Services and activities
The property group includes activities and services related to:
- Community housing
- Property management (including Investment Property, Operational Property and Community Property)
- Land and lease management
The DCC manages property to maintain core services, provide community housing, and provide non-rates revenue.
The property portfolio includes the management of community housing units for qualifying residents; arts and culture facilities like the Regent Theatre; sports facilities like Edgar Centre and the Ice Sports Stadium; and non-rates revenue from the management of investment properties.
Property management is essential to the Council’s influence in economic development, arts and culture, community housing, and libraries and museums, and maintaining the range of services provided to Dunedin’s communities. It supports all of the DCC's activities and services.
Community outcomes
The property group contributes to the following community outcomes:
- A creative community with a rich and diverse arts and culture scene
- A supportive city with caring communities and a great quality of life
- An active city with quality and accessible recreational spaces and opportunities
- A compact city with a vibrant CBD and thriving suburban and rural centres
Significant negative effects
There are no significant negative effects identified for this group.
Measuring performance
Measure | Data Source | Actual Year 2 2022/23 | Target 2024/25 | |
|---|---|---|---|---|
Level of service: The housing provided by the Council meets the needs of tenants and rental values will not exceed operating expenses. | ||||
Percentage occupancy of Council provided rental housing | Internal data | 99% | >94% | |
Percentage of tenants satisfied with Council provided rental housing | Tenant survey | 99% | >95% | |
Level of service: Council investment properties are appropriately managed | ||||
Percentage overall occupancy of Council investment properties | Internal data | 96% | >95% | |
Level of service: Council operational properties are appropriately managed | ||||
Percentage of service request response times met | Internal data | 78% | >75% | |
Level of service: The impact of Council operations on the environment are managed * | ||||
The amount of energy used by DCC properties is reducing year on year * | Internal data | 48.8GWh | Reducing year on year | |
The amount of energy generated from fossil fuels in DCC properties * | Energy from LPG | Internal data | 11.7GWh | Reduction on 2018/19 baseline of 9.3GWh |
Energy from diesel | 3.7GWh | Reduction on 2018/19 baseline of 3.0kGWh | ||
Level of service: The number of public toilets throughout Dunedin will increase | ||||
Increase in the number of public toilets | Internal data | Not achieved | 2 new toilets each year | |
* - levels of service statements and measures that will help monitor progress towards Council’s zero carbon 2030 target.
ROS - Residents’ Opinion Survey
| Dunedin City Council Funding Impact Statement for the Year Ended 30 June 2024 for Property | |||
|---|---|---|---|
| (shown in $000s) | 2023/24 Annual Plan | 2024/25 Long-term plan | 2024/25 Annual Plan |
| Sources of operating funding | |||
| General rates, uniform annual general charges, rates penalties | 15,874 | 13,325 | 18,531 |
| Targeted rates | 0 | 0 | 0 |
| Subsidies and grants for operating purposes | 0 | 0 | 0 |
| Fees and charges | 17,329 | 18,700 | 18,546 |
| Internal charges and overheads recovered | 7,654 | 8,380 | 7,955 |
| Interest and dividends from investments | 0 | 0 | 0 |
| Local authorities fuel tax, fines, infringement fees, and other receipts | 0 | 0 | 0 |
| Total operating funding (A) | 40,857 | 40,405 | 45,032 |
| Applications of operating funding | |||
| Payments to staff and suppliers | 22,210 | 22,295 | 24,117 |
| Finance costs | 3,898 | 2,223 | 5,292 |
| Internal charges and overheads applied | 2,600 | 2,764 | 2,632 |
| Other operating funding applications | 0 | 0 | 0 |
| Total application of operating funding (B) | 28,708 | 27,282 | 32,041 |
| Surplus/(deficit) of operating funding (A-B) | 12,149 | 13,123 | 12,991 |
| Sources of capital funding | |||
| Subsidies and grants for capital expenditure | 0 | 0 | 0 |
| Development and financial contributions | 295 | 309 | 295 |
| Increase/(decrease) in debt | 14,568 | 10,990 | 23,909 |
| Gross proceeds from sale of assets | 0 | 0 | 0 |
| Lump sum contributions | 0 | 0 | 0 |
| Other dedicated capital funding | 0 | 0 | 0 |
| Total sources of capital funding (C) | 14,863 | 11,299 | 24,204 |
| Application of capital funding | |||
| Capital expenditure | |||
| - to meet additional demand | 0 | 242 | 1,766 |
| - to improve the level of service | 2,955 | 7,438 | 21,526 |
| - to replace existing assets | 24,057 | 16,406 | 13,903 |
| Increase/(decrease) in reserves | 0 | 0 | 0 |
| Increase/(decrease) of investments | 0 | 336 | 0 |
| Total application of capital funding (D) | 27,012 | 24,422 | 37,195 |
| Surplus/(deficit) of capital funding (C-D) | -12,149 | -13,123 | -12,991 |
| Funding balance ((A-B)+(C-D)) | 0 | 0 | 0 |