One of the most important roles of the South Island Committee of Property Council New Zealand is to listen carefully, engage constructively, and advocate credibly on behalf of our members and the wider property sector.
Over the past year, our committee has placed a strong emphasis on proactive stakeholder engagement — not as a box-ticking exercise, but as a genuine commitment to better outcomes for our cities, our communities, and our industry.
Our Regional priority as set and agreed by the committee is:
Investing in the future of our cities and communities – facilitating certainty and unlocking opportunities for growth through stronger stakeholder relationships.
And we have broken this down into the three main objectives:
- Facilitate certainty
- Unlock opportunities for growth – unlocking growth with purpose-driven urban investment
- Stronger stakeholder relationships
And by focusing on objective 3, we activate the other two objectives.
Deepening relationships with local government
A significant focus of our engagement has been with local government across the South Island. In Christchurch, we have spent considerable time meeting with both elected members and staff at Christchurch City Council, discussing issues ranging from planning reform and consenting performance to infrastructure sequencing and inner-city revitalisation. These conversations have been open, robust, and solutions-focused, reflecting a shared desire to see Christchurch continue its evolution as a liveable, investable city.
Beyond the city boundary, we have engaged with Waimakariri District Council, recognising the critical role the district plays in the broader Christchurch urban system. Growth pressures, housing delivery, and transport integration are challenges that do not stop at council lines, and our dialogue has reflected the need for joined-up thinking.
Further afield, our committee has maintained strong connections with Dunedin City Council and Queenstown Lakes District Council, engaging on matters such as development feasibility, infrastructure funding, and the unique pressures facing high-growth and tourism-driven markets. Each region has its own context, but common themes continue to emerge — particularly around certainty, timeliness, and long-term planning.
Partnering with economic and regional agencies
Our engagement has not been limited to councils alone. We have worked closely with ChristchurchNZ, recognising the vital role it plays in attracting investment, supporting regeneration, and telling the story of Christchurch as a place to do business. Alignment between the property sector and economic development agencies is essential if we are to unlock catalytic projects and deliver meaningful urban outcomes.
Similarly, discussions with Environment Canterbury have focused on regional planning, infrastructure, and environmental considerations that directly affect development viability. These conversations have reinforced the importance of early engagement and clarity as we collectively navigate the balance between growth, resilience, and sustainability.
Engaging central government voices
We have also valued the opportunity to engage with central government representatives at PCNZ gatherings, including local MPs such as Dr Hamish Campbell, Rt Hon Gerry Brownlee, Hon Dr Megan Woods, Hon Dr Duncan Webb. These discussions provide an important channel for sharing on-the-ground insights from the South Island property market — insights that can inform policy settings, funding priorities, and legislative reform at a national level.
Listening to those delivering on the ground
Equally important has been our engagement with Christchurch, Dunedin, and Queenstown inner-city developers, universities, supermarket providers, iwi, and other major property owners that collectively shape the South Island’s built environment. These discussions bring a practical, delivery-focused lens to the table — highlighting real-world challenges around construction cost escalation, financing constraints, planning frameworks, consenting timeframes, and fluctuating market confidence. These are not abstract issues; they directly influence whether projects proceed, pause, or are redesigned, and ultimately whether our cities can grow in a sustainable and affordable way.
As a committee, we see immense value in ensuring these perspectives are not only heard, but accurately reflected in our advocacy. Our role is to translate lived delivery experience into clear, credible conversations with councils, government agencies, and decision-makers. By grounding our advocacy in the realities faced by those delivering projects today, we help bridge the gap between policy intent and practical outcomes — strengthening confidence, improving decision-making, and supporting a more resilient pipeline of development across the South Island.
A platform for collaboration
Across all of this engagement, a consistent theme has emerged: progress is best achieved through collaboration. The Property Council South Island Committee does not position itself as an adversary, but as a constructive partner — one that brings evidence-based insight, commercial reality, and a long-term perspective.
We are proud of the depth and breadth of stakeholder engagement undertaken over the past year, and we remain committed to building on these relationships.
The 2025 South Island Property People Awards were a standout example of stakeholder engagement working exactly as it should. The depth and diversity of award submissions this year reflected a sector that is not only active, but genuinely engaged — with consultants, developers, contractors, local authorities, and emerging professionals all stepping forward to share their stories. Just as telling was the breadth of people in the room on the night, representing every corner of the South Island property and construction industry. That level of participation doesn’t happen by accident; it’s the result of consistent listening, collaboration, and advocacy that gives people confidence their voices matter. The awards became more than a celebration — they were a live snapshot of an industry that feels connected, heard, and invested in shaping its collective future.
By continuing to listen, connect, and advocate, we can help shape cities and regions that are prosperous, inclusive, and resilient — outcomes that benefit not only our members, but the entire property industry.
Tom Chatterton
Director, Rider Levett Bucknall
Tom is a Director of RLB in Christchurch having commenced his career with RLB as a Senior Quantity Surveyor in 2012. He is also chairman of the Global Digital Advancement Committee.
He has worked on a full range of large-scale construction projects with values up to $450 million. He has played a pivotal role in the rebuilding of Christchurch city centre and sits on the Property Council South Island Regional Committee.
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