Richard Capie Email & Phone Number

New Zealand

Wellington, Wellington Region, New Zealand

Chair of WORD - an NGO inspiring a life long love of mountain biking across New Zealand

Wellington, Wellington Region, New Zealand

Board member of Landcare Trust - NZ Landcare Trust empowers the communities we live and work in to focus on, and improve, the sustainability of our land and water quality.

Wellington, Wellington Region, New Zealand

Providing consultancy advice to New Zealand organisations with a particular focus on public sector engagement/investments, environmental issues, governance and business strategy.

Wellington, New Zealand

Since moving back to NZ in late 2011 I've been part of the Executive Leadership Team at BRANZ, the Building Research Association of New Zealand. Responsibilities include internal and external research investment and industry and government stakeholder engagement. From 2014 through December 2015 I was Chair of the Interim Governance Group for the National Science Challenge, Building Better Homes, Towns and Cities. As Chair I successfully led the Challenge from its early inception through to its approval and c$50m of 10 year government funding. I am stepping down as GM Research Investment from the end of May 2020 as BRANZ implements a new strategy which I’m proud to have helped shape. From June I will be continuing to work on special projects for BRANZ while looking for my next leadership challenge.

Wellington, Wellington Region, New Zealand

Establishment Chair for the Interim Governance Group that led the creation of one of New Zealand’s National Science Challenges. Headed up the Challenge through its establishment phase concluding with a successful multi-instructional collaborative bid securing of $45m of funding and recruiting a permanent governance team.

London, United Kingdom

Family Mosaic is one of the largest housing associations in the UK, providing affordable housing and housing services to over 45,000 people in London and Essex. It is a large landlord with over 20,000 rental properties. It is also a significant property developer building over a 1,000 new homes every year. In addition to being a Group Board member I was also a member of the Finance and Development Committee. I resigned my position when I moved back to NZ.

Coventry, United Kingdom

From January through August 2011 I was Deputy CEO of CIH. This was an interim position to which I was appointed by the Board to take on greater responsibilities within the business during the illness of the Chief Executive. The main focus was ongoing responsibilities around policy, practice and communications as well as supporting the CEO and Board during succession arrangements. I also took the lead on the negotiation and agreement of a long-term multi-million pound commercial partnership with a media partner. This contract was signed in June 2011. I resigned from the DCEO role and my transition responsibilities in August when family circumstances prompted a move back to NZ.

I led the directorate responsible for the development and implementation of CIH policy and practice products and services across the UK. I also led on CIH’s key external communications and had oversight of the communications and marketing team. This included speaking engagements at key sector conferences, seminars and events as well as acting with the Chief Executive as the key CIH media spokesperson. I appeared on BBC and Sky television, radio (Radio 4, 5live, regionals), in broadsheets (Times, Observer, Guardian, Financial Times etc) and the sector press. I also led on external stakeholder relations with government, providers (public, private and non-profit), residents’ organisations and other key groups such as lenders and house-builders. Appointments included:o Tenant Services Authority sounding boardo Communities and Local Government housing sounding boardo CLG repossessions advisory groupo Audit Commission Housing Inspectorate Sounding Boardo Mayor of London’s Investment Taskforceo Inside Housing Editorial BoardI was active in widening and strengthening CIH’s stakeholder engagement – developing relationships beyond traditional or core partners (such as CLG, the Audit Commission and the HCA). Responding to membership direction and recognising the wider impact of housing policy across public policy agendas, stronger relationships were established with the Department for Work and Pensions (responsible for housing benefit and employment issues), Treasury (housing finance and investment as well as the core role around economic competitiveness and development), Department for Education (Family Intervention Projects links between housing and education), the Home office (Anti-social behaviour) and the Department for Health (links between housing quality and public health outcomes, services for vulnerable and older people). I was also successful in establishing new relationships at the highest level, including for example with the PM’s office.

London, United Kingdom

As head of corporate policy at the Housing Corporation I led on the establishment of a clear and distinctive policy voice for the Housing Corporation appropriate to its role as an executive non-departmental public body. Key aims included:• ensuring our frontline investment and regulation experience was available to inform Ministerial policy decisions;• exploring more effective ways of delivering affordable housing policy objectives as a key contributor to the Government’s wider sustainable communities agenda;• developing and promoting the Corporation’s external relationships with key stakeholders;• ensuring that the Corporation was well linked in to policy discussions taking place in Whitehall and beyond; and • developing a policy framework to ensure the Corporation was able to focus on providing solutions and was able to maximise its influence of the wider policy agenda. From February 2006-August 2006 I was seconded from the Housing Corporation to ODPM/CLG as its representative on the team carrying out the initial phase of the review of England’s housing and regeneration delivery institutions. The review considered the role and purpose of these institutions and considered what changes could be made to improve on existing delivery. The review involved extensive analysis of objectives, tools, clients, legal powers, as well as undertaking an initial cost benefit analysis of any change. This fundamental review of existing institutions and delivery mechanisms led to the announcement of plans for the creation of a new homes agency – to be made up of the Housing Corporation, English Partnerships and some delivery functions from within the Department. This organisation has been established as the Homes and Communities Agency.

Wellington, Wellington Region, New Zealand

Wellington, Wellington Region, New Zealand

Msc, Social Policy

Ma, Strategic Defence Studies

Ba (Hons), History And Political Science