Project Experience.

The Challenge

Set against the backdrop of Aotearoa New Zealand’s housing crisis, this research was part of an MBIE funded Public Housing and Urban Regeneration Programme hosted by University of Otago. It addressed a context characterised by housing stress, inequality, and increasing pressure on the public housing sector to deliver improved wellbeing outcomes.

The programme focused on how different housing providers and regeneration models contributed to tenant and community wellbeing. There were a number of workstreams; TUA supported the design and delivery of the governance research strand.

At its core, the challenge was to understand how governance models could inform future large-scale regeneration programmes, how investment frameworks could better align with systems-level wellbeing, and how political, institutional, and partnership dynamics influenced long-term outcomes.

The Solution

The research adopted a structured, multidisciplinary approach embedded within the Public Housing and Urban Regeneration programme. It was centred on seven case study organisations — Kāinga Ora, Tāmaki Regeneration Company, Wellington City Council, Ōtautahi Community Housing Trust, Wainuiomata Marae Charitable Trust, Salvation Army, and Dwell — selected to reflect a range of governance models and scales.

The methodology integrated literature review, policy and organisational analysis, and the thematic coding of governance documentation and interviews. Governance structures and inter-organisational relationships were mapped to understand how collaboration operated in practice and how decisions were made across institutional boundaries.

TUA played a key role in research design, analysis, and strategic advisory, across the governance research strand, contributing specialist expertise, and translating findings into accessible outputs for policy and industry audiences.

The Journey

The case studies provided a diverse evidence base, spanning large Crown entities, local government, and community and iwi-led organisations. The process combined document analysis, governance mapping, and interviews with senior leaders, with findings synthesised through thematic analysis. This approach identified common patterns, divergences, and tensions in how governance operated and evolved over time.

Key insights highlighted the importance of clear and enduring mandates, diverse and representative governance structures, and early alignment of success measures with wellbeing outcomes. The research also underscored the need for consistent funding approaches and strong cross-sector partnerships to enable effective delivery at scale.

Together, these findings informed a practical framework for strengthening governance in future public housing-led regeneration programmes, with a focus on achieving long-term, equitable wellbeing outcomes for tenants, whānau, and communities.

This research project identifies the key barriers to delivering multigenerational housing in Aotearoa New Zealand and to explore practical pathways for enabling more whānau‑centred, intergenerational living options.
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The Challenge

The key barriers to multigenerational housing span five interconnected domains. Socio- historical barriers arise from the long‑standing dominance of the nuclear family model, the disruption of traditional communal living patterns through colonisation, and ongoing social stigma associated with extended family living. At the central government level, challenges include the lack of a formal definition within national strategies, procurement processes that privilege conventional housing typologies, rigid Building Code requirements, and insufficient data to understand real demand. Local government barriers include restrictive district plan provisions, inconsistent consenting interpretations across councils, and development contribution frameworks that are often misaligned with multigenerational development models. Industry‑level challenges stem from perceived low demand, difficulty securing finance and development capital, and the prevalence of standardised design approaches over adaptable, flexible homes. At the household level, many families face barriers related to access to suitable land, financing constraints, complex ownership or legal arrangements, and the need for housing that can evolve with changing family needs over time.

The Solution

Addressing these barriers requires coordinated action across policy settings, planning frameworks, financial mechanisms, and data systems. A core recommendation is the formal recognition and clear definition of multigenerational housing within central and local government policy, providing a consistent foundation for decision‑making and investment. More flexible planning frameworks and simplified consenting processes—particularly for Māori land and papakāinga—are essential to reduce regulatory friction and support culturally aligned living arrangements. Targeted financial incentives for developers and Community Housing Providers would help stimulate the delivery of larger, more adaptable homes suited to extended whānau. Strengthening data collection protocols is also critical to ensure multigenerational households are properly captured in national statistics, while a review of NZ Superannuation settings would help avoid unintentionally penalising retirees who live in intergenerational arrangements.

The Journey

The research journey unfolded through a series of deliberate and interconnected phases that build toward a robust, evidence‑based understanding of multigenerational housing. It begins with a comprehensive literature and policy review to establish the current state of knowledge and identify gaps in existing research and regulation. This informs a broad programme of qualitative engagement: ten interviews with councils to understand regulatory experiences and constraints; fifteen interviews with developers to explore industry attitudes, financial drivers, and design considerations; and ten interviews with residents to capture lived experience, motivations, and everyday realities of multigenerational living. These insights are then systematically coded and analysed using thematic analysis, enabling the identification of shared patterns, tensions, and opportunities across stakeholder groups. The project culminates in a final industry‑facing report, accompanied by a policy paper and a public webinar scheduled for June 2025, aimed at translating the findings into practical guidance and sparking meaningful sector‑wide dialogue about the future of multigenerational housing in Aotearoa.

The Urban Advisory provided expert commercial, design, and environmental advisory services to Te Rūnanga o Ngāti Rēhia Trust to assist in the development and purchase of housing at the Hall Road, Kerikeri site.

The Challenge

‍To bring Ngāti Rēhia’s housing aspirations to life, the project was guided by a vision of whānau wellbeing and cultural continuity. This meant more than building homes—it required creating a foundation for intergenerational security and mana-enhancing development. The process involved forging a joint venture with Gemscott for the Hall Road development, designing a legal and financial framework that upheld Ngāti Rēhia’s values while enabling sustainable growth, and securing government funding streams such as the He Taupua Grant and Whai Kāinga Whai Oranga Affordable Rental Pathway to ensure affordability and long-term resilience for whānau.

The Solution

The core solution was the creation of an integrated and regenerative development framework for the Hall Road site, designed to enable Ngāti Rēhia to secure affordable rental housing for its whānau while upholding cultural integrity and environmental stewardship. This approach combined a multi-phased Commercial, Design, and Environmental Advisory process to navigate the complexities of development, alongside the application of the Regenerative Kāinga Development Framework and Ngāti Rēhia Design Principles to ensure every aspect reflected tikanga, traditions, and a commitment to kaitiakitanga. Underpinning this vision was the establishment of an optimal legal and financial structure, supported by a clear pathway to access Whai Kāinga Whai Oranga funding for the acquisition of 12 affordable rental units—creating a model that balances cultural aspirations with long-term sustainability.

The Journey

The process involved a coordinated series of strategic and tactical steps across multiple work streams to guide the project from vision to implementation. This began with defining Ngāti Rēhia’s housing aspirations, role in the development, and key strategic objectives through workshops and foundational input documents. Detailed scenario analysis was then undertaken to assess a range of property acquisition and tenure options—including affordable rental, public housing, and leasehold models—against agreed criteria to determine the most effective pathway. Alongside this, expert support was provided in the negotiation and review of critical legal and contractual documents such as the Heads of Agreement, Joint Venture Agreement, and Sale and Purchase Agreement. The work concluded with hands-on implementation and monitoring, including support for the RFP process, design input into the masterplan, assistance with consultant appointments, and ongoing financial and project oversight through monthly reporting.

Delivering an Urban Design Assessment for 53 social housing units, setting a new precedent for quality, intensified living in Hamilton.

The Challenge

The challenge was to prepare an Urban Design Assessment for a proposed residential development on three adjoining sites along Te Rapa Road, Hamilton. The challenge was coordination with multiple consultants for a high-density development on a transitional site that fronts a major arterial road with high traffic, while also mitigating potential effects. Additionally, TUA successfully navigated statutory compliance to secure resource consent despite a few minor infringements.

The Solution

TUA developed the urban design assessment for 53 high-quality, long-term social homes, consisting of one- and two-bedroom units within a series of three-story walk-up apartment buildings. Our approach provided contextually responsive best-practice urban design advice that ensured a clear, legible, and safe high density residential development proposal. The resulting proposal for a high-quality built form, with architectural articulation and varied materials, was deemed appropriate for consent and consistent with the anticipated high-density urban character.

The Journey

TUA were engaged by Kāinga Maha in collaboration with The Salvation Army, to provide expert Urban Design Advice and Assessment services. This process involved a desktop review, a site visit, and evaluation against the Hamilton City Operative District Plan, the New Zealand Urban Design Protocol, and CPTED guidelines to ensure a robust assessment. Our input and collaboration with the wider project team, including the Architects, Landscape Architects and Civil Engineers, helped achieve a design that will set a precedent for future intensification along Te Rapa Road. Ultimately, we supported the project to transform the sites into high-quality, long-term social housing, supporting dignity, wellbeing, and community connection for the future residents.

A strategic blueprint for Haven’s evolution, combining community-driven insights and innovative design to create inclusive spaces, strengthen social infrastructure, and ensure affordable access for Avondale’s diverse population.

The Challenge

‍The project focused on addressing two key areas of challenge: fundamental community needs and internal organisational strategic priorities. Research revealed three critical community needs that Haven is well-positioned to meet: inclusive community spaces that are fit-for-purpose, flexible, and low-barrier to foster belonging; acting as a catalyst for social infrastructure by supporting and amplifying community-led initiatives and networks to build resilience; and ensuring affordable access and shelter to strengthen security and wellbeing.

The Solution

TUA’s proposed solution offers a comprehensive blueprint for Haven’s evolution, guided by five core principles. It emphasises creating a welcoming base through warm, homely, and adaptable spaces that can respond to Avondale’s changing needs. The plan seeks to empower local voices and activities by providing accessible platforms for grassroots organisations to start, grow, and thrive. A culture of contribution is encouraged, fostering reciprocity through volunteer support and opportunities for residents to add social value via mentoring, translation, and active participation. Safe and secure access is prioritised to ensure affordability, inclusivity, and reduced barriers to community engagement. Finally, development is envisioned with heart and purpose, delivering buildings that are welcoming, non-institutional, and reflective of the community’s character. 

The Journey

The project unfolded through an iterative process of research, collaboration, and strategic planning. It began with initial research and a clear mandate to create a future vision for Haven, aiming to evolve its platform while remaining true to its enduring mission. Data collection was a key phase, incorporating insights from the New Zealand Housing Survey and a locally run community housing survey, drafting and feedback followed, with iterative refinements. Design and planning then progressed to architectural sketch concepts for proposed renovations and new developments, including basement plans. The journey concluded with actionable recommendations for next steps, focusing on technical and operational due diligence, strategic and financial prioritisation, governance and succession planning, and the development of partnership models and legal structures.

Design development and urban design assessment for resource consent.

The Challenge

To support quality urban design outcomes for this landmark development site. Kāinga Maha was the successful tenderer in a competitive process to redevelop this underutilised Council-owned site in central New Brighton, Ōtautahi Christchurch. 

‍The Solution

The Urban Advisory completed wider context and site analysis, considering natural, planning, and infrastructure constraints to support our design advice. Working with the design team, we developed and refined the site concept, including attending the urban design panel, to ensure quality urban design outcomes and ultimately successful resource consent to enable this development.

‍The Journey

This project occurred during a period of change and uncertainty in the local regulatory environment with MDRS and NPS-UD requirements. TUA creatively and pragmatically navigated this complexity to achieve a balance of the best yield and design outcomes for the site and other key development outcomes for the client and future residents.

A strategy to build a regenerative economy in Taumarunui.

The Challenge‍

Ngāti Hāua Iwi Trust (NHIT), who represent mana whenua in the Taumarunui area, had identified that the economy in the district was not facilitating wellbeing for their whānau and the wider hapori. 

The Solution

NHIT wanted to create a Community Wealth Building strategy and TUA supported in creating the initial strategy, grounded in the Taumarunui economic context and aligned with iwi values. This provided a valuable tool for NHIT to inform future investment and development decisions, and educate & advocate to key agencies about the potential of Community Wealth Building 

The Journey

TUA built on our existing relationship with NHIT to co-develop a vision and direction for Community Wealth Building in Taumarunui, including who would benefit from the approach and how it could address needs in the community. 

In collaboration with NHIT, with the leadership of Trustee Brett Anderson, a Ngāti Hāua-specific Community Wealth Building approach was developed, with place-based drivers aligned with iwi tikanga and values. 

Alongside the strategy, a short summary document was provided that can be used by the Trust to advocate and promote Community Wealth Building with whānau, partners, and government entities. This strategy approach continues to be developed by Ngāti Hāua.

The Urban Advisory led the development of Whangārei's Knowledge Precinct Plan, establishing a clear, culturally embedded, and adaptable framework to transform the constrained 20-hectare site into an integrated hub for housing, business, and social infrastructure.

The Challenge

The Urban Advisory supported Whangārei District Council in developing a spatial plan for a 20-hectare precinct on the city’s edge, an area constrained by infrastructure and disconnected from surrounding residential zones. Despite its civic and cultural importance, the precinct lacked a cohesive vision and suffered from low activity, poor connectivity, and underutilised spaces like Forum North. TUA led spatial analysis and mapping to identify constraints and opportunities, helping the Council navigate community needs, budget pressures, and private sector interests. Engagement with hapū required culturally responsive approaches, especially around naming concerns, while limited resources continued to challenge strategic progress.

The Solution

TUA’s leadership in early planning established a clear, adaptable framework for the Knowledge Precinct, aligning stakeholders and investment priorities. Their partnership with local Māori ensured cultural values were embedded in the vision, which integrates housing, business, and social infrastructure. TUA’s technical expertise supported alignment across planning, infrastructure, and commercial domains. The plan proposes hubs for education, health, and hapū enterprise, alongside improvements in walkability and environmental resilience. TUA is now focused on a market-facing delivery strategy to attract investment and engage partners like the University of Auckland and NorthTec.

The Journey

TUA has guided the Knowledge Precinct Plan from concept to strategy, facilitating inclusive engagement and aligning long-term goals. They synthesised past planning into a cohesive framework and led stakeholder engagement, including hui to address cultural concerns and support renaming efforts. TUA coordinated discussions around Forum North’s future and helped shape a collaborative working group. Through workshops with hapū, youth, and community members, they translated feedback into actionable insights. Their ongoing role includes refining the plan through master planning, cost-benefit analysis, and business case development to ensure the precinct reflects local aspirations and delivers lasting value.

TUA advised on the development of a survey for the University of Auckland, to help understand how people use their town centres.‍

‍The Challenge‍

The research team wanted to develop a survey they could roll out in town centres across regional New Zealand to understand how people use and experience these vital community hubs. The challenge lay in creating a survey instrument that was both comprehensive enough to capture the nuances of town centre usage and wellbeing, while also being practical and adaptable for deployment in diverse regional contexts. The team needed expert guidance to ensure the survey questions were well-structured, relevant, and capable of generating meaningful data to inform future town centre development and revitalisation efforts.

‍The Solution‍

TUA provided input on survey design, question formulation, and methodology, drawing on extensive experience in urban research and community engagement. UA's guidance helped the research team create a robust and effective survey tool that could be successfully deployed across regional New Zealand, enabling them to gather valuable data on how people interact with and perceive their town centres.

‍The Journey

Worked closely with the research team to refine the survey's objectives, TUA identified key areas of inquiry related to town centre usage, accessibility, social interaction, and overall wellbeing, and ensure the questions were clear, unbiased, and easy for respondents to understand.

TUA's focus on the potential impact of the research meant the University team was able to design a survey that would not only gather data, but also generate findings that could directly inform evidence-based strategies for enhancing town centre wellbeing and creating more vibrant and liveable communities.

‍TUA took part in a five-year research project funded by Endeavour (MBIE), investigating governance models and their impact on public housing outcomes in New Zealand.‍

‍The Challenge:

This research project aimed to critically examine the complex interplay between different governance models and the effectiveness and equity of public housing provision in New Zealand. The research team sought to understand how various governance structures, policies, and decision-making processes influence the availability, quality, and accessibility of public housing for those most in need.

A key challenge was to conduct in-depth, multi-disciplinary research that could identify systemic issues, evaluate the performance of existing governance arrangements, and propose evidence-based recommendations for improving public housing outcomes across the country. This required navigating a complex landscape of government agencies, housing providers, and diverse community needs.

‍The Solution:

TUA providing specialised expertise in urban policy, housing systems, and stakeholder engagement; assisting the research team in analysing different governance frameworks, evaluating their impact on public housing delivery, and identifying best practices from both national and international contexts.

By integrating practical knowledge of the housing sector with rigorous academic research, TUA helped the project team to gain a deeper understanding of the challenges and opportunities within New Zealand's public housing system and to develop actionable insights for enhancing its effectiveness and fairness. The findings from this research can inform future policy development and governance reforms, potentially leading to more equitable and sustainable public housing solutions that improve the lives of individuals and communities.

‍The Journey:

TUA's experience in navigating complex policy environments and engaging with diverse stakeholders was crucial in facilitating meaningful dialogue and collaboration between the research team, government agencies, housing providers, and community groups, enriching the data collection and validation processes. This combined with a focus on translating research into practical applications meant we helped the project team to not only identify problems but also to formulate concrete, evidence-based recommendations for improving governance and public housing outcomes, ultimately increasing the potential impact of the five-year endeavour on policy and practice.

Supporting the design of a cooperative housing model in the Bay of Plenty.

The Challenge:

The project aimed to design and develop a viable cooperative housing model that could be implemented on a specific site in Katikati, and then at Binnie Road Village in Tauranga, Bay of Plenty. The challenge involved creating a housing structure that was not only affordable and sustainable but also fostered a strong sense of community among residents. This required navigating the complexities of cooperative ownership, legal structures, funding options, and ensuring the design was appropriate for the local context and met the needs of potential residents.

‍The Solution:

TUA supported the design and development of the cooperative housing structure. TUA provided expertise in urban development, housing models, and community-focused design; working to define the core principles of the cooperative model, explore suitable legal and financial frameworks, and develop site-specific design concepts that promoted shared spaces and resident interaction. TUA's approach focused on creating a practical and innovative housing solution that addressed the challenge of affordability while building a resilient and engaged community. By supporting the design process with expert advice and practical considerations, TUA helped lay the groundwork for a cooperative housing project that could offer a new pathway to homeownership and change the way neighbourhoods are built and experienced.

‍The Journey:

TUA's in-depth knowledge of diverse housing typologies and alternative ownership models was crucial in guiding the selection and adaptation of a cooperative structure best suited for the Katikati context and project goals. This included exploring successful examples and tailoring them to local conditions. TUA also facilitated a collaborative design process, working closely with the client and stakeholders to ensure the model reflected the aspirations of the future residents and the broader community. This participatory approach helped to build consensus and ownership of the project vision. Our focus on the practicalities of implementation, including considerations of governance, financing, and long-term management, meant we were able to provide the client with a realistic roadmap for bringing the cooperative housing model to fruition, ultimately increasing the potential for a successful and impactful development.

This project involved developing a feasibility study for an upgraded Sports and Community Facility in Mt Wellington, for Riverside Sports, Panmure Squash and Auckland Marist Old Boys Rugby Club.‍

‍The Challenge:

Auckland Council and the local community identified a need to upgrade the existing sports and community facilities in Mt Wellington to better serve the growing population and diverse needs of the area. The challenge was to conduct a comprehensive feasibility study to assess the viability of an upgraded or new facility, considering factors such as community demand, potential uses (sports, cultural, social), site constraints, design options, funding requirements, and long-term sustainability. The Council needed expert advice to determine the most appropriate scope and scale for the project and to ensure that any future development would provide significant value to the community.

‍The Solution:

TUA conducted a thorough site analysis, engaging with stakeholders and the community to understand their needs and aspirations, and developing various concept options for the facility's design and functionality. TUA's approach involved evaluating the potential of the existing site, exploring opportunities for co-located services, and providing detailed assessments of project costs, funding strategies, and operational models. By providing clear, evidence-based recommendations and visual representations of potential outcomes, TUA helped the Council and community envision a revitalised facility that could become a vibrant hub for sports, recreation, and community activities, significantly enhancing the liveability and social cohesion of the Mt Wellington neighbourhood.

‍The Journey:

TUA's expertise in urban planning and community facility development allowed for a holistic approach, considering not just the physical building but also how it would integrate with the surrounding neighbourhood and contribute to broader community wellbeing. This included innovative ideas for multi-purpose spaces and flexible design to accommodate a range of future activities. TUA's robust community engagement process was crucial in gathering authentic feedback from residents, sports groups, and other stakeholders, ensuring that the feasibility study was grounded in the actual needs and desires of those who would use the facility. This collaborative approach built trust and helped to shape a shared vision for the project. Lastly, TUA's focus on practical and financially sound solutions meant we provided the Council with realistic assessments of the project's viability, including potential funding sources and operational efficiencies, which are essential steps in moving from a feasibility study to actual project implementation that can transform the community.

TUA provided commercial and development advisory services for Ngāti Rēhia to support their long-term vision.

‍The Challenge:‍

Ngāti Rēhia sought to enhance their commercial and development capabilities to support the aspirations and wellbeing of their people. The challenge involved navigating complex land ownership structures, identifying viable economic development opportunities, and building internal capacity to manage and grow their assets sustainably. Ngāti Rēhia required expert advisory services to develop strategic plans, evaluate potential projects, and make informed decisions that would align with their cultural values and long-term vision.

‍The Solution:

TUA provided commercial and development advisory services, and contributed by working closely with the iwi to understand their goals, assess their existing assets and capabilities, and identify potential pathways for economic growth. TUA's approach involved providing strategic advice on land use and development, evaluating the feasibility of specific commercial ventures, and assisting with the development of business cases and funding applications. By offering tailored expertise and support, TUA helped Ngāti Rēhia to clarify their development priorities, build a stronger foundation for commercial success, and move forward with initiatives that will create lasting benefits for their community.

‍The Journey:‍

TUA's understanding of the unique context and aspirations of Māori iwi in New Zealand was crucial in providing culturally sensitive and relevant advice that respected Ngāti Rēhia's values and governance structures. This ensured that the advisory services were not only technically sound but also aligned with the iwi's long-term vision. Practical, hands-on support in translating strategic goals into actionable plans was provided, including assistance with site analysis, market research, and financial modeling, which empowered Ngāti Rēhia to make confident and informed development decisions.

For this project, TUA contributed to an engagement plan for development of a visioning framework for the redevelopment of the future campus. 
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‍The Challenge:‍

Massey University needed to develop a comprehensive engagement plan for its campuses to foster stronger connections with students, staff, the wider community, and stakeholders. The challenge was to create a strategic approach that would effectively communicate the university's vision, gather valuable feedback, build relationships, and ensure campus developments and initiatives were aligned with the needs and aspirations of those who interact with the university. This required a nuanced understanding of diverse stakeholder groups and the development of tailored engagement strategies for each.

‍The Solution:‍

The Urban Advisory was engaged to support Massey University in developing its Campus Engagement Plan. TUA contributed by providing expertise in stakeholder analysis, community engagement methodologies, and strategic planning. We worked with the university to identify key stakeholder groups, define engagement objectives, and design a framework for ongoing communication and interaction.

TUA's approach focused on creating a practical and actionable plan that incorporated best practices in engagement, ensuring the university could effectively gather insights, build consensus, and foster a sense of shared ownership in campus development and the university's future. By supporting the development of a robust engagement strategy, TUA helped the client establish a foundation for more inclusive decision-making and stronger relationships, ultimately enhancing the university's connection with its community and contributing to a more vibrant campus environment.

‍The Journey:‍

TUA's deep understanding of the dynamics of large institutions and their interaction with diverse communities was crucial in helping Massey University navigate the complexities of engaging a broad range of stakeholders, from students and faculty to local residents and businesses. This allowed for the development of targeted and effective engagement strategies. TUA also provided specialised knowledge in designing and implementing various engagement tools and techniques, including workshops, surveys, and digital platforms, ensuring the plan was comprehensive and utilized appropriate methods for gathering feedback and fostering dialogue. The focus on the long-term impact of engagement meant TUA helped the university build capacity for ongoing relationship building and feedback integration, ensuring the engagement plan was not a one-off exercise but a sustainable framework for fostering a connected and responsive university community.

This project focused on the future development and enhancement of the Mārahau Campground, a key gateway to the Abel Tasman National Park.

‍The Challenge

‍The Mārahau Campground, located at the entrance to the Abel Tasman National Park, is a vital hub for visitors but faced challenges in meeting the increasing demand and evolving expectations of modern campers and tourists. The Tasman District Council, responsible for the campground, needed to develop a strategic plan to upgrade facilities, improve the overall visitor experience, ensure environmental sustainability, and integrate the campground more effectively with the surrounding natural landscape and the nearby Mārahau township. Balancing the need for development with the preservation of the area's natural beauty and ecological sensitivity was a key consideration.

‍The Solution

TUA was engaged by Tasman District Council to provide expert advice and support for the future development of the Mārahau Campground. TUA contributed by conducting site analysis, developing concept plans for improved layouts and facilities, and providing strategic recommendations for enhancing the visitor experience and operational efficiency.

TUA's approach focused on creating a master plan that addressed infrastructure upgrades, potential new accommodation options, improved circulation and access, and better integration with the natural environment. By providing clear design guidance and strategic insights, TUA helped the Council envision a revitalised campground that can better serve the needs of a growing number of visitors while upholding principles of sustainability and sensitive development.

‍The Journey

‍TUA's involvement brought several unique advantages to the Mārahau Campground project. Firstly, TUA provided specialised expertise in urban design and tourism-related development, offering fresh perspectives on how to optimise the campground's potential as a key visitor destination. This included innovative ideas for site layout, facility upgrades, and enhancing the connection between the campground and the Abel Tasman National Park.

Secondly, TUA facilitated a collaborative process, working closely with the Tasman District Council and relevant stakeholders to ensure that the proposed development aligned with local needs and aspirations, as well as broader regional tourism strategies.

Lastly, TUA's focus on long-term sustainability and resilience meant that the recommendations considered not only immediate improvements but also the future adaptability of the campground to changing environmental conditions and visitor trends, ultimately providing the client with a robust and forward-looking development framework.

TUA developed a Baseline Report for Hutt City Council, for the beginnings of the process towards a robust housing strategy for the area.

The Challenge

Hutt City Council wanted to develop a comprehensive and research-backed housing strategy, so first needed to understand any issues, opportunities, existing data and how to best execute the plan when developed.

‍The Solution

TUA prepared a Baseline Report to inform the future Housing Strategy. Strategic insights were also provided and a recommended outline for the strategy.  

‍The Journey

TUA began with a review of the data and previous strategic documentation that identified housing issues and opportunities. Various council teams contributing to the housing strategy were then engaged with, in order to understand their perspective of what the housing strategy would be used for. TUA then provided advice on how to move the strategy work forward, and build the various council teams alignment. TUA recommended that first step of the work was to deliver a baseline. Following this, the strategy could be developed internally, once there was clarity about which business unit owned the development of the strategy itself. 

Scoping funding options and developing collateral for Whangārei District Council, to jointly fund a program of hapū-led spatial plans.

‍The Challenge

‍Whangārei District Council recognized the significant potential of hapū spatial plans to enhance tangata whenua contributions to key local and central government processes, including the Resource Management Act and the Local Government Act. There was a strong demand from hapū to undertake this process, with numerous applications for Iwi Management Plans and a clear desire to bring long-term spatial visions to district planning processes.

The challenge was to define what a hapū spatial plan entails, how it contributes to various national policy statements and local strategies, and crucially, how to secure funding for a program of these plans.

‍The Solution

TUA provided advisory services to Whangārei District Council to scope and visualise what a program of hapū-led spatial plan delivery could look like, as well as how it could be funded. TUA developed a "pack" of collateral to summarise the "why and how", so the Whangārei District Council and partner agencies could jointly fund such a program.

TUA's contribution focused on balancing timely delivery, price, quality, and fit-for-purpose outputs, ensuring the proposed budget aligned with the desired outcomes. This initiative aims to place indigenous-based solutions and te ao Māori at the centre of planning documents, creating an innovative example of spatial planning guided by a te ao Māori perspective, ultimately leading to more equitable and culturally rich neighbourhoods, towns and cities.

‍The Journey

Conversations with the Manager of Strategic Planning & Urban Design at Whangārei District Council were lead by TUA, to precisely scope the advisory services needed within the desired budget. TUA's approach included developing a series of visual deliverables to support the Strategic Planning & Urban Design team in their discussions to secure funding.

This piece of work involved TUA holding a strategic workshop, to develop a regional economic development product for cycle trails in Tāmaki.

The Challenge‍

A group front the cycling community wanted to bring the cycle trail operators from around the region together to share knowledge and identify how they could work together more effectively and to raise the profile of cycle trails as a product. 

‍The Solution‍

TUA helped to scope and plan the workshop and then run the workshop. This included curating the presentations, linking them together with an overall narrative, engaging the audience and facilitating an interactive working session to identify the actions the group would take forward. 

‍The Journey‍

TUA facilitated a full-day workshop with partner agencies and stakeholders, then developed an indicative programme plan based on the discussion and analysis of opportunities and challenges that were discussed at the workshop. Finally, a visual summary document was created, which outlined the project roadmap.

The aim of this project was to identify and implement a sustainable, formal, and funded model for the City Centre Residents Group (CCRG) to enhance resident engagement and ensure equitable representation in Auckland's City Centre.‍

‍The Challenge

‍The City Centre Residents Group (CCRG), a volunteer-led organisation established in 2005, has been instrumental in advocating for city centre residents in discussions about the City Centre Targeted Rate (CCTR). However, with the city centre's growth and increasing demands, their volunteer-based model has become unsustainable. Key challenges include a lack of consistent funding, limited volunteer capacity for effective advocacy, and a representation gap that does not fully reflect the diverse inner-city population. This limits residents' voices from being adequately heard and considered alongside other influential stakeholders, such as business associations.

‍The Solution

‍TUA contributed to addressing this challenge by developing a comprehensive business case that evaluates various models for strengthening resident voices and building community in the city centre. The proposed solution involves transitioning the CCRG to a formal, funded model with clear Key Performance Indicators (KPIs), auditing, and yearly reporting.

This includes establishing an elected board representing city centre neighbourhoods and employing paid staff to support operations and engagement. TUA's work also focused on reviewing the City Centre Targeted Rate (CCTR) funding mechanisms to increase resident contributions and exploring diverse funding options to ensure long-term sustainability.

By enhancing resident representation, the project aims to achieve more equitable outcomes, foster a thriving and sustainable Auckland City Centre, and build trust in democratic processes by providing early and authentic community input on major projects.

‍The Journey‍

TUA facilitated a co-design approach with the CCRG committee, to workshop and assess various options for their future structure, ensuring their insights were central to the business case development.

The project also adopted a structured business case approach, covering strategic, economic, commercial, financial, and management cases. This comprehensive evaluation ensured a robust assessment of the need for investment, value for money, viability, affordability, and achievability of the proposed solutions. TUA emphasised aligning the proposed solutions with Auckland Council's strategic goals, including fostering thriving communities, supporting residential growth, and ensuring inclusive participation in civic processes, thereby increasing the likelihood of council support and successful implementation.

The Waitaha Canterbury Regional Housing Strategic Plan outlines a shared direction and actions to address housing challenges across the Canterbury region.

The Challenge
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The Canterbury Mayoral Forum aimed to develop a regional housing strategic plan that aligns with and supports policies from member councils and the Greater Christchurch Partnership. They were looking to ensure all communities have access to healthy, accessible, and affordable housing.

The region faces issues such as a lack of housing diversity and choice, insufficient long-term rental availability and affordability, and a need for fit-for-purpose policy and regulation.

‍The Solution

TUA developed the Waitaha/Canterbury Regional Housing Strategic Plan by identifying current and future housing needs, analysing gaps and drivers, and establishing a strategic framework to guide councils. The plan identifies three key priorities: increased housing diversity and choice, increased long-term rental availability and affordability, and fit-for-purpose policy and regulation. TUA also identified a "menu" of actions and a toolbox of levers for councils to utilise, along with overarching advocacy opportunities for the Canterbury Mayoral Forum. 

‍The Journey

TUA combined its research expertise with a deep understanding of housing levers and policy, enabled the creation of a data-driven strategy and action plan.  Due to holding existing regional expertise, TUA was able to leverage previous work in the Canterbury region, including supporting the Greater Christchurch Partnership on early work for the Joint Housing Action Plan, which provided a foundation of existing information and material about the local context and best practices, speeding up the initial phase.

Working in collaborative partnership was also a key part of this journey, with TUA inviting Kāinga Maha to join the project team, bringing their real-world experience in delivering housing in partnership with councils and iwi, as well as extensive knowledge in operating within the funding, finance, and policy settings being discussed. 

Quantitative and qualitative research on behalf of Kāinga Ora, to understand retirement expectations in the Waikato Future Proof sub-region.

The Challenge‍

The Future Proof sub-region is undergoing a massive transformation of growth; the needs and implications of this are not well understood. As part of a wider study, Kāinga Ora, on behalf of Future Proof, wanted to understand the retirement housing expectations of Waikato residents aged 45 years and older. 

‍The Solution‍

TUA facilitated a survey campaign to reach residents in the Waikato sub-region. Over 1,000 survey responses were received in three weeks, providing a comprehensive set of relevant data for Future Proof. Additionally, TUA designed and directed nine qualitative research interviews with CEOs and managers of NZ retirement villages, to further understand their positions in the market and how they intend to plan for future demand in the Waikato sub-region.

The Journey

TUA used a strategic digital marketing campaign to disseminate the online survey to the target audience in the Waikato. Key messaging was developed to ensure a wide range of demographics within this were reached. TUA worked closely with Future Proof to understand the gaps in their knowledge to develop a thorough interview programme, which was then transcribed and presented to the wider team.

TUA planned and facilitated a workshop for four iwi partners, to assist in creating a space for the sharing of their housing kaupapa.‍

‍The Challenge‍

The Wellington Regional Leadership Committee required support to plan and facilitate a workshop with their iwi Partners in Te Whanganui-a-Tara. They wanted to create an opportunity for all four Iwi to come together to define their shared housing kaupapa.

‍The Solution‍

TUA was engaged to be the facilitator for Ngāti Toa, Ngā Hapū Otaki, Raukawa, Te Atiawa, to help shed light on each of their individual mahi and create the opportunity for them to learn from each other in their housing goals.

‍The Journey

TUA designed the workshop and agenda in collaboration with the Wellington Regional Leader Committee, ensuring to take into account the previous work of the Committee that had already been undertaken. The workshop therefore built on the kaupapa of each of the iwi partner organisations, who attended the workshop. 

TUA developed a visual guide for Waka Kotahi, to help visually communicate the street design process.‍

‍The Challenge‍

Waka Kotahi needed support in creating further visuals to help illustrate the end-to-end street design process, and how the Healthy Street Tool fits within the Street Guide.  

‍The Solution‍

TUA developed a comprehensive illustrated diagram which could be applied to a number of materials, including in a poster format, postcards and for other various marketing materials.

‍The Journey‍

The process to executing this project included a highly collaborative workflow between the relevant parties, to ensure the infographic communicated the correct information in the most succinct way possible.

Ngāti Rēhia needed a versatile tool to use on future housing projects. TUA developed a framework that aligned with their values and design principles, for them to easily use in their communication with future developers.

‍The Challenge

Ngāti Rēhia needed a tool to assist them in their future projects. The tool would be used to help communicate their values and design principles to developers, and bridge the gap in understanding between the two parties.

‍The Solution

TUA developed a framework for Ngāti Rēhia, that effectively communicates everything that is important to them when it comes to their housing development. The Framework now exists to provide guidance on best-practice in Kāinga development; it is a practical resource, and can be used in every stage of a kāinga development project.

‍The Journey

TUA had worked on developing a specific framework for Ngāti Rēhia that applied directly to an active project. However, as Ngāti Rēhia looked to continue their mahi in this space, they needed a more general framework that could be used and applied to a wider range of projects.

Through understanding their values, needs, aspirations and requirements, TUA was able to make this widely applicable resource for Ngāti Rēhia to bridge the gap in communication between the Iwi and developers, house builders, designers and Councils.

TUA looked at different options for them to upgrade or redevelop on a new site.‍

‍The Challenge

Monte Cecilia Housing Trust sought advice about how to optimise their site in Māngere, to provide additional office space and larger accessible dwellings. They were also interested in assessing whether or not a new development project at a different site could achieve the Trust's objectives and should be explored instead, or in addition to, the original redevelopment.

‍The Solution

TUA provided advice to the client about how they could best intensify their site to include more office space and larger dwellings, to support accessible multigenerational living. To consider the viability of both an office extension and residential conversion, TUA separated them into two scenarios - the Office and Residential scenario - so that sub-options could be considered. 

‍The Journey

At every step of the way, TUA made sure the advice was consistently in line with Monte Cecilia Housing Trust’s strategic direction and approach to delivery of housing services. This was focused on quality as well as a quantity strategic pivot.

TUA provided an urban design review for a site in Whangārei.

The Challenge

A site in Whangarei has been designated as a future high growth area, and therefore was upgraded to be a medium density area. An urban design review was needed to assist Kāinga Ora in their resource application, which sought to redevelop the site by increasing its density from 12 detached low-density dwellings, into 32 dwellings in a mix of typologies. 

‍The Solution

This urban design assessment discussed key elements of the proposed development, how each element had been considered, and how elements individually and collectively would deliver an integrated, connected and resilient development.

‍The Journey

TUA undertook a contextual analysis, urban character analysis and a site analysis, to determine a final review of the proposed development for Kāinga Ora. 

An urban design review was provided to Kāinga Ora for a site in Whau Valley, Whangārei.‍

‍The Challenge

Kāinga Ora needed an urban design review for a proposed development in Whangārei. The proposed development comprised 14 dwellings within duplexes, and 3 terraced homes. 

‍The Solution‍

TUA provided an urban design assessment that discussed; the key elements of the proposed development; how each element has been considered; and how elements individually and collectively would deliver an integrated, connected and resilient development.

‍The Journey

Via a contextual analysis, urban character analysis and a site analysis, TUA determined that the proposed development offered a thoughtful response to the evolving urban character in Whau Valley. TUA discovered that the development would integrate well into the established low-density residential surroundings, and would likely be in keeping with density changes to the neighbourhood over time, given the zoning. 

Through a series of wānanga and hui, TUA worked with Te Puna Oranga o Ōtaki to develop their strategic plan for the next decade. 

The Challenge

Te Puna Oranga o Ōtaki required assistance with the preparation of their strategic plan for the next 10 year period.

‍The Solution

TUA worked alongside Te Puna Oranga o Ōtaki in developing this plan, to help deliver better outcomes for the whanau of Ōtaki.

‍The Journey

TUA designed a focused programme plan that set the direction of your strategic review in a very personal way. TUA helped in facilitating wānanga and hui to confirm the clients key objectives, helping build decision making frameworks to assist in guiding the process to achieve their vision. 

TUA provided an urban design review to a developer in Henderson, Auckland, to assist them in their resource application.

The Challenge

A developer required an urban design review, to support their resource consent application for the delivery of eleven homes in Henderson.

The project sought to develop a single parcel within a low to medium density residential area, transforming a block of three adjoined flats into ten terraced dwellings and one standalone dwelling. The development aligns with the Auckland Unitary Plans Terraced Housing and Apartment Buildings (THAB) Zone, intending to increase density while adhering to the site’s underlying zoning controls.

‍The Solution‍

TUA provided a comprehensive urban design assessment, which presented the key aspects of the proposed development. The review discussed how each element would contribute to the creation of an integrated, connected, and resilient urban development.

The Journey

To develop this urban design review, TUA did a contextual analysis, an urban character analysis, and a site analysis to determine a final proposal. 

TUA developed a Post Occupancy Evaluation Framework to assess the environmental sustainability performance of New Zealand neighbourhoods.

The Challenge

This project was part of a broader government-funded initiative called National Science Challenge 11 – Building Better Towns and Cities (NSC11). The aim was to create a Post Occupancy Evaluation Framework that followed international best practices and was tailored to the New Zealand context. To test the framework, Hobsonville Point in Auckland was selected as the case study neighbourhood. The framework focused specifically on just the environmental sustainability, rather than all Four Pillars of Sustainability (environmental, cultural, social, and economic).

The Solution

TUA was brought in to peer review the initial literature review and early development of the framework’s matrix. The team then refined this matrix in collaboration with Dr Paola Boarin, resulting in the final environmental sustainability assessment matrix. TUA also advised on data collection methods and analysis processes. TUA supported in the data gathering phase, helping to produce the final report and will continue contributing to future publications.

The Journey

The project started with a comprehensive review of global research on Post-Occupancy Evaluation at the neighbourhood level. TUA examined widely used sustainability assessment tools and certification schemes to identify four key ones that could inform the development of a New Zealand-specific framework.

An analysis framework was created and peer reviewed to establish relevant assessment categories, evaluate how these were addressed across the four international tools, and determine their suitability for New Zealand. This framework included defining core assessment questions and the type of data needed from Hobsonville Point—both at the neighbourhood scale and the individual block level. A structured process for analysing this data was then developed, enabling the research team to generate recommendations for improving the environmental sustainability of neighbourhoods across New Zealand.

Helping Eke Panuku to increase the residential population of central Auckland. 

‍The Challenge

Within the City Centre Action Plan lies an initiative focus on increasing the permanent residential population in the city centre, by examining all available measures to support this growth. However, before determining the strategies and actions to boost the residential population, it was essential to gather current demographic and geographic information as a foundation. Understanding the existing city inhabitants and the housing status quo, and projecting who might live in the central city in the future is crucial for devising effective tools and strategies to promote a vibrant, socially connected, and enduring Auckland city centre community.

‍The Solution

The collaboration with Eke Panuku involved developing a comprehensive report that first delved into the demographics of Auckland city center. The report incorporated population projections, compared the city centre to two Australian counterparts, and highlighted the limitations of such comparisons. It presented essential demographic and housing data at both city centre and precinct levels to establish a population and housing information baseline.

Through a thorough global scan, TUA identified 30 tools and levers that could be used to attract and maintain a growing residential population in the city centre; involving efforts from the council, the Crown, and the private sector. Each tool/lever was analysed based on its impact on housing supply or demand, feasibility of implementation, significance for residential growth, and the responsible entity for implementation.

‍The Journey

TUA's journey commenced with scrutinising the origins of the 100,000 city centre population target to assess its viability. Baseline data were predominantly sourced from Census data, the Auckland Council Research and Evaluation Unit, and the LINZ spatial data catalogue. Throughout the initial quarter of 2024, TUA actively participated in multiple workshops to refine successive versions of the report, incorporating feedback from internal and external key stakeholders identified in the process.

Supporting Ngāti Hāua in developing a strategic plan, to support their operations and communications.‍

‍The Challenge

Ngāti Hāua Iwi Trust sought a strategic plan for their transition from a pre-settlement entity to a post-settlement entity, across a time period of 3-5 years. The objectives of this plan were to operationalize their Pou Tikanga, and build organisational resilience, capability, proactivity and readiness; expanding the Trust focus beyond the settlement horizon. 

‍The Solution

TUA brought together expertise in strategy, governance, communications, finance and accounting, Human Resources (Leap Consulting) and legal (Whāia Legal). The team co-created frameworks and updated documentation and systems that would help them achieve the objectives. A key piece of the work was a communications strategy for the Trust, to give them a framework to guide and support successful communications with staff, uri and other agencies they partner with.

‍The Journey

Through previous work with Ngāti Hāua Iwi Trust, TUA had developed strong relationships, mutual trust and an understanding of the distinct challenges and opportunities the Trust faces. This made this project a natural collaboration; working closely and iteratively with the Pou Ārahi, trustees and project partners to build their capability along the journey of developing a robust plan. Assisting Ngāti Hāua to have resilient, future-focused and safe operations for staff and those they work was important in supporting their future success, with their aspirations of housing and economic development. 

This project involved developing a strategic case for Auckland Transport (AT), to assist in strengthening the Human Infrastructure of Cycling. The work included identifying approaches for supporting infrastructure delivery, and improving attitudes and perceptions of cycling; the overall goal being to increase the support and uptake of cycling in Auckland.‍

‍The Challenge

Auckland Transport’s customer growth team required support in presenting a strategic case for soft-wrap around and behaviour change measures - known as the Human Infrastructure of Cycling. These behaviour changes include aiming to improve the public's attitudes and perceptions of cycling, as well as improve the public's support and uptake of cycling in Auckland.

In addition to this, AT sought TUA's expertise in developing a guiding framework for how projects could co-deliver human infrastructure initiatives, within physical infrastructure projects.

‍The Solution

To achieve this, TUA collated research on local and international best practice; which included interviews with local subject matter experts. Using a combined systems analysis and behaviour change wheel analysis, TUA collated key barriers to cycling uptake and linked them with behaviour change techniques (delivered as human infrastructure initiatives). This work enabled TUA to validate a programme of initiatives, enabling behaviour change and/or a shift in the perceptions of cycling in Auckland. 

‍The Journey‍

The strategy identified a series of ‘Golden Gears’. 'Golden Gears' are key workstreams for delivering the human infrastructure of cycling, validated by case studies and behaviour change analysis. 

Impactful illustrations, critical research and facilitation of the development process, all helped to de-mystify and build confidence in the importance of the Human Infrastructure of Cycling programme for Auckland Transport.

TUA provided grant funding advice, for Taro Patch Creative; a niche social services provider specialising in Pacific digital storytelling.

‍The Challenge

Taro Patch needed to secure several funding streams in line with its short, medium, and long-term organisational requirements. It required short-term funding for operational needs, medium-term funding for renovations, and long-term funding to expand operations by purchasing a building for a fully-fledged film studio.

‍The Solution

TUA researched and presented funding opportunities within the creative industries, and those that cater towards the Pacific community. TUA also provided grant writing best practice advice, databases for grants and alternative funding sources.

‍The Journey

TUA’s report was based on developing an understanding of Taro Patch’s needs; the organisation’s high level outcomes; and what it wants to achieve through the use and ownership of property. This was then broken down into important milestones that needed to be reached in order to achieve the long-term goal of acquiring a property. 

Supporting a Hapū spatial planning process across the Whangārei District.‍

‍The Challenge

TUA was engaged to outline a strategy for the development and funding of a work programme, to enable the delivery of Hapū Spatial Plans across Whangārei District. The proposed programme would map Hapū aspirations, sites of significance, and spatial and corresponding infrastructure priorities to inform Hapū-led development. Another goal for this work was to enable Māori aspirations for comprehensive consideration in planning processes of both local and central government.

‍The Solution

A seven-year, jointly-funded programme was proposed to support the creation of 32 Hapū spatial plans, with funding from multiple agencies and organisations. The programme design sought to strengthen relationships between Hapū and government, improve planning processes, and ensure cultural sensitivity in land use and development decisions.

‍The Journey

TUA workshopped with the client to ensure that all of the in house expertise was captured in one clear, concise document that would aid in conversations across stakeholder and potential funding groups. This included iterating on the proposed governance structure, ensuring it provided a robust framework for oversight of the programme, as well as clear delivery milestones to ensure the programme’s success. 

TUA supported the development of a concept for a new healthcare model, which could provide respite care for patients healing from mental illness.‍

‍The Challenge

New Zealand’s mental health system is in crisis, with high rates of mental illness and suicide. Our rangatahi (youth) are particularly affected and, as of September 2020, New Zealand’s youth suicide rate is the second worst in the developed world. The Tūmanako Wellness Centre aims to respond to this need by offering a fresh approach to mental health care that will provide holistic patient-centred care.

‍The Solution

TUA worked alongside a group of other passionate professionals, to co-design and develop a new operational and delivery model for mental health care. This involved developing a proposed building design, as well as the concepts of the commercial and operational model. 

‍The Journey

TUA supported Tūmanako in finding the financial investment needed, to enable them to put their vision into action for a groundbreaking mental health facility. Specifically, this includes preparing written collateral (an ‘investor pack’), marketing and communications, partnership engagement, and the establishment of a charitable trust. These were the first steps in working towards bigger long-term goals, and are critical in moving Tūmanako from idea to reality. 

Read the proposal below.

Supporting the council’s submission to the Ministry of Urban Development & Housing  Affordable Housing Fund -  Affordable Rental Pathway grant application.

‍The Challenge

The Waitaki District Council needed a clear understanding of what a high quality urban design scheme and it's outcomes could look like. This process needed to be based on their housing needs assessment, a flood-prone section, relocation of existing network infrastructure and future staging with an adjacent land owner. The council also wanted to ensure that the affordable rental portfolio wouldn't burden future ratepayers.

‍The Solution‍

Providing both urban design and commercial advice, TUA developed an alternative bulk and location study, as well as a development feasibility study, which fed into the cashflow analysis template. The strategic urban design advice followed urban design best practice, using housing typologies specified while de-risking the scheme against natural and planning risks. The feasibility and cashflow analysis demonstrated how the funding would ensure delivery of affordable rentals whose operations would not be a financial strain on future ratepayers.

‍The Journey‍

TUA held workshops with the council and adjacent land owner to understand the rationale, history, previous and planned work for the site, as well as the objectives for the project. This informed TUA’s urban design work, which identified key influences of the site.

TUA then produced a development layout and rationale and design commentary on the unit plans. At the same time, a feasibility study was developed; one in which cost minimisation and urban design best practices were balanced against each other.

Urban design advice on behalf of Ngāti Rēhia to the development partner and urban design principles for the trust. 

The Challenge

Ngāti Rēhia were looking for urban design advice that could encapsulate and convey their design aspirations for housing in the rohe. They also wanted to ensure that the development’s designs align with Ngāti Rēhia’s cultural values and traditions.

‍The Solution

TUA workshopped with Ngāti Rēhia to identify the design aspirations and outcomes they want to see take shape in Kerikeri. TUA then looked at best practice urban design examples for Māori, and environmental sustainability inspiration. Overarching principles were then developed, to guide new housing in the region based on Kāinga Matatika, Taiao, Rawa + Ōranga and Mana Toi.

‍The Journey

Collaborating with the environmental consultant and technical experts, and working in parallel with the cultural and environmental impact assessment process, TUA progressively developed iterations of the design principles.

TUA outlined the strategic setting, and gave an overview of the principles. This included how they could be applied to various aspects of a housing development and projects that have incorporated Māori design aspirations.

Ongoing advice is being provided to the development partner throughout the design, consenting and development process. 

TUA developed a project prospectus for an integrated wellbeing precinct in Panmure. This visually engaging book supported in the deal origination, by outlining the steps that needed to be taken to catalyze the development. ‍

‍The Challenge

A developer approached TUA to request direction on how a deal could come together to deliver a health and wellness precinct. A structured delivery program was therefore needed; one heavily reliant on the alignment and mobilisation of multiple stakeholders.

A visually engaging prospectus was the key in support this deal origination phase. It needed to clearly articulate the project's vision and detail the commercial opportunity for all partners.

The Solution‍

TUA developed this structured delivery program for the developer, for them to take to potential partners and stakeholders to communicate the vision and ultimately get them on board.

The Journey‍

The process to develop the prospectus first involved an analysis of the local context, which in this case was Panmure in Auckland. TUA also undertook sight-specific analysis, to further understand how the project would align with strategic objectives for the area.

TUA supported the NZ Police with strategic property, planning, urban design, brief development; as well as going to the market for development partners to deliver a Police hub.‍

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‍The Challenge

The North Auckland Police needed a new area station, so engaged TUA's services to support the development of a brief to outline the station's requirements. 

‍The Solution

TUA undertook a needs assessment, then developed an evaluation framework for assessing the response. The brief described a new way of policing - inline with their organisational strategy - and offered an in-depth understanding on how a shift towards a more community oriented style of policing would work.

‍The Journey

This process worked in partnership with Oranga Tamariki and the New Zealand Police. Another central part of the journey was engagement with iwi as a partner, as well as other stakeholders to determine their requirements and roles in the project. TUA worked to develop criteria that responded to the strategic organisational direction; operational and functional requirements; and urban design and planning requirements. TUA also developed a needs assessment with key requirements, to inform the Request for Proposals from the market. 

This project explored the amenity and design that would be required to support the West Auckland Greenfields residential development.

The Challenge‍

TUA was asked to join the development team of the project, to offer innovation alongside other members of the existing design team. The specific focus was on delivering innovations in the Masterplan.

The Solution

The purpose was to develop a well-rationalised evidence base, to support the case for integrating a variety of urban amenities across the site. ‍The focus was on delivering amenities within their pre-existing Masterplan, that had previously been almost entirely residential. The solution included an analysis of target demographics, local amenity mapping exercises, a review of the Masterplan and to present findings to the existing design team. 

The Journey

TUA identified a strong evidence base to support engagement with regulatory agents; in particular, the Auckland Council Consenting Team and the Urban Design Panel. These agents could indicate where and how the Client could achieve the outcomes that they were seeking from their development. The journey also included recommendations for four individually themed commercial areas across the site that would best serve the diverse, targeted, resident population.

‍Alignment with existing Auckland strategy and policy was also important. Identifying the potential of the development to deliver on key outcomes sought for Auckland was crutial.

This project involved developing a marine asset network map, for the Eastern Bays area of Central Auckland. 
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The Challenge

A lack of understanding existed for the Eastern Bays Sailing and Boating Clubs, about the marine assets and how its network of facilities exists. There were competing views about what type of uses and activities should take priority - and at what location - so the Club bought TUA onboard to assist in developing an asset network map.

The Solution

TUA undertook asset mapping of the network. Then, position statements were developed and key requests collated and coordinated. This work included presenting the information and developing visual aids to support presentations to the Local Board, governing body and other stakeholders. 

‍TUA also developed a document to assist with advocacy for a more coordinated approach to decision making. The goal for this document was to to advance the position of one club who wanted to secure additional public reserve space for the use of the club. The document was used as a communication tool to better enable coordination among stakeholders.

The Journey

Having an in-depth understanding of the assets that exist within a sector, their uses, their capacity and restraints, was the key to coordinating long term planning for this network of assets.  

After Hutt City Council successfully secured $98m of crown funding, TUA was contracted to provide support to establish an Urban Renewal Programme. 

The Challenge

Hutt City Council had a number of major infrastructure and urban development projects planned and underway. However, there was no programme within the Council to manage the projects in a coordinated way. The role of government agencies also needed to be formalised. 

The Solution

TUA strategically aligned a series of complex and disconnected pieces of work to establish one coordinated approach. This resulted in the Council now working effectively with its partners to deliver infrastructure, public realm, housing, and transport projects in a more coordinated way. In the face of being the most densely populated flood plain in New Zealand, Hutt City Council now has a dependable pathway for developing a resilient, connected and vibrant city. 

The Journey

A governance structure and decision making structure was developed, mandated and embedded. Innovative levers were identified for gaining greater value out of future delivery. Including taking a more active role in planning for the use of public land, going beyond council's BAU role such as being a regulator (e.g. consenting) to taking a leadership role, and actively facilitating and enabling. Working with public and private sector partners, Hutt City Council is on track to deliver 3,500 new homes in the city centre. Through their new monitoring and evaluation framework, Council can be confident the new homes will meet its strategic objectives, such as increasing diversity, access and affordability. 

Akarana Marine Sports Charitable Trust engaged TUA for a review of their Concept Plan; and to report on best practice marine asset planning.‍

‍The Challenge

The Concept Plan for The Landing Park Reserve (aka The Landing) at Pokanoa Point in Ōkahu Bay was being impacted due to two main factors. One; a lack of understanding about the marine assets in central Auckland and how its network of facilities exists and two; and competing views about what type of uses should take priority at the Landing.

The Solution

TUA worked closely with Council stakeholders, Local Board members and industry representatives during document discovery and scoping, completing international benchmarking of exemplar marine sport and recreation precincts, as well as a review of the literature on the value of blue networks and changing trends for community marine sports and recreation facilities. This information was used to make a series of recommendations about how to advance the planning for the site. 

The Journey

The document was used as a communication tool to better enable coordination among stakeholders, and to inform the ongoing planning and management of The Landing. TUA presented the document and its findings to the client, Council staff and Local Board members, who then reviewed the document and implemented the next steps for Council-led planning. TUA had an ongoing role supporting the client to advance the recommendations. 

TUA provided advice on the barriers to getting more alternative housing choices on the market for older people.

The Challenge

The older population of New Zealand are faced with growing stresses related to ensuring they have a safe, warm, dry, secure home that is close to essential services and facilities, and enables them to maintain vital social connections to their community.

The Solution

TUA provided advice for the Office of Seniors about the existing barriers in NZ that are impeding the delivery of innovative and affordable housing projects; projects that would improve the number options available to older people. The advice explained why such projects are challenging to get off the ground, and even more challenging to replicate; including at scale.

The Journey

The models explored included; co-operatives, cohousing, Community Land Trusts, kaumātua housing, and build-to-rent. These types of housing models respond to the needs identified in our older populations, including offering affordability, social connections and community cohesion, ageing in place, and high quality design. TUA outlined the key barriers that we see facing these housing models in New Zealand and proposed some solutions that could be considered. 

A Racecourse site in Dargaville was up for development, and the three parties involved in this process needed to understand the most effective way of doing this. TUA undertook a market demand analysis to achieve this.

The Challenge

The Dargaville Racing Club, Dargaville Development Board and Te Rūnanga o Ngāti Whātua came together to explore the possibilities of developing the Dargaville Racecourse site. To do this, they needed to understand the local and regional market demand for commercial, industrial and residential property that could be realised in Dargaville.

The Solution‍

TUA worked to provide a market demand analysis for the site. This involved researching demographic and market statistics, engagement with market experts - including real estate agents, valuers, property owners, business owners. These experts spanned Kaipara, Northland and Auckland. TUA then outlined metrics for commercially viable development (GFAs, leasing rates, yields, etc.).

As part of the work, TUA also ran a survey to understand housing demand, as well as focus groups with older residents in Kaipara, specifically, to understand their housing tradeoffs and aspirations.

The Journey

Through this research, TUA identified three primary options for the market to respond to this opportunity. These options took into account the developer and/or client objectives, which included financial returns, timeframes and the realisation of wider economic benefits to Dargaville.

The final analysis provided by TUA contributed substantially to the overall evidence submitted to the Kaipara District Council, to support the plan change application for the Racecourse site.

A Future Development Strategy for the Whangārei District, planning urban growth and infrastructure delivery for the next 30 years.

The Challenge

As part of the new National Policy Statement on Urban Development (NPS-UD), Whangārei District Council was required to prepare a Future Development Strategy. The strategy needed to guide the future development of Whāngarei, by setting the vision and spatial strategy for growth over the next 30 years. 

The Solution

TUA, in partnership with MRCagney and InPlace, were engaged by Whangārei District Council to develop the strategy to spatially identify where long-term growth and infrastructure delivery should be focused.

TUA supported the development of strategic objectives and outcomes, to direct the growth of Whangārei as a well-functioning urban environment that enhances the four key aspects wellbeing.

Long-list scenarios, short-list scenarios, and refinements to the preferred scenario were co-developed; and TUA worked closely with the WDC to support their internal engagement process.

The Future Development Strategy resulted in consolidating and prioritising growth along a north-south ‘Primary Growth Corridor’, including the city centre, to make the most of investment in transport and three waters infrastructure in existing urban areas. Transport resilience was a key element of the preferred scenario, including public transport, rail, road and active travel elements.

The Journey

Developing the engagement plan was a core part of TUA’s role early on in the project. It informed the project throughout; including the establishment of a Working Group of key stakeholders. TUA provided a range of graphic inputs, maps for scenarios at each phase, workshop facilitation, as well as technical planning and strategy advice to support the development and refinement of Future Development Strategy growth scenarios. 

TUA worked alongside Ngā Hapū o Ōtaki to first secure funding; then produce their Housing Strategy.

The Challenge

Ngā Hapū o Ōtaki needed support to secure funding to then develop a Housing Strategy to provide for their community.

The Solution

TUA supported Ngā Hapū o Ōtaki to articulate their aspirations as they relate to housing, to help determine the strategic direction of the Trust and what their priorities were. A key aspect of this work was helping to equip the Trust to engage with the government, the Kāpiti Coast District Council (KCDC) and other stakeholder and/or partner organisations active in the housing space.

The Journey‍

TUA supported Ngā Hapū o Ōtaki in the application for funding by reviewing insights from Ngā Hapū o Ōtaki’s whānau housing needs assessment, to develop the structure of their own Housing Strategy. Other work included desktop data reviews, workshops to set the vision for the structure of the Housing Strategy, mapping out sites, determining whānau ownership, and identifying the planning context. 

TUA also provided an overview of options to secure further funding, and are still supporting the team at Ngā Hapū o Ōtaki to secure and progress their kaupapa.
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"Our relationship with TUA seeks to redefine what working in a true partnership means. Whilst the tangible outcomes will produce our Housing Strategy, being the crucial first step to achieving our housing aspirations, the intangible benefits of this relationship will enable both entities to increase their capacity and matauranga." - Project Lead, Ngā Hapu o Ōtaki
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In an ongoing piece of work for Kāinga Ora, TUA has been providing feasibility and capacity studies on sites owned by Kāinga Ora.

The Challenge

The core aim of these studies is to achieve the highest quality urban design outcomes, while honoring Kāinga Ora's priorities. This involves analysing site-specific constraints (natural, planning, infrastructure) to ensure the best solutions.

The Solution

In collaboration with Kāinga Ora, TUA works to understand the objectives. TUA has then been navigating the feasibility and capacity studies, by aligning organisational goals with robust urban design principles.

The Journey

This journey involves rigorous evaluation and analysis and can sometimes require creative compromises and design tweaks to ensure all priorities, including urban design outcomes, are met at each site.

TUA undertook an urban design assessment for an apartment development in Warkworth; the first to realise the Mixed Use Built Form in the area.

The Challenge

The client, Urban Detail Ltd, sought urban design advice to achieve resource consent for a luxury apartment development in Warkworth.

The Solution‍

The sloped site is situated on the edge of Warkworth town centre, in a Mixed Use Zone. This development, however, would be the first to realise the Mixed Use built form in Warkworth.

While on-site commercial was not included, the design development sought a high quality residential design outcome with spacious floor plans, sustainable on-site amenities, locally informed materiality, and access details to provide easy pedestrian access to all the amenities available in Warkworth's centre. Overall, TUA's urban design input supported the apartment to achieve resource consent.

The Journey

TUA worked with Urban Detail Ltd to develop the design for the apartment building (‘The Portland’), which referenced the river port history of the town. The result was an attractive and high quality development - the first consented project to make use of the Mixed Use Zone around Warkworth town centre.

For this project, TUA did a feasibility study for the delivery of cohousing in the Cambridge area. 

The Challenge

Cambridge Cohousing required support in developing a feasibility study, to assess the viability of their project.

The Solution

TUA worked with the group to confirm where the barriers were to progressing the project. This included land identification, as well as working through their lack of certainty regarding how the project would be funded and delivered. With these elements identified, TUA developed options for how to progress the project successfully.

A case study for other groups to access and learn from was developed and made publicly available, so the group could still contribute to the cohousing agenda, even though their own project did not end up being progressed. 

The Journey

TUA worked with the group on and off from their inception, helping to define what they wanted to achieve from the project.

When reviewing the information and looking at the planning constraints of the area, TUA presented two options as a result of their assessment; a semi-rural and urban development pathway. Different tenure arrangements and pathways for delivery were also explored, alongside how risk would be shared for each option. The report captured lessons learned to get a cohousing project started.

Advice on affordable, mixed tenure design to a Wellington community housing provider.

The Challenge

Dwell Housing Trust needed advice on their journey in understanding the full spectrum of housing models available. They wanted to achieve a range of tenures, and configure their mix of dwelling typologies in a way that supported community.

The Solution

TUA provided advice on leading urban design trends and their impact on community wellbeing across urban design and environmental sustainability. TUA also provided an analysis of the New Zealand housing spectrum and applicable case studies, along with a market demand analysis. 

The Journey

The advice and analysis TUA provided was guided by the strategic project setting facilitated. TUA also helped the Dwell Housing Trust realise its environmental sustainability goals, and considerations for this in regards to future developments. TUA also assisted in talks with a potential development partner about the opportunity to comprehensively master plan and develop the neighbouring site as a single development opportunity, that would provide additional housing; as well as spaces for community gathering.

Establishing an affordable Kāinga programme in Te Tai Tokerau.

The Challenge 

Te Pae Roa (TPR) needed support to secure $2.5m funding from EECA for a repairs programme, prepare the project planning documentation, and establish the programme. 

The Solution 

TUA supported TPR to secure the funding by developing a plan to establish the Kaupapa Management Offices (KMO) for the ‘Repairs’ Programme. This involved supporting TPR with funding proposals to philanthropic investors, based on a new framework for assessing impact, embedded in Te ao Māori to mainstream investors.  

The Journey

The funding was secured and repairs programme established in a way that lays the foundations for the development of a broader housing programme in the region. TUA set it up strategically, to attract philanthropic and impact investment, enabling a decentralised decision making and delivery structure to benefit whānau, hapū and iwi across Te Taitokerau.

It aims to support the community and whānau to identify, develop and lead solutions for appropriate housing and energy retrofits in Te Taitokerau, and to shift the dial for the wellbeing of the whānau.

Supporting Kāinga Maha’s submission to the Ministry of Urban Development & Housing Affordable Housing Fund -  Affordable Rental Pathway grant application.

The Challenge

Kāinga Maha needed to demonstrate and show there is a need for affordable rental housing in Bethlehem across different types of households.

The Solution
‍
TUA undertook a needs assessment to demonstrate why providing affordable rentals was necessary in this area. This included identifying which people are the most vulnerable to high rental costs, and how they could best be served at a range of rental price points. 

The Journey
‍
TUA undertook a desktop analysis of a range of data points supplied by both the public and private sectors. The analysis was wide-ranging and included looking at socio-economic indicators and housing amongst Māori. TUA went beyond just housing supply/demand and rental figures, focussing on rental affordability for different types of typologies at different household income levels. 

Identifying priority areas for development in central Lower Hutt.

The Challenge

Hutt City Council had a goal of enabling the construction of 3,500 homes, via investment in stormwater infrastructure for flood mitigation. They wanted to understand which areas would be the most suitable for development, so needed to identify the priority areas for investing in flood mitigation. 

The Solution

To address this challenge, TUA looked at the requirements of the IAF. TUA then incorporated other datasets to understand things like walking catchment from amenities, proximity to transport nodes, key natural hazards and more, to maximise benefits beyond the immediate funding objectives. 

The Journey

This project's journey centered around ensuring the targeted mitigation of the right areas that were vital for facilitating housing development. Then, by providing advice that extended beyond the confines of the IAF funding criteria, TUA conducted a thorough analysis to encompass a broader criteria.

This involved navigating a path that not only met the immediate objectives, but also provided comprehensive advice aligned with larger considerations to ensure holistic development for the city. Collaborating closely with engineers, TUA's approach sought to mitigate as many areas as possible, while ensuring precision by targeting locations critical for housing development.

TUA supported the Rūnanga of Ngāti Toa to understand the needs of their whānau, through a housing survey and a series of hui throughout the rohe. 

The Challenge

The Rūnanga of Ngāti Toa Rangatira (TROTR) needed a housing strategy to support strategic decision making, ongoing planning and communication with the Board and stakeholders.

‍The Solution

TUA supported development of a housing strategy; a direct response to the stories and data gathered from engagement and other statistical sources. This allowed Ngāti Toa to tailor their housing work to the needs and aspirations of their people.

The Journey

TUA co-developed a plan and provided support for TROTR, to undertake the necessary research and engagement to understand the needs of their whānau. Assistance was provided to Ngāti Toa to develop a housing survey to gather data about housing issues and opportunities, to add context to the stories heard through direct kōrero on the roadshow.

‍TUA then supported the analysis of engagement feedback and summarised findings into the housing strategy. This provided support to develop a housing strategy that explores how to respond to the insights from engagement, and deliver more equitable housing solutions for Ngāti Toa. 

Supporting the Greater Christchurch Partnership to get alignment on housing actions.

The Challenge

The partner organisations involved in the Greater Christchurch Partnership sought advice on how to respond to the known housing issues facing the region, and what their collective response should be.

The Solution

TUA workshopped with the member organisations the range of issues and existing solutions, identified opportunities to rethink the current housing settings, and achieve a range of objectives. The partnership wanted to understand how to demonstrate leadership in housing innovation, so a number of case studies were presented. Priority actions were identified for the partnership and its stakeholders. 

The Journey

TUA took a collaborative approach to developing this action plan, providing lots of opportunity for previous work to be tabled, discussed and incorporate. TUA also had a two way dialogue with each of the council’s involved in the partnership, so different perspectives were all taken into account.

Incorporation of mana whenua input and getting alignment on timing and priorities meant that the partnership had a shared view about the next steps and areas where further work was required, either together, or as individuals. 

TUA engaged in work for Kāinga Ora, to assist them in identifying their options for affordable housing delivery in Arlington, Wellington.

The Challenge

Kāinga Ora wanted to understand more about their options for partnerships at a key site in Arlington, Wellington. The partnerships they sought were with the community itself, community housing providers, and the Māori housing sector, in order to deliver and manage affordable housing. Up until this point, there had been no established organisational policy on affordable options, or any approved mechanisms and tools.

The Solution

TUA provided advice on the needs of the community, based on the demographic and market analysis undertaken for the neighbourhoods that surround the development and also the Wellington region.

TUA outlined a range of affordable housing products that Kāinga Ora could consider in addition to the government-supported rental housing, to serve the needs of the community. A review of the tenure and typology mix was also provided, and TUA made recommendations on how to improve the initial concept design scheme. 

The Journey

Because new models of affordable housing were being proposed - ones that are not yet common in NZ - in addition to the shared equity models that do exist, the challenges of delivering alternative affordable housing options were also identified.

The advice TUA provided showed that the key mechanisms to deliver affordable housing are: policy; finance and financial assistance; leadership, education and awareness; land use planning and strategy; as well as construction and consenting costs. All of these factors should be considered in Kāinga Ora’s affordable housing strategy.

This advice helped to inform the Affordable Housing strategy and policy work that the organisation was undertaking with the Ministry for Housing and Urban Development. 

This project required TUA to act as technical advisors for mana whenua, in their review of the Onehunga Wharf masterplan draft as presented by Eke Panuku.

The Challenge

Eke Panuku led the development of a masterplan for the Onehunga Wharf redevelopment, and wanted meaningful input from Auckland mana whenua early in the process. 

The Solution

Eke Panuku wanted mana whenua to have the opportunity to review the draft masterplan, to ensure it was in line with their aspirations, values and obligations.

TUA was appointed as one of the technical advisors in supporting mana whenua in this process. Their aspirations for the project were numerous, with a principal focus on the Manukau Harbour and it’s health and life-sustaining capacity or mauri, as expressed in Take Mauri Take Hono (outcomes framework).

The Journey

TUA's role was to support mana whenua with expert advice on equitable and affordable housing, through the review of the draft masterplan. Their outcomes and objectives frameworks, Take Mauri Take Hono and Hoaketanga, guided this review process.

The process was collaborative, working closely with three other advisors and technical experts appointed by mana whenua (environment, landscape & public realm, architecture and urban design) to form integrated advice regarding the draft masterplan. TUA met regularly with the mana whenua forum, to discuss their framework Take Mauri Take Hono, how it could be applied to the masterplan review and inform our advice, and opportunities to strengthen the framework.

The advisors group also kept in contact with Eke Panuku staff to keep them in the loop on progress.

Developing a typological framework for understanding public space located within energyscapes, with case studies of Aratiatia and Benmore.

The Challenge

Inspired by the legacy of the Ministry of Works, Diane Brand wanted to undertake research to understand the relationship between public space and major infrastructure projects in rural New Zealand. This required archival research and building the historical narrative about the delivery of Aratiatia power station and Benmore Dam, and to develop a understanding of these energy projects and the hydro energy landscapes they created through development.

The Solution

This research developed a typological framework for understanding public space located within energyscapes, through the integration and application of existing frameworks from urban design, landscape and energy systems disciplines to the energyscape environment. We applied it to the evaluation of local public space provision in two case study hydro-energyscapes: Aratiatia and Benmore. Both developments represent historically important sites of national power infrastructure, with distinct contextual differences and scenic value which offer implications for public space. The final research paper presented recommendations for a best practice approach to the provision of local public space benefits in hydro-energyscapes. 

The Journey

This research considered new questions about the role of major energy infrastructure projects in the development of public space in Aotearoa, New Zealand. As the demand for renewable energy generation continues to increase, the typological framework for hydro-energyscapes presented in this research can be used to evaluate and influence future energy infrastructure planning, decision making and design, and act as an evidence base for investment in the public realm components of hydro development projects. 

The Challenge

Far North Holdings had a site they wanted to develop for affordable rental housing on Ranfurly Steet in Dargaville, using a prefinished building system. 

The Solution‍

The final design TUA proposed included 46 units with a mixture of 2 and 3 bedroom units, surrounded by a new cul-de-sac road and open space areas.

Some 2-bed units were configured in clusters of four units (quadplex), which were of similar scale and form to standalone dwellings in the existing neighbourhood. Other units were proposed as groups of terraced units, with blocks arranged to be facing the proposed street. The design had a focus on supporting residential amenities, pedestrian movement and character, while offering a range of housing options. 

‍Working closely with the planner, engineers and client, TUA supported the overall team in the design development process, to achieve a balance of site constraints (to layout and desired yield), with the urban design needs of having a legible streetscape and good residential amenities. TUA worked to ensure both of these aspects considered scale, height, and bulk - in a way that will contribute to and integrate with the existing suburban residential character of Dargaville.

The Journey‍

The site was zoned as residential. However, it was situated within an area of growth that would become medium density in the future (as identified in the Spatial Plan). The design strategy therefore sought to be consistent with the exposure draft of the Kaipara District Plan, which would update District Plan zoning to support this medium density development. The resource consent was processed in parallel to the District Plan and granted, non-notified.

TUA supported the Greater Christchurch Partnership, in their development of their spatial planning process.

The Challenge

The partner organisations involved in the Greater Christchurch Partnership required support in building the scope of their spatial plan, and how it would be developed.

The Solution

‍TUA provided assistance to the project management team, communicating the work that had been complete to date and determining the scope and direction of the spatial plan. TUA outlined what was needed, in order to develop a way forward for delivering their spatial plan. 

The Journey‍

Workshops and high levels of collaboration were required, for everyone to land on a plan that was palatable and affordable to the partner organisations. It also needed to be and achievable within their time frames, so this was also a priority for consideration.

Further support was provided to define the direction and core narrative regarding the distribution of growth between territorial authorities. Informative visual material was developed by TUA to support these groups in understanding the breadth of issues. These challenges included the need to understand what was most important to the region; how the spatial planning process could be used to identify regional priorities; and a clear direction for growth in the Canterbury region. 

In collaboration with Re/Volve Energy, TUA provided expert support and consultation to the Queenstown Lakes Community Housing Trust (QLCHT), for a masterplan review of their Tewa Banks development. TUA gave guidance in order to support improved sustainability and wellbeing through development.

The Challenge

Queenstown Lakes Community Housing Trust wanted to understand how to innovate and create stand-out liveability and sustainability outcomes, all with the goal of creating leading-edge housing developments, that improve the lives of residents and their local community. 

The Solution

TUA supported the trust in understanding how to achieve this, supplying them with the knowledge and tools to adopt best-practice design, sustainability and wellbeing principles. TUA provided a Development Guidebook to support this project, and also for them to carry forward into future projects.

The Journey

A masterplan for the Tewa Banks development had been lodged to the Queenstown Lakes District Council for resource consent approval, but QLCHT then identified the opportunity for it to better align with the objectives of the trust, in their vision to innovate and challenge current thinking in residential development. 

The work involved for TUA to support them in this mission included scoping and visioning, urban design and housing research/case study analysis, carbon and life cycle cost analysis, and sustainability policy review; to lead to the development of the final, custom recommendations and advice.

Supporting the design and establishment of a $55 million kāinga programme in Te Tai Tokerau (Northland).

The Challenge

TUA advised and provided start-up support to Te Paeroa in developing a housing prototype model, Te Pouahi, to deliver affordable rental housing for Māori families in need of quality and affordable housing within Te Tai Tokerau. The prototype also had to demonstrate how it would be able to sustainable fund an ongoing pipeline of affordable rental projects.

The Solution

The program went beyond housing delivery and established a ‘one stop shop’ that builds the capability and capacity of project groups, undertakes the design and delivery of housing, as well as building the foundations for attracting additional funding and investment into Te Pouahi. Te Pouahi will support a collaborative network of whānau, hapū, iwi, trusts and Māori organisations in both urban and rural areas within Te Tai Tokerau.

The Journey

TUA developed a financial and funding model for the housing projects, that ensured funds are recycled and reused for other affordable housing projects throughout Te Tai Tokerau. We also developed the governance structure at a Fund and project level, and drafted the engagement strategy for approaching all stakeholders along the housing ecosystem in the region.

This project involved the development of a 30 year Spatial Plan for Hutt City territorial area. 

The Challenge

Hutt City Council required an update to the old Urban Growth Strategy, and a cohesive vision to guide the cities growth, including significant major investments planned for the city. Existing strategic documents, each outlining different facets of the city's development needed to come together with a longer term view of 30+ years.

The Solution

TUA's role was to synthesize diverse perspectives, align strategies, and create a cohesive spatial strategy and action plan for the city's growth in close collaboration with council teams. The resulting Plan outlined a clear way forward for how the city should grow over the next 30 years.

The finished Spatial Plan included eight strategic moves, as well as specific actions to be completed which contribute to each move. Growth and development was focused around the city centre as well as the north and east Valley Floor.

TUA's outcome based approach ensured that the proposed actions can contribute toward achieving the vision; that it is a long term and enduring document that will stand the test of time, as regulatory and political environments inevitably change. 

The Journey

Striving for best practice in spatial planning, TUA's approach developed a plan that encompassed and balanced all aspects of the city's future evolution. From social infrastructure, climate adaptation and biodiversity to sustainable transport, cultural recognition, economic development and housing intensification; there was much to consider.

TUA prioritised where development and investment occurs, to best support the realisation of the vision for Lower Hutt. Meeting community needs in a way that increases resilience and provides a clear, affordable and practicable direction for growth was very important. 

‍The Spatial Plan had community engagement in late 2024 and is expected to be approved in 2025.

This piece of work centred around understanding how economic and urban development work together. 

The Challenge

‍Development Christchurch Limited (DCL) was being disestablished, with the economic development agency (ChristchurchNZ) in Christchurch taking over its functions. DCL was seeking to understand how the functions of economic and urban development could work together. 

The Solution

TUA provided a summary of the literature about the inter-relationships between urban development and economic development functions of Council Controlled Organisations. TUA then outlined the major learnings that could be applied in the context of Christchurch.

The Journey

Providing advice assisted those to design and deliver a transition plan that saw the successful integration of DCL’s urban development and regeneration functions with the ChristchurchNZ's economic development agenda. ChristchurchNZ has since enabled several urban development projects on council owned land, in collaboration with the private sector. 

Facilitation of a multistakeholder workshop, to reset the project planning for an integrated rail and urban development project in Bunnythorpe, Manawatu. 

The Challenge

Te Utanganui is a multimodal transport and logistics project, led by Kiwirail but with multiple partner organisations. They required help to move from the early planning stages of the project into the delivery stage.   

The Solution

TUA facilitated an all-day workshop with its partner agencies Palmerston North City Council, Waka Kotahi, regional councils, the Economic Development Agency CEDA and mana whenua. 

‍TUA developed a high-level programme plan that summarised work to date, outlined why the project was needed, its objectives and benefits, who was involved and what each of the major workstreams needed to be. 

The Journey

Bringing years of experience of turning strategy into action, TUA was able to help navigate the various perspectives of the different partner organisations and identify the roadblocks that were preventing the project from advancing. 

‍TUA produced a highly visual summary document that outlined all of the major elements to the programme, and simply communicated a roadmap for progressing the project.

‍TUA worked through the interdependencies of multiple projects within the programmes. 

This project is part of the wider piece of work TUA undertook for the development of the Racecourse site in Dargaville.

Community and stakeholder engagement to understand the aspirations, needs and requirements for the proposed development of the Dargaville Racecourse site.

The Challenge
‍
The Dargaville Racing Club, Dargaville Development Board and Te Rūnanga o Ngāti Whātua received a grant from the Provincial Growth Fund, to prepare a plan change application to Kaipara District Council for future development of the site. 

The Solution

Insights from the engagement events were analysed, themed and collated into a summary report that was used to inform the concept development plan and also included in the Plan Change application. 

The Journey

Engagement with neighbouring residents, Racing Club members and the wider community was undertaken early on in the project to introduce key stakeholders to the development opportunity being considered by the plan change, and to provide a forum to hear key concerns, aspirations and opportunities for the development from within the community.

‍Later engagement was used to keep the community informed about the project and provide an opportunity to give feedback on the proposed plan before it was lodged with the Kaipara District Council as a Plan Change application.

In a large piece of research commissioned by BRANZ, TUA investigated just how liveable the medium density housing in NZ is.

The Challenge

TUA was engaged by the Building Research Association of NZ (BRANZ), to investigate how liveability was being achieved by medium density housing, as well as understanding how it could be improved. 

The Solution

This multi-year project comprised four key phases:

• A literature review of the international and national research on liveability in medium density housing
• A review of the existing policy setting in New Zealand
• Interviews with the regulators of medium density housing outcomes (Councils)
• Surveys with residents who live in medium density housing

The Journey

In designing a multi-phase project, TUA was able to understand both regulatory and non-regulatory barriers to delivering medium density housing in NZ, as well as understand the perspectives of both the public and private sectors - as well as residents themselves. In addition to providing key recommendations as a result of the research, TUA also identified the knowledge gaps relating to liveability research in New Zealand, which helped to identify areas that require more research.

An accelerated activation strategy to improve pedestrian and cycling permeability and safety. This strategy also included placemaking intervention to transform areas into vibrant and attractive destinations for residents.

The Challenge

Developing critical public transport associated with significant urban development helps improve urban innovation and paves the way for similar transformations across the country. It was essential that this project involved innovative thinking across all stages of the process. 

The Solution

TUA developed an Accelerated Activations strategy for a significant urban transport project. This included a Temporary Use Concept Plan for an area that sought to improve safety, enhance connectivity and strengthen the sense of community, pride and belonging.

The Journey

‍It turned an underutilised area into a vibrant hub while improving cycling and pedestrian access. By incorporating design elements such as wider sidewalks, bike lanes, seating, activities, pop-up events, etc., the area becomes more attractive. Creating public space art and community interaction opportunities fosters a lively atmosphere, drawing people in and promoting a sense of belonging. 

TUA provided advice on the establishment of the eastern Porirua Regeneration Programme. 

The Challenge

The Eastern Porirua regeneration programme involves the redevelopment of thousands of homes. A key challenge for major regeneration is bringing together the public, private and third sectors (including the community) to achieve wider economic, social and environmental outcomes.

The Solution

Over two years, TUA provided support through the early stages of the programme, understanding the outcomes sought by Kāinga Ora, Porirua City Council and Te Rūnanga o Toa Rangatira: as mana whenua. This included organising an international study tour to visit world-leading examples of large-scale regeneration programmes that enhanced community wealth.

The Journey

Outputs included a co-design process to develop an Outcomes, Monitoring and Evaluation Framework, that set the baseline for wellbeing indicators and measures; a town centre delivery process that was the interface between the design teams and the commercial teams working to rethink three local centres in Eastern Porirua; and, a housing strategy and affordable housing feasibility plan to deliver affordable housing options alongside the social/public housing.

One of the major recommendations was an establishment of a Community Land Trust on land owned by Te Rūnanga o Toa Rangatira in partnership with the pacific community. 

In collaboration with Matakohe Architecture and Urbanism, TUA supported the Dargaville Racing Club, Dargaville Community Development Board, and Te Rūnanga o Ngāti Whātua in the development of an Urban Design Concept and plan provisions, to support a plan change application for mixed-use development.

The Challenge

TUA was engaged to develop an urban design concept masterplan to support a plan change application for a proposed mixed use development, including retirement village, on a rural site 3km from central Dargaville. 

The Solution
‍
The design response was developed with evidence, insight and feedback gathered from mana whenua and community engagement, site and context analysis and input from technical experts, as well as demand analysis. It required a balance between the diverse aspirations and requirements of the tripartite group - including the Rūnanga as future developer - Racing Club as landowner, with the community’s aspirations and needs for development. TUA provided an appropriate planning and urban design response to the site and its attributes and constraints.

The Journey

In collaboration with Matakohe and technical experts, while working in parallel with the cultural impact assessment process, TUA progressively developed iterations of the concept development plan, from a framework structure to an outline plan and masterplan (bulk and location). 

‍TUA developed the recommended planning provisions and outcome definitions for each development area, that would support the urban design outcomes provided for in the concept development plan. 

‍A key consideration in the provisions was to enable comprehensive developments with shared amenities (e.g. retirement village, papakāinga style living) and providing for hauora, community health and wellbeing outcomes in a central mixed use area called the Hauora Hub.

TUA was invited to be guest editors for a special edition of Asylum; Unitec’s Architecture and Design journal.

‍
The Challenge‍

Working with the Unitec School of Architecture and Design, TUA helped to curate the publication of this first special edition.

‍The Solution

TUA developed the journal theme "Reimagining our Future Neighbourhoods", which invites readers to challenge typical conceptions of how we build our towns and cities in Aotearoa. Not only that, it encourages readers to embrace new philosophies, construction methods, and amenities.

The journal was published in 2023 and included new, diverse voices in the fields of architecture and urban design. A high quality physical and digital publication was produced, with TUA providing input in the design of the journal. 

‍The Journey

Focusing on the theme "Reimagining our Future Neighbourhoods", TUA curated 14 articles from innovative academics and practitioners around Aotearoa. 

This process involved an open submission to contribute, as well as reaching out to TUA's vast network of exemplary people working in these spaces, who's voices TUA wished to amplify. Providing feedback to authors and collaborating on edits, TUA also managed the submission and peer review processes. 

For this project, TUA supported a resident-led development in Ōtautahi Christchurch by developing an engagement tool to support their process.

The Challenge

An Urban Guild in Ōtautahi wanted to undertake several workshops with potential residents of a proposed residential development in central Christchurch. 

The Solution‍

TUA worked alongside the members of the guild, Urban Apostles, to develop the assets and collateral required to successfully deliver the resident engagement. Building on best practice resident-led residential development projects from around the world, TUA developed a workbook that took the participants through an extensive process to understand what they wanted from their housing, how resident-led development worked and how they might be involved in the design process. 

The Journey

TUA designed and commissioned the publication of a generic workbook that can be used by other groups, and drew on best practice while considering the unique context of Aotearoa. 

This project involved supporting Auckland Council and the Local Board, in planning for their public consultation of the Open Space Network Plan.

The Challenge

Auckland Council and the Local Board required support for the public consultation process on the draft Tāmaki Open Space Network Plan.

The Solution

TUA worked alongside Auckland Council and the Local Board, to develop a strategy for the public consultation on the draft Tāmaki Open Space Network Plan. The goal of the consultation was to increase community awareness and understanding of the network plan, as well as the wider regeneration initiative.

The consultation focused on the next step in implementing reserve development; how the community can be engaged in this process; and how it will impact them.

The Journey

TUA recommended consulting on the key moves and prioritised actions, to provide a more rounded level of feedback from the public. Getting feedback on specific Concept Plans also needed to be factored into the consultation on the wider plan. TUA presented these recommendations to Auckland Council, proposing changes to the draft Open Space Network Plan as a result of the community engagement.

Understanding the role of blue space in port cities: investigating the application of a spatial typological matrix.

The Challenge

The notion of blue space in urban planning and design discourse is relatively new, as is a whole-systems approach to considering water spaces as integral to overall city form and the urban experience of citizens. This research investigated the role of blue spaces in port cities, delineating the critical relationship blue space has to traditional green and grey urban spaces. 

The Solution

This research drew insights from history and past research into port cities by Diane Brand. Working with Diane, TUA applied urban design theory to maritime technologies and environments to reveal a new genre of port and harbour types.

TUA developed and tested our concept of a sea-to-land continuum, using a matrix that defines urban space types across scales, graduating from sea to city. Case studies of the western port cities of Auckland and Oslo supported the research. Insights from past TUA study tours and TUA's interdisciplinary expertise in architecture, urban design and civil engineering added value to this research. 

The Journey

This research highlights how blue space typologies are important spatial elements of post-industrial port cities, particularly at the sea-to-land interface. As the regeneration of port cities continues through the post-industrial era, this research provides a framework for analysis which can add precision to the effective design of interstitial spaces on urban waterfronts. This work reiterated the relevance of blue spaces, and using the typology matrix opens up the possibility for designing new types of space that blur the lines between blue and urban categorisations.

Understanding the relationship between urban form and public health in Auckland, New Zealand.

The Challenge

University of Auckland planning academics needed support with ongoing research about urban planning and public health. TUA came on board to compile the information and research available about the relationship between the evolution of urban form and health in Auckland, focusing on the links between policy models and population health. 

The Solution

TUA undertook comprehensive information gathering and research, to develop both an essay and supporting presentation materials concerning the relationship between urban planning, urban form and public health in Auckland from 1820 to 2020.

A key finding was the way in which the development of the urban form in Auckland has been characterised, over time, by the utilisation of urban planning as a social prophylactic. As Auckland’s urban form has evolved, so too has public health and the need for alternative health responses to new crises.  

The Journey

At the time of this research, the topic was of great importance due to Auckland being in the midst of the COVID-19 pandemic. Because of this, new public health responses were required - and therefore urban planning policy responses. The team at TUA worked to deepen understandings of urban development history in Auckland, through the lens of public health. It was a valuable reminder of TUA's mission to develop a healthier, more equitable city in the future.

Placemaking and design-led planning as tools for resilience. 

The Challenge

The University of Auckland was interested in understanding the role of placemaking as a tool for resilience. They wanted to learn from places who took a design led approach to recovery. 

The Solution

‍TUA undertook a piece of research to support the University's two published articles in the following international journals:

• The Role of Placemaking as a Tool for Resilience: Case studies from post-earthquake Christchurch, New Zealand.
• The New Zealand experience of a design-led approach to post-earthquake recovery in Christchurch.
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‍Flip through these journals below.

The Journey

TUA were able to bring first hand knowledge of the recovery and rebuild of Canterbury, due to TUA's co-director Greer's direct involvement in this work. TUA's previous research in design led planning and place activation through placemaking, also meant TUA was able to co-author the reports with lead researchers and urban planning experts.

The Paekākāriki Housing Trust were looking for support in understanding the implications and opportunities of the new National Policy Statement on Urban Development rules in Paekākāriki. The goal was to better understand the suitability and options for alternative housing models.

The Challenge

The Paekākāriki Housing Trust was set up in 2016 by a small group of locals in response to a much-loved whānau being priced out of the community. However, concerns were raised about how that was going to look, and how the existing infrastructure would support the planned intensification of the area.

The Solution

TUA facilitated a discussion with local residents, to better understand what the new government rules meant for the village, as well as the benefits of intensification and what it could look like for Paekākāriki. TUA then brought their findings to the attention of the Kāpiti Coast District Council, in relation to their proposed Community Land Trust. 

The Journey

A range of opinions and voices were heard at the November 2022 workshop. Representatives from Ngāti Toa and Ngāti Haumia were also present. The output of the hui has been used to inform future planning, and there is now a wider understand in the community about the potential role that different types of housing can play.

This project is part of the wider piece of work TUA undertook for Kāinga Ora, centred around the Eastern Porirua regeneration. ‍

The Challenge

Kāinga Ora wanted to understand the range of different housing options possible, for implementation within major programmes to deliver the outcomes identified in the regeneration programme. 

The Solution

TUA lead a two week national and international study tour, which resulted in increased awareness for parts of Kāinga Ora about the vast number of housing options that could exist within a housing ecosystem. The tour successfully lead to approval for further exploration of some of the more viable options. 

The Journey

This two week study tour saw TUA educate the team by visiting major urban regeneration programmes overseas, and showcasing the range of different housing projects available.

The trip was supported by considerable research, to first understand the variety of housing models being used internationally and around New Zealand. A lot of these models can provide more affordable and equitable housing choices for low and middle income earners, and ones that better consider social and environmental impacts.

TUA reviewed the current NZ housing policy and its limitations, making recommendations on what the government can do to deliver better housing outcomes across New Zealand's major housing projects. The report included multiple examples and case studies; as well as outlining the benefits and challenges of each model. 

This project involved the development of a five-year business plan, to guide the future direction of the Papakura Museum.‍

The Challenge

The Papakura Museum required a strong strategic direction and robust plan on how to transition a broader range of revenue streams, in order to support its activities. The goal was to achieve a sustainable, breakeven position and be a more resilient organisation as it moves into the future.

The Solution

TUA and the Museum team worked collaboratively with their stakeholders to define the Museum's ambitions, aspirations, core services, strategic direction,  operational model, performance measures and targets, priorities, annual budget, financial projections and reporting requirements. 

The Journey

The business plan outlined the ambitions for the Papakura Museum and strategic priorities for the next five years. TUA provided services including offering strategic advice, and engaging with the local community as well as stakeholders to successfully deliver a solid, strategic business plan.

A co-created report on developing community-focused housing for Aotearoa, with Panuku as a local case study. 

The Challenge

The objective was to find a community-focused housing option that met the outcomes of perpetual affordability, housing choices, scalability and replicability, belonging and participation, demonstration of innovation and sustainability. 

The Solution

The report demonstrates that Community-focused housing (CFH) should become a core component of strategies for neighbourhood regeneration to deliver quality and affordable housing. 

The commercial structure and finance security required are outlined within the report, with consideration and explanation on the various types of policies, private investment, public financing, and the nature of the Council/Crown partnership.

The Journey

Six outcomes were considered in Panuku’s Indicative Business Case with five of those options being considered as to having meet all objectives as agreed with Panuku. These options aim to serve low- to moderate-income earners who are generally essential workers. Options included are:

• Tower development(10-storey) with unit title ownership and land included in purchase price. 
• Tower development (10-storey) with cooperative ownership, and land in a Community Land Trust. 
• Three-storey development with unit title ownership and land included in the purchase price. 
• Three-storey development with unit title ownership, with the land in a Community Land Trust. 
• Three-storey development with cooperative ownership, with the land in a Community Land Trust. 

For this project, TUA supported the NZ Police with staff engagement, design, and visioning of a future Hamilton Police Hub. 

The Challenge

The New Zealand Police had a goal of using the development of their new station in Hamilton, as an opportunity to enact their strategy of making stations more community focused. 

The Solution‍

TUA planned and facilitated workshops with mana whenua (Waikato Tainui), representative groups, service providers, and police staff to understand the role of the police hub in the community. TUA assessed the needs of the hub to fit within the NZ Police’s strategic direction - including Te Huringa o Te Tai, and Police Presence in Communities report. 

The Journey

Working with the Police as well as other project stakeholders, TUA developed an evaluation framework to assess the possible development criteria and designs for the new hub. A process of categorising and prioritising design interventions was undertaken, to assist Police in developing a business case to support the build.

‍TUA supported Kāpiti Coast District Council to develop a housing strategy, for a more equitable and sustainable housing system.

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The Challenge

The project was to outline how the district could equitably house more people by rethinking the housing system. Since Kāpiti Coast District Council is not a housing provider, solutions had to be explored at a strategic level. 

The Solution

The Kāpiti Coast District Council housing strategy was developed using evidence-based insights of the housing challenges that the Kāpiti Coast District is facing. The analysis undertaken informed the actions and priorities that Kāpiti Coast District Council can pursue to meet the real housing needs of the Kāpiti Coast now and into the future. The strategy provides a clear direction about the role of Council and the shift that needs to happen to achieve the objectives. 

‍There is now a foundation for which partnerships with other organisations, across the public, private and community sectors, and with iwi, can be developed. 

The Journey

TUA supported KCDC through a series of internal workshops that explored the many facets of the housing system and its possibilities. These workshops were used to inform the development of the Housing Strategy which included:

• Primary research into the current and future demographics of the area, and future lifestyle trends.
• Reviewing and synthesising relevant content from other KCDC strategies and reports about housing affordability, supply and demand.
• Internal workshops to identify issues, opportunities and key objectives of each sector that needs to play a role in housing delivery.  
• Defining tailored housing objectives for the Kāpiti Coast, and key partnerships that are integral to making change in the housing system in the Kāpiti Coast. 
• Outlining the potential for innovative solutions.
• The Kāpiti Coast District comprises neighbourhoods of varied sizes, each with its own housing story and challenges. Understanding these stories and challenges was key to developing a housing strategy that was proactive and could provide tailored solutions to the needs of residents. 

A multi-year advocacy programme to amplify community voice and vision for large-scale urban regeneration in Auckland, taking a multi-pronged approach with public events and targeted engagement to decision makers. 

The Challenge

Following the development of the Uptown Community Vision, there was a need to share the vision in order to create buy-in from urban regeneration stakeholders in the district. 

The Solution

In partnership with Uptown, TUA coordinated several events to share the upcoming change with the neighbourhood, including:

• Presentations on the future of urban housing in Aotearoa, including sustainable build-to-rent, collective living models, and urban Māori housing. 
• A panel discussion from some of Auckland’s most forward-thinking built environment minds, about how urban regeneration can contribute to placemaking and a sense of identity. 
• Face-to-face presentations to decision makers to share the Uptown community vision, which resulted in the place pillars being incorporated into organisations’ regeneration outcomes. 
• A walking tour, highlighting historical sites and future potential for regeneration as part of the Urban Walking Festival. 
• A multi-day, multi-event Futures Festival developed in partnership with University of Auckland, AUT and Unitec to showcase locations across Uptown, and how the precinct may look and feel in the future.

The Journey

This work involved an ongoing relationship with Uptown, for TUA to continue advocacy work to promote and adapt the community vision, ensuring it's visability with decision makers. The project included a multi-channel engagement plan, as well as targeted presentations / meetings with key government and community decision makers. TUA's mission involved promoting each of the Place Pillars developed in the community vision, and explaining their relation to how people will live and do business in Uptown in the future. 

TUA undertook New Zealand's most comprehensive housing demand assessment with this project. TUA combined extensive quantitative and qualitative research to understand the needs of the local Kāpiti community. 

The Challenge

People’s stories of living on the Kāpiti Coast are varied and complex, and often the voices of the people who are most in need are the voices that aren’t heard. The challenge for this work was to create engagement opportunities and channels that allowed all voices to be heard and therefore reflected in the future aspirations of housing. 

The Solution

There is now a robust evidence base that provides in depth insights about the housing needs of current and future residents of the Kāpiti Coast. This can be used as baseline data for future monitoring and evaluation of the progress being made towards achieving the objectives outlined in the Housing Strategy, and that can be used to help with measurement of the impact that current and future government and council spending will make in the region.

The Journey

TUA undertook analysis from a wide range of resources to build an evidence base that would guide future planning for housing. These insights were compiled from census data, local council and Kāinga Ora statistics, national housing data, and critical review of previous reports. 

TUA supported KCDC through:

• Development of a housing survey
• Development of questions and collateral that was tailored to each engagement event (45 events)
• Extensive qualitative engagement through survey and focus groups
• Reviewing and analysing data
• Compiling data into an easy-to-understand report

TUA, along with Matakohe Urbanism + Architecture, was engaged by Kāinga Ora to develop a neighbourhood masterplan of more than 250 homes.

The Challenge

Kāinga Ora owns a significant number of parcels of land in a neighbourhood where the population is predominantly Māori (58%). TUA and Matakohe were engaged to develop three masterplanning options for the future of the neighbourhood.

The Solution

The process began with analysis to identify the current environmental, social and built form context to better understand the challenges and opportunities the neighbourhood is facing. The process continued with the development of five strategic drivers, influenced by the engagement with hapū and refined through a SWOC (strengths, weaknesses, opportunities and challenges) analysis. These drivers were used as an assessment framework to test four potential masterplan development scenarios.

From the scenarios, three detailed masterplan options were then developed and presented to Kāinga Ora. These options focus on providing concrete solutions by integrating intergenerational living and papakāinga housing.

The Journey

The goal of this project was to test new ways of doing masterplanning with a methodology more inclusive of mana whenua aspirations and vision. Early engagement with the community (hapori) and mana whenua (hapū) built our understanding of the social and cultural landscape, including pūrakau, significant sites, whakapapa and whanaungatanga in the neighbourhood area, which were an important part of the development of the masterplan. 

In collaboration with the University of Auckland, Unitec and AUT, TUA worked with the Uptown Business Association to put on a festival that brought  communities together to imagine the future of their neighbourhood.

The Challenge

The Uptown precinct (which captures portions of Eden Terrace, Grafton and Newton) is undergoing rapid change. TUA and the Uptown Business Association had worked together previously to establish a vision for the area, but now needed to showcase it in a way more people could experience and contribute to.

The Solution

Bringing on board the architecture schools at AUT, Unitec, and the University of Auckland, TUA developed courses and programmes for these students centred around the future of Uptown. This involved sharing the history and current context of the Uptown neighbourhood with the students, and what this could mean for designing its future.

The stunning student work was showcased at a public, week-long festival which involved 3 pop-up galleries and 4 events over the course of 8 days. The festival encouraged Aucklanders to boldly imagine what the future of the precinct could be, and reinforced the Uptown Community Vision to the Auckland's decision makers.

The Journey

550+ students - from year 1 through to Master's students - worked on a variety of projects based on addressing some of the challenges in Uptown or enhancing the existing character. This gave a real-life example of a regeneration project to the students and built awareness of the constraints of this area.

TUA planned the Futures Festival alongside the Business Association, helping with theming, locations, and content. One of the festival's key events involved a panel discussion involving influencers such as Green Party MP Chlöe Swarbrick, who spoke to hundreds of people about the opportunity for the precinct's regeneration. The Festival was successful in showcasing how a community vision can be reflected in design responses, as well as the value in having young people, business associations, and residents contributing to conversations about the built environment.

This project involved TUA developing a set of strategic guidelines and recommendations, to help Auckland Council and Auckland Transport’s communications teams in growing community support for transport systems change.

The Challenge

Auckland Transport and Auckland Council have a plan to make sure our city protects what we love and works well for all of us in the long term. However, they often lack the visible public support to make the systems changes needed to achieve this plan. 

The Solution

The journey TUA went on to achieve a solution, meant bringing the Auckland Transport and Auckland Council teams together to result in a clear path forward for a more integrated approach to future transport communications. Senior leaders at both organisations have endorsed the strategic guidelines and agreed with the recommended approach. It will be included in a wider VKT Reduction package, and used to help secure the government support needed to achieve greenhouse gas emissions and transport goals.

The Journey

Working collaboratively with ACG’s communications team, TUA developed a set of strategic guidelines and recommendations that integrate with their current work programmes. The guidelines demonstrate how the organisations could apply a values-led communications technique, which is proven to help build support for change in communities.

An integrated communications approach, positioning a public vision, creating a communications plan, developing a narrative-led campaign brief, and measuring community outcomes was all part of the process in providing guidance for their communications.

Most crucially, TUA identified the additional government support needed to achieve greenhouse gas emissions and transport goals, providing a case for future communications funding.

TUA delivered a regeneration framework for iwi, Council and the community in eastern Porirua to assist with their urban development project.

The Challenge

This project was New Zealand’s first urban development project to be mandated under the Wellbeing Budget. It consisted of eight neighbourhoods on the east side of Porirua; the redevelopment of thousands of homes and the comprehensive economic, social and environmental regeneration of the area. The challenge was to co-develop a framework to guide the partnership between iwi, crown and Council.

The Solution

The framework included mapping the governance arrangements, project structure and stakeholder groups, as well as defining what regeneration through a wellbeing lens could look like in the eastern Porirua context. Outlining the roles for each partner agency across all programme deliverables was also included in the framework.

The Journey

A multistage approach to delivery included desktop research and a document review. Engagement with the strategic partners and broader stakeholders to agree the framework was also a key part of the journey.

‍The framework’s primary use was as a communication tool to help build understanding and awareness of the programme. It confirmed the strategic direction, and explained the breadth and depth of the programme - to a range of public, private and third sector stakeholders. This was important in the context of needing across-agency buy in and funding appropriation.

Developing a housing strategy for Ngāti Hāua Iwi Trust.

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The Challenge

Ngāti Hāua Iwi Trust wanted a housing strategy to support their aspiration of delivering housing in their rohe for their people. They wanted to support uri to build homes on their whenua, overall improving the wellbeing of Ngāti Hāua people. This project was funded by Te Tuapapa Kura Kāinga - the Ministry of Housing and Urban Development - through the He Taupua Fund.

‍The Solution

The Ngāti Hāua Iwi Trust Housing Strategy is a living document that presents the values, aspirations and key actions areas for the Trust to focus their housing efforts. It is grounded in knowledge of the housing needs and aspirations among uri of Ngāti Hāua, developed from a housing survey (TUA and Pumanawa Services) and collated insights from several whānau wānanga and other public data sources.

The strategy identified 5 action areas to guide the delivery of both tangible and intangible aspirations for their housing. It supports an approach that is flexible; presenting multiple possibilities and approaches as a way of being able to stay responsive to the social, economic and political environment that always changes over time.

To support these action areas, the strategy also provided site-specific feasibility insights, for whenua development opportunities that could become available post-settlement. 

The Journey

Through previous work with Ngāti Hāua Iwi Trust, TUA had developed strong relationships, mutual trust and an understanding of the aspirations, challenges and opportunities the Trust faces in the housing space. TUA worked closely with the Trust’s housing lead, trustees and local contractor Pumanawa Services, to develop this housing strategy. This was to ensure that the Trust had ownership of its development and ongoing use/implementation as a living document.

TUA supported a successful plan change application for mixed-use development in Dargaville. This included masterplan concept development and planning provisions, market demand analysis, economic impact assessment and social impact assessment.

The Challenge

‍‍The development opportunity was a challenging proposition from an urban design perspective, seeking to create a mixed-use development with suburban residential activities on a rural site, on the fringe of the Dargaville township. The Kaipara Spatial Plan 2050 had indicated that this site would be a future Industrial area also.

The Solution

TUA worked closely with the tripartite group, planner and project managers to lead the development of the plan change proposal. Engagement with the tripartite group was ongoing, sharing insights during the process from engagement and analysis, to design, and getting consensus around how to respond to key development challenges, whether financial, social, physical or spatial. 

TUA provided expert evidence for urban design and housing demand at hearings, supporting the successful plan change decision in July 2023.

The Journey

TUA provided an Economic Impact Assessment (with Castalia Advisors and The Property Group), a Social Impact Assessment, Urban Design Assessment and Concept Design (with Matakohe Architecture and Urbanism) and Market Demand Analysis reports including engagement, housing survey, retirement focus groups and consultation.

TUA provided urban design advice and a masterplan review for Kāinga Maha, with a focus on typology, tenure mix and community-centric design.

The Challenge

Kāinga Maha was supporting VisionWest and Glen Eden Baptist Church with the redevelopment of their campus in Glen Eden. The development masterplan draft needed to combine the existing activities and structures on site; add medium density housing; and overall provide a more integrated, community-focused campus for all the activities it supports.

The Solution

TUA advised on urban design, integrating the advice with the other consultants involved in the review process (geotechnical, civil and planning). Following a site visit, TUA completed a context and site analysis, then reviewed the proposed design in order to identify all of the opportunities to improve community outcomes, housing mix and urban design elements.

The Journey

Overall, the draft masterplan was a well-resolved urban design concept, that was appropriate for the site; aligning the clients vision, values and activities. A range of recommendations were offered to improve the balance between private domestic spaces, and more ‘public’ spaces within the campus. Doing this would enhance pedestrian safety and existing natural features, and offer appropriate shared amenities for the residents.

Opportunities to engage further with mana whenua were identified, to consider cultural narratives and what meaningful cultural design integration could look like.

This project involved working with community stakeholders to develop a strategy for the Roskill Youth Zone Business Plan. This included a sustainable model of operation and responding to changing needs.
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The Challenge

Roskill Youth Zone (RYZ) is an Auckland Council community venue supported by the Puketāpapa Local Board. It supports programmes run by several community organisations for youth and their families in Puketāpapa. The first RYZ Business Plan was prepared in 2012, so a new plan which considered the future of RYZ and local youth - the future leaders of this community - was needed.

The Solution

The RYZ Plan provided a summary of the engagement feedback, draft vision, mission and values, and operational objectives for the centre going forward. It gave a high-level recommendation of short, medium, and long-term actions across the three focus areas, and will be used to guide the planning for the future of the centre.

The Outcome

The development of this plan used best-practice approaches to community engagement. It took a big-picture view of anticipated neighbourhood change and development to identify how the future operation of RYZ could be sustainable and aligned, or adaptable to the anticipated change in the area. 

As well as demographic research, TUA met with programme and community leaders to facilitate engagement sessions with students after school. This involved meeting and talking with young people and their parents about how they use the centre, and what aspirations or concerns they have about its future.

This project is part of the wider piece of work TUA undertook for Kāinga Ora, centred around Eastern Porirua.

Kāinga Ora were seeking to understand what successful regeneration would look like in Porirua. In response, TUA developed an easy to understand framework for measuring successful wellbeing outcomes in the area.

The Challenge

Kāinga Ora wanted to apply the Treasury's National Living Standards Framework at a local scale, to achieve community wellbeing outcomes when delivering the Eastern Porirua future regeneration programme. 

The Solution

As a result of TUA's work, Kāinga Ora and their partners now have a fit-for-purpose framework that can immediately be applied to Porirua. The framework ensures that the urban regeneration would be undertaken in a way that protects and enhances community wellbeing across all levels - as opposed to displacing people.

The Journey

Extensive research, systems thinking and data visualisation went into the development of the framework. TUA also hosted a number of workshops with the Kāinga Ora project team as well as cross-government workshops, which drew together all potential project partners to be a part of defining measurable regeneration success over the 25-year programme.

The framework can now be used by Kāinga Ora, Porirua City Council and Ngāti Toa to evaluate and align their activities, creating better wellbeing outcomes for the people of eastern Porirua.

This project involved guiding the development of a housing strategy for the Eastern Porirua Regeneration Programme. The strategy was needed in order to understand demand, as well as how to respond to changing housing needs and preferences within the planning of this large scale regeneration programme.‍
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‍The Challenge

To guide the planning by government, council and community housing sector, a housing strategy for the Eastern Porirua Regeneration Programme was needed. In order to achieve this, two things were needed: an analysis of both qualitative data about the community, as well as quantitative information, about housing needs and preferences from the community.

The Solution

TUA conducted research into the current and future demographics of the area, as well as future lifestyle trends: 

• Reviewing and synthesising relevant content from reports about housing affordability, supply and demand, development economics and yield studies for the programme
• Stakeholder workshops to identify issues, opportunities and key objectives of each sector that needs to play a role in housing delivery
• Analysing the community engagement outputs (undertaken by the engagement team)
• Redefining how we assess future housing demand; outlining the potential for innovative solutions

The Journey

The analysis TUA undertook provided recommendations about which community-focused housing models might be suitable for the communities in Eastern Porirua. TUA also proposed a potential community-led housing initiative pilot, to demonstrate how innovative housing models can satisfy the specific housing needs for their community.

The report identified the key actions required of delivery partners, community members, future residents, community housing providers, iwi and government agents across five key areas: people, policy, education & awareness, land and finance.

Wellington City Council engaged TUA to analyse their existing policies and strategies, in order to develop fresh objectives for the new Wellington Central Library. 

The Challenge

In March 2019, the decision was made to close Wellington’s Central Library indefinitely. This was in response to new seismic performance guidelines that highlighted structural issues with the building. The opportunity arose to rethink Wellington’s library offering, and adapt it to a more future-focused building and library service. 

The Solution

TUA reviewed and analysed existing Wellington City Council information, synthesised objectives, and identified key gaps in the information needed to inform the future direction for the library. 

The Journey

TUA conducted a comprehensive overview of the challenges and opportunities of redesigning the library. This process included consolidating the information from the initial Council strategy and policy documents, as well as the research and engagement done to date.

Key ideas for the future of the library were then developed in order to feed a vision document to guide the library's future development. These communicated both the community’s ambitions for the library and its functional requirements.

The Urban Advisory reviewed the planning goals and strategies implemented as part of the Christchurch earthquake rebuild response. 

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The Challenge

The review was to assess the progress of the recovery objectives stated in the Christchurch Central Recovery Plan (CCRP) against a range of different metrics across urban design, economy and investment, delivery and development (construction and infrastructure), social recovery, environmental and ecological sustainability, culture and heritage, and the regulatory outcomes. 

‍The Solution

Relevant national, regional, and city-level strategies were reviewed by TUA to provide a comprehensive understanding of the strategic context for the review, as well as best practice indicators that could be used to measure the progress achieved. TUA also developed an assessment framework for measuring and evaluating regeneration progress, within which the wider team would complete their review. 

‍The Journey

TUA delivered an initial insights report summarising each focus area in the CCRP and identified opportunities to increase momentum in each area. To aid decision makers in summarising progress, assessing confidence and indicating any shifts in strategic priorities, TUA developed a visual tool and decision framework to inform near-term decisions impacting the realisation of CCRP objectives. 

TUA also made recommendations about how to increase regeneration momentum in the central city, enabling recommendations to be made to the Minister for Regeneration and the Mayor of Christchurch.