Tracking our performance
Explore how we are performing across tenancy management, delivering new and improved housing, managing our homes, reducing costs and strengthening our financial sustainability.
We are committed to delivering better outcomes for tenants and communities by being a consistently high-performing organisation. Our Quarterly Performance Scorecard shows how we are tracking across our key areas of focus, helping us stay on course and remain accountable.
We use the 2024 financial year (FY24) as our baseline because it reflects our performance before the Reset Plan [PDF, 3.1 MB] and provides a clear, consistent point of comparison.
Results for the third quarter (1 January to 31 March 2026) of FY26 show we are currently on track to meet, or exceed, all our financial targets for the year.
Build costs continue to trend down as our housing delivery activity increases, due to improved procurement practises and our use of standardised housing designs [PDF, 206 KB]. The proportion of our homes tenanted remains extremely high at more than 99%, while tenant rent debt continues to fall.
We expect to meet the Government’s targets for delivering new and retrofitted homes. However, there are some challenges that could affect delivery timelines, which we are actively managing to minimise impacts.
1 Disruptive behaviour SPE only implemented in 2024/2025.
2 Renewal volumes are reflective of Letter of Expectation targets, which change year-on-year. FY26 renewal volumes have been reduced in line with the Kāinga Ora Reset Plan.
Disruptive behaviour incident with a decision made in 15 days: This is about strengthening our tenancy management and making decisions quickly when we become aware of a disruptive behaviour incident.
Our aim is that frontline teams make an appropriate decision on any action required within 15 business days in at least 90% of cases. Learn more about our approach to disruptive behaviour.
Current tenant rental debt: It is essential our tenants pay rent. This measure indicates the effectiveness of our collection efforts from tenants who have fallen behind in their rental payments. We’ve made changes to bring down the amount owed by tenants and make sure we keep rent down in the future. Learn more about our approach to tackling rent debt.
Renewals – new house builds and retrofits delivered: Renewing our homes helps to improve the overall quality and longevity of our housing portfolio. We do this through extensive renovation, redeveloping our land, or selling homes and building elsewhere. Each renewal enables us to build the right type of home in the right place to meet tenants’ needs and protects the value of social housing for future generations. The volume of renewals in the first quarter tends to be lower as work is contracted, with more completed builds in the last quarter of the financial year. Learn more about our approach to providing social housing.
The percentage of lettable homes tenanted: This is about how well we are managing the homes across our housing portfolio. Our aim is to have 98% of our lettable homes tenanted. The size of our housing portfolio means there will always be a small proportion of homes vacant – due to tenancy turnover, new homes becoming ready to let, and homes being held for a time for tenants with specific needs.
Our overheads costs and how they compare to our revenue: As New Zealand’s largest social housing provider, it is vital we ensure all our resources are used efficiently and effectively. Measuring overheads helps ensure that funding is being directed primarily to delivering good quality homes and effective tenancy services
Build costs per square metre: This is a 12-month rolling average of the above ground construction costs for homes, excluding apartments. The build cost is inclusive of all costs related to the main build works, including foundations and site overheads. We need our homes to be operationally efficient and to last for over 50 years, so we have been building to a standard above the minimum required by industry regulation. We’ve also been delivering larger homes (with features such as wider halls and doorways) so they are adaptable to the changing accessibility needs of our tenants. For these reasons, the build costs for Kāinga Ora homes have trended above the market. Our aim is to achieve greater savings in how we build (through doing things like optimising our housing designs and standards) so that we deliver quality homes for New Zealanders in need at a cost that aligns closely with market prices. Pricing achieved recently indicates we are well on track to achieving the target.
Our operating net surplus or deficit before tax: This is an indicator of our financial health. Our Reset Plan focused on improving our operational and financial performance.
Our interest cover ratio: This is a measure of our ability to meet the interest payments on the debt we owe. It shows how many times our operating earnings (before interest, taxes, depreciation and amortisation) can cover our interest expenses.
This report shows how we are tracking to meet our Statement of Performance Expectations. It provides measures on how we’re performing in areas like renewing and maintaining our homes, supporting tenants and responding to disruptive behaviour and updates our operating financial performance.
页面已更新: 12 五月 2026