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Scoping Study

Social Housing Opportunities Maraenui

Scoping Study

Social Housing

Opportunities

Maraenui

© Opus International Consultants Ltd 2014

Prepared By Opus International Consultants Ltd

Stella Morgan Napier Office

Consultant Planner Opus House, 6 Ossian Street

Private Bag 6019, Hawkes Bay Mail Centre,

Napier 4142

New Zealand

Reviewed By Telephone: +64 6 833 5100

Nick Aiken Facsimile: +64 6 835 0881

Market Sector Manager: Planning

Date: July 2014

Reference: 2-T2091

Status: FINAL

Approved for

Release By

Renee Murphy

Hawke’s Bay Planning Manager

Scoping Study: Social Housing Opportunities - Maraenui, Napier i

2-T2091 | June 2014 Opus International Consultants Ltd

Contents

Executive Summary ................................................................................................... 2

Designing the Response - a Master Plan for Maraenui ................................................................ 2

Introduction ....................................................................................................... 5

1.1 Introduction ........................................................................................................................... 5

1.2 Roopu A Iwi Trust ................................................................................................................. 6

1.3 Purpose of Report .................................................................................................................. 7

Current Changes impacting on Social Housing Provision ................................... 8

2.1 Government Policy Direction ............................................................................................... 8

2.2 Response to Earthquake Risk in State-Owned Housing .................................................. 10

Community Need/ Demand ............................................................................... 11

3.1 Local Demand ....................................................................................................................... 11

3.2 Community Snapshot........................................................................................................... 12

Project Consultation.......................................................................................... 13

4.1 Stakeholder Consultation .................................................................................................... 13

4.2 Community Consultation..................................................................................................... 15

Background Information...................................................................................16

5.1 Literature Review .................................................................................................................16

5.2 Review of Key Strategy .........................................................................................................19

5.3 Sector Investment Summary ...............................................................................................19

5.4 IMPACT Conference 2014 .................................................................................................. 20

‘Third Party’ Sector Development ..................................................................... 20

Best Practise...................................................................................................... 21

7.1 Community Housing Aotearoa (CHA) ................................................................................ 21

7.2 Te Matapihi .......................................................................................................................... 22

7.3 Trust House Community Enterprise .................................................................................. 22

7.4 Nelson Tasman Housing Trust ........................................................................................... 22

7.5 He Korowai Trust ................................................................................................................ 23

7.6 Wellington City Council Community Housing .................................................................. 23

Challenges and Opportunities .......................................................................... 23

PART TWO – An Opportunity for Maraenui? ........................................................... 24

Delivering a Community Vision ........................................................................ 24

The Options ...................................................................................................... 24

Scoping Study: Social Housing Opportunities - Maraenui, Napier ii

2-T2091 | June 2014 Opus International Consultants Ltd

10.1 A ‘do-nothing’, or ad-hoc approach ................................................................................... 24

10.2 Why consider a Planned-Response? .................................................................................. 25

A Strategy to Move Forward ............................................................................. 25

11.1 Understanding the Need ..................................................................................................... 26

11.2 Designing the Response (the Master Plan) ....................................................................... 27

Role of Roopu A Iwi Trust ................................................................................ 28

Other Opportunities ......................................................................................... 29

Abbreviations ........................................................................................................... 30

Appendices ...................................................................................................................

Appendix One Consultation Record

Appendix Two Literature Review

Scoping Study: Social Housing Opportunities - Maraenui, Napier 1

2-T2091|(FINAL) July 2014 Opus International Consultants Ltd

“A warm home…security of tenure…and … enough money after

paying for housing to put food on the table…A home is the

building block of the family...’

David Roha Johnston Chairperson of Nelson Tasman Housing Trust1

This report was commissioned by Roopu A Iwi Trust (RAIT), prepared by Opus International

Consultant Ltd, and funded by Te Puni Kōkiri.

The report is also available on the Roopu A Iwi Trust website www.rait.co.nz

1 Quote from mihi whakatau for the IMPACT Conference 2014- Community Housing Aotearoa



Executive Summary

This report has been commissioned by Roopu A Iwi Trust (RAIT or the Trust) to assist with a way

forward in response to current housing issues in the suburb of Maraenui, Napier.

Maraenui has the highest socio-economic deprivation in Napier, and is an area where rental

properties exceed home ownership, and Housing New Zealand Corporation (HNZC) is the single

largest landlord. A large number of these HNZC properties are vacant and unlikely to be re-

tenanted in the near future due to a combination of reasons including identified earthquake risk,

configuration and housing type no longer meeting need and negative perception associated with

certain areas. Contrasted with this is a need for accessible and affordable social housing in

Maraenui and across Napier as reflected in current numbers on the Ministry of Social

Development’s waitlists.

Combined with this is current government policy to encourage greater diversity of providers in the

social housing sector traditionally dominated by government. This approach is common overseas

and seeks to encourage better outcomes for communities through enabling a ‘third sector’ better

equipped to respond to and support the often complex needs of residents in social housing. It also

seeks to encourage greater choice in housing options through encouraging affordable housing

developments that deliver quality well built homes for low income New Zealander’s.

These factors present a significant opportunity for Maraenui to address housing challenges that

have compounded over the years contributing to negative perceptions of Maraenui from both

within and outside of the suburb. This is reflected in decreasing population over time, struggling

school rolls and low occupancy in its shopping centre.

Project consultation reflected a desire for a ‘whole of community’ approach to provide better

housing and housing choice; to encourage opportunities for local employment; and ultimately to

increase community pride.

This report examines the issues and opportunities and recommends development of a high level

strategy to deliver a Master Plan for Maraenui taking into account housing need; location; and key

factors for a supportive environment.

Designing the Response - a Master Plan for Maraenui

Key deliverables of a Master Plan for Maraenui should identify (but not be limited to) the

following:

Housing NeedHousing Location

Supportive Environment

Master Plan



i. Strategically important areas where a more comprehensive rebuild is required, for example clusters of vacant buildings located adjacent to key community areas or facilities such as the

Maraenui shopping centre.

ii. Other priority ‘pockets’ of development to include, for example, any pockets that are currently considered undesirable to live in due to neglect and / social behaviour issues.

iii. Opportunities for refurbishment and re-development of housing stock to be retained. iv. Supportive environmental interventions that provide environmental enhancement or facilitate

improved relationship between existing/new buildings and facilities such as open space,

schools, and the suburban shopping centre.

v. Some indication as to simple but key design features that should be followed (such as building

orientation and build-quality for example).

The following five recommendations have been identified as a pathway forward to achieve the

desired change:

Key Recommendations 1-3 the Strategy

Key Recommendation 4 - Role of Roopu A Iwi Trust

Recommendation 4a– The Trust and/ or Te Kohinga Waka join Community Housing

Aotearoa

Recommendation 4b– The Community Development Scheme Coordinator source funding

for additional resource (Project Manager) to assist with facilitation of

Master Plan and development of social housing provision for

Maraenui; key deliverables of the Project manager positions will

include business case/s development for social housing providers and

key partners to take up opportunities arising from the Master Plan.

Recommendation 4c– Develop a funding strategy to assist with implementation of Master

Plan.

Understanding the Need -

Recommendation 1:

Undertake a housing need assessment for Maraenui.

Identify Housing Location & Supportive Environment

Recomendation 2:

Identify strategic areas for redevelopment and key

locational features such as access to public transport; greenspace; shops and community facilities.

Designing the Response - the Master Plan

Recommendation 3:

Government agencies / Napier City Council and RAIT to

agree a protocol for developing a Master Plan for Maraenui.



Key Recommendation 5 – Other Opportunities

Recommendation 5a– Establish a community Housing forum for key stakeholders.

Recommendation 5b– Identify and share best practice.

Recommendation 5c– Advocate for the community on social housing issues and need.



Introduction

1.1 Introduction

In 2013 Roopu a Iwi Trust (RAIT or the Trust), an iwi mandated social service provider based in

Maraenui, completed a report as the basis for a Community Development Scheme (CDS) in the

Eastern Suburbs of Napier. These suburbs include a cluster of local areas of high socio-economic

deprivation. One of the key issues identified was access to social housing particularly in the suburb

of Maraenui where Housing New Zealand Corporation (HNZC) is a major landlord (at one stage

owning 48% of all houses within the suburb2).

Figure 1 Location Map

Concerns in relation to social housing have been exacerbated by a number of issues in recent years.

In response to the Christchurch earthquakes, HNZC removed tenants from housing across the

country where earthquake risk was identified as a concern. This led to the vacation of 58 units in

Maraenui, creating a void of property vacancy in the heart of the Maraenui suburb and causing

disruption and contributing to social issues in the community. Shortly after, the government

signalled changes to the way it would be providing social housing and who could access that

housing, further compounding concern in the community about their most vulnerable residents.

2 Information as provided by Andrew Cairns Regional Manager Housing New Zealand Corporation July 2013 refer Appendix One

Eastern Suburbs Maraenui

Maraenui

Te Kura Kaupapa Maori

o Te Ara Hou

Henry Hill Primary

School



Figure 2 Protest outside empty houses in Maraenui

The recent redevelopment of two sites (Latham Street; and corner Longfellow and Percy Spiller

Avenues) in Maraenui has helped to alleviate to some degree a sense of emptiness and vacancy

however there is ongoing concern about the future of the remaining vacant sites given recent

changes to government policy that will see them in a reduced role as social housing providers.

In 2013 at a public hui held in the community, government officials advised that the government’s

current social housing reform programme would ‘have a huge impact’ and that access to

affordable, sustainable housing for Maori was as area of particular concern3. The community were

encouraged to think about their future direction and have input into government policymaking on

social housing.

Since then further detail has been provided by government about their expectations for social

housing in the future including a move towards encouraging more social housing providers to enter

the market (third sector social housing provision).

1.2 Roopu A Iwi Trust

The Trust emerged in 1985 following the Hui Taumata which set a platform for the next 20 years

that would lead to a cultural and economic renaissance for Māori. With the mandate by Te

Taiwhenua o Te Whanganui a Orotu, to provide social services within the Ahuriri Region, the Trust

began its humble beginnings to provide whanau support to the people of Ahuriri. Currently its

services and networks span across the Hawke’s Bay region with close to 30 years of operational

experience.

RAIT is located in Maraenui and provides a range of services including:

• Care Services–Emergency Care, Respite Care, Caregiver Training, Whakapapa Searches

3 Community Hui on Social Housing Maraenui August 2013 (refer minutes attached in Appendix One)



• Whanau Support Services – Budgeting, Crisis Support, Preventative & Development Programmes

• Youth Development – YDP, Moving towards Independence, Mentoring

• Strengthening Families / Whanau Hui, Advocacy and liaison between agencies, schools & whanau

• Advocate for Children & Young People Who Witness Family Violence

• Intensive Social Work Support

• Violence Prevention, Anger Management

The Trust are also members of the Te Kohinga Waka Collective (TKW) comprising 5 Māori and 2

predominantly mainstream non-government organisations. Officially formed in July 2013 TKW

signed a commitment to collaborate within a values based framework to enable them to respond to

the Governments strategic intent encouraging agencies to work collaboratively together to achieve

better outcomes for communities. At the forefront of TKW’s work have been whanau and the

community which is recognised by TKW as a shared goal towards meeting the priority areas of

government.

1.3 Purpose of Report

In 2013 RAIT secured funding to develop a community development project for the Eastern suburbs

of Napier. The first year of this project was spent in researching issues and opportunities from a

community perspective and developing an implementation plan. The project is now into its

implementation phase. The project report identified the following actions relating to social housing

as part of its implementation plan.

1. Attend public forums on social housing

2. Assist, where appropriate, community input into social housing reform

3. Support and advocate for community led initiatives that use public spaces.

To assist with this the Trust, with funding from Te Puni Kokiri, have commissioned this report to

further investigate the opportunity for the future of social housing in Maraenui. This report is

intended to be a ‘first step’ towards understanding social housing opportunities for whānau in

Maraenui. It seeks to present a broad picture of current understanding related to:

• Community views on different approaches e.g. a ‘do-minimum’ approach/ a Housing New Zealand response/ a broader social housing provider response/ a community wide response.

• What the opportunity is and what the community response to this is- i.e. what land/ sites are

potentially available; how will these be made available; what are priority locations /clusters for

development.

• What type of housing is desirable- (examples will be provided as discussion points e.g.

kaumatua housing / extended whanau housing/ mixed housing etc.).

• Desired housing tenure e.g. option for rental/ home ownership etc.



• The importance of housing and open space layout and design and how it can contribute to ongoing enhanced community and amenity, and discourage anti-social behaviour (urban

design and Crime Prevention through Environmental Design- CPTED).

The purpose of the study is therefore to investigate the opportunity associated with current social

housing developments and whether there is an ongoing role for RAIT in facilitating this. Key

information that has informed this report includes:

• Findings from project consultation

• The Community Development Scheme Eastern suburbs report 2013

• ‘IMPACT’ Community Housing Aotearoa (2014) conference proceedings

• Stakeholder and Community hui May 2014

Current Changes impacting on Social Housing

Provision

2.1 Government Policy Direction

The government is currently reforming the way it provides social housing. Two key pieces of work

have informed this change: - the Housing Affordability Report (Summary Version)4 and the Home

and Housed Report5

Key points for this study are replicated below:

Housing Affordability Report: section 12- Social Housing:

• Social housing is best thought of as a contribution to a complex set of social needs that

typically occur in clusters. For instance, recognition must be given to the desire of residents

for stability and continuity, and the social relationships that underpin families and local

communities in areas of high state housing concentration.

• Because housing is often just one of the needs social housing tenants have, ‘wrap around’ social services are essential for sustainable improvements to the wellbeing of social housing

tenants.

• Coupling redevelopment with a transfer of existing state housing stock to the community

housing sector might deliver better social outcomes. Transferring ownership of some state

housing stock to the community is likely to better align incentives for balancing the interests

of current and future residents.

• There is limited financial capacity in the community housing sector, and current funding appears insufficient to expand the community sector to meet the government’s objectives.

Relevant recommendations from this report included:

4 New Zealand Productivity Commission March 2012 5 Housing Shareholders Advisory Group report (August 2010) Home and Housed: A Vision for Social Housing in New Zealand



• Once this funding round is completed, a comprehensive review of the Social Housing Unit (SHU) funding process should be undertaken to reduce the cost involved in applying.

• Provide market rent levels of Accommodation Supplement where community housing

organisations provide reduced rents to their clients.

• Make Income Related Rent subsidies (IRR) and the Accommodation Supplements (AS) available to social housing providers who are registered with the Community Housing

Regulatory Authority (CHRA).6

Home and Housed: A Vision for Social Housing in New Zealand

This report set the agenda for the current reforms that are taking place in social housing in New

Zealand based around the following four imperatives:.

Imperatives: 1. Empowering HNZC to focus on the ‘high needs’ sector

2. Develop third-party participation

3. Instigate initiatives across the broader housing spectrum

4. Clarifying sector accountabilities and delivery expectations.

Key changes to how government now administers social housing as a result of these reports

include:

• Social housing changes are being managed from within the Ministry of Business Innovation

and Employment (MBIE). Initially MBIE set up the Social Housing Unit, Te Wāhanga Kāinga

Pāpori in July 2011 (SHU) to advise, facilitate and deliver increasing involvement of third party

providers of social housing within a sector wide investment strategy7.In addition to this,

processes for divesting social housing stock are currently being investigated by a special unit set

up within Treasury

• HNZC is now only the asset manager of its stock no longer setting policy or long term decision

making for future of its housing provision.

• Availability of the income related rent subsidy (IRR) and the Accommodation Supplements (AS) to social housing providers registered with the Community Housing Regulatory Authority

(CHRA).

• Transfer of social housing need assessment from HNZC to the Ministry of Social Development

• Introduction of tenancy reviews from 1 July 2014 to help prioritise social housing for people with the greatest need, for as long as they need it.

• Incentivising of the social sector through capacity building and social housing funds

Other key changes that are also likely to take place include:

• Refining of policy to incentivise the 3rd party social housing sector

6 CHRA sit within the Ministry of Business Innovation and Employment (MBIE) 7 Accessed on 21 November 2012 from: http://www.socialhousingunit.govt.nz/about/



• Changes to legislation (e.g. the Resource Management Act 1991) to encourage social housing areas in development

All of these changes present major reform to the way social housing has traditionally been provided

and present opportunities as well as challenges for delivering better outcomes to communities such

as Maraenui, where the government (via the HNZC and its predecessors) has played a large role in

social housing provision.

2.2 Response to Earthquake Risk in State-Owned Housing

Alongside and slightly preceding the above policy developments was HNZC’s response to

earthquake risk across its asset base as a result of the Christchurch earthquakes. This resulted in

vacating a large number of state houses across the country including in Maraenui. In 2013

Maraenui residents and supporters joined similarly affected communities including Glen Innes –

Auckland and Pomare – Lower Hutt in a hikoi to Wellington to protest the dislocation and

disruption that resulted in these communities. In total as at 24 July 2013 there were 131 empty

HNZC tenancies across Napier; of which 57 were empty due to earthquake risk.8 The majority of

these are located in Maraenui. The effect on the community has been keenly felt with streets being

boarded up and families being dislocated. Approximately 25-30 families were relocated from these

buildings to safer properties.

The Corporation has identified that it will invest to strengthen and refurbish over 150 buildings

across the county9. However what percentage of these are likely to be in Maraenui has not yet been

disclosed, but it can be assumed that it is unlikely to include many of the vacant 57 units.

The recent redevelopment of two sites (Latham Street, Marewa and Percy Spiller Ave, Maraenui)

has lifted spirits in the community and demonstrated new and sustainable social housing options

but the detail of governments long term plans for state-owned housing in Maraenui are unknown.

Figure 3 New State Housing in Maraenui - official opening day 23 April 2014

In conclusion, it is clear that the future of housing in Maraenui is about to change, how it will

change is less clear. The likelihood of many of the identified earthquake prone houses being

replaced by HNZC is low and they will divest of additional housing stock. How much housing will

be retained by HNZC; and when and how these changes will occur has not yet been advised. These

changes do however present an opportunity to develop better outcomes for a suburb that is in

8 Communications with Andrew Cairns Regional Manager HNZ 24 July 2013 for Eastern Suburbs Community Development Report 2013 9 Accessed on 17 July 2014 from: www.hnzc.co.nz › News › November 2013



decline and amongst other challenges is faced with the need for housing renewal. It will however

take strong leadership and vision for positive change to be achieved.

Community Need/ Demand

3.1 Local Demand

An understanding of social housing demand in Maraenui and wider Napier is not well understood.

What we do know is that in contrast to other eastern suburbs and the rest of Napier, rented

dwellings exceed owned dwellings in Maraenui and that the proportion of rented dwellings in

Maraenui has increased between 2006 and 2013 as shown in Figure 4 below. 10

Figure 4 Dwelling Type in Napier’s Eastern Suburbs and Tamatea

The waiting list for HNZC housing is also another indicator of demand. Currently there are 114

places on this list in Napier, 80 on the Housing Priority A waitlist and 34 on the Priority B

waitlist.11 There are however 131 HNZC tenancies in Napier that are currently empty. There are

some areas within Maraenui where people have specified they don’t want to live12 due in part to

negative perception associated with the area or a suitable type of housing not being available (e.g.

the highest demand in Napier is for 2 bedroom units). HNZC have identified seven properties for

sale in Napier – including two single-story units in Maraenui; a unit on Riverbend Road (two

double-storey units one of which is privately owned); and one on Fleming Crescent (that is about to

be developed by Habitat for Humanity). In the last 2-3 years HNZC have also purchased 20

properties in the Maraenui/ Napier area.

The current scenario of social housing in Maraenui reflects the complexity of social housing

provision but does indicate that existing provision in its current form is not meeting demand.

10 Based on information taken from Napier City Council Community Profile www.napier.govt.nz (3 June 2014) 11 http://housing.msd.govt.nz/information-for-housing-providers/waitlist/territorial-local-authority.html The social housing waitlist is people waiting for Housing New Zealand and other social housing provider properties at a given point in time. The number of people on the waitlist and their priority rating is subject to change, as people come on and off the waitlist and as their circumstances change. 12 As noted by Andrew Cairns Regional Manager HNZ 24 July 2013 Eastern Suburbs Community Development Report



3.2 Community Snapshot

Some key facts from the 2013 census for Maraenui include:

• A current resident population of 3,096. This is a decline of 441 residents or 13 % since the previous census in 2006.

• Maraenui has a high proportion of Māori and Pacific Island residents (47.3% and 14.6%)

compared to Napier as a whole (17.7% and 2.5%).

• Maraenui has a higher proportion of younger people than Napier as a whole (30.7%: 20.1% -14 years and under) and a younger population overall.

• Maraenui shows a slightly higher percentage of households or multi-households that have more than one family or relations living in the same house than the rest of Napier

• Renting exceeds home ownership in Maraenui.

• Maraenui has a lower proportion of one-person households (14.8%) and a higher proportion of

larger households (4 persons or more) (39.2%) than New Zealand as a whole (22% and 29%).

• The recently updated Deprivation Index13 identifies Maraenui as having the highest deprivation

across Napier. Onekawa South and Marewa, also in the Eastern suburbs, are second and third

highest deprivation. This means that Maraenui and other Eastern suburbs present at the lower

end of the scale across a range of socio-economic measures including access to the internet,

income, employment, qualifications, home ownership, family support, access to transport and

overcrowding.

We also know that regionally unemployment rates for the Māori community and young people are

of major concern14. This is even more so for communities such as Maraenui that has both

significant Māori and young populations.

In terms of trends, the last 20 years have seen continuing decline in Maraenui across many

measures. This reflects a general nationwide trend towards inequality that has been taking place

since the early 1980’s as shown in Figure 5 below.

13 NZ 2013 Social Deprivation Index (NZDep) accessed via http://profile.idnz.co.nz/napier?WebID=10 14 Social and Economic Development in the Hawke’s Bay Region- An Analysis of Current Historical and Future Trends and Progress prepared by Sean Bevin Economic Solutions July 2012



Figure 5 Inequality in New Zealand15

Project Consultation

Key messages from the project consultation16 include:

• There is a need for a community forum/ working party on social housing for Napier/ Hawke’s

Bay to inform social housing provision

• A smaller working group could be established specifically to address issues and opportunities in Maraenui

• A whole of suburb approach is desirable where key stakeholders are aligned to deliver on a shared vision

4.1 Stakeholder Consultation

A stakeholder hui was held on 11th June 2014 and one-to-one follow up meetings on request. A

summary of findings from these meetings are outlined in Figure 6 below:

Figure 6 Stakeholder Consultation Summary

Stakeholder Organisation

Stakeholder Hui • Key focus is to establish a sustainable, safe social housing space in Maraenui, Eastern suburbs (Kennedy Road – Expressway)

• Government want hand over to Roopu A Iwi Trust:

• Social housing /Affordable housing /Inter-generational housing / market rate housing mix desirable

• Urban design and green space mix is critical

• Who drives the initiative? Funding implications

• Tri-partisan agreement in commercial sector – HNZC/ Kaiwhenua Loans/Welcome Home Loans

15 P Barber, New Zealand Council of Social Services; Presentation to CHA IMPACT Conference 2014 16Refer Appendix One for full copy of consultation record



• Critical that iwi is involved

• Rent-to-own options make buying more affordable

• Inter-generational housing can creates employment opportunities

• Financial literacy / budgeting services important skills

• Important to establish who has the authority to appoint tenants?

• Who is responsible for bringing houses up to spec? (Govt WoF?)

• Private rental agencies picking up former category C & D tenants- is this ideal?

• Community Housing Aotearoa holds information on third party housing provision

• No guarantee to social housing providers that Government won’t change their policies again

• What is the actual demand? Why are there empty houses? – Is rent too expensive?

– Are they not suitable (too cold / too small / wrong location)?

Key questions to satisfy before taking over responsibility for NZH

• Operational advice / suggestions made

Ash Kumar -

Kiwibank Business Manager

• Kiwibank’s initial involvement was to provide direction and support to purchasers

• The Property Group (Wgtn) have undertaken considerable research on financial side of social housing opportunities (from applying for SHU

funding to building houses / project management)

• Kiwibank can assess housing proposals (either through retail channel or business / commercial teams) – affordable, sustainable design is key

• A change in mind-set about social housing is critical (need good community spaces, links to community facilities, and buy-in from the

wider community

• 25:75 (social: general) housing is a good ratio. Investor needs to know who’s going to buy it? Who owns land? Can property manager’s access

housing subsidies?

• Majority of development capital funding from SHU but Kiwibank could top up

Graham Duncan –

HBS Business Manager

• HBS well placed to invest in community

• Supported development of a no-alcohol community centre for Maraenui.

• Personally been involved in co-ordinating “business setup workshops” at William Colenso and Taradale Colleges

• Could establish similar initiative to the Taradale Foundation in Maraenui / Eastern suburbs

• Worked with Ngati Porou creating opportunities to build housing on Māori land

• Lease to buy option on general land is a realistic option

• Horvarth Homes is an endorsed provider of sustainable housing to Govt

Adam Horvarth & Scott

McCarthy -

Horvarth Homes

• Can provide social affordable housing, and very keen to be involved

• Completed a social housing project in Maraenui

• Horvarth offer an ‘integrated supply chain’ (provide all services: design, planning, consenting, construction, landscaping)



4.2 Community Consultation

Access to suitable housing has been highlighted in Maraenui in recent years due to concern at

government asset sales, vacant state housing, and changing policies regarding access to state

housing. The Maraenui community has been vocal in seeking support for its community attending

a hikoi to Wellington with other concerned communities and continuing to challenge and question

the governments’ plans for its housing stock in Maraenui. The new HNZC development comprising

8 units adjacent to the Maraenui shopping centre demonstrate a turning point for the community

but the future for remaining HNZC properties in the suburb is far from clear.

Key findings from the project community (18 June 2014) and one-to-one meetings are summarised

in Figure 7 below.

Figure 7 Community Consultation Summary

Community Key Themes

Community Hui • There is a need to review the current ‘state of play’ with regard to housing provision in Maraenui and an opportunity to improve outcomes for the

suburb

• Current options – status quo or modernised urban design ie. multi-cultural, self-sufficient, safe, social, employment opportunities,

opportunities for young people

• Difficulties getting agreement and understanding from various organisations about who has jurisdiction / ‘say’ in Maraenui

• Financial literacy important (includes teaching literacy and numeracy to tamariki) – relates to rent / loan arrangements / contingencies

• 40% social housing: 60% private housing is a good model. Mix in housing brings the diversity needed for employment / retail etc

• If process is right then the Council are likely to be supportive

• Community support for Roopu A Iwi Trust to facilitate a process for social housing in Maraenui

• Redevelopment is needed to revitalise the shopping centre

• Desire for progress to proceed in accordance with whakawhanaungatanga (Māori protocol) Desire for a revitalised community with sustainable

housing and mixed residential community providing for private ownership,

affordable housing, mixed market and social housing tenancies

• Need to ensure development includes employment opportunities (work and training) for whanau and unemployed.

Councillor Maxine Boag &

Minnie Ratima

• Mana Ahuriri may be interested in land owned by MoE in Pirimai

• Is social housing going to be legislated for or put into District Plans?

• Trade Me used to source rentals

• Kiri Swannell (Hope Unlimited Church?) contact re: homeless

• Shift from HNZ to MSD in Maraenui has meant less communication and urgent needs being overlooked

• Kings House Church – Samoan Community Pastor – undertaking social housing on Riverbend Road

• Employment opportunities as part of future residential development in Maraenui



Berta Ratima –

Nga Raukura O Maraenui

(NRoM)

• Want to establish Nga Raukura Centre on corner of Bledisloe / Darwin Rd (dance / sports academy, playground, short-term stay, whanau space,

community garden)

• NRoM 3-step housing process

- Reintegration back into community and support

- Help to get rental housing

- Housing ownership

In addition previous consultation records have been reviewed17. Consistent themes from

consultation that are relevant to this report include:

• Desire to retain/ re-vitalise the community centre (Maraenui shops) through: maintaining

viability of existing businesses; attracting new businesses and providing a multipurpose

community centre for the many groups that work within the community.

• Access to suitable activities for young people remains a priority and an increasing concern for the needs of the elderly was also evident.

• Poor self-perception and perception of particularly Maraenui is apparent from consultation. Although local pride and passion for the communities of Maraenui and Pirimai was also a

commonly expressed response.

• Valuing all individuals in the community and supporting those who are vulnerable was also commonly expressed.

• Community buy-in to projects being run from ‘outside’ the community is essential to their long

term success.

• There is a strong sense of identity associated with Maraenui.

Background Information

There is considerable literature available on social housing. Three key areas of information have

informed this report:

• Social Housing Literature review

• Housing Strategy Review

• Sector Investment Summary

• ‘IMPACT’ Community Housing Aotearoa Conference 2014

5.1 Literature Review

Key points taken from the literature reviewed for this report are detailed below:

• There is no officially endorsed definition of ‘community housing’ in the New Zealand context. Within Government’s policy and planning documentation, it is frequently referred to as the

17Eastern Suburbs Community Development Scheme 2013 - Literature Review s15.2 Suburb Specific Reports.



‘third sector’, defined by Housing New Zealand Corporation (HNZC) 2003 Annual Report as

follows18:

“Located between the state and market sectors, third sector housing organisations use public

and private sector resources to deliver housing. They provide an opportunity to help groups

whose needs cannot be met by the state and who have difficulty functioning in the private

sector.”19

• Greater involvement of third-party providers of social housing is one of the key outcomes

sought through the Social Housing reforms in recognition that:

“Greater involvement of third party social housing providers in the market, including third

sector and private sector providers, will help grow the total quantum of social housing

available, promote choice and contestability, enable access to a wider pool of capital, and help

drive more efficient, specialised and innovative use of existing housing resources across the

whole social housing sector.”20

• This choice is what is referred to in the social housing sector as the ‘housing continuum’ where a range of housing options are available as depicted in Figure 8 below.

• There is a trend away from public sector management of social housing with a preference for concentrating on funding and strategy. The management of social housing is increasingly being

left to special purpose entities which, due to their single purpose focus, are considered to be

better equipped to develop the specialist skills and services needed to deal with complex tenant

needs.21

• In Australia, the report of the State of Victoria’s Affordable Housing Steering Committee: Toward a State and Local Government Affordable Housing Strategy observed that most low-

cost housing is:

“poorly located relative to employment, public transport recreation, shops and community

services. This can lead households into economic disadvantage and social isolation, or over-

reliance on costly private transport. By contrast, well-located housing is located in proximity

to social and physical infrastructure thereby enhancing the capacity of residents to engage in

employment, education and social activities.”

18 Centre for Housing Research, Aotearoa New Zealand (September 2007). Affordable Housing: The Community Housing Sector in New Zealand. Accessed on 6 December 2012 from: http://www.chranz.co.nz/pdfs/community-housing-report.pdf 19 Housing New Zealand Corporation (2003). Annual Report. Pg 46. 20 Accessed on 21 November 2012 from: http://www.socialhousingunit.govt.nz/about/ 21 McKinlay Douglas Limited (2004). The Role of Local Government in the Provision of Affordable Housing. A report prepared for Local Government New Zealand, Dunedin, Wellington and North Shore City Councils and New Plymouth and Western Bay of Plenty District Councils.



Figure 8 The Housing Continuum22

• Researchers from Otago University’s Wellington School of Medicine note that the impact on health status of conditions such as overcrowding (seen as a key factor in the spread of

meningococcal disease) and the failure to design adequately for New Zealand’s climate, leading

to a prevalence of cold and damp conditions which in turn promotes respiratory and other

ailments. The implication of these studies is that there is a need for more attention in housing

design on matters such as insulation as well as doing more to avoid overcrowding (regarded as

having increased as a consequence of the market related rental policy).24

• Style and type of Housing Unit - When considering what type, style and size of building to construct, many factors need to be taken into account. Some of these are23:

» District Plan Requirements e.g. Zoning/ Site coverage/ Height Restrictions/ Number of dwellings permitted per site/ Parking requirements etc.

» Internal Environment e.g. Electricity Use/ Bylaws/ Water Conservation. » Safe Design that contributes to community safety.

• Lesson from overseas- not addressed as part of this study but strongly recommended for any

successive work is a brief overview of the approach and lessons learnt from social housing

developments in Australia and the United Kingdom. In the latter for example, high emphasis

was placed on ensuring that social housing provision addressed the use of high quality

22 Scott Figenshow, Community Housing Aotearoa; Presentation to CHA IMPACT Conference 2014 23 Obtained on 21 November 2012 from: www.hnzc.co.nz



materials, aesthetics, location relative to transport options, urban design and CPTED principles

and linking density to proximity of accessible green space. The relationship of developments

with adjacent spaces was also addressed. These developments were typically in areas of very

high social deprivation provided for residents from a wide range of ethnicities and were

generally run by independent social housing providers.

5.2 Review of Key Strategy

There is no national, regional or local social housing strategy with the exception of the recently

released Māori Housing Strategy (discussed below). One of the opportunities identified through the

stakeholder hui was the desire for a local housing working party, that could work collaboratively to

develop a local strategy.

He Whare Ahuru He Oranga Tangata - Māori Housing Strategy (June 2o14)24

This strategy released last month sets out how the government will support Māori–led housing

programmes. While much of its focus is on improving housing outcomes for Māori on Māori owned

land, it is relevant to the Maraenui community in that it encourages a kaupapa Māori approach for

general land solutions where it will improve outcomes for communities with high percentage of

Māori. The strategy supports the need for housing choices for Māori across the housing continuum

and sets six directions to be implemented over the 10 years to 2025 aiming to give individuals and

whānau more opportunities to improve their housing. This strategy recognises that by growing the

Māori housing sector there will be a greater range of housing choices for Māori.

5.3 Sector Investment Summary

As part of its policy to encourage greater diversity in the social housing market the government

have invested in funding to achieve this. Current funding schemes administered by the Social

Housing Unit (SHU) a group within MBIE are summarised in Figure 9 below. It is understood that

much of these funds have currently been subscribed and a review of SHU is currently underway.

Figure 9 SHU Funding

Name What Who Land tenure

Proposal Development

Fund

To assist with initial upfront

proposal development costs

Pre-qualified Social Housing

Providers and Māori

organisations.

n/a

Kainga Whenua

Capability Grant /

(feasibility)

To assist housing providers

with initial up-front proposal

development costs and for

building their capability to

manage future housing

projects and portfolios.

Māori providers and

organisations .

Kainga whenua Grant

(infrastructure)

To assist with infrastructure

works such as water

reticulation, power for the site

and roads for housing

development on undeveloped

land OR for upgrading existing

infrastructure on Māori land

where necessary.

Māori individuals, land trusts

and other collectives Trusts,

collectives, individuals.

Māori customary and Māori

freehold land

24 http://www.mbie.govt.nz/what-we-do/housing/pdf-document-library/strategy.pdf



Social Housing Fund

(SHF)

Capital Grant General Land

Putea Māori Grant-

part of the SHF

Capital grant Māori providers i.e. owned or

governed by whanau, hapu, iwi

or Māori Trusts

Multiple owned Māori land

(preferred)

Housing Innovation

Fund-(HIF)

5.4 IMPACT Conference 201425

In addition to information already outlined in this report attendance by the report author and two

Trust representatives at the IMPACT conference has significantly informed this project.

Some key learnings taken away from this conference included:

• The current government philosophy recognises that the government are not necessarily the best or only providers of social housing hence the move to facilitate a 3rd sector for community

housing

• There is some friction or a ‘gap’ between the new policies already implemented around access to social housing (these are more restrictive than previous policies) and current capacity of the

third party sector to provide housing to people no longer eligible for social housing.

• Funding for MSD to implement administrative changes has been $95.7 million to date yet only $10 million has been made available for new houses26.

• An observation that the policies have swung into action without the requisite 3rd sector service

being set up. This is particularly the case in Hawke’s Bay and Maraenui where there are only

two confirmed accredited social housing providers.

• There is a general recognition that quality social housing and affordable housing is important. Sustainable development options are known to provide lower heating and long-term

maintenance costs and improved health and wellbeing outcomes for residents. Quality social

housing also builds community pride and reduces anti-social behaviours.

• There are social housing providers that are seeking to grow their portfolios and partner with

social services to provide a wrap-around service. Trust House Community Enterprise is an

example of this (refer section 7.3).

• The current housing crisis reflects growing inequality among New Zealanders.

Community Housing Aotearoa is currently setting up a finance company to assist social housing

providers.

‘Third Party’ Sector Development

Third party provision of social housing is not new in New Zealand, however recent changes in the

government’s approach to provision has created opportunity, and expectation that the social

housing sector will be much more diverse than it has been in the past. To date in Maraenui, which

has a very large percentage of state housing, no alternative providers have established. This is of

25 IMPACT Conference - Making Community Housing Happen (Nelson 2014) presented by Community Housing Aotearoa 26 P Barber, New Zealand Council of Social Services; Presentation to CHA IMPACT Conference 2014



concern given the large number of vacant state houses and government direction to shrink its

provision.

Third-sector housing providers typically tend to be smaller in scale and provide a broad range of

support services to their tenants. International examples of third sector housing include the

National Housing Federation in England (which represents Registered Social Landlords), the

Community Housing Federation in Australia, or the Local Initiatives Support Corporation in the

US27.

The government has invested in capacity building of the sector through various funding initiatives.

For example HNZC’s Housing Innovation Fund (HIF) provides a range of assistance for community

groups focused on both rental accommodation and affordable home ownership. For groups seeking

to build or buy rental social housing, the fund will contribute 85% of the cost (which may be by way

of grants or low interest loans) with the community group required to contribute 15%. Local

authorities (and Council Controlled Organisations) are not eligible for funding.28

The government has also for the first time provided for other housing providers to access the

Income Related Rent subsidy and the Accommodation Supplement. To do this they must be an

accredited provider registered with the Community Housing Regulatory Authority. To date 33

organisations are registered nationally, of which only the following two are based in Napier:

• Te Ngati Hinewera Trust (affiliated to Waiohiki Marae)

• Whatever It Takes Trust Incorporated (a mental health services provider)

Other organisations (not registered) that also provide social housing in Napier include Napier City

Council (housing for the elderly), the Napier District Masonic Trust, and Presbyterian Support.

There may also be some housing provision associated with churches and other charitable

organisations.

There are also community organisations within Maraenui such as Nga Raukura O Maraenui who

have an interest in providing for specific groups within the community and may seek social housing

registration status to achieve this.

Best Practise

7.1 Community Housing Aotearoa (CHA)

Community Housing Aotearoa (CHA) is the representative body that binds New Zealand’s

community housing sector together. It advocates on the sector’s behalf to Government and others,

provides support to its membership, and develops tools and resources for organisational

development. CHA ran the recent IMPACT Conference – Nelson June 2014 where current thinking

on the social housing sector was shared. CHA has significant knowledge and understanding of the

social housing sector and are available to provide advice and support to its members.

27 Housing Shareholders Advisory Group Report (August 2010). Home and Housed: A Vision for Social Housing in New Zealand 28 Accessed on 21 November 2012 from: http://www.hnzc.co.nz/councils-and-community-organisations/forgiving-hif-suspensory-loans-and-grants/guide-to-eligibility-criteria-for-hif-changes



7.2 Te Matapihi

Te Matapihi he Tirohanga mo te Iwi Trust arose from the inaugural national Māori Housing

Conference held in Rotorua in March 2010 and a ‘call to action’ to develop strategies and processes

that could inform a national Māori housing advocacy role to central and local government. Te

Mataphi sees 2014 as critical for emerging Māori housing providers who are beginning to more

fully engage with the structures created under the social housing reforms of the last four years.

7.3 Trust House Community Enterprise

Trust House Community Enterprise (THCE) based in Masterton is a collective of licensing trusts

with a diverse portfolio including a housing estate of 528 houses, three supermarkets and eleven

cafes, restaurants and bars, six bottle stores and two hotels covering interests in Hawke’s Bay,

Manawatu, Wellington and the Wairarapa. Their rental housing operation provides guaranteed

long term tenure to its tenants. THCE are currently applying for registration with CHRA to become

an approved social housing provider.

7.4 Nelson Tasman Housing Trust

Nelson Tasman Housing Trust (NTHT) was established 10 years ago as a community response to

declining housing affordability in Nelson and Tasman and currently owns and manages 36 houses

in Nelson and Richmond. They work in partnership with the New Zealand Government, local

councils, Housing New Zealand, Social Housing Unit and other agencies to improve access to good

quality, affordable housing to those on low to middle incomes and people with special needs. They

also see a need to address emergency accommodation and energy conservation. The NTHT also

coordinates emergency housing and a bond bank on behalf of 10 agencies in the Nelson region.

RAIT representatives visited the Brook Eco-Homes site and the Lawrence Street sites developed

and managed by NTHT. Both sites had significant topographical challenges during development

(the first adjacent to a stream and the second on a steep hill side) reflecting the scarcity of

affordable land for development in the Nelson Tasman area. Both these site were visited by Trust

representatives during the IMPACT conference.

Figure 10 NTHT Lawrence Street Location



Figure 11 NTHT Brook Eco-Homes Development

7.5 He Korowai Trust

He Korowai Housing Trust (HKPT) began life as a social services provider but due to a high need

among its Māori communities for accessible and affordable housing extended its kaupapa to

include provision of housing. This Trust is often cited as an example of best practise and innovation

in providing housing for its high need communities.

7.6 Wellington City Council Community Housing

Wellington City Council works in partnership with the Government to deliver social housing. The

Council signed a Deed of Grant with the Crown in 2007 which outlines a programme of funding to

upgrade the Council’s housing stock in exchange for an on-going commitment from the Council to

provide social housing at a good standard for at least 30 years. It is important to note that at this

stage local authorities are not eligible to become registered providers with the CHRA. This means

they do not have access to the IRR or AS available through MSD.

Challenges and Opportunities

Third party provision of social housing is currently in a dynamic phase in response to government

reforms to the social housing sector.

Locally, in Maraenui there are two key drivers: firstly there is a large number of vacant state houses

in the suburb that for a range of reasons are not tenanted and in some places streets of houses are

empty. This has an ongoing negative impact on the community and contributes to persistent

negative perception about the suburb. Secondly HNZC has indicated that it will be divesting of

further stock and given the high rate of ownership this is also likely to impact on Maraenui. The

risk to Maraenui of an ad-hoc or unplanned response will be further social isolation of this already

struggling community. Some key advantages for Maraenui is that land is flat, affordable and is

reasonably accessible to the wider city.

Stakeholders and the community have indicated a desire for a ‘whole of suburb’ approach that will

provide housing choices and revitalise the shopping centre. There is also general support for Roopu

A Iwi trust to take a lead role in achieving this. The next stage of this report examines how this

might be achieved.



PART TWO – An Opportunity for

Maraenui?

Delivering a Community Vision

The current housing situation in Maraenui indicates significant change may occur in housing stock

and tenure in the near future. Given the scale of potential change and the stakeholders involved,

this could present the most significant opportunity since the suburbs initial development in the

1960’s to rethink how housing is provided. Significantly, in doing so there is strong opportunity to

have a serious positive impact on housing outcomes, community wellbeing, and to address some

areas that are causing concern to residents.

Consultation undertaken as part of this project has shown a high level of concern and a strong

desire to introduce more responsive housing choice into the Maraenui market, and to revitalise the

Maraenui shopping centre and wider suburb.

However, Maraenui cannot do this on its own. For this opportunity to be taken it is important that

key stakeholders such as HNZC as a key landlord, MBIE as the policy makers for social housing,

and Napier City Council as the owner of public realm assets find a common and long-term

approach in partnering with the Maraenui community and determine a way forward to achieve

desired community outcomes.

The Options

Essentially there are two responses available to stakeholders in addressing concerns about housing

choice and accessibility, and the wider built environment in Maraenui. These are:

1. To do nothing, or an ad-hoc approach, or

2. To identify a planned response to the current state of housing in Maraenui (either in whole or in stages)

10.1 A ‘do-nothing’, or ad-hoc approach

This type of approach is undoubtedly the easiest, and could result in a series of site-specific

solutions that provide for needs on a one-off basis. A ‘do-nothing’ or ad-hoc response is certainly

an option – but it is likely at-best to deliver only small site-specific solutions, and be less likely to

address some of the underlying concerns that have been expressed around ownership, housing

choice, and environmental concerns. The risk of this approach is that the opportunity to make

significant positive change for the Maraenui community will likely be lost. This would reinforce the

existing layout and pattern of development that is currently not working.

Overall doing nothing or leaving responses to housing need purely to the market is unlikely to

provide a very efficient or effective response to what has been identified as a significant need to

address the type and accessibility of housing. It will also fail or have limited success in addressing



long term identified environmental and social concerns. Given these concerns are significant and

well documented, this type of approach doesn’t appear to be desirable.

10.2 Why consider a Planned-Response?

The current situation in Maraenui is not unique. It occurs elsewhere in New Zealand and overseas.

There are many similar examples overseas where the social housing estates of the 50’s and 60’s

have aged to a point where they are no longer addressing the need they were designed for, or have

simply been poorly designed. Consequently there are examples where a planned response has been

used to address more contemporary housing needs, address vacancies and anti-social behaviours,

address poor environmental quality, and to significantly improve the end-result.

Planned responses, such as Master Plans or Frameworks need not be overly rigid or restrictive, and

can be implemented in a staged manner, or by even allowing development to occur more

sporadically but within a framework that ensures eventual delivery of the desired mix of housing

accommodation by type and location. Ultimately this type of approach could have a much greater

chance of achieving the mix of housing choice desired by the community, while also addressing the

quality of the built environment in which it is located. Together such an approach could also go

some way to addressing concerns associated with community wellbeing.

This type of approach in housing regeneration or social housing estates overseas typically combines

selections of housing typology, good quality materials and design, environmental amenity,

connectivity between houses and good urban design. It also addresses unit size (i.e. number of

bedrooms, size etc.); configuration (i.e. how they are located or placed in the community in

relation to each other, the street scape, and the wider environment); and a range of ownership

models to encourage diversity and housing choice. This in turn creates pride individual home pride

and increased community pride and community wide benefits such as lower crime and improved

health outcomes. A planned and coordinated response is required to achieve this level of positive

change.

The community and other benefits of a more planned approach to residential development have

been well documented through a series of projects and publications on urban design and related

techniques such as CPTED. These types of techniques are often used in projects that look at

regenerating or improving the physical environment of neighbourhoods and associated community

wellbeing.

A Strategy to Move Forward

Such a planned response requires development of a high level strategy to identify the housing need

(demand, housing type; ownership models etc.); housing location (placement in relation to key

neighbourhood features; density etc.); and to ensure a supportive environment is designed that

will optimise community benefit. These factors combined in a Master Plan will provide an

opportunity for Maraenui to be redefined. To succeed this approach would require key

stakeholders such as HNZC, MBIE and Napier City Council to come on board as enabling partners,

with the community a key partner in the development and evolution of the strategy. The buy-in of

the community is absolutely essential for any forward looking Master Plan, and community

engagement would need to be built-into the project.

The steps to develop that strategy are summarised in Figure 12 below.



Figure 12 High Level Strategy

Each of these steps is discussed further below:

11.1 Understanding the Need

11.1.1 Housing Types that Respond to today’s Needs

Currently the housing market in Maraenui is not sufficiently understood. What is certain is that

there is a demand for social housing that is appropriate and affordable, as evidenced by the MSD

waiting list for Napier. There is also a market for private rental homes as demonstrated by the high

proportion of rental home ownership within this community; and there is a desire for affordable

home ownership and an accompanying need for greater financial literacy and support to make this

happen. But how many social housing properties, and what likely housing mix should be needs to

be quantified. This would include considerations such as type of housing needed (e.g. elderly

housing, family housing etc. outdoor space needs, accessibility requirements say to shopping centre

or school for example etc.)

There is also a desire by the community that the outcome needs to provide for housing mix of

supported living environments, accessible and affordable housing, together with market rental and

market rate home ownership. Single ownership models are likely to reproduce the current situation

that has not served Maraenui well. There is also a desire to ensure that any contracts to undertake

any development include employment and / or learning opportunities for the community. These

opportunities can be built into implementation methods that will accompany the Master Plan.

As far as possible any outcome should seek to build-in adaptability and flexibility to optimise the

chance of meeting both current and future needs.

Recommendation 1: Key Deliverables

Undertake a housing need

assessment for Maraenui.

i. Housing need / demand is quantified i.e. how many houses are required/what typology of house is required.

ii. Appropriate models of housing provision and the required proportions needed for Maraenui are identified i.e. social

rentals: market rentals; affordable home ownership; market rate

home ownership.

iii. State housing surplus/ deficit identified; state house condition review completed for any state houses that are to be retained.

Housing NeedHousing Location

Supportive Environment

Master Plan



11.1.2 Housing Location and a Supportive Environment

Determining where the required housing typologies should be best located is important. For

example locating housing for the transport disadvantaged near services (the local centre) and

transport options, or locating larger units likely to accommodate children within walking distance

to schools. Further, it is not only the location of housing that is important, it is the quality (or lack

of) the public realm (streets, parks) that is equally important. There is little value in locating the

transport disadvantaged or children close to facilities in the space in between appears unsafe or has

barriers within it such as very busy roads. Positive environments support positive behaviour, while

the opposite is also true.

Previous reports and some further engagement with key stakeholders and the community will

provide sufficient detail along with an urban design and CPTED design approach to develop a

Master Plan that achieves these objectives.


Identify strategic areas for

redevelopment and key

locational features such as

access to public transport;

green-space; shops and

community facilities.

i. Redevelopment areas are prioritized.

ii. Key methods to ensure a well- connected suburb are identified.

11.2 Designing the Response (the Master Plan)

The desire for a ‘whole of suburb’ approach that addresses access and opportunity for education,

employment and improved health outcomes is also evident from consultation. Such an approach

requires a strategic and holistic response. A Master Plan will need to identify key facilities

(shopping area/ green spaces/ access etc.) and relate the needed housing densities and typologies

to them in a spatial and a design sense. The Master Plan should also – at a high conceptual level -

broadly identify the following areas:

i. Strategically important areas where a more comprehensive rebuild is required, for example clusters of vacant buildings located adjacent to key community areas or facilities such as the

Maraenui shopping centre.

ii. Other priority ‘pockets’ of development, to include for example any pockets that are currently considered undesirable to live in due to neglect and / social behaviour issues.

iii. Opportunities for refurbishment and redevelopment of housing stock to be retained.

iv. Supportive environmental interventions that provide environmental enhancement or facilitate improved relationship between existing/new buildings and facilities such as open

space, schools, and the suburban shopping centre.

v. Some indication as to simple but key design features (such as building orientation and build-quality)



This approach will allow for a flexible response within a guiding framework. It allows development

to occur as and when the demand arises or funding permits while still contributing towards a

collective common goal. The Master Plan could also identify potential enablers, such as supportive

District Plan provisions, ‘fast-track’ consenting processes, indicative and realistic design palettes,

and development partners (where these exist). The Master Plan would identify desired locations for

housing typologies relative to community facilities, and public realm (street, parks, walkways,

suburban centres) improvements.


Government agencies/ Napier City

Council and RAIT to agree a

protocol for achieving a Master Plan

for Maraenui

i. Memorandum of Understanding agreed to and signed by stakeholder agencies.

ii. Commitment to Master Planning process and appropriate resourcing identified.

iii. Master Plan produced.

Role of Roopu A Iwi Trust

The Trust as a community social services provider are strong advocates of the Maraenui

community. Through the Community Development Scheme they have identified an ongoing need

to investigate solutions to the current housing challenges. In addition to the suburb change process

recommended in this report there is a concurrent need to ensure that there are groups /

organisations ready to implement the Master Plan process once it is in place. There are a number of

potential roles for RAIT in this space, including determining whether they will themselves become

a housing provider or in some way be involved with delivering social housing; facilitating other

partnerships to be ready to take up the opportunities that will arise out of the Master Planning

process; and/or continue to advocate for positive change in this suburb. RAIT have some current

capacity through the Eastern Suburbs Community Development Scheme to further investigate

these opportunities but it is likely that further assistance will be required.

There is also a community desire to ensure that opportunities for local residents to learn skills are

optimised through this process and it is important that this incorporated into any tendering

/development processes.


4a. RAIT /TKW become member

of Community Housing

Aotearoa

4b CDS coordinator source

funding for additional

resource (Project Manager)

to assist with development of

Social Housing provider/s for

Maraenui

i. Join Community Housing Aotearoa.

ii. Project Manager for housing development appointed

iii. Partnerships facilitated and business case developed for social housing providers to take up opportunities arising

from the Master Plan.

iv. Community education programmes set up to support tenants and home ownership ‘readiness’.

v. Develop a funding strategy to assist with implementation of Master Plan.



Other Opportunities

In addition to the above processes and outcomes it is recommended that a community working

group be established to advocate and provide support for the social housing process. This group

could for example provide community forums on social housing, share best practise, and provide

and ongoing advisory group around housing need across the Eastern suburbs and Napier City. The

make- up of this group is to include key stakeholders with an interest in social housing as a means

to improve community outcomes.


Establish a Community Housing

forum for key stakeholders

i. Keep community informed.

ii. Identify and share best practice.

iii. Advocate for the community on social housing issues and need.



Abbreviations

AS Accommodation Supplement

CDS Eastern Suburbs Community Development Scheme

CHA Community Housing Aotearoa

CHRA Community Housing Regulatory Authority

CPTED Crime Prevention through Environmental Design

HNZC Housing New Zealand Corporation

IRR Income related Rent

MBIE Ministry of Business Innovation and Employment

MSD Ministry of Social Development

RAIT Roopu A Iwi Trust

SHU Social Housing Unit

TKW Te Kohinga Waka collective

Appendices

Appendix One - Consultation

A1.1 Stakeholder Hui (record of meeting and record of attendance)

A1.2 Community Hui (record of meeting and record of attendance)

A1.3 Record of Meeting with Andrew Cairns Regional Manager of Housing New Zealand

Corporation (July 2013)

A1.4 Community Hui on Housing held at Maraenui Kura Community Whare (August 2013)

Appendix Two -Literature Review

Opus International Consultants Ltd Opus House, 6 Ossian Street Private Bag 6019, Hawkes Bay Mail Centre, Napier 4142 New Zealand t: +64 6 833 5100 f: +64 6 835 0881 w: www.opus.co.nz

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