Policy report

Connecting minds collective action

A report on the findings from the Auckland Housing Summit held on 1 August 2017

1 Sep 2017

The first independent and not for profit gathering aimed at solving Auckland’s housing crisis was held on 1 August 2017. Its underlying foundations were developed by housing strategist Leonie Freeman in 2016 in the paper “A Comprehensive Solution to Solve Auckland’s Housing Crisis”. The full strategy, along with media coverage, can be found at thehomepage.nz. The fundamental principles of Ms Freeman’s strategy are to:

  1. Act collectively and quickly to address the crisis.
  2. Employ a collective impact approach which encompasses everyone in the sector – including developers, suppliers, influencers, iwi, policy makers, community housing providers and the public sector

The goal is to create a future in which all players in the housing industry work together to ensure every Aucklander, every New Zealander, across all sectors of the community, has adequate, decent and affordable housing.

This document is a report on the findings from the day which was framed around the three key topics:

  1. Why housing matters
  2. A vision for Auckland
  3. Acting for change

The Auckland Housing Summit has identified key actions in order to move forward to solve Auckland’s Housing Crisis. Since the summit was held, feedback from groups and individuals has been overwhelming and a number of initiatives are being explored as a result of the day. It is clear from this first summit that we have the ideas, people and organisations to solve the housing crisis. What is required now is a show of hands and commitment from other key market players, policy makers and other groups to ensure an immediate and collective approach.

A study of successful collective impact initiatives identified four key requirements for success:

  • The establishment of a new not for profit organisation: Run in an uncompromisingly disciplined and business-like manner. Perceived neutrality was identified as vital and while central and local government were both key stakeholders, this new organisation would be solutions driven rather than politically driven.
  • A governance board: This would comprise a group of influential champions with the ability to make things happen and provide clear leadership for the city.
  • Funding: Funding would be sourced from all housing sector participants to secure the organisation’s operation for the first three years. At the end of the period, the results were expected to speak for themselves, thereby securing further funding.
  • The mission: To build on what worked, to coordinate and align every stage of the housing process, from establishing a vision and strategic plan, to the delivery of finished houses. This would incorporate existing organisations, agencies and processes, filling the gaps and removing the overlaps and inconsistencies.

Such a structure ensures clear accountability across the wide range of voices and brings all the players together to join the dots

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