What a Portfolio Business Case for a city could look like

In August 2025 I published a portfolio business case (here) for a city.  From May to August 2025, I developed the business case and posted as I developed it which I set out below….

The compelling case (here) to improve outcomes by 2030 knowing the current trends [1] indicate that outcome indicators are static or declining due to a lack of :

• confidence in finding a job. Economic

• helping in the community and feeling safe walking alone. Social

• engaging in cultural activities. Cultural

• confidence land is being used for optimal purpose. Environment

• confidence in Council and Parliament. Governance 

• connection with neighbours and preparation for a disaster. Disaster.

Improved outcomes will result in benefits[2] that people will have more confidence in finding a job, feel safer, be more engaged in their community, have greater trust in Council and Parliament and be more connected with neighbours and prepared for a disaster.

I then posted how we could improve economic outcomes (here); environmental outcomes (here); social outcomes (here) and cultural outcomes (here).

I then outlined how infrastructure can enable improvement in outcomes specifically in transport (here), water (here) ,housing (here), energy (here), and communications (here)

____________________________________________________

[1]These trends are based on data gathered each October since 2019 through a community survey which asks questions of residents based on the wellbeing indicators in the Governments Living Standards Framework (here), which have been aligned to the Governments resilience areas (here). A score trending less than 60% is a vulnerability and a score trending greater than 60% is a capability. Here is the Wellington suburb survey data showing the trend lines https://newlandrg.weebly.com/result-2019-2024.html

[2] Using the wellbeing indicators in the Governments Living Standards Framework and attaching monetary values to, from The Treasurys; CBAx data set.