CONCISE ANNUAL REPORT

CHL Group’s Managing Director Stephen Bevington, with ACHL Chair Maureen O’Meara at the launch of the Reconciliation Action Plan (RAP) at Kununurra.

Contents

Report from the Chair 5

About CHL 6

CHL’s 25th Anniversary Snapshot 8

Our Strategic Approach 10

Directors’ Report 12

Information on CHL Directors and Secretary 16

New South Wales 22

Queensland 28

South Australia 34

Tasmania 40

Victoria 44

Western Australia 48

Aboriginal Community Housing Limited 52

CHL’s Asset Management 54

Work Health & Safety at CHL 56

Key Data for Australia 2018/19 58

CHL International 59

Discussion and Analysis of Financial Statements 64

Directors’ Declaration 65

Independent Auditor’s Report 74

“2018/19 was another year of significant growth and development for the CHL Group – something that is now an established tradition at the company.

Through our wide-ranging operational and development activities, and the drive and dedication of all involved, CHL has built a unique place at the forefront of the Australian community housing sector. We now operate in every Australian state in addition to seven countries overseas.”

Fionn Skiotis FAICDChair, CHL Group

Report from the Chair

Report from the ChairEnsuring effective governance for the CHL Group is a key priority for the Board. With major change experienced in the Group, the emphasis over the past year has been on identifying and implementing structures for good governance and oversight of the expanded group.

Key governance developments have included:

• Community Housing Limited (CHL) subsidiary Aboriginal Community Housing Ltd (ACHL) introduced three new Aboriginal Torres Strait Islanders (ATSI) directors to join the company ensuring ACHL has a majority ATSI Board. ACHL also passed amendments to its Constitution to become a national ATSI community housing provider with membership open to organisations who wish to contract their ATSI housing under its management;

• CHL’s subsidiaries in Chile, Peru and Rwanda invited additional local directors onto their Boards to join directors appointed by the parent company. All companies had active governance forging their own strategies to effectively engage their local environment;

• We are now seeking external advice to optimise subsidiary governance arrangements across the Group. This will provide clear delegations on mission and financial decision-making to empower local boards, while ensuring appropriate oversight by the parent Board and creating clear, arm’s length decision-making where decisions are required by both the parent and a subsidiary.

Some of CHL’s achievements over the past year include:

In Australia - CHL expanded its service provision through a management transfer of around 1,400 properties from the NSW Government in the Mid North Coast region and further integration of the Horizon Housing Group into the CHL Group. These changes were complemented by management transfers from the Northern Suburbs Community Housing Association in Adelaide and housing stock in Coral Bay in WA;

contracts for the management of Aboriginal housing in Coffs Harbour in NSW; and construction of new housing in northern Tasmania.

These activities took housing under management by the CHL Group from around 7,000 to 11,000 properties over the year.

Overseas - CHL commenced housing projects in Peru and India and will shortly commence a range of projects in Chile and Timor Leste. CHL also contributed to policy on housing for the poor in Indonesia in the lead up to the re-election of the Widodo Government and to preparing a range of pilot projects to house people subsisting in slum conditions in that country.

Further details on these developments and CHL’s operations can be found elsewhere in this report.

My thanks as always to my fellow directors, who take on the responsibilities of their vital roles with great acumen and passion for CHL’s mission.

Over the past year two new directors from the Horizon Group have joined the Board, expanding the range and depth of its skills and experience. My thanks also to CHL staff, in Australia and overseas, who take primary credit for the company’s many achievements. CHL’s Managing Director Steve Bevington must be singled out for his critical role in realising CHL’s mission in often very challenging environments across Australia and overseas.

Fionn Skiotis FAICDChair, CHL Group

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About CHL

About CHLCommunity Housing Limited (CHL) is a not-for-profit company delivering housing for vulnerable and low to moderate income people who are unable to secure long-term affordable housing in the market.

CHL originated in Australia in 1993 and has since spread its operations to South Asia, South-East Asia, South America and Africa.

CHL is committed to providing good-quality, affordable and sustainable housing in regions of the world where there is a dire need. CHL is focused on developing housing options for those experiencing housing difficulty and continuously improving its service delivery to its tenants so they can enjoy stable lives, raise families, engage in employment or study, and generally have enough to live on to be able to live adequately day to day.

At 30 June 2019, CHL had a portfolio of 10,737 properties under rental management in Australia across six States including Victoria, New South Wales, Western Australia, South Australia, Queensland and Tasmania.

Internationally in Timor Leste, Chile, Papua New Guinea, Peru, India, Indonesia and Rwanda, CHL aims to assist those who are disadvantaged by market failure by securing a pathway to secure housing recognising that long-term rental and home ownership is one of the means by which the poor can escape from poverty.

Our Mission

Working to ensure the provision of affordable and sustainable housing for all by:

• Providing housing which is affordable, has long-term tenure and appropriate services to live comfortably;

• Assisting residents to access housing and to maintain links with their communities;

• Ensuring that the development of housing improves social, economic and environmental sustainability;

• Creating employment and training opportunities;

• Assisting the development and sustainability of strong communities with social diversity by fostering community building initiatives to improve the health and wellbeing of disadvantaged people.

Our Vision

A world without housing poverty.

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Our Approach

CHL develops housing solutions which:

• Focus on providing good-quality affordable rental housing for those most in need and/or assisting those who are disadvantaged by market failure in securing a pathway to home ownership. CHL recognises that the development of long-term affordable rental housing is essential to ensure sufficient disposable income to meet living expenses. We also recognise that home ownership provides an asset which can form a base to escape from poverty;

• Engage with the communities it serves by creating partnerships with local people, agencies and governments. This will ensure the provision of housing and related services that are essential to the ongoing security of people’s tenure and capacity to thrive in their communities;

• Ensure good-quality housing outcomes by engaging with all aspects of the supply chain, good design of housing, use of appropriate materials, quality of the construction and housing management. In order that these can be provided, CHL may deliver training programs and create employment to ensure that this supply chain can be supported. Its clients and local communities can benefit from skills development and economic opportunities provided through housing development and management;

• Engage with communities by partnering with community groups to stimulate community activities which create capacity, skills and mutual support structures to improve overall community wellbeing.

Our Clients

CHL develops housing strategies in partnership with communities and their governments to assist:

• Australia - Low to moderate income people in metropolitan and regional Australia who are in highest housing need and/or have been disadvantaged by market failure on the path to securing long-term rental or home ownership.

• International - People who live in informal and slum housing in international locations who are unable to secure long-term affordable housing.

Our Reach

CHL is building a stronger national presence across Australia and continuously expanding its international footprint across those regions where extreme poverty remains pervasive.

CHL Staff Leon Anderson and Kelly Stronell at the Port Macquarie office.

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Established in 1993 with one office and one staff member, Community Housing Ltd is a national and international housing provider delivering affordable housing in...

CHL’S 25TH ANNIVERSARY SNAPSHOT (1993-2019)

REGIONS OF THE WORLD04

WITH PRESENCE IN08 COUNTRIESAUSTRALIA, TIMOR LESTE, CHILE, PERU, RWANDA, INDONESIA, PNG AND INDIA

INCLUDING GOVERNMENTS, FINANCIAL INSTITUTIONS, SUPPORT AGENCIES, ADVOCACY AND LOCAL COMMUNITY GROUPS

HAS 500+ PARTNERSHIPS

EMPLOYING 300 PEOPLE GLOBALLYPROVIDING SERVICES THROUGH ITS 30 OFFICES

CHL’s 25th Anniversary Snapshot

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Community Housing Ltd is a prime mover in the creation of affordable housing supply and confidence in the Australian community housing sector. It has...

HOUSES SOME OF THE MOST DISADVANTAGED GROUPS IN THE COMMUNITYINCLUDING THOSE WHO ARE HOMELESS, ON LOW INCOMES, WITH A DISABILITY OR THOSE FROM AN ABORIGINAL AND TORRES STRAIT ISLANDER (ATSI) BACKGROUND

14%+CHL’S TENANTS IDENTIFY AS ATSI

16%+CHL’S TENANTS ARE THOSE WITH A DISABILITY

ASSISTED 500,000+ PEOPLE IN THE LAST 25 YEARS

PROPERTIES UNDER MANAGEMENTOVER 11,000

IS THE LARGEST COMMUNITY HOUSING PROVIDER WITH

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Our Strategic Approach

Meeting need through Community HousingWe seek to meet housing need by:

• Responding to the worldwide transition from rural to urban environments by developing housing projects that meet the needs of lower income people who are making that transition.

• Developing a proportion of affordable housing in metropolitan environments to assist lower income people to live close to services and employment.

• Assisting those who remain in rural environments by designing low cost self-build housing solutions and learn skills in construction and maintenance.

• Assisting those who do not have property rights and are living in informal settlements to formalise their tenure and access to better quality housing.

• Supporting the rights of indigenous people to live on their land in sustainable communities and have culturally appropriate services, sustainable employment and affordable housing that meets their needs.

• Supporting the aspiration of indigenous people to relocate to regions where they can access services, engage in training and secure employment.

Our Strategic ApproachCHL reviewed its Company Strategy with the following approach to our service delivery:

ENSURING AFFORDABILITY

Developing and/or managing affordable housing for those most in need and for those who are excluded from the market due to high housing costs.

RESPONDING TO HOUSING NEED BY WORKING WITH COMMUNITIES

Engaging with communities we are invited into to assess need so that we can deliver good-quality but lower cost housing.

LONG-TERM TENURE

Assisting with access to long-term tenure through affordable home ownership or through providing rental accommodation and creating programs that allow tenants to transition to home ownership over time should they be able.

FACILITATING COMMUNITY DEVELOPMENT

Facilitating the development of community services where necessary and fostering business development where access to employment and services is insufficient for resident wellbeing.

SOCIAL INCLUSION

Encouraging social inclusion either by:

• locating affordable housing in mixed income environments or;

• by creating mixed income communities.

Thereby providing housing options that assist people who are excluded, such as the aged, people with disabilities or culturally marginalised groups, to link in and access a range of beneficial community services.

ASSISTING ACCESS TO TRAINING AND EMPLOYMENT OPPORTUNITIES

Providing, or linking residents to, training and employment so they can increase their income to access the housing continuum from crisis to long-term rental and then onto home ownership.

PARTNERING

Working in partnership with complementary community services to ensure that residents have access to assistance if they so require.

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Development of Community HousingWe seek to meet these needs through the development of community housing by:

• ADVOCATING to government, civil society and the business community in favour of establishing a community housing sector where it isn’t present.

• ASSISTING THE DEVELOPMENT OF A COMMUNITY HOUSING INDUSTRY through supporting the growth of industry peak organisations that advocate community housing as the solution to the affordable housing needs of nations.

• DEVELOPING REPLICABLE HOUSING MODELS to improve housing affordability that incorporate a proportion of community housing which can be rental; rent to purchase and shared equity as pathways to long-term tenure or ownership.

• UNDERTAKING RESEARCH AND SOCIAL IMPACT ANALYSIS to measure the value of our community housing solutions including improvements in community wellbeing for those most in need.

• ADVOCATING FOR GOVERNMENT INTERVENTION in the planning arena to counter trends that make housing less affordable to include portfolios of affordable housing in all medium to large housing developments.

• LOCATING PROJECTS IN COMMUNITIES that have mixed incomes, to allow access to a range of services and employment opportunities for low income people.

• SEEKING DISCOUNTED OR SUBSIDISED LAND to minimise upfront land costs.

• IDENTIFYING SOURCES OF EQUITY, LEVERAGING DEBT FINANCE AND SUBSIDIES to invest in projects that drive down the monthly cost of the housing occupied by low income people.

• CREATING PATHWAYS TO HOME OWNERSHIP by partnering with financiers that offer products to assist affordable home ownership.

• IMPROVE COMMUNITY WELLBEING through improved quality of housing design that includes consideration of safety and security and extends opportunities for community engagement.

• DESIGN ECOLOGICALLY SUSTAINABLE HOUSING for affordable energy use (including cooling and heating) and support universal designs to ensure access to people living with a disability.

• ESTABLISH NETWORKS OF INCLUSIVITY to help breakdown social isolation amongst people living with disabilities; the aged; and those from culturally and linguistically diverse backgrounds; and others that are marginalised.

Stacey Sankey from CHL’s Parramatta office participating in a hand print activity at the Kempsey Office opening.

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Directors’ ReportYour directors present their report on the consolidated entity consisting of Community Housing Limited (“CHL”) and the entities it controlled at the end of, or during, the year ended 30 June 2019. Throughout this report, the consolidated entity is referred to as this Economic Entity.

DirectorsThe following persons were directors of Community Housing Limited during the whole of the financial year and up to the date of this report:

Stephen Bevington

Fionn Skiotis

Kathy Gaby

Patricia (Trish) White (resigned on 27 September, 2019)

Karine Shellshear

Maureen O’Meara

David Week

Joe Duskovic (appointed on 01 July, 2018)

Jeff Forbes (appointed on 30 July, 2018)

Principal ActivitiesDuring the year the principal continuing activities of the Economic Entity consisted of:

a. Management of long-term rental community housing in Australia;

b. Development, design and construction of affordable housing projects in Australia and overseas; and

c. Homelessness services in New South Wales and Victoria.

The main change in the nature of the activity of the Economic Entity during the year was the emergence of community development to improve wellbeing as an associated activity to the management of housing where the company manages concentration of housing in a location.

Dividends - Community Housing LimitedNo dividends were paid as the company is prohibited pursuant to its Constitution to distribute dividends.

Review of OperationsCommunity Housing Company’s operating surplus for the year, after providing for income tax, amounted to $40,584,550 (2018: Surplus $65,999,471).

The company’s operating surplus before depreciation and amortisation expense amounted to $42,135,266 (2018: Surplus $66,857,837).

After accounting for other comprehensive income, the total surplus and other comprehensive income for the year amounts to $40,525,454 (2018: Surplus $66,114,704). The company recorded a revaluation adjustment of $31,725,209 on its investment properties during the 2019 financial year (2018: $20,898,273).

National legislation has established the basis for the registration of not-for-profit social housing providers in all Australian jurisdictions. Accordingly, the company has continued to comply with all the requirements for registration as a community housing provider in the National Regulatory System for Community Housing, maintaining its registration as a Tier-One provider.

The staff complement increased from 261 to 305 full-time employees (“FTE”) in Australia (including Horizon Group) and overseas 34 FTE (2018: 34 FTE); Service delivery is provided through 23 offices (including Horizon Group) with five in New South Wales, one in South Australia, one in Tasmania, seven in Victoria, three in Queensland and six in Western Australia. Overseas CHL has seven offices in Chile, India, Indonesia, Peru, PNG, Rwanda and Timor Leste; Houses under management in Australia increased from 9,355 to 10,737 properties and tenancies from 9,682 to 11,020.

Rounding of AmountsThe company refers to ASIC Corporations Instrument 2016/191, relating to the ‘rounding off’ of amounts in the directors’ report and financial report. Amounts in the directors’ report and financial report have been rounded off to the nearest dollars in accordance with the Instrument.

Directors’ Report

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Rhys Waite, part of the Birpai Mitjigan Dance Group, playing the didgeridoo at the Port Macquarie office opening. #13

New Developments Over the YearSignificant developments for CHL over the year were:

• The Company completed a transfer of management of 1,347 public housing units from the NSW Government in the NSW Mid North Coast on a 20-year lease.

• The Company approved a constitutional change to Aboriginal Community Housing Limited (ACHL). This changes it from a wholly owned subsidiary to a company that accepts membership from corporations that support its mission and contract management of housing tenanted by Aboriginal and Torres Strait Islander (ATSI) people to its management. ACHL also made the change to have a minimum 75% of its directors with an ATSI background. It is expected

that ACHL will cease to be a wholly owned subsidiary of CHL in the medium-term as ATSI corporations execute property management agreements with ACHL.

• The Company completed the construction of 26 homes for people in need in Ravenswood. This was achieved utilising a grant of $3.38 million from the Tasmanian Government and contributing $2.04 million of its own equity.

• The Company accepted a transfer of 138 homes from the Northern Suburbs Housing Association (NSHA) in Adelaide.

Our CHL Office at Kununurra, WA.#14

Events Since the End of the Financial Year• The Company has signed an Agreement with the

Commonwealth Government to construct 35 homes on land leased from the Tasmanian Government in the Greater Hobart region of Tasmania.

• CHL executed a property management agreement with the Coral Bay Aboriginal Land Corporation for 37 properties to be managed in Coral Bay, WA.

• ACHL was registered under the National Regulator Scheme for Community Housing and with the NSW Aboriginal Housing Office.

• CHL Peru commenced construction of 20 homes for sale to lower income households in Chincha, Peru.

• CHVL has executed agreements to provide 17 units of accommodation to recipients of the special disability accommodation (SDA) allowance in three locations in south eastern Melbourne and Gippsland.

• Horizon Housing Company has commissioned a Youth Foyer Facility in Logan which will provide accommodation and support to 40 young people who are homeless or at risk of homelessness.

• Subsequent to balance date, the financier extended the terms of the current facility of $37,576,002 to October 2022.

Likely Developments and Expected Results of OperationsLikely developments in the operations of the Economic Entity that were not finalised at the date of this report included:

• The Company is in the process of completing an 18-month integration process to merge operations of the Horizon Housing Group (HHG), including the management of 2,470 units into the CHL Group, thereby generating efficiency and business improvement that will result in reduced costs and higher surpluses. These surpluses can be deployed into further development of housing for people in need with a particular emphasis on generating more housing outcomes in Queensland whilst retaining the majority of HHG staff.

• CHVL is finalising agreements with the Victorian Government on loans and grants, Yarra Council on a Section 173 Agreement and Alpha Partners to

purchase 165 apartments to be constructed for people in need at the Yarra Bend project in Alphington, Melbourne.

• CHVL is also in the process of constructing a further 105 homes over the next two years across Victoria for people in need.

• CHL Chile intends to commence two projects in Valparaiso and Limache in central Chile to provide around 80 homes for people in need.

• CHL Indonesia is developing a project in partnership with Asia Land and Sea corporation to provide housing and livelihoods to poor people in the vicinity of Labuan Bejo, Flores, Indonesia.

Environmental RegulationEnvironmentally Sustainable Design is a major consideration in all projects developed, and CHL fully embraces the discipline of sustainability as a developer and builder. In addition to its regular achievement of six-star energy-rated properties, CHL has applied its Place Management approach to develop entire eco-neighbourhoods in which the residences, the use of the land and the location of the site enable tenants to achieve the dream of environmentally-sustainable living.

The Company is continuing the rollout of solar panels to properties in Victoria and New South Wales and plans to introduce energy saving systems that will save up to half the cost of power for its customers in the next three years.

CHL continues to lease fuel efficient vehicles in order to reduce energy emissions.

An aerial shot of solar panels installed in CHL properties at Inverloch, Victoria. #15

Information on CHL Directors and Secretary

Information on CHL Directors and Secretary

Fionn SkiotisMSocSci (Policy & Human Services), Grad Cert SocSci (Housing Policy &

Management), FAICD.

Company Chair, Non-Executive Director, Member of Governance

Committee

Experienced in corporate governance and management in the not-for-profit sector, social housing, disability, social policy, mental health, advocacy, human rights and media and communications. Over 30-years’ experience in the not-for-profit sector in Australia and internationally. Currently General Manager at The Thin Green Line Foundation. Also a Community Member of the Victorian Mental Health Tribunal (appointed 2006) and previously appointed to Commonwealth Social Security Appeal Tribunal (2007-2009) and Victorian Intellectual Disability Review Panel (2004-2007).

Stephen BevingtonDip Mgt (MBS Senior Executive Program),

MAICD, Registered Domestic & Commercial Builder.

Managing Director, Member of Committees: Project and Governance

Experienced in development and management of social housing for over 40-years including development of cooperative housing in London, Chairmanship of London Borough of Camden council housing authority in the 1980s, coordinator-housing cooperative programs - Victorian Ministry of Housing and Construction (1989-1991), establishment and development of Community Housing Ltd to the present day. Board member of Community Housing Industry Association.

Maureen O’Meara PgCert (Aboriginal Alternative Healing),

BAppSc (Indigenous Health).

Non-Executive Director, Member of Audit and Risk Committee

Experienced in Aboriginal relationships and interactions, government and not-for-profit sectors, housing, health, inter-sectoral government relations and management of government partnership funds, community and business development. Chair of Aboriginal Community Housing Ltd, Director of CHL Timor Ltd.

Patricia (Trish) WhiteBE, BA, CPEng, FIEAust, EngExec, NER,

APEC Engineer, FAICD.

Non-Executive Director, Member of Audit and Risk Committee

Experienced in project management, strategy and risk. Trish is a professional board director and strategic advisor, following a career as a senior executive for an ASX50 global resources and energy company, a Cabinet Minister in the South Australian government and as a business advisory consultant to boards and executives. She is a non-executive director of commercial as well as not-for-profit companies, and chairs university advisory boards in the areas of business and engineering. She is co-founder and Executive Director of Slingsby Taylor, which provides professional services to several sectors. Trish is a Fellow of both the Australian Institute of Company Directors and the Institution of Engineers Australia. She is also a Chartered Professional Engineer (CPEng) and Engineering Executive (Eng Exec), registered to practise in Australia and internationally. Trish resigned on 27 September, 2019.

David Week BA (Berkeley), MArch (Berkeley),

PhD (Sydney), Registered Architect (NSW, Non-Practising), RAIA.

Non-Executive Director, Chair of Project Committee

Over 40-years experience in international developing assistance in social infrastructure and housing in the Pacific, PNG, Southeast Asia, East Asia and Africa-ongoing. Extensive experience on Australian Aid and World Bank-funded projects. Experience in Aboriginal and Torres Strait Islander health and housing projects for 20-years. Specialist knowledge and experience in community-based construction. Honorary Senior Fellow at the Melbourne School of Design, University of Melbourne.

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Karine Shellshear Masters of Housing (Hons),

BSoc. Studies (Hons1), BArts.

Non-Executive Director, Member of Project Committee, Chair of

Governance Committee

Social Housing Consultant, with over 25-years’ experience in community housing; including 20-years as Executive Director of the NSW Association to Resource Co-operative Housing (ARCH) and a founding member of the Community Housing Federation of Australia (CHFA). Karine has worked in research, policy and community development positions in State and Local Government: Department of Housing; Planning and Environment; Premier’s Office of Aboriginal Affairs; and Sydney City Council. She has been a strong advocate of community housing since 1981, has participated as a director on numerous community housing boards and advisory committees, including CHFA, Shelter NSW Executive and has produced a wide range of documentation, video, articles and papers related to the cooperative housing movement in NSW. Karine taught Social Research, the Housing System, Advocacy Systems; Cultural Diversity and Community Development at TAFE for 5 years between 2010 and 2014. She is currently engaged in a research history in Architecture and is a writer.

Joe Duskovic LLB, Grad Dip LP, Solicitor, GAICD.

Non-Executive Director, Member of Governance Committee

Joe is a qualified lawyer with over 25-years’ legal, governance and risk experience. Joe has worked in various in-house and private practice legal roles primarily in corporate and real estate areas. He has held senior executive leadership positions in property development and not-for-profit sectors, including his current role as General Manager of Governance and Risk for St Vincent de Paul Society Queensland. Joe is a director of Horizon Housing Company Limited, a Graduate member of the Australian Institute of Company Directors and member of the Queensland Law Society.

Jeff Forbes BComm, GAICD.

Non-Executive Director, Chair of Audit and Risk Committee

Jeff has over 35-years’ experience as a finance manager, including over 16-years as the CFO of both listed and unlisted companies and is an experienced company director. In March 2013, Jeff retired from Cardno Limited, an ASX200 listed global infrastructure services company, where he was CFO, Company Secretary and an Executive Director. Prior to joining Cardno, Jeff worked in the mining and resources sector for over 30-years and has significant experience in the financing and development of resource projects in both Australia and the Asia Pacific region. Jeff returned to Cardno in 2016 as a Non-Executive Director and Chairman of the Audit and Risk Committee. Additionally, Jeff is a Non-Executive Director and Chairman of the Audit and Risk Committee of PWR Holdings Limited and Chairman of the Board of Herron Todd White (Australia) Pty Ltd and Herron Todd White (Consolidated) Pty Ltd and a member of the Financial Audit Risk Committee. He is also Non-Executive Director and Chair of Horizon Company’s Finance, Audit, Risk Management and Compliance Committee.

Vlad Steinberg BEc, Grad Dip AppCorpGov, MBusLaw, AGIA, ACIS, FIPA.

Company Secretary

Trained in business law and governance. Experienced in company secretarial and governance practice, business management, including extensive experience in the legal system as it affects business, resources management, compliance and risk management systems, ethics, values and culture.

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During the financial year 2019, 11 meetings of directors and 21 committee meetings were held. The number of meetings attended by each director during the year is shown below.

MEMBER ATTENDANCE

FULL MEETINGS OF DIRECTORS

MEETINGS OF COMMITTEES

AUDIT PROJECT GOVERNANCE

A B A B A B A B

Stephen Bevington 11 11 - - 4 4 5 5

Karine Shellshear 11 11 - - 4 4 5 5

Fionn Skiotis 11 11 - - - - 4 5

Kathy Gaby 11 11 - - 4 4 - -

Maureen O’Meara 6 11 6 10 - - - -

David Week 10 11 - - 4 4 - -

Trish White (resigned 27 Sept, 2019) 10 11 9 10 - - - -

Joe Duskovic (appointed 01 July, 2018) 11 11 - - - - 2 2

Jeff Forbes (appointed 30 July, 2018) 7 11 8 10 - - - -

A = Number of meetings attended

B = Number of meetings held during the time the director held office or was a member of the committee during the year

CHL Directors from left: Stephen Bevington, Kathy Gaby, Karine Shellshear, Jeff Forbes, Maureen O’Meara, Fionn Skiotis, David Week, Trish White and Joe Duskovic.

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Directors’ Interests and BenefitsCHL is a company limited by guarantee. Hence, none of the Directors hold an interest but each as a Member of CHL is liable to the extent of their undertaking under the respective Constitutions.

During or since the end of the financial year, CHL has Directors’ and Officers’ Liabilities Insurance in place to insure current and former Directors, Secretaries and other officers against liabilities for costs and expenses incurred by them in defending any legal proceedings arising out of their conduct while in the capacity of Director, Secretary or other officer of CHL involving a wilful breach of duty in relation to CHL.

No Director of CHL, during or since the end of the financial year, received or has become entitled to receive a benefit (other than a benefit included in the aggregate amount of emoluments received or due and receivable by the Directors shown in the financial report or the fixed salary of a full-time employee of CHL or of a related body corporate) by reason of a contract made by CHL or a related body corporate with one of the Directors or with a firm of which they are a member or with a company in which they have a substantial financial interest.

Indemnification of Directors and OfficersThe Company has executed deeds of indemnity in favour of:

a. Directors of the Company (including past directors);

b. Secretary, and

c. Chief Financial Officer.

Each of these deeds provides an indemnity on substantially the same terms as the indemnity provided in the Constitution in favour of directors and officers. The indemnity also gives officers a right of access to Board papers and requires the Company to maintain Directors’ and Officers’ liability insurance.

Proceedings on Behalf of the CompanyNo person has applied to the Court under section 237 of the Corporations Act 2001 for leave to bring proceedings on behalf of the company, or to intervene in any proceedings to which the company is a party, for the purpose of taking responsibility on behalf of the company for all or part of those proceedings.

No proceedings have been brought or intervened in on behalf of the company with leave of the Court under section 237 of the Corporations Act 2001.

Corporate GovernanceDirectors and management are committed to ensuring sound governance principles are maintained and applied in governing Community Housing Ltd and its controlled entities. A copy of CHL’s corporate governance statement is available for downloading from the CHL website.

http://chl.org.au/wp-content/uploads/Corporate-Governance-Statement-website.pdf

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CHL has maintained strong partnerships with a range of organisations and would like to thank: Ability Options, Aboriginal Community Care Services, ACHA, Act for Kids, Aftercare, AIMS, Alola Foundation, Alpha Partners, AMES, ANCHOR, Anglicare, Anglicare Bendigo Mental Health, Anglicare Bendigo SAAP, Anglicare Tasmania, APOSS, ARAFEMI, ASCO, ASSERT, ATAP, Australian Community Support Organisation (ACSO), Australian Home Care, Australian Red Cross, Austraining International, Baiyungu Aboriginal Corporation, BaptCare, Barwon Housing Action Group, Begents – Max Buchanan Foundation, BEND Inc., Bendigo Community Palliative Care Service, Benetas, Benevolent Society, Bethany Community Support, BGSR Supported Accommodation, BRC Recruitment Pty Limited, Brenda House, Bridge Housing, Brighter Futures, Brokerage and Housing Support Service, Brooks High School, Brophy Family & Youth Service, Brosnan Youth Services, Bungree Aboriginal Association, CAFES, Cam Can, Cape Hope Foundation, Carexcell, Castlemaine District Community Health Service, Catherine House, Catholic Care, Catholic Diocese in Newcastle, CatholicCare Tasmania, CECHA, Centacare, Centacare Kimberley and Kalgoorlie, Central Access Ltd, Centrelink, Centro Nacional de Emprego Formacao Profissional, Ceylonese Elderly Citizens Association, CHESS, Child and Family Services (CAFS), Child Safety, Chinese Community Centre, Chinese Community Social Services Centre Inc, Christo Youth Services, Chrysalis, Circus Oz, City of Knox Home and Community Care, City Of Launceston, City Mission PNG, Clarence Valley Council, Coast Shelter, Coast Shelter – Wyong, Cobaw Community Health Service, Coffs Harbour Accommodation, Colac Ottway Disability Accommodation, Colac Residential Services, Colony 47, Common Equity Housing Ltd, Community Care Options, Community Lifestyle Agency Inc., Correction Services, Create Foundation, Croatian Community Services, Darebin City Council, Crest, Department of Communities (WA), Department of Communities (Housing Tasmania), Department of Communities Disability Services and Seniors (QLD), Child Safety and Disability Services, Department of Health and Human Services, Department of Housing and Public Works, Department of Premier and Cabinet Tasmania, Department of Primary Industries and Regional Development, Door of Hope, Drug Arm, Dundaloo Foundation Ltd., DV East, EACH, Eastern Access Community Health – Crest, Eastern Access Community Health – MARP, Eastern Access Community Health – Rivendale, Eastern Domestic Violence Service (EDVOS), Eastern Region Mental Health Association (ERMHA), East Kimberley Job Pathways, Engineers Without Borders, ERMHA support services, Esther Foundation,

Fairmont Homes, Family Access Network, Family and Community Services, FICSS, Foundation for Spanish Speaking Older People, Flourish Australia, Forster Community Health, Freemantle Multicultural, Galambila, Gateways (Salvos), Geraldton Resource Centre, Gippsland & East Gippsland Aboriginal Cooperative (GEGAC), Gippsland Community Health Services, Gippsland Lakes Community Health Service (GLCHS), Good Shepherd Microfinance, Great Lakes and Manning Youth Homelessness Services, Greater Taree City Council, Harrison Community Services, Hastings Women & Children’s Council, Haven Home Safe, Head Start Homes, Healthlink Lakes & Bairnsdale, Home Ground, Homebase Youth Service, Homecare, Homeplus Inc, House With No Steps, Housing Resource and Support Service, Hume, Hunter New England Health, Huon Disability Network, Icare, IFS, Independent Disability Services (IDS), Indigenous Land and Sea Corporation, Inner East Mental Health Services, Inner South Health Community, Inside Out, International Labour Organisation, Inverloch Aged Care Development Group, INVESTEC, Jesuit Congregation, Jesuit Social Services, Jewish House, John Bomford Centre, Jubullum Local Aboriginal Land Council (LALC), Junction Support Services, Kara House, Karingal Support Services, Karinya Young Women’s Refuge, Kempsey Families Inc, Kempsey Mental health, Kempsey Neighborhood Centre, Kempsey Shire Council, Kempsey Women’s Refuge, Kilmany Family Care, Kilmany Unity Care, Kimberley Development Commission, Kindred Spirits Foundation, Koori Employment Services (KEE), Knox City Council, Kurnai, Latrobe Community Health Service, Launceston City Council, Launceston Police, Launch Housing, Leaving Care, Lendlease, Liberty Domestic & Family Violence Specialist Services, Lifestyle Solutions, Life Without Barriers, Linkages Inc, Lotterywest, MaCauley Community Services for Women, Magnolia Place, Mallacoota District Health Service, Manningham City Program, Manningham Inclusive Community Housing (MICH), Manningham Youth and Family Services, Many Hands Australia, Many Rivers Regional Aboriginal Housing Management Services, Marist Youth Care, Maroondah Addictions Recovery Refuge, Maroondah City Council, Maroondah Halfway House, MARP, Mary MacKillop International Mission, Maryborough Correctional Centre, Maryborough Neighbourhood Centre, Max Employment, McCauley Womens Housing, McCosker House, McKenzie Bond, MCM, Mecu Limited, Melba Support Services, Melbourne City Mission, Melton Shire Housing Support, Men’s Resource Centre, Mental Health CHHC, Mental Health Commission, Merindoo Youth Services, Mid Coast Connect, Mid North Coast Financial Counselling Services, MIFSA, MIFWA, MIND, Mission Australia Port

Acknowledgments

CHL would like to recognise the good working relationships it has with the Australian Federal and State Governments of Queensland, New South Wales, South Australia, Tasmania, Victoria, Western Australia and Governments of Chile, Timor Leste, Rwanda, India, Indonesia, Peru and PNG who have significantly improved opportunities to develop housing for people in need.

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Macquarie, Mission Australia Tasmania, Mission Australia FAS & GHMS, Mitchell Community Housing Services, Momentum, Monkami Centre, Moreland City Council, Mountain District Learning Centre, MRC, Multicultural Services of WA, My Foundations Youth Housing Ltd, Mylestones, Nambucca Valley disAbility Service, National Labor Force Institution Timor-Leste (INDIMO), National Research Institute of PNG, NEAMI, Neami National, NESH (Non English Speaking Housing), New Horizons - Port Macquarie, Taree, Ngwala, NewIDAFE Inc, Ngambaga Bindarry Girrwaa Community Services, Nimoola House – Taree, Nine Mile Aboriginal Corporation, Nirrumbuk Aboriginal Corporation, Nortec, Northcott, Northern Suburbs Community Centre, Northern Suburbs Housing Community, North East Community House, North East Support Agency for Youth (NESAY), North Eastern Housing Services, Northern Kids Care, Northern Support Services, ODDESSY, NSW Health, Nyamba Buru Yawuru, Nyaliga Aboriginal Corporation, OATES, Omeo District Hospital, On Track, Orbost Regional Health, Oryx Property, Pacific Architecture Chile, Palmerston, PALS, Parkside Foundation, Partners in Recovery, Parramatta City Council, Pat Giles Centre, Paupiyala Tjarutja Aboriginal Corporation, Parramatta Mission, Perth Home Care Services, PNG National Research Institute, Port Adelaide and Enfield Council, Port Macquarie Community Mental Health Service, Port Macquarie Hastings Domestic and Family Violence Specialist Service, Port Stephens Family and Neighbourhood Services, Port Stevens Youth Options Program, PRA Service – Taree, Probation and Parole, Queensland Police Service, Quantum Support Services, Ramayhuck District Aboriginal Corporation, Randwick City Council, Ravenswood Heights Primary School, Ravenswood Neighbourhood House, Ravenswood Primary School, Reachout, Reconciliation Australia, Reconnect, Red Cross, Regional Alliance West, Regional Housing Ltd, Renewal SA, Ringwood Extended Family Services, Robinson, Rocherlea Action Group, Rocherlea Football Club, RUAH Community Services, Rumbalara Aboriginal Cooperative, Rural Housing Network, Sacred Heart Mission, Safe Futures Foundation, SAHT, Salvation Army, Salvation Army Eastcare, Salvation Army Ingle Farm, Salvo Connect, SalvoCare, Samaritans, Samaritans Foundation – Taree, SASHS, SENNAI, Settlement Services International (SSI), SHADES, Shelter Tasmania, SHIFT, South Australian Housing Authority, South West Housing Action Group, Speakout, Special Needs Accommodation Project, Spectrum Migrant Resource Centre, Springvale Indo-Chinese Mutual Assistance Association, SSI, 5 Star Project, Starting Point, St. George’s Women’s Refuge, St Michaels, Starting Out, STAY, St Vincent de Paul Society, Sun City Churches, TAC, Taree Women & Children’s Refuge, Tenancy Skills Workshop,The Ability Centre,

The Aboriginal Primary Health Care Service, The Esther Foundation, Therapy Tasmania, Timor Gap, Transformations Rehabilitation, Triaco, Totally and Partially Disabled Veterans of WA, Uniting Care Burnside, Uniting Care Gippsland, Uniting Harrison, Uniting SA, Urangan Neighbourhood Centre, Valley Industries, Valley To Plateau Support Service, Vic Deaf, Victorian Aboriginal Childcare Association, Victorian Deaf Society, Villa Maria Society for the Blind, WA Autism Association, Warrandyte Housing & Support Services, Warrina Domestic & Family Violence Specialist Services, Warrina Women’s Refuge, Water Corporation, Werin Homecare Service, Werribee Support and Housing, Wesley 121, Wesley Homelessness Services, Wesley Mission Central Coast, Wesley Youth, Wesley Youth Accommodation Services, Western Port Youth Accommodation Support Service (WAYSS), West Gippsland Health Care Group, Westridge, Willoughby Council, Windarring, Windermere, Winteringham, WISE, WISHIN Inc, Within Australia (formerly SNAP), Women’s Liberation Half Way House, Wunan Foundation, Wuchopperen Health Services Ltd, Xanana Trust, Yandina Connect 2, Yarram District Health Service, Yooralla, Young Women Collective, Youth Housing Support, YP Space for their cooperation and assistance over the past year.

AuditorPricewaterhouseCoopers was appointed as auditor and continues in office in accordance with Section 327 of the Corporations Act 2001.

Signed in accordance with a resolution of Directors dated this 1 October, 2019.

Dated 1 October, 2019

Fionn Skiotis FAICDChair, CHL Group

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New South WalesCHL manages a diverse portfolio of social housing, affordable housing and specialist disability accommodation across NSW, from Bega in the south to Lismore in the north.

Housing ManagementWe serve customers from our offices in Port Macquarie, Kempsey, Coffs Harbour, Taree and Parramatta, as well as through outreach and community-based services.

We also provide services to people seeking housing assistance on the mid north coast, including access to temporary accommodation and a range of private rental assistance. We continue to pursue opportunities to grow and diversify our operations through major government tenders, partnerships with

community organisations and fee for service activities.

All our service delivery and business development activities are informed by our social impact framework. The framework recognises that safe, affordable, suitable, quality housing gives people stability to build their life and community. This stability provides opportunity for people to improve outcomes in other areas of their lives and enables people to contribute to cohesive, thriving, communities.

New South Wales

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Above, photo of a guest and right, photo of Karine Shellshear, CHL Director from the official opening of the new CHL office in Port Macquarie and Kempsey.

20% of households include Aboriginal or Torres Strait Islander people

34% tenants with disability

34% older tenants

218 customers assisted to register for housing

1,028 customers assisted to access temporary accommodation

96 customers assisted to exit domestic and family violence

Almost 5,000 people live in CHL NSW properties

2,862 Properties under management

At a Glance

Portfolio grew by 78%during 2018/19

49.5 full-time equivalent staff

Individual plans developed for over 50 customers

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Delivering the Company’s Largest Growth Initiative

In November 2018, we welcomed another 2,200 people to CHL in NSW. As part of our largest ever growth initiative, we took responsibility for tenancy and property management for an additional 1,350 properties in Port Macquarie, Kempsey and Nambucca under the Social Housing Management Transfers Program.

At the same time, we also started delivering services to people seeking housing assistance such as temporary accommodation and providing assistance to sustain private rental tenancies. In addition, we are now playing a lead role in coordinating the social housing and homelessness sector across the region.

To accommodate our new services and scale, we opened two new offices in Kempsey and Port Macquarie.

Both events featured a Welcome to Country and an activity to engage participants, which included many representatives from our local partner organisations in attendance along with staff, Board members and tenants.

In Kempsey, after a memorable and moving Smoking Ceremony, we made hand prints to go alongside an artwork commissioned by a local Aboriginal artist, to symbolise “belonging”. In Port Macquarie, we planted a fabulous green wall of indoor pot plants to symbolise “growing together”, and the local Aboriginal women’s dance group performed to the sound of the dig. CHL has been part of the mid north coast for 20-years, and we are excited to have such a significant opportunity to expand what we do for our communities.

Creating New Housing Options for Aboriginal and Torres Strait Islander People

CHL NSW is committed to CHL’s Aboriginal Housing Strategy of increasing access for Aboriginal and Torres Strait Islander people to social and affordable housing, increasing housing supply, and assisting communities to pursue economic participation and self-determination.

To deliver high-quality, culturally appropriate services, CHL NSW has developed state-based actions that align with the CHL’s first Reconciliation Action Plan. As a result it has created a new role of Aboriginal Housing Coordinator to guide and mentor Aboriginal and Torres Strait Islander staff and to support all staff with cultural awareness and relevant information. We demonstrated our commitment to the Aboriginal Outcomes Strategy by endorsing the Statement of Participation.

CHL NSW continues to manage social and affordable housing portfolios for the NSW Aboriginal Housing Office (AHO) as well as developing partnerships with community-based Aboriginal housing providers.

For example, following regular discussions and negotiations the Board of Jubullum Local Aboriginal Land Council (LALC) engaged CHL to manage its tenancies. CHL’s presence also helps Jubullum LALC strengthen its governance and management and opens the possibility of other funding being made available to the community. Similar projects are under discussion with other community-based Aboriginal housing providers.

CHL NSW also championed the establishment of Aboriginal Community Housing Ltd (ACHL) as a national Aboriginal and Torres Strait Islander housing provider, and a leading provider in NSW, through supporting ACHL with staff and other resources. With national registration confirmed at the close of the 2018/19 year, the establishment of ACHL operations in NSW will further expand the CHL Group’s capacity to offer relevant, tailored services to Aboriginal communities and organisations. To read more about ACHL turn to page 52.

Photos from the Port Macquarie office opening.

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Photo from the Kempsey office opening.

Investing in Community Development

Community development has now officially been operating in NSW for more than 12-months, with an emphasis on building strong relationships across the communities with whom we work, including local tenants and residents, community organisations and service providers and local government bodies.

We support local tenant and community meetings and grassroots action groups to pursue locally identified priorities ranging from the exploration of local affordable housing models to bringing together different groups to address service gaps.

Projects delivered in partnership include:

• Housing for Health: a project focused on improving the health and safety functioning of our properties in Kempsey. Delivered in partnership with NSW Health, this project will spend close to $1 million on the properties as well as provide employment opportunities for tenants.

• Integrated Pest Control Management Project: is a value-add on to the Housing for Health project and involves $65,000 worth of pest control treatments as well as community education and employment opportunities.

• People Leaving Custody Pilot Project: led by CHIA NSW, Homelessness NSW and CHL, and involving Corrective Services and New Horizons, Kempsey has been chosen as one of two pilot sites.

The project focuses on improvements within the existing service system to lead to better housing and support outcomes for people leaving custody.

• Kempsey Sensory Garden: funded by the Social Housing Community Improvement Fund, we are creating a sensory garden in central Kempsey. It has had community input throughout the development process and is open to the whole community.

The establishment of our Community Development Peer Network provides both collegial support and the opportunity to further develop our approach across CHL. To complement the CHL Community Development Framework, the network has developed an Evaluation Framework and Communication Strategy.

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We also host or participate in a wide range of inter-agencies and regional coordination forums, and work with partners to deliver diverse projects to improve housing options for customers, including:

• Supported Transition and Engagement Program: working with Neami and Bridge Housing, CHL is delivering STEP, a rapid rehousing response based on a “housing first” approach. Customers are housed as quickly as possible, linked to tailored support to address complex health issues that contribute to homelessness.

• Head Start Homes: CHL has partnered with Head Start Homes, a start-up charity which provides mortgage guarantees to low income home buyers. Through our strong collaboration, a CHL tenant will be

the first person to access this innovative pathway to home ownership.

• Fixed Address: working with Liberty Domestic & Family Violence Specialist Services, Kempsey Families and Warrina Domestic & Family Violence Specialist Services, CHL is supporting an innovative program for male perpetrators of domestic and family violence who are ready to change their behaviour. The program reduces incidences of violence and keeps women and children safer.

Strengthening Our Service SystemWe work intensively with a wide range of support partners to assist customers to maintain their tenancy with us or in the private rental market, and to identify and pursue service system improvements. Our work includes coordinating services from health, child protection, education, social and other support providers, as well as strengthening our working relationships with real estate agents. Our Housing Options team has prepared over 50 individual plans, tailored to the needs and priorities of the individual customer and their household members. Thanks to our strong partnerships with domestic and family violence services, we have tripled the number of women accessing safe, affordable private rental accommodation, with 96 households assisted under the Rent Choice Start Safely program. In addition, almost 50 customers have found a private rental property with the assistance of a tenancy guarantee from CHL.

Through our collaborative approach with My Foundations

Youth Housing, over 100 young customers have received assistance from specialist staff co-located with CHL on the mid north coast. Of these customers, around one third are under 18 and almost half are Aboriginal or Torres Strait Islander.

Temporary accommodation for people who are homeless or at risk of homelessness is one of our key services on the mid north coast, with over 1,000 customers accessing this service since November 2018. We see strong demand in Kempsey, representing almost half of all temporary accommodation customers in our region.

We commenced outreach services in Nambucca this year, operating from the office of our partner CHESS. Our team provides temporary accommodation and other services face to face one day per week, with follow up via phone. So successful is our outreach service that we have been approached by local communities in Macksville and Bowraville to establish similar services.

Over 100 young customers have received assistance from specialist staff co-located with CHL on the mid north coast

50 customers found private rental property with the assistance of a tenancy guarantee from CHL

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Taking Care of Our AssetsWith the introduction of an additional 1,350 properties under the Social Housing Management Transfers program, we are developing a strong working relationship with the NSW Land and Housing Corporation to ensure excellent stewardship of these assets. We draw on our extensive asset management experience to offer development and property management services to government agencies and community sector organisations, including the AHO, Kempsey LALC, St Agnes Parish and Liberty Domestic & Family Violence Specialist Services.

As well as providing efficient maintenance services to customers, the NSW assets team also delivers projects to increase liveability, health and safety for tenants and communities. In many instances, the asset team works closely with many teams - ACHL, community development and tenancy.

Key projects this year include:

• Construction of shaded outdoor meeting spaces for community members in Port Macquarie;

• Full electrical safety testing of all properties in NSW;

• Construction of the Kempsey sensory garden;

• Upgrade of 73 properties owned by Kempsey LALC, including promoting local Aboriginal employment through the creation of apprenticeships and other roles in the project;

• Review and audit of last year’s large-scale energy efficiency program, demonstrating positive results including reduced living costs for tenants, improved amenity in homes and common areas, and long-term sustainability for our portfolio.

Stephen Bevington, Rhys Waite and Fionn Skiotis standing in front of ‘green wall’ that symbolises ‘growing together’ at the Port Macquarie office opening.

In NSW, 92% of our properties meet the indexed standard, with a schedule of planned maintenance already confirmed for the new year to bring remaining properties to standard.

The Birpai Mitjigan Dancers performing at the newly opened Port Macquarie office.

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Queensland

Queensland based Horizon Housing Company (HHC) announced their merger with CHL Group in the last financial year and are now a fully owned subsidiary of CHL.

Housing ManagementHHC manages a diverse portfolio, with a range of social and affordable housing options delivered from the Gold Coast to locations throughout Queensland. Across Queensland, from our offices in Robina, Roma and Maryborough CHL offers;

• Long-term social and affordable housing;

• Transitional housing;

• National Affordability Rental Scheme (NRAS);

• Private Rental;

• Specialist Disability Accommodation (SDA);

• Resource Communities Affordable Housing.

In addition to the above, we also offer the following services from our Maryborough office;

• Supported Crisis Accommodation;

• Men’s Homelessness Services;

• Emergency Relief;

• Community Care Services.

In and around the Gold Coast our portfolio stands at:

Program Properties

Social Housing 896

Disability Housing 48

Resource Communities 54

NRAS 1,386

Total 2,384

On the Fraser Coast, the portfolio stands at:

Program Properties

Long-Term Housing 72

Transitional Housing 54

Crisis Housing 12

Good Hope Men’s Shelter 14

SDA 3

Total 155

QueenslandQueensland provides one of CHL’s most diverse portfolios, with a range of housing options and support services for customers.

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Key Projects and Programs in Queensland:

• Family Accommodation Service: manages 12 crisis properties within Maryborough. Support available includes:

• Intensive case management;

• Advice, information and referrals;

• Support and advocacy;

• Emergency Relief Assistance with food, fuel and travel vouchers, motel accommodation, ID, pharmacy, TICA searches and moving/relocation assistance;

• Tenancy management;

• Interim response.

During 2018/19, 30 tenants were exited from the crisis program to other forms of housing. 30 families were accommodated in crisis properties and successfully rehoused into long-term housing. Over 2,800 families received accommodation support, advice and referrals.

• Good Hope Men’s Service: a 14-bed shelter for males aged 18-years and over and capable of independent living. Good Hope Men’s Service staff are on site 24/7 and provide the following:

• Intensive case management;

• Advice, information and referrals;

• Interim response - supporting clients with securing alternative accommodation;

• Support and advocacy;

• Men’s business groups.

203 men were accommodated during 2018/19 with a total of 4,401 bed nights.

• Long-Term Housing in Maryborough: it has been stable with little turnover in the past 12-months. Transitional housing has had challenges with supporting vulnerable tenants. CHL has connected to a new interagency, which has seen an improvement in connections with support services and an increase in the number of tenants engaging with external supports.

CHL Tenant Todd

Todd met with CHL in April 2019. He was in his 50’s with three grandchildren - one granddaughter aged 10 and two grandsons aged 6 and 4.

Todd disclosed he has had care of his grandchildren since January 2018. He had initially moved into his ex-partners’ house once he had custody of the children to attempt to get them settled. Todd then moved in with his sister however as she was suffering from an illness, this could not be long-term.

The QLD Family Accommodation Support (FAS) team worked closely with Todd to attempt to source suitable accommodation. In May 2019, a suitable property became vacant within the Crisis Accommodation portfolio, which Todd accepted.

For the duration of the tenancy in Crisis Accommodation the FAS team supported Todd and his grandchildren with engaging supports in the local area and maintaining his tenancy. During this time, Todd had been applying for private rental properties on a regular basis but had not been successful.

That was until June 2019, where a suitable vacancy within the Community Rent Scheme (CRS) portfolio had become

available. The FAS team identified the need for Todd and his grandchildren to have a little more stability and time to enable them to gain a rental history.

Todd was assisted utilising brokerage funds to help him provide items for his grandchildren and set up his new home.

Todd remains at the CRS property and is engaging with supports and the FAS team regularly.

Following a recent home visit, it was reported that Todd and his family are now embracing life and building networks within the community.

A CHL Good News STORY

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• ‘My Home, My Place’ Report and Seniors Complex in Roma: through a grant from the Queensland Government, HHC delivered one of the first national reports identifying and documenting the housing needs of older people living in a rural or remote community. Titled ‘My Home, My Place’, this research report undertook extensive consultation with residents across the Maranoa Region, their families and the local service system to better understand their housing needs, aspirations and challenges.

Launched in early 2019, this report aims to guide and inform policymakers, planners, government agencies and housing providers on the specific and distinct needs of older people living in these communities. Following the launch of ‘My Home, My Place’ report and informed by the findings, HHC is in the early stages of delivering a purpose designed and built seniors complex in Roma. This complex will provide platinum or gold level accessibility under the liveable housing design guidelines, comprises of 5 x one-bedroom units, is centrally located and will consider the harsh environmental factors (heat/floods) with a shared communal area. Ongoing consultations will be held throughout 2019 to inform the model and outside design elements.

• Wooloowin SDA: HHC has partnered with Youngcare to develop and tenancy manage SDA in inner Brisbane to expand the accommodation options available for young people aged 18-65 with high physical care needs.

• Youth Foyers: provides stable accommodation for young people to support them to access or continue education and/or employment.

• HHC was the successful applicant for tenancy and property management of the extension of the Logan Youth Foyer. This will bring the number of units of accommodation up to a total of 40 at the Logan site. HHC partners with Wesley Mission Queensland, who will provide the tenant support. The full foyer has been operational since the end of August 2019.

• HHC was also the successful proponent for the tenancy and property management of the Gold Coast Youth Foyer and will partner with Gold Coast Youth Service who will provide the onsite support. There will be a total of 40 units onsite in a purpose-built property. The Foyer is expected to be operational in 18-months.

• NRAS and Future Approach: HHC manages close to 1,400 NRAS properties on the Gold Coast. As it nears expiry, we have initiated a care coordination approach targeting tenants living in an affordable housing complex in Southport, Gold Coast as they are most immediately impacted by the expiry of NRAS.

Over 70 households (predominately comprising of seniors aged 55 years and over) are confronting an uncertain housing future due to the end of NRAS in late 2019. Several consultations have been held in this complex. In partnership with Queensland State wide Tenant and Advice Referral Service (QSTARS), Cornerstone (St Vincent de Paul) and the Queensland Government’s Department of Housing and Public Work (HPW), a working party is being established to examine and source alternate models of housing, support and deliver supportive transition pathways for this significantly aged vulnerable and disadvantaged cohort.

Photo taken in the Maranoa Region.#30

Community Development and Tenant EngagementOur teams across Queensland are active in the community, ensuring our clients and services are connected to their local communities. HHC and CHL participated in several networks and events including Gold Coast Homelessness Network (GCHN), Youth At Risk Alliance Advisory Committee, COSH – Steering group for GCHN, Roma/Maranoa Interagency Meeting, Rise and Thrive Festival, Maryborough Interagency, Maryborough Community Network, Wide Bay Homeless Forum, Galangoor – Family Support Providers Network and DV Alliance. The events included Gold Coast Homeless Connect, Gold Coast Homelessness Symposium, NAIDOC week, Close the Gap, Domestic and Family Violence Prevention Week, RUOK Day, ZONTA International Women’s Day Breakfast, International Tenants Day and Mitchell Christmas in the Park.

Some of the key community development and tenant engagement initiatives included:

• Redbank Plains Community Centre’s First Birthday Celebrations: for this event, HHC sponsored the face painting for over 350 residents. This community comprises over 300 cultures and ethnicities with the centre delivering a range of services increasingly accessed by HHC.

• Partnership with OzHarvest: weekly deliveries of OzHarvest commenced across three locations on the Gold Coast in complexes managed by HHC. Providing free, nutritious and healthy food to over 100 households, this food rescue program has now delivered over 1,000 kilos of food since commencement in late 2018. Our partnership with OzHarvest also resulted in a group of seniors participating in a six-week food education program

delivered on site in one of our large complexes. For Christmas in 2018, we were the recipient of OzHarvest’s ‘Cooking for Cause’ events resulting in fresh, home-made meals delivered to seniors to supplement meals and help celebrate the festive season.

• Home Secure Initiative: HHC secured $65,000 from the Queensland government to deliver ‘Home Secure’, an initiative designed to assist the most vulnerable households establish their tenancy. It provides financial assistance to purchase essential items to over 100 households. Over 50% of those assisted are women and children escaping family and domestic violence followed by Aboriginal and Torres Strait Islander peoples. The most common items purchased are beds for children, washing machines, fridges, small household goods and groceries.

• Domestic and Family Violence Training: in late 2018, all HHC frontline service delivery staff participated in a training program designed to increase and enhance responsive practice to domestic and family violence. Delivered through Lifeline, this training provided current information, tools and research on this issue to help build staff capacity to respond to increased service demands from those impacted by family and domestic violence.

Future GrowthCHL looks forward to growing its portfolio in Queensland through HPW’s ‘Partnering for Growth’ initiative. The program will allow us to streamline our program management, freeing up revenue for the development of new properties under a five-year development plan. We are also working with our partners on the development of a new SDA project to build on the success of Wiles House.

Horizon Housing has teamed up with food rescue charity, OzHarvest to serve up 50 home cooked nutritious meals to its Gold Coast residents. The partnership has been extended to offer more programs and food to vulnerable members of society such as the Nutritional Education Sustenance Training Program, which includes hands-on cooking and nutrition workshops.

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Horizon Housing Realty

Horizon Housing Realty (HHR), part of HHC is a licenced real estate company and is now CHL Group’s designated entity providing specialised real estate services to its stakeholders who own NRAS incentives.

As part of the merger and CHL’s Strategic Plan, HHR is intended to be a growth vehicle for affordable and market housing. HHR will seek future growth through the acquisition of additional portfolios and the engagement of professional consultants.

The next financial year will see further consolidation in the social and affordable housing portfolios within the CHL group with HHR taking over the property management for CHL’s NSW and SA Non-Entity Joint Venture (NEJV) portfolios from 1 July, 2019.

Future GrowthAs part of the Queensland Government’s Housing Strategy 2017/27, HPW is engaging in a new way with CHPs through an initiative called ‘Partnering for Growth’. This new framework is supported by the development of Heads of Agreement, long-term partnerships with CHPs that will also incorporate master leases, and five-year development plans. These plans will set out the proposed development activity for providers with demand analysis, targets, methodologies, financing models and resourcing over a five-year period. These plans are developed in partnership with HPW.

A range of development typologies will be utilised to deliver housing that is responsive to need and appropriate for the communities in which that housing will be developed. While each project will be considered,

planned and developed separately, to increase efficiency and reduce cost, it is expected that a few primary project types will be repeated along with bespoke projects where required.

Two initial projects have been identified for potential redevelopment, initially under the Housing Construction Jobs Program. These are;

• 110 Eugaree Street, Southport

6 x two-bedroom units in a three-storey walk up configuration. All 6 units are proposed to be social housing providing a catalyst for freeing up other tenanted properties. The site currently contains a duplex, one of which HHC owns, and the other is owned by HPW.

• Kate Street, Southport

This large, irregular site currently comprises 24 townhouses targeted at older people and significantly underutilises the development potential. Three options are under consideration for this site, with up to 90 units being proposed, depending on the adopted model.

Part of the development would include a Duplex Renewal program, whereby detached three-bedroom houses are replaced with two-bedroom duplexes. An innovative solution for aging stock profile in low density areas that is misaligned to changing client needs, each project will be cost neutral providing a low-cost option for renewal while reducing concentrations of social housing. Each duplex would comprise of 2 x two-bedroom single level dwellings with one lock-up garage and a tandem space. Once complete, half of the units will be sold recouping a portion of the development costs. The units retained will be let as either social or affordable housing.

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Australian Affordable Housing Securities

Part of HHC and now CHL - Australian Affordable Housing Securities (AAHS) is an established Australian Finance Services License holder and is a market leader in the development and delivery of innovative finance schemes to assist everyday Australians to rent or buy a home.

They provide services to the sector including:

• NRAS Compliance services;

• Affordable Housing Structures and Financing;

• Shared Equity Housing Structures and Financing;

• Specialist Disability Accommodation (SDA) Financing.

Australian Residential Investment Fund AAHS provided a total of 3,227 NRAS dwellings via our Managed Investment Scheme, the Australian Residential Investment Fund (ARIF). This has resulted in 2018/19 Investor returns totaling $33.7 million. AAHS estimates that the affordable housing provided via the ARIF has provided a home for over 11,000 low to moderate income residents in 2018/19. AAHS is currently working with other approved participants to negotiate the transfer of an additional 140 NRAS dwellings to AAHS during the 2019/20 financial year.

2018/19 period saw a significant financial investment by AAHS into our online Investor Portal, giving our investors easy access to essential information relating to their NRAS investment portfolios, all at the click of a button. The time saving online tool means our investors can easily log in online to find all the important details relevant to their property/properties and access their Registered Tax Offset (RTO) certificates at the end of the NRAS year.

NRAS Compliance Management Services In addition to our ARIF investors, AAHS has also managed the NRAS compliance of 1,287 dwellings on a fee for service basis. This includes the transfer of the compliance management for 130 Bridge Housing properties and 741 CHL properties during the 2018/19 year.

All NRAS incentive claims on behalf of other approved participants were submitted and processed in May 2019 and all RTO certificates were issued to these investors by the end of June 2019.

Reinvestment StrategyIn order to maximise the benefits of the NRAS, AAHS’ reinvestment strategy has resulted in an additional 60 dwellings being substituted back into the scheme this year, following sale or withdrawal by the original investor, bringing our total number of substitutions to 115. This will result in an estimated $2.9 million of investment returns for the remainder of the NRAS incentive period from the 2018/19 substitutions.

New InitiativesAAHS is working to capitalise on our expertise, creating new investment opportunities to positively address affordable housing challenges driven by market failure or a gap in the market. This growth strategy will secure AAHS further revenue streams past the current NRAS funding and continue to deliver returns to our investors and shareholders who are industry leaders in both social impact investment and community housing. AAHS will also be working closely with CHL to raise capital to support their development activities.

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South AustraliaThe total number of properties managed by CHL South Australia increased to 1,042 properties with a total of 1,052 tenancies at the end of 2018/19.

Housing ManagementWe welcomed the tenants of Northern Suburbs Housing Community to the CHL family in October 2018, after they decided to merge their operations with us. As well as welcoming 150 tenants across 138 properties, three staff members also joined our operations in South Australia. A well-attended welcoming event for tenants was held at our offices with positive feedback on the transition process.

Following the management transfer of properties to CHL from the SA Housing Trust under the Renewing Our Streets and Suburbs (ROSAS) program, a 10-year Investment and Asset Management Plan for the 797 properties has been developed and approved. This resulted in planned maintenance works expenditure of $2.4 million during the year, and plans finalised for the construction of 30 new homes during 2019/20.

Over the life of the plan, CHL will undertake $24 million upgrading works on the properties and build an additional 109 new homes.

South Australia

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Key Programs in SA Include:

• EEH (Employment and Education Housing) Program: CHL manages 9 properties in this portfolio which provides housing to Aboriginal and Torres Strait Islanders who are relocating from remote areas for education and employment. CHL partners with Uniting SA to provide support services to these clients, while CHL undertakes the property and tenancy management.

• SA Debentured Program: CHL currently manages 152 properties under this program. These property titles have been transferred to CHL however, South Australian Housing Authority (SAHA) hold a statutory charge on the title.

• NRAS Affordable Housing Program: CHL currently has 50 NRAS properties under management in SA. These properties are managed in accordance with NRAS guidelines and relevant state legislation.

• Stimulus Affordable Housing Program: CHL currently manages 27 properties under this program in conjunction with NEAMI. NEAMI is a national community mental health service supporting people living with mental illness. CHL manages the property and tenancy services under this portfolio. NEAMI

have nomination access to these properties and also provide support services to the client.

• Stimulus Supported Accommodation Program: CHL currently has 5 properties under this program. Allocations to these properties are sought from service providers within the homeless sector and a specialist panel approves allocation depending on highest determined need. Each of these tenancies have specialised support services while CHL provides property and tenancy management.

• ROSAS Program: CHL has 800 properties under this 20-year program. Our responsibilities are tenancy management and to offer more choice and higher quality housing for those needing social and affordable housing by undertaking significant investments in both planned maintenance activities, redevelopment and expansion of housing.

• NEJV (Non-Equity Joint Venture) Program: CHL manages 89 properties in this portfolio on behalf of third party private landlords on a fee for service basis under our land agents license. These properties were transferred to our subsidiary Horizon Housing at the beginning of this year.

One of our South Australian properties in the Blakes Crossing area.

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Community Development and Tenant EngagementThroughout 2018/19 the priorities for our Community Development program have been focused around creating connection, encouraging participation, providing opportunity and creating a community that cares. All our initiatives are focused at:

• Community ownership of initiated activities, projects or services through community participation and contribution;

• Increased social cohesion and positive relationships;

• Stronger, more supportive and safer communities;

• Greater opportunities and access to employment, education, skills building and social activities.

Significant activities which have been undertaken include:

• Tenant Advisory Group Established: we established our first Tenant Advisory Group (TAG) for South Australia who are providing valuable input into our policies and procedures, tenant engagement activities and community development. They are also working with us as we implement our Social Impact Framework and Reconciliation Action Plan (RAP).

A forum was held at the Enfield Community Centre with a large group of tenants to outline our Social Impact Framework. The objectives of our work in this area were well received by tenants, who went on to workshop with us the key actions we could take as an organisation to assist tenants across the key domains of health, education, economic participation, social cohesion, liveability and empowerment.

• Tenant Choice: as part of our planned maintenance program, we have introduced ‘colour selection boards’ to allow existing and incoming tenants to choose the colours they want - from carpet and vinyl selection, tile colours, bench tops, cupboards and handle designs. Involving our tenants in this process gives them a real sense of ‘ownership’ and translates to better cared for homes.

• SA Tenant Newsletter - ‘Community Connections’: addressing our need to have better communication with our tenants, this year we introduced a quarterly state newsletter with more localised content in addition to the National Tenant Magazine which is mailed to all our tenants.

• ‘Afternoon Concert’ Series: a partnership with Enfield Community Centre focusing on seniors has led to the creation of ‘Afternoon Concert’ Series aimed at addressing issues of social isolation. Two events were organised during the last year including ‘Miss Patsy De Cline’ concert and Peter Tilbrook ‘Living in the 60’s’. All events were free for CHL tenants and low cost for the community to attend.

• EOY Tenant Celebration: we organised the first ever EOY celebration activity in December for our tenants. The event was created in response to comments from some ROSAS tenants who requested if we could do a Christmas celebration for them. The party was a twilight event held at the Harry Weidra Reserve, Oakden. There was a free BBQ, soft drinks, a live band, roving performers, a free raffle, ten pin bowling, community group information stalls and of course a quick visit from Santa! The event was very successful and enjoyed by everyone who attended.

• OATES on Board: this year we were pleased to welcome our new partner OATES who are providing products for our new ‘Happy Home’ starter kit, which is an assortment of 12 household items - cloths, sponges, brushes, mop, broom, bucket, dust pan etc. The ‘Happy Home’ kit is given to new tenants when they receive their keys to their new home. With this partnership, we are working to assist our tenants to have pride in their homes and help create good spaces to be in.

• International Women’s Day (IWD): this is a partnership we have established with the North East Community House, which takes the opportunity on IWD to celebrate the achievements of ‘ordinary’ local women. This year we had three guest speakers, Chantelle - who spoke of her very personal journey of dealing with childhood abuse and domestic violence, Hanna - who spoke of the development of her career and journey into being the youngest member on local council, and Glynns - whom shared with us her journey as a Cystic Fibrosis sufferer who undertook a full lung transplant and is now active and healthy again.

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Aboriginal and Torres Strait Islander InitiativesCHL SA held a RAP launch event at its office in May this year. The event was attended by tenants, state politicians, council representatives, partnering agencies and contractors. The RAP was launched by Shona Reid, the Executive Director of Reconciliation SA, and a wonderful Welcome to Country was delivered by Jack Buckskin.

We have been working with Aboriginal Community Care Services and the Indigenous Land & Sea Corporation to finalise a project plan for a 40 independent unit Elders Village at Marion. CHL will undertake the development and manage the tenancies once the project is finalised.

Future Growth ProspectsWith the establishment of a new housing authority in South Australia by the State Government, there is a strong determination to establish a new system-wide Housing and Homelessness Strategy, with new approaches to strengthening partnerships in a multi-provider sector. Whilst the outcomes of this work, now in progress in consultation with CHP, remains to be seen, there is a strong opportunity for the community housing sector to demonstrate the obvious advantages and proven success of further transfers and what they can bring to those requiring social and affordable housing.

We also expect further opportunities to evolve this year within urban renewal projects, and across the disability and Aboriginal housing areas, where we are in discussion with several new partners to take advantage of the opportunities as the year progresses.

• ‘Home… A Sense of Place’ – Stage 1 Consultation and Research: a project which is exploring multiculturalism and racism within our communities. Since taking on ROSAS, a couple of community issues such as racism and discrimination have been identified amongst neighbours. With a focus on improved quality of life, education, building relationships and understanding in the community, we have identified using an ‘Arts’ based strategy to help community build, educate and address some of these issues. We are working in partnership with ActNow theatre and Catherine Fitzgerald (Writer, Director, Performer and Community Artsworker) on stage one, the research and development of this project.

• Common Grounds Strategy: initiated during this financial year and has been a huge success. CHL has taken responsibility for several multi-unit sites in the ROSAS program that have large areas of common grounds, many of which have been neglected. Our community development, tenancy and asset management staff have worked in partnership with the tenants (forums/BBQ’s) in those properties to design new landscape outcomes, in some instances inclusive of community gardens and art.

• Participation in Community Events: this year we participated in the North Eastern Community Fair Day and Shelter SA’s Health and Housing Expo. Our community development program works to support other housing and community organisations and participates in community events.

Artist and CHL resident Peter Sharrock with artwork he created for CHL Prospect RAP launch, SA.

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Our Enfield residents coming together to make a straw bale seat in their neighbourhood garden.

A CHL Good News STORY

Enfield Mosaic Project at the Lizard Lounge

A CHL led neighbourhood garden initiative in conjunction with tenants was made possible through a placemaking grant of $5,000 by the City of Port Adelaide Enfield Council in South Australia.

A seating area at the sight was designed, developed and built with the assistance of Community Artist, Helen Crawford who ran Mosaic/Seating workshops and together with the tenants, they created the Giant Lizard seat with a chess board on its back!

Besides the key outcomes of this initiative which include a recreation space for community, increased social interactions and healthy food options the project also provided key skills to those involved such as teamwork, collaborative decision making and problem solving.

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Tasmania

Housing ManagementDuring the year, CHL relinquished management of 3 Supported Accommodation Facilities Programs because of a change in government policy direction, where a single provider for both support and housing management was the preferred approach.

Across the State, CHL employed 24 staff members which make up the tenancy, asset management and internal maintenance service teams as well as a finance and community development officer.

CHL managed the Tasmanian State Government’s pilot program Private Rental Incentive Scheme, in the north of the State achieving 100% success tenancy rate.

CHL Tasmania office was the first office in CHL nationally to trial the use of an eftpos facility to assist clients paying rent.

CHL delivered 26 new homes in the suburb of Ravenswood as part of the Tasmanian Government’s Fast Track Program.

TasmaniaCHL Tasmania had 1,346 properties under management at the end of the financial year 2018/19. This was inclusive of the Better Housing Futures Program, NRAS properties and Rapid Rehousing Program.

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Key Programs in Tasmania

• The Better Housing Futures Program: CHL is now into its 5th year of managing the properties transferred under the State Government’s Better Housing Futures Program in the suburbs of Mayfield, Mowbray, Ravenswood, Rocherlea and Waverley. In the 2018/19 period we supported 1,120 tenancies.

Under the Better Housing Futures contract, we continued to deliver place-based tenancy and property management services for social housing tenants in Tasmania. Our focus continues to be improving the condition of the housing stock and working in close partnership with community agencies to create more sustainable tenancies and undertake community activities. CHL has focused staffing resources on supporting tenancies at risk within the Better Housing Futures portfolio. This is a strategy that is working well.

• CHL National Rental Affordability Program (NRAS): manages 160 long-term properties mostly comprising of properties that attract NRAS incentives. In total, CHL has 153 properties in the state under NRAS of which 108 are CHL owned. This now includes the 26 new properties in Ravenswood that were completed in June 2019.

During the 2018/19 financial year, 6 CHL owned properties reached their 10th year when the incentives cease followed by 27 properties due to reaching their NRAS incentive expiry period next year. CHL is working closely with the tenants to help them to remain in their homes following the end of NRAS incentives.

In 2019, CHL TAS was one of four organisations to receive a $30 million social housing package for the Hobart area. L to R: Liberal Senator Eric Abetz, Housing Choices State Manager Kim Bomford, Bob Gordon, Executive Director CatholicCare Tasmania and Centacare Evolve Tim Gourlay, Independent Senator Andrew Wilkie, Housing Choices Tasmania Deputy Board Chair Heather McCallum and Jason Williams from Community Housing Ltd.

• Rapid Rehousing - Domestic Violence Program: a Tasmanian State Government initiative set up to help people affected by family violence to move into safe and affordable private rental homes. The properties are rented to people affected by family violence; victims or perpetrators. For each property approved by Housing Tasmania under this initiative, a grant payment is made to CHL Tasmania to assist with costs including subsidising the rent (on head lease properties) to make it affordable, pay bonds and purchase furniture where required.

CHL Tasmania has a combination of private rental head lease properties in the program as well as a small number of NRAS stock. At the end of the 2018/19 financial year, we have 7 Rapid Rehousing properties. CHL also partnered with the Tasmanian State Government to provide 2 properties for the Mental Health Rapid ReHousing Program.

• Traineeships: CHL remains committed to employing individuals locally. During this past year the trainee reception role experienced many changes, with one trainee receptionist going on to full-time employment outside CHL and the promotion of another internally going onto a full-time position interstate.

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Community DevelopmentCHL remains committed to working with the local communities on programs that focus on overall wellbeing, social inclusion and tenant participation.

A range of programs and activities were undertaken including:

• The Ravenswood Project: was completed in December with a community gathering at the Starting Point building. The event which was conducted by the Launceston City Council, in appreciation of the work done by the community and CHL along with other key stakeholders, was attended by the Mayor Albert Van Zetten, Deputy Mayor Danny Gibson and members of community organisations such as the Ravenswood Men’s Shed, Children and Family Centre Starting Point.

There have been some developments that have come from the original project and these include a potential small enterprise that may be undertaken by the Ravenswood Men’s Shed with CHL’s support and assistance from the owners of the East Side Village Shopping Centre.

Another project showing promise is the strategic placement of seating in key areas of the suburb. The seating will be built by the Ravenswood Men’s Shed, painted and brought to life with art by the community and installed by the Launceston City Council.

• Scholarship Program 2018: 5 scholarships worth more than $17,000 were awarded in this year’s program to young adults between the ages of 12 to 16 years residing in Better Housing Future’s properties in the norther suburbs of Launceston.

• Other activities for the year included:

• Continuing work with Waverley and Ravenswood Primary schools and Fisheries to establish a date for the Waverley Fishing Festival event;

• A Community Pizza Cook up at the Pioneer Parade Community Garden in Ravenswood;

• Ongoing involvement with the Wukalina Aboriginal Walk advisory committee;

• Aboriginal themed outdoor kitchen at the Ravenswood Primary School.

Proud winners of the CHL Tasmania Scholarship Program 2018 together with Daniel Geale, Zane Little John, local community partners and CHL staff.

CHL awarded 5 scholarships at a special scholarship ceremony that was attended by World Champion Boxer, Daniel Geale, for the third consecutive year.

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Daniel Geale with scholarship recipient, Dylan Bird. #43

Victoria

Transitional Housing Program The Transitional Housing Program provides limited term housing to 446 households across two regions, Eastern Melbourne and Gippsland. Our homelessness services work in partnership with varied community support agencies, family violence, youth services, corrections, drug and alcohol support, leaving care youth justice to assist tenants to secure long-term accommodation.

Homelessness ServicesCombined, the homelessness programs received a total of 29,152 client contacts. The service assisted 2,857 clients through the Housing Establishment Fund (HEF) to access and sustain private rental housing with rent in advance or with rent arrears. Financial assistance is also used to provide short-term or overnight crisis accommodation for individuals and families who are homeless with no immediate housing options.

A summary of sub-programs and assistance provided to clients in the 2018/19 financial year is on the next page.

VictoriaIn Victoria, CHL through its subsidiary Community Housing VIC Ltd (CHVL) manages 2,019 affordable housing properties across the state including both transitional and long-term housing for people in high need.

The long-term housing program houses 1,573 households, 43% of whom receive a disability support pension and 35% the aged pension.

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Homelessness Services Reform in Victoria and New Initiatives

The Transitional Housing Program continues to manage new housing initiatives in partnership with housing support agencies and the Victorian State Government.

In 2016, the Victorian Department of Health and Human Services announced a program of review and reform for homelessness services. Inner Gippsland is one of three ‘Launch Sites’ selected to pilot new approaches to service delivery for people presenting as homeless. The Launch Sites are funded over three years to trial new initiatives.

Private Rental - Brief Intervention

The Brief Intervention worker provides short-term practical support to vulnerable households to access or maintain private rental. A total of 81 people have been assisted to access private rental housing in Inner Gippsland.

Supporting People Exiting Prison

A second position is funded to assist people exiting prison. This position provides brief periods of support to assist people to access and sustain private rental. Over the year, 64 individuals have been assisted into housing and provided with ongoing support to manage their transition and prevent them re-entering the justice system.

Private Rental Housing

The Private Rental Assistance Program was extended for another year to assist clients in the Gippsland Region with additional financial support to access and sustain private rental housing. The program provides flexible funding and has assisted 278 households with a total of $216,124 funds distributed.

Homelessness Assistance Data

2018/19 2017/18

Total number of clients assisted 5,878 5,202

Number of crisis housing assists 1,229 1,109

Number of client contacts 29,152 25,225

Total housing assistance funds distributed $973,491 $1,029,848

CHVL’s homelessness programs received a total of 29,152 client contacts. The service assisted 2,857 clients through the HEF to access and sustain private rental housing.

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Long-Term Housing – New InitiativesWorking in Partnership with Local Government

A successful tender to work in partnership with the Hepburn Shire has been a standout success. CHL has taken over the tenancy and property management of 6 properties for the aged and received financial assistance from a local committee and council to purchase land and construct 5 new units in the town of Clunes. Tenants have reported a high level of satisfaction with the service provision from both the tenancy and maintenance teams. Another local service is now considering transferring land and properties to CHVL to further expand the housing options for the citizens of the Hepburn Shire.

Current and Future Growth

• The Peter and Lyndy White Foundation project is now underway and when completed will provide 24 units in Melbourne’s northern suburbs for people who have been experiencing homelessness;

• An expanded partnership with Quantum Support Services has seen the management of family violence crisis properties transferred to CHVL that will later include the new women’s refuge in Latrobe, a cluster model with 7 independent units and on site services 7 days per week;

• New projects under construction include 8 units in partnership with the Uniting Church in Mitcham to house older women escaping family violence, plus 28 units in Lynbrook for both family violence and low-income households;

• A joint project with Melba and the Uniting Church will provide 15 high needs disability units;

• As inclusionary zoning progresses, CHL has been successful in tendering to manage and own 165 units at Alphington and 12 units at Noble Park and Boronia.

In 2019 CHVL received $2.8 million from the Victorian Government for a social housing project in Lynbrook. L to R: Steve Bevington,

Managing Director of CHL, Jen Kelly from WAYSS, Minister for Consumer Affairs, Gaming and Liquor Regulation, Marlene Kairouz MP, CHVL Board

Member Liz Stinson and Dr Tien Kieu, Labour candidate for South East Metropolitan at the funding announcement at Lynbrook.

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Jack and Redgum and Lost Souls.

CHVL Tenant Jack

Jack has been a tenant with CHVL for many years. Jack has been engaged with local support services and is now managing his life well. This has allowed him to explore his love of music and poetry. Jack has been successful in having a book of his bush poetry published and founding a local band in the Macedon Ranges area.

The band has been active locally and supported fundraising for Beyond Blue to raise community awareness of Mental Health and Suicide Prevention. Jack and Redgum and Lost Souls are now hoping to be able to play at the Tamworth Country Music Festival this year and are currently working toward making that happen.

A CHL Good News STORY

Caelan, one of our CHVL scholarship recipients achieved his goal to become confident and proficient in multiple swimming techniques and water safety.

Community DevelopmentCHVL has recently appointed a community development worker that will provide a boost for tenant and community initiatives across the state. It is still early stages, but a new community development strategy has been developed that will take existing and new projects forward as part of a coordinated national strategy.

In the 2018/19 period, several scholarships were provided to select tenants to pursue higher education and other life skills to enable them to live a healthy and good quality life.

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Western AustraliaIn 2018/19, CHL in Western Australia further cemented its standing as a registered growth provider with a capacity for managing housing under a wide range of programs from inner urban to highly remote areas.

Housing ManagementCHL operates from six offices in Perth, Geraldton, Exmouth, Kalgoorlie, Kununurra and Broome.

CHL’s customers in WA include:

• People on low to moderate incomes who require secure rental housing;

• People on moderate incomes seeking to access affordable rental housing;

• Specific needs groups who require support to live independently, including people with a disability, mental health illness, history of substance abuse, veterans, and ex-prisoners;

• Through Aboriginal Community Housing Limited (ACHL), Aboriginal families living in

East Kimberley and Goldfields communities under contracts with the WA Department of Communities;

• Transitional housing for Kimberley Aboriginal families;

• Seniors.

The year saw an increase to 911 properties under management. This includes workers housing in Coral Bay, additional Aboriginal transitional housing in the Kimberley, NRAS Non-Entity Joint Venture (NEJV) properties, and prisoner reintegration housing in Geraldton, Broome and Karratha.

Western Australia

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Perth Metropolitan Area

CHL works in partnership across 10 housing programs managed under the WA Community Housing Agreement with the Department of Communities.

2018/19 year saw a total of 272 properties under management. A total of 25 NEJV properties are now managed by CHL WA’s Licensed Real Estate Agent (Perth-based Housing Services Manager).

St Emilies in Kalamunda provides safe, affordable and supported residential accommodation for up to 44 young women in need, including those at risk of homelessness.

In June 2019, the project was recognised at the IPAA WA Awards: Innovation in the Not-For-Profit Sector; Best Practice in Collaboration Between Government and Non-Government Organisations as well as the Australasian Housing Institute’s State Winner of the Leading Housing Development in WA.

Geraldton

CHL manages a total of 85 properties located in Geraldton, and other mid-west towns. The portfolio includes a mix of social housing, over 55’s, community disability housing, mental health and more recently housing for parolees in partnership with Regional Alliance West.

As Western Australia’s Work, Health and Safety representative for CHL, our Geraldton Housing Officer also spent a considerable amount of time working with all WA offices to ensure Office Safety Plans were prepared.

Exmouth

CHL manages 35 x one and two-bedroom units for over 55’s at the Lawrence Retirement Village.

The 20 unit Key Workers Accommodation facility comprises of one, two and three-bedroom units providing affordable housing for workers. There is a high demand for these units with limited affordable housing in the area.

The 37 unit Coral Bay Workers Accommodation complex contains a mix of one and two-bedroom units. It was developed in 2012 by the Department of Primary Industries and Regional Development alongside the Baiyungu Aboriginal Corporation, the owners of the Land. A recent addition to CHL’s portfolio, the complex provides much needed accommodation for hospitality and tourism staff that work in the town.

Remote Aboriginal Community Housing

ACHL operates under the Department of Communities Remote Communities Contract. In 2018/19 financial year, this constituted 345 properties in 23 remote communities across 2 regions; 16 East Kimberley communities with 215 properties, and 7 Goldfields communities with 130 properties.

The contract was for an initial period of three-years with the option of two yearly extensions. Demonstrating effective management, the first extension was completed in 2018/19, with the final extension being offered for 2019/20.

Aboriginal Transitional Housing

The WA Government’s Transitional Housing Program (THP) provides medium-term affordable housing, support and financial mentoring to assist Aboriginal people achieve their goals of financial independence and home ownership or private rental.

CHL continues to provide professional management of the properties located in the East and West Kimberley. The 40 properties located in Broome are supported by Centacare and a CHL Housing Officer who works from the Centacare office. This program has been very successful with over 15 tenancies transitioning to either home ownership or private rental.

There has been significant development in the East Kimberley with (currently) an additional 11 properties built to increase the portfolio to 66. 9 properties are in Kununurra, while 2 properties have been completed in Wyndham, which are the first of this program for the town.

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A basketball court erected in December 2018 in Guda Guda has been used for social events in the community.

Community Development In 2018/19, CHL in WA continued to work to its Aboriginal Community Strategy and achieved many significant community-driven outcomes.

In remote Aboriginal communities, CHL has been supporting and facilitating the creation of a vision for participating communities so they can plan and build a more sustainable future with more self-reliance for services and less dependence on Government. This has started to develop in earnest in a range of Kimberley and Goldfields communities with activities including:

• Partnering with and linking engineering companies, including Arup and Engineers Without Borders (EWB) to communities to assist in the planning of community infrastructure such as roads, access to potable water and utilities;

• Creating lower cost access to utilities through use of innovative technology;

• Facilitating the development of social enterprise opportunities;

• Development of recreational facilities to improve health and wellbeing in communities;

• Fostering local management of housing and maintenance to assist self-determination;

• Introducing local construction of housing and community facilities to assist employment creation.

Some Initiatives are as Follows:

• Kimberley: a half basketball court and fenced playground were erected in December 2018 in Guda Guda. WELA, the Early Year’s program has been using the playground and 5 community members have been participating in basketball coaching training. The basketball court has been used for social events in community, including discos and celebrations such as New Year’s Eve;

• An additional focus is on increasing community participation by building a bouwer shed where

community members can connect to their culture, discuss issues in a healing environment and create opportunities for social enterprise. The building was completed in November 2018;

• During the year, Arup made another site visit to Frog Hollow and at the same time visited Jacks Hole, which is part of Nyaliga’s native title. As a result of this work, Arup has also approached CHL with a request to develop a partnership between the two organisations;

• A crowdfunding campaign to raise funds to build an Early Learning Centre in Frog Hollow raised $100,000 in donations, with the build to begin later in 2019;

• CHL has initiated several projects with the traditional owners of Broome, Nyamba Buru Yawuru (NBY). NBY, CHL and youth service providers have identified a gap in youth accommodation, particularly for young parents seeking training and employment. NBY and CHL submitted a funding proposal for the establishment of a Youth Accommodation Training and Employment Complex (YATEC), that will fill a clear gap on Broome’s housing continuum;

• A Ngarinjin elder approached CHL to make copies of an Ngarinjin-English Dictionary that he was given many years ago. CHL then approached the University of Sydney to make the only 2 copies in existence, available to Ngarinjin people who are looking to revive their language that is almost lost. CHL made copies of the books and have provided online PDF versions for future copies to be made.

• Goldfields: Tjuntjuntjara is a very remote Aboriginal community 660 kilometres North East of Kalgoorlie and has a population of approximately 180. Through CHL’s connection with EWB, a relationship was brokered with an engineering company AECOM who worked pro-bono to develop a town plan which was completed in April 2018. The report will be used for future funding and development of the community.

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CHL Tenant Jaden

In late 2015, Jaden moved into his first home with CHL and never settled or felt happy in his home and found it difficult to form relationships with his neighbours. Sometimes Jaden would take his frustrations out by damaging the property.

In mid-2017, Housing Officer Kylie Ingram commenced with CHL and met Jaden and his team from Cam Can. Kylie believed that Jaden would be much happier in a quieter area and a different home with more space. However, finding something suitable for Jaden was not easy and more importantly for us Jaden had to love it. After a lot of searching the perfect property became available. Jaden viewed the property with Jamie Summers, his Service Co-ordinator from Cam Can and agreed it was the home for him.

Kylie worked closely with Jaden and Jamie to develop an agreement to set Jaden up to succeed prior to moving in. The agreement had a strong focus for Jaden to respect his home, respect his neighbours, and respect himself. Over the last 12-months, since moving into the new property Jaden has shown that he can be a respectful

A CHL Good News STORY

Partnerships CHL’s success in delivering positive outcomes for its tenants and building stronger communities is only possible by working collaboratively with many partner organisations.

CHL currently has more than 30 partnerships in place in WA. In the non-government sector, CHL generally manages the housing and the partner agency supports clients’ needs.

In WA, CHL has more than 30 partnerships in place.

young man and has done his best to fulfil this agreement. Jaden has been looking after himself and passing his rent inspections with flying colours.

Now a regular at the local gym, Jaden is looking terrific. He has even been rock climbing, go-karting, fishing, playing volleyball and getting out and enjoying all the community has to offer. His team must be struggling to keep up with him! Kylie and the Housing Team at CHL are happy to play a small but important role in Jaden’s life. It has been a pleasure seeing him mature and grow and have a fulfilling life. Having his own safe and secure space has truly changed Jaden’s life.

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CHL is committed to ensuring access to and equity in meeting the housing needs of the Aboriginal and Torres Strait Islander peoples. With over 14% of CHL’s housing tenanted by Aboriginal and Torres Strait Islander peoples, CHL has worked extensively with communities at a local level across Australia for over 15-years.

Recognising the importance of self-determination and to empower Aboriginal and Torres Strait Islander communities to develop, own and manage affordable and sustainable housing, CHL has been at the forefront of establishing the first national Aboriginal and Torres Strait Islander led and managed provider of long-term affordable housing called Aboriginal Community Housing Ltd (ACHL).

ACHL was first established in 2016 to provide better housing options for Aboriginal and Torres Strait Islander communities and families and to put their needs first. At the beginning of the 2019 financial year, ACHL was

successfully registered as an independent Tier-Two community housing provider under the National Regulatory System for community housing.

It is presently a member of CHL Group who is committed to support ACHL in its formative years to enable ACHL to grow into a fully independent national organisation in the long-term.

ACHL has a strong Aboriginal and Torres Strait Islander leadership and direction with its own three-year strategic plan and majority of its Board comprising of Aboriginal or Torres Strait Islander leaders including the Chair.

Aboriginal Community Housing Limited

Aboriginal Community Housing Limited

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Photo from the launch of CHL’s Reconciliation Action Plan in Victoria.

CHL’s Reconciliation Action PlanDuring the 2018/19 year, CHL also announced the launch of a Reconciliation Action Plan (RAP) during the National Reconciliation Week. The RAP will enable the organisation to further strengthen the existing relationships with Aboriginal and Torres Strait Islander peoples, communities and organisations.

It will also support an organisational culture within CHL that acknowledges and fosters awareness and respect for the Aboriginal and Torres Strait Islander peoples, their histories and their cultures, through both its work practices and organisational environments.

Membership of ACHL will be open to Aboriginal and Torres Strait Islander organisations, and any non-Aboriginal and Torres Strait Islander organisations who commit to ACHL’s mission. That is, to provide housing for Aboriginal and Torres Strait Islander peoples.

Over the next three-year period an ‘ACHL Toolkit’ will be made available to support the members in the delivery of services. These include training and employment opportunities, mentoring and coaching, housing management, business management, legal and financial support, governance support and capital works.

CHL Group manages 1,183 properties, tenanted by Aboriginal and Torres Strait Islander peoples in general social housing, as well as in specific communities around Australia including in the East Kimberley and Goldfields in WA, on the North Coast and in Kempsey in NSW, within Gippsland in Victoria and in various locations in South Australia. In total, there are 360 properties under ACHL’s management.

ACHL provides housing for Aboriginal and Torres Strait Islander peoples.

#53

CHL’s Asset ManagementCHL’s maintenance department delivered the highest number of service requests in its history during the 2018/19 financial year.

Notable Programs Were:

CHL was successful in securing a contract to deliver maintenance upgrades to properties under management by the AHO in the mid north coast region. The contract, when complete in October 2019 will see CHL manage the delivery of a large-scale improvement program. The program will also help support the direct employment of 2 Aboriginal employees whom CHL will sponsor to complete their apprenticeships in carpentry.

Powering Our Homes Through Solar

We are currently seeing energy prices rise across the country, CHL is committed to trying to alleviate the cost of energy to tenants wherever it can. Within Victoria, CHL was delighted to secure over $400,000 in grant funding via the Victorian Property Fund and Solar Homes Victoria, to install solar panels and energy saving devices to over 100 properties. The installed solar will provide a much-needed reduction in energy bills in the future.

Installations were completed in Bairnsdale, Carrum

Downs, Croydon, Inverloch, Packenham, Warum Ponds, and Wonthaggi. During the course of the next 12-months CHL will be looking to secure further funding to install more energy saving devices to its properties.

Traineeship Program

CHL’s commitment to the communities in which we work includes the development of job skills and employment opportunities in the local and surrounding areas and as such our trainee program. The program has been running for 3 years and to date has seen 4 trainees enrolled in the program with 4 more to be added in 2019. They are currently training in various aspects of the organisation including horticulture, general administration and carpentry with 3 trainees securing permanent employment.

CHL’s trainee, Sarah Larkin was recognised as Holmesglen TAFE’s Most Outstanding 3rd year Parks and Garden Apprentice in 2018. She has now secured employment within CHL’s internal maintenance unit.

In total 25,588 work orders were completed across the country.

CHL’s Asset Management

2019 SERVICE REQUEST ANALYSIS

SERVICE REQUEST BY STATE URGENT ROUTINE

PLANNED & CYCLICAL

(INC. VACANT PROPERTIES) TOTAL

% OF RESPONSIVE

% OF PLANNED

VIC 1,345 5,003 1,477 7,825 81.1% 18.9%

NSW 1,394 2,745 791 4,930 84.0% 16.0%

WA 440 1,411 203 2,054 90.1% 9.9%

QLD 112 279 85 476 82.1% 17.9%

SA 972 2,409 537 3,918 86.3% 13.7%

TAS 989 3,576 1,820 6,385 71.5% 28.5%

Average % of expenditure by work type across all States 89.2% 10.8%

#54

Photo of Sarah Larkin courtesy of Knox Leader. #55

JUN 18 JUL 18 JAN 19AUG 18 SEPT 18 OCT 18 NOV 18 DEC 18 FEB 19 MAR 19 APR 19 MAY 19 JUN 19

12.0

6.0

10.0

4.0

8.0

2.0

0.0

5.54.8

7.1

4.2

7.5

9.6

8.37.7

6.66.2

5.85.2

4.9

CHL Group of Companies LTIFR 12 months

For the coming year, our approach to managing WHS risks incorporates a broader consideration of our safety culture including managing exposure to workplace aggression and clients affected by substance abuse.

This includes putting comprehensive systems and processes in place to manage risks and actively monitor safety outcomes while building employee awareness.

Work Health & Safety at CHL

Work Health & Safety at CHLCHL remains committed to the safety of its employees, customers, volunteers and contractors. We want to be a responsible organisation that conducts its business in line with adopted values while following high standards of workplace safety.

The Work Health and Safety Management System and Policy Framework provides an outstanding springboard for further consolidation of safety initiatives, compliance and operational improvements.

While work remains to be done, we maintain continued focus on safety under the pillars of leadership and culture, critical risk reduction and the health of minds.

Initiatives conducted during 2018/19 period included:

• Seeking feedback from front-line employees regarding safety concerns, the effectiveness of reporting mechanisms and opportunities to expand risk mitigation actions;

• Upgrading reporting standards, with emphasis on risk exposure and mitigation opportunities;

• Designing user-friendly reporting resources, guidance material and informative fact sheets.

CHL’s overall Lost Time Injury Frequency Rate (LTIFR) increased to 9.6% in October 2018 after 1 lost time injury in September, and another 2 in October. Since then the absence of any further lost time injuries has resulted in a steady decline to 4.9% (marginally higher than at the start of the 2018/19 financial year).

Significant improvements were achieved in the level of incident reporting, analysis of available data and providing meaningful feedback to the users of safety information.

#56

CHL Tenant Satisfaction Results 2019 National

Average

86%

South Australia

Queensland

Western Australia

93%

88%

93%

83%

Tasmania

78%

New South Wales

89%Victoria

90%Horizon Housing

All above the NRSCH Threshold of 75%

Overall Satisfaction

86%Property Condition

82%Repairs and Maintenance

78%

CHL’s performance against the National Regulatory System for Community Housing (NRSCH) threshold:

#57

Key Data for Australia 2018/19PROPERTIES AND TENANCIES

PROPERTIES TENANCIES

STATES 2018/19 2017/18 2018/19 2017/18

VIC 2,021 2,016 2,243 2,252

NSW 2,978 1,610 2,991 1,628

TAS 1,299 1,393 1,293 1,376

WA 871 847 857 833

SA 1,129 993 1,134 996

QLD 2,439 2,496 2,502 2,597

Total 10,737 9,355 11,020 9,682

TOTAL RENT COLLECTION

RENT COLLECTED RENT CHARGED

STATES 2018/19 2017/18 2018/19 2017/18

VIC $18,821,655 $18,433,030 $18,707,615 $18,553,421

NSW $23,139,556 $14,343,155 $22,311,760 $14,370,466

TAS $10,808,352 $11,200,037 $10,690,029 $11,217,362

WA $4,813,488 $4,391,018 $4,797,508 $4,364,550

SA $9,626,128 $6,470,491 $9,609,976 $6,693,129

QLD $11,227,790 $3,009,413 $10,979,269 $3,055,781

Total $78,439,969 $57,847,144 $77,096,157 $58,254,709

NB: NSW & SA Figures exclude the NEJV Portfolio of properties in Rent Charged/Rent Collected but are included in the overall property and tenancy numbers; figures include rents charged and collected by Horizon Group of companies (NSW & QLD).

ASSET MANAGEMENT ACROSS STATES2019 Service Request Analysis

SERVICE REQUEST BY STATE URGENT ROUTINE

PLANNED & CYCLICAL

(INC. VACANT PROPERTIES) TOTAL

% OF RESPONSIVE

% OF PLANNED

VIC $483,779 $1,296,286 $2,938,276 $4,718,341 37.7% 62.3%

NSW $559,745 $1,530,319 $2,709,686 $4,799,750 43.5% 56.5%

TAS $477,054 $866,345 $2,280,078 $3,623,477 37.1% 62.9%

WA $223,088 $716,639 $752,195 $1,691,922 55.5% 44.5%

SA $293,201 $911,567 $2,821,007 $4,025,775 29.9% 70.1%

QLD $40,632 $158,598 $149,520 $348,750 57.1% 42.9%

Average % of expenditure by work type across all States 43.5% 56.5%

Key Data for Australia 2018/19

#58

CHL International

CHL International

#59

CHL Timor continued to consolidate its reputation as a local Timorese company employing 100% Timorese employees and undertaking a range of projects during the 2018/19 year.

CHL Timor has been building its capacity with training and upskilling staff to meet the growing demand for skilled workforce as well as providing an apprenticeship program. We are also undertaking advocacy work in design and engineering to help local engineers, architects, plumbers, electricians, carpenters and practitioners find relevant jobs.

CHL Timor is working in partnership with local universities and organisations such as Engineers Without Borders (EWB) and National Labor Force Institution Timor-Leste (INDIMO) to develop standards and practices for an organised construction industry in Timor.

Monte Saint’ Angelo Mercy College Building Facilities

Sydney based Saint Angelo Institution in conjunction with Catholic Diocese of Maliana is seeking to help and deliver better education, training and apprenticeship program for people in Maliana, located around 100 kilometres from Dili. CHL Timor has been approached by Saint Angelo to deliver design of a building complex.

CHL Timor has been engaged in community events that promote overall wellbeing and sport. CHL Timor supported a tennis tournament in Dili held by National Resistant Students Timor-Leste.

Timor-Leste

#60

Chile

Peru

Latin AmericaDuring 2018/19 operations in both countries Chile and Peru were marked by administrative and legal delays which pushed out the construction timelines on the four projects that are currently under development in the two countries.

In Peru, the Chincha project saw the consolidation of three land parcels with the project receiving necessary building approvals and 20% of the project sold out in the 2 months of being on the market. CHL Peru is working on another medium rise four-storey project in lquitos, a Peruvian port city for low income earners.

In Chile, CHL’s Playa Ancha project was reconfigured due to local building laws and planning requirements. The first part of the project is going to start in the next financial year.

In Limache, the revised proposal for registration of land was submitted along with a new building proposal.

The most notable achievement was the recognition of CHL Chile’s Santo Domingo project awarded as the “Best Housing project of Social Integration in 2018” by the Ministry of Housing.

#61

Gujarat

In 2018/19 CHL Building Design Services (CHL BDS-Indian subsidiary of CHL Australia) launched an affordable housing project called ‘Pooja Heaven’ in Dehgam near Ahmedabad, Gujarat.

CHL BDS created a joint venture entity with local developers called ‘Shivdhan Community Housing Private Limited’ to execute the project. The project consists of building 134 apartments and 32 shops. There is a strong interest from the members of the local school teachers and other low-income government employees for the apartments and shops.

Salient features of the ‘Pooja Heaven’ project:

• Project approved by AUDA (Ahmedabad Urban Development Authority)

• Total plot area - 5,653 sqm (60,848 sqft)

• Total constructed area - 193,576 sqft

• Built-up area - 19,998 sqm

• 7 storey building. 134 apartments

• 78 x 3-bedroom apartments. Carpet area - 70-73 sqm (753-782 sqft)

• 56 x 2-bedroom apartments. Carpet area - 64-66 Sqm (688-701 sqft)

• 32 shops x 25-30 sqm each

• Total project cost - INR 307.54 Million / AUD 6.15 Million

• Average selling price based on built-up area - INR 2,925/sqft / AUD 58.50/sqft

• Average sale price of 2-bedroom apartment - INR 2.3 Million / AUD 46,600

• Sale price of 3-bedroom apartment - INR 2.5 Million / AUD 50,300

• Project revenue - INR 414.8 Million / AUD 8.3 Million

• Project period 18-24 months

India

#62

2018/19 was a busy year for CHL Indonesia with the company getting its official registration. We were engaged in a range of projects in various capacities as consultant, designer and developer.

Key Projects Include:

• Asia Land and Sea Social Development Project: A project with Asia Holdings Land and Sea Pte. Ltd. in Labuan Bajo, Flores, it envisages the delivery of 120 units, including community development of surrounding villages such as building a homestay to trigger local tourism, creating job opportunities and supporting local economic growth. Asia Land and Sea is a property developer focused on high-value sustainable tourism and residential development in Flores, Indonesia and beyond.

• Bamboo Housing Project: A collaboration with Yayasan Bambu Lestari on developing a bamboo affordable housing using processed bamboo construction materials. A pilot house has been planned to be built in Alengkong Village in Bali, designed in a participatory manner with the village community. The bamboo construction materials have been presented to the Director General of Housing as an alternative for affordable housing strategy.

• Director General of Housing Programs: CHL Indonesia is participating in a few of the Director General of Housing programs to develop the current housing schemes for the poor population by providing:

• BSPS Program: developing through educating the local community on how to build and getting the community to build the development. This creates job opportunities and increases the number of

skilled people in the community, so that the area can be more self-sustainable. Currently proposed in Bandung and Sukabumi.

• Kampung Susun (Vertical Village): a slum revitalisation strategy to fix the very dense slums in Jakarta and rebuild the low-income areas. As a result of the lack of land in the city, a “land on land” strategy is proposed to create better and more spacious living and community spaces. A multi-storey structure furnished with infrastructure, electrical supply, and space dividers will be given to the people to move into. They will be able to use the space for homes and business activities.

• Rakyat Berkapling Sejahtera (Co-Development Housing): guided land development where land will be furnished with roads, infrastructures, and divided plots, and will be given to the people for them to build their own houses on their given plot of land. This prevents the development of slum as the site planning has already been structured with the plot division and infrastructure. Currently planned to be implemented in Kulon Progo, the region where the new airport in Yogyakarta is being built and the local settlements surrounding the airport are being evicted.

• Dormitory in Bali and Bandung: A potential CHL Indonesia development project to build dormitories in Bali and/or Bandung.

Indonesia

#63

Discussion and Analysis of Financial Statements

Information on CHL Concise Financial Report

The financial statements and disclosures in the concise financial report have been derived from the 2018/19 Annual Report of Community Housing Ltd and its controlled entities (collectively known as “Economic Entity”).

To receive a hard copy of the Annual Report (free of charge), visit www.chl.org.au or call our Company Secretary on (03) 9856 0050 or email: vlad.steinberg@chl.org.au.

The discussion and analysis is provided to assist members in understanding the concise financial report. The discussion and analysis is based on CHL consolidated financial statements and the information contained in the concise financial report.

Statement of Financial PerformanceThe surplus after income tax amounted to $40,584,550 (2018: $65,999,471). Revenue from overall activities totalled $148,437,698 (2018: $153,237,047). The decrease in revenue is mainly due to the inclusion of the gain on bargain purchase of Horizon Group in the previous year.

Operating income for the reporting period is $111,467,529 which is an increase of 20.5% compared to the previous year’s $92,538,012.

Expenditure for the year totalled $107,566,426 (2018: $87,212,193) an increase of 23.3% from the previous year. This is resulting from expansion of activities in Australia and is predominantly associated with property and project costs, most significantly maintenance expenditure.

Statement of Financial PositionThe Economic Entity has expanded its activities during the reporting period as seen by the 14.3% increase in total assets from the previous financial year’s $651,772,343 to $745,305,569. This was achieved mainly through increases in the investment properties portfolio. Total liabilities increased by approximately 22.6% to $285,050,511 compared to previous year’s $232,538,713 mainly due to an increase in non-current liabilities relating to the Northern Suburbs Housing Community transfer ($31,386,000).

Statement of Cash FlowsIn line with the growth activities and increase in profit recorded during the current reporting period the Economic Entity reported a cash balance of $24,045,747 at the end of June 2019.

Discussion and Analysis of Financial Statements

#64

Directors’ DeclarationThe directors declare that in their opinion, the concise financial report of the consolidated entity for the year ended 30 June, 2019 as set out on pages 68 to 75 complies with Accounting Standard AASB 1039 Concise Financial Reports.

The concise financial report is an extract from the full financial report for the year ended 30 June, 2019. The financial statements and specific disclosures included in the concise financial report have been derived from the full financial report.

The concise financial report cannot be expected to provide as full an understanding of the financial performance, financial position and financing and investing activities of the consolidated entity as the full financial report, which is available on request.

This declaration is made in accordance with a resolution of the directors.

Fionn Skiotis

Director Melbourne 1 October, 2019

The Names of Directors in Office at the Date of this Report are:

Stephen Bevington

Fionn Skiotis

Kathy Gaby

Karine Shellshear

Maureen O’Meara

David Week

Joe Duskovic

Jeff Forbes

Registered Office of the Company

Community Housing Limited

ABN 11 062 802 797

4/20 Charles Street Parramatta NSW 2150 Australia

www.chl.org.au E: info@chl.org.au

Principal Place of Business

Community Housing Limited

ABN 11 062 802 797

19-23 Prospect Street Box Hill VIC 3128 Australia

Company Secretary

Vlad Steinberg E: vlad.steinberg@chl.org.au

Directors’ Declaration

#65

Director’s Report 12 Director’s Declaration 65

Concise Financial Statements

Statements of Comprehensive Income 68Statements of Financial Position 69Statements of Change in Equity 70Statements of Cash Flows 71Notes to the Consolidated Financial Statements 72Independent Auditor’s Report to the Members 74

#66

Relationship of the Concise Financial Report to the Full Financial Report

The concise financial report is the extract from the full financial report for the year ended 30 June, 2019. The financial statements and specific disclosures included in the concise financial report have been derived from the full financial report.

The concise financial report cannot be expected to provide as full an understanding of the financial performance, financial position and financing and investing activities of Community Housing Limited and its subsidiaries as the full financial report. Further financial information can be obtained from the full financial report.

The full financial report and auditor’s report will be sent to members on request, free of charge. Please call (03) 9856 0050 if you need a copy. Alternatively, you can access both the full financial report and the concise report via the internet on our website: www.chl.org.au

#67

Community Housing Limited

Consolidated Statements of Comprehensive IncomeFor the year ended 30 June 2019

ECONOMIC ENTITY PARENT ENTITY

2019 2018 2019 2018

NOTES $ $ $ $

Revenue from continuing operations 2 111,467,529 92,538,012 61,618,658 55,043,451

Other income 3 31,308,342 29,421,445 6,904,679 2,870,395

Gain on bargain purchase 5,661,827 31,277,590 5,661,827 -

TOTAL REVENUE AND OTHER INCOME 148,437,698 153,237,047 74,185,164 57,913,846

Operating expenses (43,706,829) (33,065,076) (21,070,371) (19,548,021)

Project costs (1,453,297) (4,119,192) (176,256) (2,118,319)

Property costs (47,875,019) (35,917,221) (30,697,725) (25,612,097)

Tenancy/client costs (9,417,294) (9,452,043) (5,259,426) (4,043,725)

Fair value gain on derivatives 443,301 692,525 - -

Finance expenses (5,557,288) (5,351,186) (1,677,912) (1,730,495)

TOTAL EXPENSE (107,566,426) (87,212,193) (58,881,690) (53,052,657)

Surplus / (Deficit) before income tax 40,871,272 66,024,854 15,303,474 4,861,189

Income tax expense (286,722) (25,383) - -

SURPLUS / (DEFICIT) FOR THE YEAR 40,584,550 65,999,471 15,303,474 4,861,189

Other comprehensive income

Item that may be reclassified to profit or loss

Exchange differences on translation of foreign operations (59,096) 115,233 - -

Other comprehensive income for the year, net of tax (59,096) 115,233 - -

Total comprehensive income for the Year 40,525,454 66,114,704 15,303,474 4,861,189

Surplus / (Deficit) for the year is attributable to: Owners of Community Housing Limited

40,588,046 65,999,471 15,303,474 4,861,189

Non-Controlling Interest (3,496) - - -

40,584,550 65,999,471 15,303,474 4,861,189

Total comprehensive income for the year is attributable to: Owners of Community Housing Limited

40,528,950 66,114,704 15,303,474 4,861,189

Non-Controlling Interest (3,496) - - -

40,525,454 66,114,704 15,303,474 4,861,189

The above statements of Comprehensive Income should be read in conjunction with the accompanying notes

#68

Community Housing Limited

Consolidated Statements of Financial PositionFor the year ended 30 June 2019

ECONOMIC ENTITY PARENT ENTITY

2019 2018 2019 2018

NOTES $ $ $ $

ASSETS Current Assets

Cash and cash equivalents 24,045,747 21,045,110 10,813,282 6,201,955

Trade and other receivables 15,466,464 10,008,205 10,005,400 3,548,925

Other current assets 398,657 366,780 386,845 355,744

Assets classified as held for sale 225,628 96,250 - 96,250

Current asset tax 174,188 - - -

TOTAL CURRENT ASSETS 40,310,684 31,516,345 21,205,527 10,202,874

Non Current Assets

Property, plant and equipment 13,410,390 9,355,275 3,225,798 3,892,049

Intangible assets 4,778,022 4,841,759 - -

Investment properties 4 686,806,473 606,058,964 221,195,929 170,681,918

Inter company loan receivables - - 2,384,224 1,859,095

Investment in subsidiaries - - 1,249,833 304,870

TOTAL NON-CURRENT ASSETS 704,994,885 620,255,998 228,055,784 176,737,932

TOTAL ASSETS 745,305,569 651,772,343 249,261,311 186,940,806

LIABILITIES Current Liabilities

Trade and other payables 15,685,160 9,916,392 10,689,815 5,832,604

Borrowings 40,591,284 2,330,907 677,000 684,000

Derivative financial instruments 907,838 - - -

Provisions 2,597,182 2,390,045 850,580 703,673

Current tax liabilities - 87,050 - -

TOTAL CURRENT LIABILITIES 59,781,464 14,724,394 12,217,395 7,220,277

Non-Current Liabilities

Borrowings 66,215,151 102,038,720 42,371,471 36,306,756

Non-interest bearing liabilities 154,805,283 112,040,965 83,179,091 47,986,686

Derivative financial instruments - 1,351,139 - -

Provisions 3,770,797 2,187,505 1,131,906 369,113

Deferred tax liabilities 477,816 195,990 - -

TOTAL NON-CURRENT LIABILITIES 225,269,047 217,814,319 126,682,468 84,662,555

TOTAL LIABILITIES 285,050,511 232,538,713 138,899,863 91,882,832

NET ASSETS 460,255,058 419,233,630 110,361,448 95,057,974

EQUITY

Other reserves (647,594) (588,498) - -

Retained earnings 460,410,174 419,822,128 110,361,448 95,057,974

Non-controlling interest 492,478 - - -

TOTAL EQUITY 460,255,058 419,233,630 110,361,448 95,057,974

The above statements of Financial Position should be read in conjunction with the accompanying notes

#69

Community Housing Limited

Statements of Changes in EquityFor the year ended 30 June 2019

ATTRIBUTABLE TO OWNERS OF COMMUNITY HOUSING LIMITED

ECONOMIC ENTITYOTHER

RESERVESRETAINED EARNINGS

NON-CONTROLLING

INTEREST TOTAL EQUITY

$ $ $ $

BALANCE AT 1 JULY 2017 (703,731) 353,822,657 - 353,118,926

Surplus for the year - 65,999,471 - 65,999,471

Other comprehensive income / (loss) 115,233 - - 115,233

Total comprehensive income for the year 115,233 65,999,471 - 66,114,704

BALANCE AT 30 JUNE 2018 (588,498) 419,822,128 - 419,233,630

BALANCE AT 1 JULY 2018 (588,498) 419,822,128 - 419,233,630

Surplus for the year - 40,588,046 (3,496) 40,584,550

Contribution of Equity - - 495,974 495,974

Other comprehensive income / (loss) (59,096) - - (59,096)

Total comprehensive income for the year (59,096) 40,588,046 492,478 41,021,428

BALANCE AT 30 JUNE 2019 (647,594) 460,410,174 492,478 460,255,058

PARENT ENTITYRETAINED EARNINGS TOTAL EQUITY

$ $

BALANCE AT 1 JULY 2017 90,196,785 90,196,785

Deficit for the year 4,861,189 4,861,189

Other comprehensive income / (loss) - -

Total comprehensive income for the year 4,861,189 4,861,189

Balance at 30 June 2018 95,057,974 95,057,974

Balance at 1 July 2018 95,057,974 95,057,974

Surplus for the year 15,303,474 15,303,474

Other comprehensive income / (loss) - -

Total comprehensive income for the year 15,303,474 15,303,474

BALANCE AT 30 JUNE 2019 110,361,448 110,361,448

The above statements of Changes in Equity should be read in conjunction with the accompanying notes

#70

Community Housing Limited

Statements of Cash FlowsFor the year ended 30 June 2019

ECONOMIC ENTITY PARENT ENTITY

2019 2018 2019 2018

$ $ $ $

Cash flows from operating activities

Receipts from rent, operational grants and services 113,338,178 96,349,737 61,352,802 56,450,792

Capital grants, fees and other income received 6,396,204 2,999,681 4,292,522 2,124,684

Payments to suppliers and employees (95,555,020) (77,986,735) (53,977,470) (49,099,589)

24,179,362 21,362,683 11,667,854 9,475,887

Interest received 169,034 80,417 40,762 15,782

Interest paid (5,608,948) (5,416,174) (1,733,243) (1,797,923)

NET CASH INFLOW FROM OPERATING ACTIVITIES 18,739,448 16,026,926 9,975,373 7,693,746

Cash flows from investing activities

Payments for property, plant and equipment (2,141,299) (665,305) (927,620) (189,839)

Payments for capital works in progress (12,288,064) (4,477,093) (7,387,844) (2,025,609)

Payment for software developments (910,305) - - -

Investment in term deposit out of loan proceeds (4,114,301) - (4,114,301) -

Proceeds/(payments) from sale of property, plant and equipment

(118,725) 1,299,147 106,903 507,643

Investment in Subsidiaries (714,000) (5) (714,000) (5)

Cash acquired in business combination 1,615,101 3,926,534 1,615,101 -

NET CASH (OUTFLOW) FROM INVESTING ACTIVITIES (18,671,593) 83,278 (11,421,761) (1,707,810)

Cash flows from financing activities

Proceeds from borrowings 7,259,246 1,251,215 7,259,246 323,422

Repayment of borrowings (4,822,438) (2,543,209) (1,201,531) (1,956,014)

Transactions with non-controlling interests 495,974 - - -

NET CASH (OUTFLOW) INFLOW FROM FINANCING ACTIVITIES

2,932,782 (1,291,994) 6,057,715 (1,632,592)

Net increase (decrease) in cash & cash equivalents 3,000,637 14,818,210 4,611,327 4,353,344

Cash and cash equivalents at the beginning of the year 21,045,110 6,226,900 6,201,955 1,848,611

CASH AND CASH EQUIVALENTS AT END OF YEAR 24,045,747 21,045,110 10,813,282 6,201,955

The above statements of Cash Flows should be read in conjunction with the accompanying notes

#71

Community Housing Limited

Notes to the Concise Consolidated Financial StatementsFor the year ended 30 June 2019

1. Summary of Significant Accounting Policies

Basis of preparation

This concise financial report relates to the consolidated entity (referred to hereafter as the Economic Entity) consisting of Community Housing Limited and the entities it controlled at the end of, or during, the year ended 30 June, 2019. The accounting policies adopted have been consistently applied to all years presented.

Going concern consideration

The financial statements have been prepared on a going concern basis, which assumes CHL will continue to be able to meet its obligations as and when they fall due.

After taking into account all available information, the directors have concluded that there are reasonable grounds to believe:

• The group will be able to pay their debts as and when they fall due; and

• The basis of preparation of the financial report on a going concern basis is appropriate.

The directors have formed this view based on a number of factors:

• The continued availability of existing debt facilities to meet current commitments; and

• Cash flow forecasts indicate that the company can meet its other obligations as and when they become due.

2. Revenue from Continuing Operations

ECONOMIC ENTITY

$ $

2019 2018

Rental income 80,944,434 59,388,044

NRAS incentives 9,318,829 7,890,462

Grant income 13,690,153 12,330,857

Services income 2,597,494 8,188,829

Project Management income - 113,446

Recoveries 4,197,946 4,181,526

Other revenue 718,673 444,848

TOTAL REVENUE FROM OPERATING ACTIVITIES 111,467,529 92,538,012

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3. Other Income

4. Investment PropertiesInvestment properties consist of residential dwellings where CHL has a legal or beneficial interest.

Properties to the carrying value of $345,493,581 have been pledged as security to lenders. Further parties such as government bodies, and tenants may also have an enforceable interest in the properties either as a registered interest in title, a statutory power or a binding lease document. Further information on these restrictions is included in the full financial statements of CHL.

5. Limitation of Members’ LiabilityIn accordance with the Constitution, the liability of members in the event of Community Housing Ltd being wound up would not exceed twenty ($20) dollars per member.

6. Events Occurring After the Reporting PeriodNo other matters or circumstances have occurred subsequent to year end that has significantly affected, or may significantly affect, the operations of the company or Economic Entity, the results of those operations or the state of affairs of the Economic Entity or parent entity in subsequent financial years.

ECONOMIC ENTITY

$ $

2019 2018

Fair value gain/(loss) on investment properties 31,168,020 19,779,840

Fair value gain on capital work in progress (1,885,526) 345,184

Net (loss) on disposal and impairment of investment properties (6,232) (541,906)

Net gain on disposal of property, plant and equipment (91,193) 6,100

Capital grant income 1,897,078 9,740,485

Donations 20,523 12,093

Interest income 205,672 80,417

Foreign (losses) - (768)

TOTAL REVENUE FROM OTHER INCOME 31,308,342 29,421,445

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Independent Auditor’s Report

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#75

www.chl.org.auCommunity Housing Ltd ABN 11 062 802 797 Community Housing (VIC) Ltd ABN 75 112 324 384 Aboriginal Community Housing Ltd ABN 23 165 108 654Horizon Housing Company Limited ABN 57 061 035 050 Horizon Housing Solutions ABN 54 147 539 526 Horizon Housing Realty ABN 22 623 498 644Australian Affordable Housing Solutions ABN 75 605 381 137

1300 CHL HOUSING (1300 245 468 Australia Only)

New South Wales (Registered Office)

4/20 Charles Street Parramatta NSW 2150 Australia T: +61 2 9891 7600 F: +61 2 9891 7611 E: nswinfo@chl.org.au

Victoria

19-23 Prospect Street Box Hill VIC 3128 Australia T: +61 3 9856 0050 F: +61 3 9856 0051 E: info@chl.org.au

South Australia

270b Main North Road Prospect SA 5082 Australia T: +61 8 8210 0200 F: +61 8 8210 0211 E: infosa@chl.org.au

Western Australia

Commercial Office 1 & 2 Ground Floor 146 Fitzgerald Street Perth WA 6000 Australia T: +61 8 9228 7500 F: +61 8 9228 7511 E: infowa@chl.org.au

Tasmania

Level 1/288 Invermay Road Mowbray TAS 7248 Australia T: +61 3 6325 0700 F: +61 3 6326 6265 E: infotas@chl.org.au

Queensland

88 Ellena Street Maryborough QLD 4650 Australia T: +61 7 4121 4515 F: +61 7 4123 2357 E: infoqld@chl.org.au

Queensland Horizon Housing

Suite 101, Level 1, Campus Alpha 2 Investigator Drive Robina QLD 422 Australia T: 1300 133 027 F: +61 7 5578 9522 E: hhc@horizonhousing.com.au

Chile

Cochrane 571 Valparaiso, Chile T: +56 9165 6670 F: +56 32-2253047

Timor Leste

Avenida Presidente Nicolau Lobato, Ruku 2, Andar 3. Fatu-hada, Dili, East Timor T: +670 333 1330 F: +670 331 0549

Rwanda

Soras Towers, KN67 Street Plot No 10, Kiyovu, Kigali

India

303-304, Shri Balazee Mall Motera – Gandhinagar Highway Ahmedabad – 382424 Gujarat

Papua New Guinea

C/- Leahy Lewin Lowing Sullivan Lawyers Level 5, MRDC Haus, Cnr Champion Parade and Musgrave Street Port Moresby, Papua New Guinea

Peru

Promotora Community Housing Amador Merino Reyna 307 #602, San Isidro Lima, Peru

Indonesia

Pt. Affordable Housing Indonesia Jalan Batursari No 99, Sanur Denpasar, Bali – 80228, Indonesia

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