A collective voice for growth
We’re working hard to bring our industry together with one voice. We’re advocating for change on the big issues; earthquake-strengthening, the Christchurch rebuild, the provision of infrastructure, housing, RMA reform, local government organisation, district plans and consents, and fees and charges.
Wherever you are in New Zealand, we believe our industry would benefit from improving the way central and local Government and private sector works together.
We’ve laid this out as three key challenges and seven core actions in our 2015 Manifesto, and we will be progressing them as we advocate to decision-makers at all levels of government.
For years we have asserted that layers of regulation contribute to uncertainties, delays and extra costs for development that is passed on to the end user. Our 2015 Manifesto takes this a step further by calling for the Government to insist that local authorities consider how their plans and consent processes affect the commercial viability of development.
Councils need to stop imposing obligations and restrictions in isolation of the broader context of what they are trying to achieve. We don’t want to overburden councils with bureaucratic processes; we do want more council officers with economic/development expertise involved in consenting and plan-making.
We believe that to avoid decisions being made in a silo, councils should be obliged to undertake economic assessments as to whether their plans meet specific development targets – prior to notification. Notified planning documents need to be more holistic.
Collaboration: Working better together to effectively utilise different skill sets, expertise, experiences, view-points and resources
Courageous, forward-looking, holistic policies: Decisions that secure long-term benefits and are not waylaid by politics or short-sightedness
Balanced, evidence-based decisions: The right information must be collated and recorded, in order to take decisions and actions that have considered all factors objectively
Actions for Government and the private sector
1. Real collaboration, and early, ongoing engagement with the private sector on addressing the costs associated with earthquake strengthening
2. Enablement of private sector participation on the board of agencies/bodies facilitating the Christchurch rebuild (the government needs private sector property expertise and professionals on its team)
3. Consideration of alternative options to secure sufficient investment in infrastructure
4. Further ongoing work and engagement with the private sector to address housing affordability concerns
5. Courageous, forward looking holistic policies reforming the current planning and resource management processes.
6. This must include ensuring more balanced, evidence based council decisions and requirements in plans and consenting, which account for all relevant factors – including implications for development and feasibility
7. In depth review of local government organisation and funding – including transparency in fees and charges
8. Securing information retention or an urban development database