Regenerate Christchurch

Regenerate Christchurch operates under the Greater Christchurch Regeneration Act 2016. Providing advice on utilising the Act, which has the power to make changes to the Christchurch District Plan and regional plans, to support successful regeneration.

Regenerate Christchurch

Christchurch, New Zealand

Regenerate Christchurch, jointly funded by the Crown and Christchurch City Council, was established under the Greater Christchurch Regeneration Act 2016 to lead regeneration, engage and advocate effectively with communities and stakeholders, work collaboratively with others and provide independent advice to decision makers.

The scope of work has been broad, from extended, geographically-focused areas to the provision of key strategic advice on achieving regeneration outcomes. Over time, the focus adapted to reflect Christchurch’s evolving needs, including the identification of opportunities to maximise the benefits of the significant private and public investment that has been made in Christchurch.

PMO Services & Advice

November 2017 – June 2019

Responsible for the establishment and implementation of improved programme and project management practices to support a best practice project delivery approach across Regenerate Christchurch.

P3M3 Maturity Assessment – Reviewed the current project management maturity of Regenerate Christchurch using the NZ Treasury Investor Confidence Rating – P3M3 Maturity Assessment Tool. A summarised report with recommendations and an implementation timeline was presented to the Senior Leadership Team and was approved by the Chief Executive.
PMO Establishment – Working alongside the Regenerate Christchurch Programme Implementation Lead, developed a Project Management Office function based on best-practice methods. This included the establishment of specific work programme projects to improve financial tracking processes, resource utilisation, and risk and issue management. Governance structures were revised, a change control process developed, and a reporting framework was rolled out for both projects and organisation functions, to improve transparency, schedule control and Board advice.
Project Management Tools – Developed a full suite of templates and processes to support project resources. These were made accessible from a new PMO SharePoint site.
Expert Guidance & Training – Facilitated lessons learned workshops, requirement gathering workshops and PMO subject matter training sessions. Provided project management support and mentoring to resources across the organisation.
General Manager Corporate Services – Led the Corporate Services team consisting of Human Resources, Procurement, Accounts, Project Management Office, Technology and Finance functions for a period of 3-months while the incoming Director of Business Performance was sourced. As a core member of the Executive Team I provided thought leadership advice and direction setting, maintained relations with strategic partners and key suppliers, and ensured all operational components for the organisation, including cashflow and performance reporting were managed effectively.

Business Performance Manager

June 2019 – Present

Responsible for organisational leadership, leading the Programme Management Office (PMO), and ensuring business performance across the delivery of all work undertaken by Regenerate Christchurch.

Business Performance – Support the Director, Business Performance and Transition to drive quality strategic business planning processes that result in enhanced organisational performance. This involves working with each business support function to ensure appropriate goals are developed and that these are regularly monitored and assessed against organisational performance objectives and targets.
PMO and Programme Leadership / Governance – Lead the PMO, including financial, procurement and resourcing functions, to ensure consistency, transparency, quality governance and reporting across all approved projects and programmes. Provide governance, leadership and meaningful advice to members of the Executive Leadership Team on a regular basis.
Change Leadership – Lead regular reviews of core operational processes to optimise operational performance and to improve the bottom-line of the organisation.
Reporting – Prepare robust and comprehensive accountability reporting internally, and externally for strategic partners, shareholders and for compliance with regulatory and central government requirements.

Get in Touch

Let us know if you have an interesting project and want to work together!