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About us

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• 2009-2010 Statement of Intent
• 2008-2009 Statement of Intent
• 2007-2008 Statement of Intent
  • Foreword: Board Chair
  • Chief Executive's overview
  • Part 1: Our three-year outlook - introduction
  • Part 1: The Government's strategic policy framework
  • Part 1: Operating environment
  • Part 1: Our business
  • Part 1: Outcomes framework
  • Part 1: The Corporation at a glance
  • Part 1: Managing for results
  • Part 1: Quality assurance, evaluation and risk management
  • Part 1: Partners and stakeholders
  • Part 2: Statement of responsibility
  • Part 2: Introduction - Forecast financial information
  • Part 2: Strategic priority one: Coordinate the Government's New Zealand Housing Strategy
  • Part 2: Strategic priority two: Demonstrate housing development best practice
  • Part 2: Strategic priority three: Ensure effective state housing stewardship
  • Part 2: Strategic priority four: Support community-based social housing initiatives
  • Part 2: Strategic priority five: Facilitate sustainable home ownership
  • Part 2: Output class appropriations
  • Part 2: Forecast financial performance, policies and statements
  • Part 2: Forecast financial statements
  • Footnotes

About us

Part 2: Strategic priority three: Ensure effective state housing stewardship

The focus of this priority is to manage state housing by increasing the number of homes in high demand areas, using assets effectively, modernising and maintaining existing homes, and improving new housing design to meet changing needs.

This priority includes the Corporation's role as:

• social landlord
• asset manager.

Social landlord

The Corporation provides tenancy management and support services for applicants and tenants that are beyond the services usually provided by a commercial landlord. We also manage the Social Allocation System, waiting list and income-related rents.

Key activities

• Services to tenants.
• Social Allocation System and waiting list management.
• Income-related rents management.

Services to tenants

We help tenants achieve sustainable housing by understanding their needs, developing strong relationships and providing ongoing support to households. Working closely with tenants ensures the Corporation meets the statutory obligations and responsibilities as a landlord under the Residential Tenancies Act 1986, the Resource Management Act 1991 and other relevant legislation.

Table 18: SERVICES TO TENANTS: PERFORMANCE MEASURES

Table 19: SERVICES TO TENANTS: REVENUE AND COST SUMMARY

Social Allocation System and waiting list management

The Social Allocation System is a process to allocate housing on the basis of need. The Corporation assesses an applicant's eligibility and housing need, and verifies their circumstances before confirming their priority.

Eligible applicants are placed on a waiting list according to their level of priority. The waiting list is actively reviewed to ensure the applicant's priority status remains valid and applicants are kept informed of the progress of their application. Priority is given to those in greatest need.

Table 20: SOCIAL ALLOCATION SYSTEM AND WAITING LIST MANAGEMENT: PERFORMANCE MEASURES

Table 5: SOCIAL ALLOCATION AND WAITING LIST MANAGEMENT: REVENUE AND COST SUMMARY

Management of income-related rent

Income-related rent replaced unsubsidised market rent in 2000. The calculations are based on income and household composition. Tenants on low incomes pay no more than 25 percent of their income in rent up to the low-income threshold. Tenants with incomes exceeding the low income threshold will pay progressively more than 25 percent of their income in rent up to the maximum of market rent for the property.

Table 22: MANAGEMENT OF INCOME-RELATED RENT: PERFORMANCE MEASURES

Table 23: MANAGEMENT OF INCOME-RELATED RENT: REVENUE AND COST SUMMARY

Asset manager

Key activities

• Asset planning and management.
• Increasing the housing portfolio.
• Auckland City Pensioner Housing.
• Modernisation.
• Energy retrofits.
• Maintenance.

Asset planning and management

The Corporation provides strategic asset direction to achieve social housing outcomes through its long-term Asset Management Strategy. We will translate the social housing needs in our regions into a programme of asset responses through the National Asset Management Plan and Regional Asset Management Plan.

Table 24: ASSET PLANNING AND MANAGEMENT: REVENUE AND COST SUMMARY

Property holding

Property holding includes the costs in relation to depreciation, interest, insurance and rates associated with the 64,855 state housing properties the Corporation expects to own on average during the 2006/07 year. The total value of the state housing portfolio is estimated at $11.5 billion at 30 June 2006 and is expected to increase further as a result of the annual portfolio revaluation.

Table 25: PROPERTY HOLDING: PERFORMANCE MEASURES

Table 26: PROPERTY HOLDING: REVENUE AND COST SUMMARY

Lease management

The Corporation will continue to increase the number of lease properties available in areas of high demand as part of its acquisition programme. The Corporation expects to manage on average 2,743 leased properties during the 2006/07 year.

Table 27: LEASE MANAGEMENT: REVENUE AND COST SUMMARY

Increasing the housing portfolio

We will continue to manage our housing portfolio to ensure it adequately meets the demands for state housing. The Corporation has several responses available to deliver its acquisition programme as detailed below.

General acquisitions

The Corporation will continue to buy and build new homes to meet priority need in the most efficient and effective manner. This includes 642 buy-ins, redevelopments, and new builds; and 474 leases.

Table 28: GENERAL ACQUISITIONS: PERFORMANCE MEASURES

Table 29: GENERAL ACQUISITIONS: REVENUE AND COST SUMMARY

Rural housing

The Corporation has undertaken a major initiative to alleviate substandard housing in Northland, Bay of Plenty, East Cape and Hawke's Bay. The Corporation plans to increase state housing in targeted rural communities, as part of its strategy to address this issue.

Table 30: RURAL HOUSING: PERFORMANCE MEASURES

Table 31: RURAL HOUSING: REVENUE AND COST SUMMARY

Community group housing

The Corporation provides rental homes for government-funded groups and organisations offering residential support services. The groups renting these properties offer residential community services for people with special health or welfare needs. This includes 40 owned and eight lease properties.

Table 32: COMMUNITY GROUP HOUSING: PERFORMANCE MEASURES

Table 33: COMMUNITY GROUP HOUSING: REVENUE AND COST SUMMARY

Summary of increasing the housing portfolio

Table 34: SUMMARY OF INCREASING THE HOUSING PORTFOLIO

Table 35: INCREASING THE HOUSING PORTFOLIO: REVENUE AND COST SUMMARY

Auckland City Pensioner Housing

The Corporation will continue to redevelop and upgrade the former Auckland City Pensioner Housing. The redevelopment expenditure is for units to be delivered in the following year. The upgrade will include refurbishment, and reconfiguration of the units.

Table 36: AUCKLAND CITY PENSIONER HOUSING: PERFORMANCE MEASURES

Table 37: AUCKLAND CITY PENSIONER HOUSING: REVENUE AND COST SUMMARY

Modernisation

The Corporation will continue its commitment to modernise its rental properties. The general programme seeks to address the needs of the Corporation's social housing portfolio and does not include other modernisation programmes. For example Community Renewal, Healthy Housing, energy efficiency, minor capital and Auckland City Pensioner Housing.

Table 38: MODERNISATION: PERFORMANCE MEASURES

Table 39: MODERNISATION: REVENUE AND COST SUMMARY

Reconfiguration

The current configuration of the Corporation's portfolio does not directly meet household need. This programme will identify a number of properties in high demand areas and will reconfigure the number of bedrooms offered by these properties to meet the need of the intended occupants.

Table 40: RECONFIGURATION OF RENTAL HOMES: PERFORMANCE MEASURE

Table 41: RECONFIGURATION OF RENTAL HOMES: REVENUE AND COST SUMMARY

Minor capital

Work that constitutes an improvement to a house can be funded from the minor capital budget. The type of improvements include adding garages, carports, driveways, carpets, fencing, security, and other similar items, and refurbishment and tenant reimbursement. Work can be initiated by the Corporation or tenant, and may be for legal or statutory compliance or for an applicant with disability needs.

Table 42: MINOR CAPITAL: PERFORMANCE MEASURE

Table 43: MODERNISATION, RECONFIGURATION AND MINOR CAPITAL: REVENUE AND COST SUMMARY

Energy retrofits

The Corporation aims to help improve social, economic and environmental sustainability within its tenants' communities by installing energy-efficient features into state houses. This improves the heating and ventilation of our homes, thereby improving energy efficiency.

Table 44: ENERGY RETROFITS: PERFORMANCE MEASURE

Table 45: ENERGY RETROFITS: REVENUE AND COST SUMMARY

Maintenance

The Corporation will maintain its properties to ensure they are adequately protected, they comply with its statutory requirements and they meet service level commitments. In general, maintenance service arises when there is wear and tear and potential or actual loss of function of a property component.

Table 46: MAINTENANCE: PERFORMANCE MEASURES

Table 47: MAINTENANCE: REVENUE AND COST SUMMARY