Annual Report
The Annual Report tracks the year's activities and measures achievements against objectives in the Statement of Intent.
-
2011-12 Annual Report
The Corporation has tightened its focus on services directly related to our core purpose of delivering housing solutions to those with the greatest need, and we are now at the stage with our transformation programme where we are changing the way we work and the way we deliver our services.
-
2010-11 Annual Report
The Corporation has tightened its focus on services directly related to our core purpose of delivering housing solutions to those with the greatest need, and we are now at the stage with our transformation programme where we are changing the way we work and the way we deliver our services.
-
2009-2010 Annual Report
The Annual Report reports on the Corporation’s progress against the 2009/10 Statement of Intent. The Statement of Intent was developed to give effect to the Crown’s social objectives by providing housing and services related to housing to help enable the two outcomes below. The Corporation identified a set of outcome indicators to measure progress against the two outcomes.
-
2008-2009 Annual Report
The Annual Report reports on the Corporation’s progress against the 2008/09 Statement of Intent and work commenced in response to the change of government in November 2008. The 2008/09 Statement of Intent was developed by the Corporation to give effect to the prior Minister of Housing’s Letter of Expectations and contribute to the previous Government’s priorities of Economic Transformation, Families – Young and Old, and National Identity. These priorities were supported through the 2004 New Zealand Housing Strategy.
-
2007-2008 Annual Report
Housing New Zealand Corporation is a Crown entity under the Crown Entities Act 2004 and operates under the Housing Corporation Act 1974. Managing 68,644 properties for over 200,000 New Zealanders, the Corporation is New Zealand’s largest social landlord.
-
2006-2007 Annual Report
This report presents information about the Corporation’s activities and
achievements for 2006/07 and summarises key priorities for the year ahead. It presents the Corporation’s performance according to the five strategic priorities stated in our Statement of Intent 2006/07:- coordinate the Government’s New Zealand Housing Strategy
- demonstrate housing development best practice
- ensure effective state housing stewardship
- support community-based social housing initiatives
- facilitate sustainable home ownership.
-
2005-2006 Annual Report
The Annual Report describes achievement against the Corporation’s strategic goals and key initiatives, products and services (outputs) and performance measures as outlined in the 2005–2008 Statement of Intent.
-
2004-2005 Annual Report
The Corporation has delivered a broad range of services, worked hard to improve its housing, and performed very well against the majority of its Statement of Intent targets. During the year the Corporation spent about $315 million in capital increasing the housing portfolio and improving existing housing despite considerable market pressures including rising house and land prices, and labour shortages.
-
2003-2004 Annual Report
This report details the Corporation’s delivery against the Statement of Intent, the core accountability document that sets out the direction and targets agreed with Government. The Chief Executive’s report, statement of service performance and financial statements provide full information on the Corporation’s activities.
-
2002-2003 Annual Report
This report details the Corporation’s delivery against the Statement of Intent, the core accountability document that sets out the direction and targets agreed with Government. Full information on the Corporation’s activities is detailed in the Chief Executive’s Report, Statement of Service Performance and financial statements.
-
2001-2002 Annual Report
Following its new mandate, HNZC successfully delivered on its programmes as outlined in the 2001/02 Statement of Intent (SOI), and in addition implemented the challenging project to address sub-standard rural housing. It did so amidst a year of change that saw major new asset investment, a strong push into the new partnership direction, further implementation of Community Renewal, incorporation of the policy function, and growth in capacity and improved delivery. It also developed responsiveness strategies for Mori and Pacific staff to enable the Corporation to better reflect its customer and tenant base.
