took up refereeing after he finished playing and was a part-time referee for the RFU National League Match Official Associates. He has recently joined North Harbour Referees Association and can be found on the pitches of the North Shore most Saturdays.

We’re excited to have Jack on board; he’s already hit the ground running, applying his invaluable experience to our shores here in Aotearoa. Welcome, Jack!

This morning RNZ announced that Housing Minister Chris Bishop requires Kāinga Ora to halt hundreds of housing developments which would have delivered nearly 3500 homes, and sell a fifth of its vacant land.

On the surface, this looks bad, we know! However, we believe this is an opportunity in disguise. An opportunity for the public and private sector to work better together.

Here are large parcels of land (that are presumably good for housing). Councils are asking: “what can we do to relieve the pressures on the housing system?”. Private capital is circling and wants to invest. Instead of divesting them in the standard fashion, we believe councils and government agencies should work together to define the outcomes they want for these sites, and then encourage market-led proposals that respond to these objectives.

Our unsolicited bids (or market-led proposals’) framework is hardly ever used here in Aotearoa - we think it's time for this to change! We’re pleased to say we’re actively working with groups who can bring a step change in housing and social infrastructure delivery if this is the case.

What are your thoughts on the announcement? Get in touch with us to understand how these processes can deliver more effective public and private partnerships - and deliver the critical housing supply that we need to meet the diverse needs of New Zealanders.

As part of our commitment to diversifying the housing system, we’re committee members for The Housing Innovation Society (This) - we share our time and resources to support their mission of “bringing collective housing into the mainstream in Aotearoa”.

We’re excited to share the news of their bi-annual CoHo Hui happening this April 15-17, in Ōtautahi Christchurch!

This year’s CoHo Hui theme is “The Future of Housing”, which is in line with the special issue journal with Emerald Publishing, that will contain the best and most relevant papers that are submitted to the conference, and others from a wide range of academics.

A brilliant lineup of speakers have been announced; they’ll all bring new knowledge and perspective to Aotearoa, which will inform the collective housing movement here.

Tickets and registration is happening now. Go to their website for more details!

We were delighted to hear that we’ve been selected as one of the “Next 95” by the Sustainable Business Network!

The list recognises innovators and entrepreneurs progressing sustainable business in Aotearoa. We’re honoured to be among these other incredible businesses and organisations!

Ngā mihi nui Sustainable Business Network for your inspiring mahi.

Asylum 2023: Rethinking Our Future Neighbourhoods is out now!

Guest edited by Dr Natalie Allen and Devon Sanson from TUA, the journal published by Unitec ePress contains 12 practitioner and peer-reviewed academic articles.

We have drawn together articles that explore ways to address our social, cultural and environmental challenges, opportunities for decolonisation what embracing citizen-centric approaches to designing our neighbourhoods might look like, and how the built-environment professions might work together in new ways to deliver these wellbeing outcomes. The issue includes new, young voices, and some less-than-conventional ideas. The combination of peer-reviewed and practitioner articles asks the reader to imagine what amight be, and challenge their own preconceptions.

It was great to celebrate the launch of the journal with Unitec | Te Pūkenga at their architecture gradshow last week, along with some of the authors who attended. Thank you to Unitec for giving us this platform, and to each of the authors for making this such a great edition.

We encourage you to read and absorb the edition, and let us know what you think!

Natalie, Greer, and the whole team at The Urban Advisory have been putting in hard mahi to launch something pretty special, New Zealand’s Housing Survey!

New Zealand’s Housing Survey is the culmination of many years of work in the housing sector; researching housing, developing housing strategies and housing needs assessments, and working with different groups to deliver housing that meets their unique needs. We're stoked to be able to share what we've learned!

Through this unique housing survey we will be able to help to build awareness around how people live, want to live and what barriers are in the way to achieving their housing aspirations, plugging a critical gap in the information that is needed for meaningful decision making. New Zealand’s Housing Survey results will provide the evidence that's been missing about the kind of housing people want and need and how this is different from what is currently available to them.

We hope that government agencies, developers, councils, community providers, iwi and hapū, researchers, social scientists and many others will find this information useful.

Help us spread the word, take and share the survey here, or by clicking the button below.