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TĀMAKI REGENERATION PROGRAMME BRIEFING PACK FOR PARLIAMENTARY UNDER-SECRETARY FOR JUSTICE, JAN LOGIE

2018

WHOWE ARE

Leading urban regeneration activity in Tāmaki to achieve four objectives: housing resources, social transformation, economic development, and placemaking.

This will see approximately 2,500 existing state houses replaced with 7,500 new mixed tenure homes in Tāmaki, alongside upgraded infrastructure, community amenities and a quality open space network.

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Sed purus ipsum, laoreet vitae ornare quis, rutrum non ex. Quisque mattis fermentum ex. Etiam scelerisque tortor in elementum sagittis. Orci varius natoque penatibus et magnis dis parturient montes, nascetur ridiculus mus. Fusce auctor est sed sollicitudin fermentum. Sed at commodo velit. Praesent diam tellus, viverra in auctor id, porttitor eu mauris. Duis non dolor nec nulla finibus dictum. Vestibulum id nulla sed neque ultrices congue nec eu nulla. Etiam efficitur erat at magna venenatis, scelerisque scelerisque ligula sodales. new homes 7500

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WE HAVE A BROAD PROGRAMME AND PARTNERSHIPMANDATE

Social Transformation Tāmaki whanau & tamariki have the skills, knowledge and employment opportunities to progress their lives

Economic Development Strengthening the local economy and unlocking the potential of the Tāmaki area to enable a prosperous community and deliver better value for money to the Crown

Housing Resources

Placemaking Creating safe and connected neighborhoods that support the social and economic development of Tāmaki and its community

Optimising the use of land and existing state housing to effectively support and deliver social and economic results, including progressing private housing development and better public housing options for Tāmaki

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ABOUT TĀMAKI OUR PEOPLE

RESIDENTS

Acute hospital cases annually for Tamaki per 1000 admissions compared to 177.2 cases for the wider Auckland

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ABOUT TĀMAKI OUR REGION

Tāmaki consists of Glen Innes, Panmure and Point England Approximately 12km from Auckland’s CBD, 12-15 minutes by train 35 ECEs, 9 primary schools, 2 secondary schools, 2 composite schools, 1 special school

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MEETING GOVT PRIORITIES

“We are driven to achieve better outcomes for whānau & tamariki of Tāmaki by building communities not just houses”

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— 170 hectares of suburban land

Our contribution is unique. We are re-establishing a sense of shared purpose in our communities and have progressive goals and put the well being of people and the environment at the forefront of our work TRC CONTRIBUTION TO GOVERNMENT COMMITMENT

— next 20 years

— Deliver placemaking activities that encourage social cohesion —

— Ongoing place

managemennt of neighbourhoods

Create parks, playgrounds, facilities, and walking streets to bring people together

— Retain sense of existing community through social networks

— Creation of skills training and job placement for residents

— 2,500 new state houses

REDEVELOPMENT Well designed, inclusive, communities with a mix of housing across different tenures

— Invest in local education and health services

— 5,000 affordable, KiwiBuild

— Investment in town centres

— Reshape social service landscape

— Support job creation

— enhanced community amenities

— Creation of new pathways into home ownership

— improved infrastructure

We ensure the provision of excellent social infrastructure, efficient transport connections, and quality neighbourhoods, that will support Tāmaki’s growing population

— private market houses

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GOVERNMENT’S PRIORITY OUTCOMES

BUILD A PRODUCTIVE, SUSTAINABLE AND INCLUSIVE ECONOMY Grow and share NZ prosperity Support thriving and sustainable regions IMPROVING THE WELL BEING OF NZ’ERS AND THEIR FAMILIES

Ensure everyone is earning, learning, caring, or volunteering Support healthier, safer and more connected communities Ensure everyone has a warm dry home Make NZ the best place in the world to be a child

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OUR APPROACH

PLANTING PARTY Home owners, private renters and state housing tenants all moved into their new homes on Te Kare Road this year. Over the first six months, staff from TRC’s Neighbourhood Liaison Team regularly visited the new residents to check in on how everyone was settling in to their new neighbourhood. A few different conversations revealed that home owners were getting increasingly frustrated that state and private tenants weren’t looking after their gardens at the front of their houses, and weeds were bringing down the look of the brand new street. A hardline approach is not consistent with the Tamaki Housing Association’s empathic culture, so pointing to tenancy agreements and threatening breaches was never going to be an option. Instead, the team are organising a planting day for the first week in spring with music and food, to fill out the gardens with more plants chosen by the residents – homeowners and tenants - to make maintenance a bit easier, create a greater sense of ownership for all, and give the neighbours an excuse to come together and get to know each other better.

TĀMAKI STORIES “A socially cohesive community is one where all groups have a sense of belonging, participation, inclusion, recognition and legitimacy”

PEOPLE FIRST

A WHANAU CENTRIC APPROACH Through a community advocate, a family in crisis approached in the Tamaki Housing Association for help when they found themselves faces with the possibility of being split up and possibly homeless. Tamaki Housing Association staff advocated for the whanau with MSD to ensure they were placed on the waitlist, then matched the family with an available house in our portfolio. This is one of many families we have advocated for to ensure they receive the services and support they are

TĀMAKI STORIES “Our partnership approach with the community, through co-design and delivery, enables us to have a trust based relationship”

entitled to. Their story:

The family was recently removed from an abusive home environment and came together with their Nan to support the children in a loving and environment. The grandmother, who was the legal guardian for three grandchildren, her daughter and her three kids, and another daughter were now living together in a private rental in Glen Innes. However, their landlord had given them notice on the property and despite their best attempts they couldn’t find another rental property. They approached both Work and Income and Oranga Tamariki asking for help but were told there was little that could be done, and that the best course of action would be for the family to split up and find separate rental properties. The family were facing moving into emergency accommodation

WE HAVE THE RIGHT ORGANISATIONAL TRAITS

KEY TO BUILDING TRUST WITH WHANAU: Compassionate and caring Engaged Networked and connected Locally based Take a holistic approach to problem solving Empowered and responsive

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SOCIAL TRANSFORMATION&ECONOMIC DEVELOPMENT | DELIVERY 2016-2019

PROJECTS WE ARE LEADING

PROJECTS WE ARE CONTRIBUTING TO

Skills Pathways to Employment Pathways to Housing Independence Economic Development Plan Social Enterprise Intensive Support Services Capacity Building

Evaluation Framework Service Alignment

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SOCIAL TRANSFORMATION

KEY PROJECTS

Jobs and Skills Hub

Almost 400 Tamaki residents have been placed into employment via the Tamaki Jobs and Skills Hub

Intensive Support Services

This year, we will be establishing a new service to work intensively with our families in the greatest need. The service will ensure that the basic needs of the family are met – food, housing and enough disposable income to get by (through debt consolidation) – and then match the family with a skilled practitioner, who will help them navigate the system and access services. The insights gained by understanding the lived experience of these families will provide us with the platform needed to work with funders and service providers through the Tāmaki Response to innovatively re-design services.

Above: In 2015, TRC delivered a new early childhood education (ECE) centre at Glenbrae Primary School. The new ECE facility is now being run by a community trust and has been at capacity since March 2016.

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ECONOMIC DEVELOPMENT

KEY PROJECTS

Affordable Housing

21 local whanau have moved into affordable rental, market affordable or shared home ownership through TRC initiatives TRC worked with the Glen Innes Family Centre to set up a new research company to undertake the surveys of local residents as part of the redevelopment programme.

Social Enterprise

Glen Innes Town Centre Masterplan

Working with Auckland Council and the business association to revitalise the town centre.

Above: India and Cam thought buying a home in Auckland was out of reach. In December 2016, they were able to purchase a new two-bedroom home in Glen Innes through TRC’s affordable housing programme.

Industrial Area Development Plan

Working with Panuku to encourage private investment and redevelopment of the industrial area west of the railway line.

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HOUSING RESOURCES

HOUSING RESOURCES

Houses Delivered

Around 360 new private, affordable and state homes delivered to date.

Rehousing

96 state housing whanau rehoused in the last year in a compassionate and flexible way, in adherence with the Tamaki Commitment. With lower tenant ratios and a customer centric culture, the Tamaki Housing Association delivers innovative services to customers within a complex regeneration environment.

Tenancy Management

Above: New houses on Skippy Patuwai Lane in Northern Glen Innes.

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TĀMAKI RESPONSE INMORE DETAIL

TĀMAKI RESPONSE INMORE DETAIL

TĀMAKI RESPONSE

Co-Design: A platform for collaboration between community, Crown, experts and Council to design and implement solutions complex social service system opportunities and issues.

Mental Health: Led by Auckland District Health Board (ADHB) Identifying synergies between our workstreams and how we can effectively support each other’s work in this space

The Investment Framework:

Vulnerable Families (Intensive Support Service): Tackling those factors that trap families with complex needs in crisis and poverty, working both at an individual family level and at the systemic level

seeks to act as an organising framework for well-informed social service investment within Tāmaki in the future.

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TĀMAKI RESPONSE

Families with young children: Co-design and prototype an

Jobs & Skills pathways (with an initial focus on sole parents): Support people into employment and enhancing household income levels. Understand the barriers and enablers facing an unemployed sole parent by attaining a deep understanding of the lived experience of sole parents

Education (Tāmaki Education Strategy) Co-design an inclusive and forward looking education strategy and position them as schools of choice for whānau, now and in the future. Ensure every student engaged in the system is supported to achieve their potential

Early Years Hub that focuses on supporting the holistic outcomes for the children and whanau enrolled at the centre. Provide a range of support services, and peer to peer forums to equip parents and whanau with the skills and resources to support the outcomes of their children 0-5.

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We are progressing the delivery of an integrated early years hub, which will be an innovative centre that focuses on supporting the holistic outcomes for the children and whanau enrolled at the centre. A key focus of the hub will be to provide a range of support services, and peer to peer forums to equip parents and whanau with the skills and resources to support the outcomes of their children 0-5. EARLY YEARS HUB

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SOLE PARENT EMPLOYMENT PATHWAY

Supporting people into employment and enhancing household income levels will assist greatly in enhancing the social and economic outcomes for Tāmaki Residents. A design team with five sole parents living in Tāmaki has shaped the research plan and will remain with the project through it’s duration. The project aims to understand the barriers and enablers facing an unemployed sole parent by attaining a deep understanding of the lived experience of sole parents in Tāmaki.

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EDUCATION STRATEGY Tamaki Response has worked with the MoE, local Manaiakalani Community of Learning, and the community to develop a 15-Year Education Strategy for Tāmaki. We engaged with over 400 students, whānau, and experts to co-design an inclusive and forward- looking education strategy to help position Tāmaki schools as the schools of choice for whānau, now and in the future, and to ensure every student engaged in the system is supported to achieve their potential.

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WE ACHIEVE FOR TĀMAKI BECAUSE:

CUSTOMER CENTRIC

VALUES DRIVEN

DESIGN & DELIVERY MODEL

Whanau & tamariki of Tāmaki is at the core of what we do. Our partnership approach with the community, through co-design and delivery, enables us to have a trust based relationship

We have an organisational culture that is compassionate and caring, we are locally based and connected, and this is key to building trust with whanau.

We have embedded organisational disciplines that drive excellent design and delivery aligned to outcomes – Co-design, insights and >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27

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