MAPM9.100 Applied Business Research Project

MAPM9.100 Applied Business Research
Project
MASTER OF APPLIED MANAGEMENT
RESEARCH PROPOSAL
Dharani Karishma Amir Ali
Strategic management of social housing in the non-profit sector New Zealand
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Executive Summary
The economic and social changes of the 1990s presented noteworthy changes to
housing strategy. These changes flagged the finish of the Family Benefit
Capitalisation Plan and sponsored loan fees, which had added to the quick
development of home possession all through the past three decades. People needed
social housing prompted the rating up of budgetary markets, making capital more
available; the expulsion of sponsorships to nearby government for retired person
housing; the presentation of market rents for state housing occupants and the
presentation of the Accommodation Supplement as the essential type of government
housing help. Thus, it is important to develop a multi-view approach that will be
helpful to inform strategic management of social housing in non-profit sector New
Zealand in this research.

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Table of Contents
MAPM9.100 Applied Business Research Project ......................................1
1. Aims/objectives...................................................................................................8
2. Research question................................................................................................9
3. Introduction/background/rationale....................................................................10
4. Literature review...............................................................................................10
4.1 Topic background......................................................................................10
4.2 Housing and social policy..........................................................................12
4.3 Theory of Multi-view approach.................................................................14
4.4 Overall policy framework..................................................................................15
4.5 Impact of housing policy...................................................................................20
5. Research methodology......................................................................................22
6. Limitations........................................................................................................24
7. Risks and Contingencies...................................................................................25
8. Ethical Considerations......................................................................................26
9. Timeline............................................................................................................27
10. References.....................................................................................................28
11. Bibliography.......................................................................................................30
Appendices...............................................................................................................32

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1. Aims/objectives
In this research project the strategic management of social housing sector in
New Zealand will be investigated. Both positive and negative aspects of this
topic will be evaluated critically in order to identify the challenges and
potential benefits. In addition, in this research the factors and challenges
faced while implementing a strategy for social housing in New Zealand will
be investigated.
The objectives of the research can be described as follows:
 To identify the strategic management policy that can be developed for the
social housing sector in New Zealand
 To find out the challenges that may be faced for the social housing sector in
New Zealand.

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2. Research question
The research will focus on investigating development of a strategy that will take a
multi-view approach for social housing in the non-profit sector for housing in New
Zealand. In order to cover the research objectives, it is important to obtain appropriate
answers to the following questions in the research.
Research question 1:
What are the Strategic Management issues for the social Housing sector in NZ?
Research question 1a: How can strategic management policy be developed for
social housing sector in New Zealand?
Research question 1b: What are the challenges that might be faced for the social
housing sector in NZ?

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3. Introduction/background/rationale
Housing is one of the key areas by which social as well as economic well-being of
people can be influenced. Successful housing results are considered vital to the
communityi. Social housing strategy is required for providing a clear focus for
involvement in the specific area as well as appreciation in the essential services along
with priorities, which can be anticipatedii. In this perspective, social housing strategy
of New Zealand Housing can be defined as follows.
Non-profit housing programs are supported and delivered by local as well as central
government in order to assist low and modest income households as well as other
disadvantaged groups accessing proper, suitable, secure as well as affordable housing.
However, the challenge in this perspective is the impact of the wider issue of
affordability. As the cost of houses is rising faster compared to household incomes,
there has been a declining affordability of housingiii. On the other hand, demographic
as well as social housing factors are expected to result in demand for social housing
exceeding its availability. Thus, in this research, the strategy for social housing would
be helpful for the associated organizations to adopt and gain advantagesiv. However,
high range of housing makes tough for low-income individuals as well as families to
find suitable accommodation needsv. Thus, it is important to develop research that
will analyse all factors for social housing strategy in New Zealand. On the other hand,
as the research will be based on a multi-view approach, it is important to analyse the
approach that proceeds to a whole-system analysis as well as design to evaluate
possible solutions to inform the situation.
4. Literature review
4.1 Topic background
New Zealand's past housing landscape has been changed. Political as well as social
events such as Polynesian and colonial settlement, the New Zealand wars, the Great
Depression, the world wars as well as the subsequent baby boom and the urban float
and transient floods of the 1960s have all affected housing strategiesvi. Government
housing activities of the previous 150 years have included town settlement plans.

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Furthermore, in 1986 the Residential Tenancies Act was passed, setting out the rights
and commitments of proprietors and occupants and giving exhortation. This included
reintroducing wage-related rents for state housing occupants and supporting critical
development in the volume of state housing stockvii. Different projects that have been
started included endeavours to enhance housing quality through the audit of the
Building Act 1991; the rustic housing and solid housing programs; interest in the
development of option social housing arrangement by neighbourhood government and
group gatherings; reconstructing housing research limit and starting a pilot contract
protection program to help access to home proprietorship for low income based
familiesviii. Thus, it is important to research on analysing social housing strategy for
non-profit sector in New Zealand. The Accommodation Supplement was expected to
increase choice, as it was available across all sectors and for both rental and
ownership. Its advocates thought it would reduce the marginalisation of State
beneficiaries, as it gave them greater choice, as they were no longer locked into State
housingix. Thus, it is important to develop strategy for the case.
House costs in New Zealand have risen forcefully finished the most recent decade,
expanding the weight on the arrangement of settlement for those people and families
outside the private land and property rental market. Social lodging stock is at present
commanded by Housing New Zealand's $15 billion portfolio which is under critical
weight. Around $1.7 billion is required to keep up and redesign state-claimed
properties alone. In addition, somewhere in the range of 2500 people and families are
in prompt need of housingx. Accordingly the New Zealand Government has made it a
need to revaluate the way New Zealand funds and conveys social lodging solutions. In
May 2011, the New Zealand Council for Infrastructure Development (NZCID) and
the Australian Trade Commission drove an appointment of around 30 open and
private division social and group lodging industry agents to Australia. The reason for
the visit was to research elective techniques for conveying non-private lodging stock
which may be appropriate to New Zealand. The designation took a gander at three
distinctive lodging ventures right now being worked on in Sydney and Melbourne,
each of which was attempted utilizing an alternate obtainment display.
One anticipate, in progress in Carlton, Melbourne, includes the redevelopment of 192
open lodging units. It is driven by a designer who, under contract from the Victorian
State government, won an aggressive offer procedure to supplant existing open
lodging stock with new units and convey co-found private properties available to be

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purchased to private buyers. A moment demonstrate, in progress in Kensington,
Melbourne, additionally incorporates the redevelopment of open property with
development of an extensive number of co-found private lofts. Its main purpose of
contrast to the Carlton display is that a not-revenue driven group lodging association
gives on-going property and tenure administration administrations. The third model is
being connected in Bonnyrigg, Sydney. This venture, the biggest and most radical of
the three, is an open private association (PPP) between the New South Wales State
government and a private consortiumxi. It is a long haul understanding for the
consortium to configuration, manufacture, back and, where appropriate, work and
keep up 81 hectare lodging improvement including social and private lodging. The
designation both went by and was informed on the three models. This gave the
gathering a chance to watch each of the activities in its present state and also
comprehend and evaluate the procedures behind the venturesxii. On the premise of the
site visits and the foundation briefings, the assignment was made a request to give
criticism to ZCID on their individual conclusion and evaluation of the achievement of
the three models. In view of the total of this input, NZCID distinguished the
accompanying key discoveries.
4.2 Housing and social policy
Having secured and reasonable housing enhances the capacity of family units is
almost noteworthy need to give a steady situation to family, with resulting
enhancements in wellbeing, business and instructive resultsxiii. For instance, the
reintroduction of income-related rents has affected the social and financial prosperity
of state inhabitants. Inhabitant turnover in state investment properties has diminished
in many zones of the nation, from a normal of 33% in September 2000 to 15% in
September 2003xiv. A few zones have seen considerably more sensational changes,
particularly a few sections of Auckland, where turnover rates dropped by up to 70%.
Money-related strategy, tax collection arrangement, social help and migration
strategy can possibly helpful in developing effective strategy for social housingxv.
While a level of contrast is normal, there are housing results that the administration
accepts are not adequate.
New Zealand's housing sector is divided in separate parts, which incorporates those
properties 100% claimed by private premiums, including proprietor occupiers,