Argyle Housing Annual Report 2024

Acknowledgement of country

Argyle Housing acknowledges the Traditional Owners of Country throughout Australia and recognises their continuing connection to lands, waters, and communities. We pay our respect to Aboriginal and Torres Strait Islander cultures, and to Elders both past and present. We are committed to our reconciliation journey, because at its heart, reconciliation is about strengthening relationships between Aboriginal and non-Aboriginal peoples, for the benefit of all Australians. Aboriginal and Torres Strait Islander peoples should be aware that this website may contain images or names of people who have since passed away.

Commitment to Reconciliation

Argyle Housing is committed to walking with Aboriginal and Torres Strait Islander peoples as they continue their journey to recognition, self-determination and reconciliation with the wider Australian community. We are doing this by developing genuine relationships through partnerships, consultations and conversations that will build respect, trust and empathy. These conversations will open the door to opportunities for sharing knowledge and skills that will benefit everyone and lead to the delivery of more affordable, quality housing that meets the needs of Aboriginal and Torres Strait Islander peoples.

P.O. Box 1026, Bowral NSW 2576 1300 274 953 www.argylehousing.com.au info@argylehousing.com.au

Environment

Argyle Housing cares about the environment and is committed to a sustainable environment and follows a comprehensive environmental protocol. We printed on FSR® certified paper traceable to certified sources. We use a new varnish coating process that is environmentally-friendly. We use soy-based inks with low VOC and recycle all unused ink. We recycle all scrap paper.

Copyright © 2024 by Argyle Housing

All rights reserved. This book or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher except for the use of brief quotations in a book review.

Printed in Australia

Our Overview

Purpose

Purpose of this Report

Argyle Community Housing Limited (Argyle Housing) is excited to share our Annual Report for 2023–24. This report serves as a thorough reflection on our operational and financial performance throughout the 2023-24 financial year. Within these pages, you’ll discover insights into how we have provided essential services to our Clients and the proactive measures we are taking to cultivate a brighter future for the communities we cherish.

As we wrap up our final report under the previous Argyle Housing Strategic Plan 2022-2024, we take a moment to honour our achievements and acknowledge the unwavering dedication of our Staff alongside the resilience shown by our Clients. Looking ahead, we are proud to unveil our new Strategic Plan for 2025–2030. This innovative plan builds on the groundwork laid in the previous strategic period while also tackling the evolving needs within our communities.

Our primary goals centre around improving access to safe and affordable housing, encouraging community connections, and empowering our Clients through innovative programs focused on well-being. We believe that collaboration with our Clients, stakeholders, and the broader community is essential in creating a sustainably inclusive environment. By actively listening to the

voices of those we serve, we can ensure that their experiences and aspirations shape our goals for community wellbeing.

This collective approach will enable us to better tailor our services and engage more meaningfully with the community. We are convinced that by working together, we can navigate upcoming challenges and seize opportunities to uplift and enhance our community fabric. We welcome every member of the community to join us on this important journey as we strive to make a lasting impact for all.

This document not only highlights our successes but also pinpoints areas where we can refine our services to better support our Clients and the larger community. To learn more about Argyle Housing, our services, and the impact we’re making, please visit argylehousing.com.au. We also encourage you to connect with us on social media through #argylehousing for the latest updates. Your feedback on this Annual Report is invaluable and plays a crucial role in helping us create an even more impactful report moving forward.

Thank you for being such a vital part of our community.

Previous Annual Reports are also available on our website.

Email your feedback or questions to editor@argylehousing.com.au argylehousing.com.au/annualreport2024

Annual Report theme: Opportunity

At Argyle Housing, we are proud to introduce the theme of Opportunity for our Annual Report 2024, a continuation of our commitment to the core values that define us: Opportunity, Respect, Inclusivity, and Accountability. Each year, we focus on a different value, celebrating its significance while intertwining it with our mission to support and uplift the communities and clients we serve. This year, Opportunity stands at the forefront, reminding us that growth - both personal and professional - is built on the foundation of seizing moments and embracing change.

Opportunity in the Workplace of Argyle Housing

At Argyle Housing, we see opportunity not just as a happy accident, but as the bedrock of all growth, both personally and professionally. It’s not something that just falls into our laps; rather, it’s the payoff of careful planning, staying alert to the world around us, and always being ready to leap into action. This way of thinking turns our workplace into a thriving garden of innovation and achievement, where every challenge or trend isn’t a roadblock but a hidden gem just waiting to be uncovered. We weave this belief into constant learning, curiosity, and engagement into the very fabric of what we do, encouraging our team to peek around corners, ask the big questions, and boldly step into uncharted territory. By championing the art of spotting and grabbing hold of opportunities, we’re creating a work atmosphere where every day is ripe with chances for growth, and every interaction could plant the seed of a breakthrough.

Opportunity for Our Clients and What It Means to Them

When we talk about what opportunities mean for our clients, we’re really talking about the promise of breaking new ground and moving forward in exciting ways. We give our clients the tools, insights, and a little bit of wisdom to spot these golden chances and make the most out of them, turning what could be into something concrete and real. This year, we decided to mix things up a bit by including diaries and calendars in our client gift packages. Why? Because we see them as more than just places to jot down appointments or reminders. They’re a daily nudge for our clients to dream big, set their sights high, and plot a course towards turning those dreams into reality. It’s our way of saying, “Hey, don’t just go through the motions; create your path, and do something amazing.” This approach is about pushing past the everyday into the realm of the extraordinary, encouraging a mindset where every single day holds the potential for innovation, progress, and, most importantly, a step closer to achieving their dreams. It’s this spirit of eagerly chasing after what could be that bonds our community together, driving us all towards not just meeting our goals but surpassing them.

From our Chair

Yvette Pietsch

As I reflect on my first full year as Chair, I am struck by the remarkable achievements of the Board and the Argyle Housing team during what has been an incredibly challenging time for so many, particularly with the persistent housing crisis affecting every community we serve. In the face of adversity, Argyle Housing has continued to innovate, challenge ourselves, and break new ground in regional areas to provide homes and opportunities for those in need. Our collective efforts have not only focused on construction but also on understanding

the nuanced needs of the communities we serve. We understand that providing a home is only part of the equation; we are equally committed to creating vibrant, inclusive communities where everyone can thrive. As we move forward, our focus will remain on nurturing these relationships and ensuring that our developments enrich the lives of individuals, families and communities alike.

This year, we proudly delivered our 20-townhouse development in Griffith, a significant milestone that reflects our commitment to addressing housing needs and creating opportunities in the region. Each townhouse has been thoughtfully designed to provide shelter and a sense of community, featuring open spaces that encourage interaction among residents and foster lasting connections. As we look to the future, we are excited to share that the construction of four additional townhouses is already underway, expanding our capacity to provide affordable housing options. Alongside this, the development of a 37-lot subdivision promises to create even more homes for families and individuals in need. Complementing these housing projects, Dave Taylor Park and the Community Centre are key components of our vision to enhance local amenities, promote healthier lifestyles, and encourage community engagement. These initiatives aim to build structures and thriving, inclusive neighbourhoods where each resident feels valued and supported. We are committed to seeing this vision through to completion by year-end, and we look forward to the positive impact these projects will have on the Griffith community.

The current Federal investment into new housing supply offers new opportunities to deliver outcomes in housing so desperately needed, and I am proud that we have submitted our first 2 projects for Round One funding and anxiously await the outcome of these submissions. We know first hand how desperate regional communities need increased social and affordable housing, with key workers being turned away from some communities due to lack of housing and welcome the opportunity to

bring this to life through these funding rounds.

In recent months, the Board and Executive Team have unveiled our Strategic Plan for 2024-2030, which outlines our vision for growth and excellence in service delivery. This plan demonstrates our steadfast commitment to embrace new opportunities, tackle pivotal projects like the Tolland Social Renewal Project, and forge new partnerships aligned with our mission to create quality housing solutions. We are dedicated to fostering healthy communities through placemaking and community engagement while enhancing our business and workforce development to ensure continuous improvement in our services. I eagerly anticipate Argyle Housing fulfilling our commitments under this plan in the coming years.

My heartfelt gratitude goes out to the Board, Executive Team, and the entire Argyle Housing Team for your unwavering dedication and support to our shared vision, which ultimately

benefits our cherished clients and communities. Together, we have built not just homes, but havens of hope and opportunity for those we serve. Each member of our team plays a vital role in this journey, and I am continuously inspired by the collaborative approach we take to address challenges, uplift one another, and innovate solutions that resonate with the needs of the communities we proudly support. As we forge ahead, let us continue to stand united in our purpose, fostering an environment that prioritises compassion, inclusivity, and shared growth. Your dedication to excellence is truly the heart of Argyle Housing, and I am excited about what we will accomplish together in the future.

Yvette Pietsch Chair of the Board

Griffin Green opening with Wendy Middleton’s children

From our CEO

Carolyn Doherty

The past year has been an important one for Argyle Housing. Marking our 40th year of operations it was a chance to reflect, to celebrate our successes and share the stories of our 40 years of impact in communities and most importantly for our clients who remain at the heart of our organisation. It has been such a privilege to share the inspiring stories from our clients through our storytelling project, that show us how incredibly important community housing is, and the transformational opportunities that having a place to call home creates.

This year has also been one of looking forward and embracing the opportunities to create a new housing supply, to work in partnership, and to work with communities for the benefit of communities. We delivered the first stage of our Griffin Green development in partnership with Griffith City Council building 20 new affordable townhouses, essential homes for 20 families.

Next year will see us realise the next stage with Argyle Housing largest ever placemaking project reimagining Dave Taylor Park and building the Community Hub, creating a vibrant, familyfriendly, culturally safe space for the community.

We have embraced opportunities to increase housing supply through submissions to the Housing Australia Future Fund to help us realise several project including in the Tolland Renewal Precinct, as well as acquiring 15 new homes funded jointly with Homes NSW across Southwest Sydney and the Riverina and completing our NHFIC acquisition program with 36 homes acquired through this investment.

Our Innovate RAP has been an incredibly important part of our business this year.

We have had a strong focus on listening, learning, healing, and understanding as a part of our Reconciliation journey. We have all been challenged to sit uncomfortably at times with our past, in order to understand and challenge ourselves to engage genuinely on building a better future together. There have been moments of celebration and joy, one of the standout projects being the creation of the basketball court artwork in Griffin Green designed by local Aboriginal Artist Karissa Undy representing the connection to community and country. We are incredibly proud of this piece of work and encourage anyone to check it out online or in person.

Our people, as always, have remained our most important resource. We are blessed to have some of the most passionate, dedicated, and hardworking individuals in every aspect of our business. Each team member, regardless of their role, plays a critical part in delivering on our mission to provide safe, affordable housing and promote community well-being. Their collective

efforts contribute to sustaining a financially strong, values-driven, and healthy organisation. As we look to the future, we recognise the immense potential within our team. By fostering a culture of collaboration and innovation, we aim to empower our staff to take the initiative, share their ideas, and engage actively in our community initiatives. Our ongoing commitment to professional development and training will not only enhance individual skills but also strengthen our collective impact on the lives of our clients and the communities we serve. Together, we are creating an environment where everyone can thrive, ultimately enriching our shared mission and driving transformative change.

We deeply appreciate the unwavering support and commitment from our Board, whose guidance has been instrumental in steering Argyle Housing towards achieving our mission. Their expertise and strategic direction not only help us navigate the complexities of our work but also inspire us to remain focused on the

needs of our communities. Our partnerships with organisations such as Homes NSW, Housing ACT, and Griffith City Council are invaluable, providing essential resources that enhance our capacity to serve effectively. Additionally, collaborations with BlueCHP, Birribee Housing, We Are Community, and many others enrich our initiatives, bringing diverse perspectives and innovative solutions to housing challenges. Together, we are forging a path towards a shared vision - a future where every individual has access to safe, affordable housing and the opportunity to thrive within their community. Your support empowers us and reaffirms the importance of our collective efforts in creating lasting change. Thank you for being our partners in this vital work.

Carolyn Doherty CEO Argyle Housing

Dave Taylor Park and Community Hub under construction

Board of Directors

Argyle Housing operates under the careful guidance of a committed Board of Directors, each contributing a rich array of skills, extensive experience, and deep insights essential for directing our strategic efforts.

United by a common vision of service and utmost dedication to our mission, this esteemed group provides invaluable guidance. Our inspiring Chief Executive Officer, along with a dynamic Leadership Team, drives the execution of these strategies alongside a team of passionate individuals. Together, they ensure that Argyle Housing upholds its promise of safe and affordable housing, fostering and empowering the communities we serve. Every team member, embodying our core values, works not only with professional integrity but with genuine empathy for the individuals and families whose lives we positively impact every day.

The Board’s varied expertise is pivotal, ensuring the compass of our operations points steadfastly toward our enduring mission: to serve as a bastion of hope for families in search of secure and affordable homes. Under this governance, our Chief Executive Officer and the Leadership Team orchestrate an ensemble of dedicated individuals, each one committed to the noble cause of translating our shared vision into tangible realities. Energised by our collective ethos, the staff at Argyle Housing enact programs and services with precision and passion, affirming our promise to the community with every step we advance.

To view the Argyle Housing Governance documents, please see our website:

Governance documents

Charters

 Board Charter

 Assets, Acquisitions and New Business Committee Charter

 Audit and Risk Committee Charter

 Nominations, Remuneration and Governance Committee Charter

Policies

 Appointment and Removal of Directors Policy

 Board Document Policy

 Code of Ethics and Conduct

 Conflicts of Interests Policy

 Director Professional Development Policy

 Directors’ and Officers’ Liability Insurance Policy

 Directors’ Travel and Business Expenses Policy

 Diversity and Inclusion Policy

 Election of Officeholders Policy

 Independent Professional Advice Policy

 Related Party Transactions Policy

 Review of Directors’ Remuneration Policy

 Whistle blower Policy

Argyle Housing Constitution

 Constitution document

Political Challenges

Political Challenges and Resilience Strategies for Argyle Housing

Argyle Housing, like many social housing providers, operates within a dynamic political environment in Australia, marked by both opportunities and challenges.

A principal factor is the need to adapt to an evolving regulatory landscape, characterised by policy updates and new funding structures from governmental entities. These regulatory shifts can influence funding availability and compliance measures, occasionally stretching resources. However, the proactive engagement with government initiatives, such as the Housing Australia Future Fund, offers a promising path forward. This fund could provide essential resources to address the social housing shortage and expand affordable housing options, particularly in New South Wales (NSW) and the Australian Capital Territory (ACT).

In the spirit of collaboration, Argyle Housing has successfully navigated these changes through strategic planning and close partnerships with government representatives. By engaging in policy development discussions, Argyle Housing remains a vital contributor to the housing sector, advocating for more stable and supportive government commitments. The

organisation’s efforts to diversify funding sources and implement innovative service delivery models demonstrate resilience and adaptability, ensuring continued support for residents.

Argyle Housing also emphasises the importance of advocating for systemic changes to address housing insecurity and homelessness. Through collaboration with community organisations, government agencies, and stakeholders, Argyle Housing strives to influence policy decisions that uphold affordable housing as a fundamental human right. This long-term approach aligns with Argyle Housing’s mission to create stable and sustainable communities through safe and quality housing solutions.

In conclusion, while political challenges remain a reality for social housing providers, strategic oversight, constructive engagement with policymakers, and collaborative efforts with governmental bodies can mitigate their impact. By maintaining this commitment, Argyle Housing fosters positive change and delivers safe and affordable housing to Australia’s most vulnerable populations, demonstrating resilience and determination in overcoming political hurdles and improving the lives of those it serves.

Argyle Housing Board

Board of Directors

Yvette Pietsch - Chair, Board of Directors

Qualifications: BBus; Master Tax Law; Fellow Chartd. Acc.; Cert Tax Advisor; MAICD.

Special Responsibilities: Member, Audit & Risk Committee; and Member, Remuneration & Governance Committee; and Member, Assets, Acquisition & New Business Committee.

Jeanette Brooks

Qualifications: Bach of Bus (Management and Information Systems) (Charles Sturt University); Grad Cert Man (Coaching) (Uni Wollongong) Grad of the Australian Institute of Comp Dir (GAICD); Fellow Governance Institute Australia (FGIA).

Special Responsibilities: Member, Assets, Acquisitions & New Business Committee

Chris Martin

Qualifications: M Com (Valuation), Graduate Diploma in Property Investment; Ad Cert in Real Estate; Grad of the Australian Institute of Company Directors.

Special Responsibilities: Member, Assets, Acquisition & New Business Committee; and Member, Audit & Risk Committee.

Robert Mulcahy - Chair, NRGC

Qualifications: B.Bus (Acct/Fin) (UTS); Master of Business Administration (AGSM); Fellow CPA Australia; Graduate of the Australian Institute of Company Directors.

Special Responsibilities: Member, Nominations, Remuneration & Governance Committee.

Troy Pietsch

Qualifications: Diploma Legal Tranby Aboriginal College, Diploma Agriculture Murrumbidgee College

Special Responsibilities: Member, Nominations, Remuneration & Governance; and Member, Audit & Risk Committee

Julian Sawicki - Chair, ARC

Qualifications: Bachelor of Economics; Chartered Accountant; Fellow Australian Institute of Company Directors.

Special Responsibilities: Member, Audit & Risk Committee; and Member, Assets, Acquisition & New Business Committee.

Tracey Wadsworth - Chair, AANBC

Qualifications: Associate Diploma in Business (Valuation); Graduate of the Australian Institute of Company Directors.

Special Responsibilities: Member, Assets, Acquisition & New Business Committee; and Member, Nominations, Remuneration & Governance Committee.

Regulatory Oversight

Argyle Housing Board of Directors

Argyle Housing Board Committees

Chris

Tracey

Yvette Pietsch

Key Personnel

Carolyn Doherty CEO

Carolyn has been a Senior Leader and Executive in the Community Services and Community Housing Sector for more than 20 years.

Carolyn commenced working with Argyle Housing in 2018 and was appointed to the CEO position in April 2022 and has bought to this role a passion for social and affordable housing as a foundation for change. With more than 30 years working in the Not For Profit and NSW Government in Community Housing, Child Protection and Out of Home Care Carolyn has extensive experience delivering housing, services and community development opportunities that enable individuals and communities to aspire to a better future.

Mark Woodward CFO

Mark is a distinguished leader with over 20 years of experience in the banking, financial services, and housing sectors, known for his commitment to excellence and strategic leadership. In his previous position at Link Housing, he led crucial divisions and contributed to the company’s growth, enhancing its reputation as a quality community housing provider. Previously, as a Director at KPMG, Mark advised on complex financial deals and made significant contributions at Westpac, improving operational efficiency and growth. His career is marked by innovative problem-solving and strategic development, impacting both company operations and community services. Mark continues to strive for excellence and meaningful engagement within the community housing sector.

Fiona McGregor

General Manager, People & Culture

Fiona McGregor is our General Manager of People & Culture.

Fiona has more than 25 years’ experience in senior human resources, organisation development, industrial and employee relations, organisation transformation and HR business partnering roles. Fiona has extensive experience leading People & Culture teams working across multiple geographies and multiple industries, including building products manufacturing, food manufacturing, transport and logistics, engineering and environmental science project management and telecommunications. She has a passion for People and Culture grounded in creating positive workplaces and positive work experiences where people are motivated to join, stay and thrive.

Scott Dunstan

Communications and Marketing Manager

Scott has a Bachelor of Education Art and Design, Graphic Design Graduate SAE Institute Australia. Scott has over 25 years’ experience in design and marketing and has extensive knowledge supervising creative development activities and brand management functions for multiple national and local companies covering a wide variety of industries. Scott is a director of his own business, Dunstan Design and has held senior design and consultation roles in both the private sector as well as national member organisations. Scott has coordinated the Marketing and branding styles, website design, social media presence, logo design, business model development and marketing services for multiple companies spread across various industries.

Milan Ostojic

General Manager Operations

Milan has over 18 years of experience in the community housing and real estate sectors, including over 15 years in senior leadership positions. Skilled in Non-profit Organisations, Budgeting, Government, Social Housing, and Team Building. Strong professional graduate in Project Management. Experience in managing integrated teams comprising frontline business operations, tenancy management, support coordination and place-making in SGCH’s operation. Possessing expertise in the areas of project and contract management, Assets and compliance, strategic partnership management, consortium building, and community engagement to deliver exceptional customer service, strong operational and compliance results, and outcomes contributing to customer wellbeing.

Cherie Tizzoni Head of Client Services South West Sydney

Cherie Tizzoni Head of Client Services Southwest Sydney. Cherie has been with Argyle Housing for six years and prior to this worked in child protection for the NSW Government for two years. Cherie has over 15 years management experience overall having spent a lot of her adult life managing and training in McDonalds Australia. Cherie started her career in January 2019 with Community Housing in the ACT as the Team Leader for Argyle Housing ACT and has completed sometime in the compliance manager role, and operations manager role, now known as the Head of Client Services. Cherie holds a Bachelor of Social Work Degree, and a Diploma in business management.

Lune Lim, General Manager, Asset Management and Growth

Lune has over 20 years’ of experience in the property development and construction industry across the eastern seaboard and Northern Territory of Australia. He has delivered diverse projects across the residential, industrial and commercial sectors over $380 million. Lune has been involved in all phases of the development cycle, from site acquisition, and master planning, through to project completion and lease negotiations.

Angela

Kustec Head of Clients

and Communities

Angela brings with her a wealth of experience from her previous roles. And with 14 years of working in the social housing sector, Angela has knowledge and experience leading various customer facing roles as well as collaborating with other areas of the business to ensure that the level of customer experience is exceptional and meets the needs of the individual.

Angela’s previous roles have seen her responsible for organisations delivery of Asset Management, Repairs and Maintenance including managing Projects from its implementation phase to final delivery, this has given her the ability to work collaboratively with internal teams whilst being customer-centric.

Key Achievements and Challenges

Overview of Highlights and Challenges of 2024

Throughout 2024, Argyle Housing has experienced numerous milestones and challenges that have strengthened its mission of providing safe and affordable housing across Australia. One highlight for the year is the official launch of Griffin Green, marking the completion of 20 new town houses. This project signifies a substantial addition to our housing stock and showcases our dedication to expanding accessible living options.

The Griffin Green project is designed to not only provide quality housing but also to foster a sense of community among residents. Each town house is built with energy-efficient features and modern amenities to promote sustainable living. The development also includes shared spaces such as a community garden and recreational areas, encouraging social interaction and a stronger neighbourhood connection.

However, these achievements have not come without challenges. The rising costs of construction materials and regulatory hurdles posed significant obstacles. Argyle Housing navigated these by fostering strong partnerships with local governments and leveraging innovative building techniques to ensure project affordability and sustainability.

Furthermore, meeting the increasing demand for social housing amidst economic uncertainties remains a critical challenge. By actively engaging with community stakeholders and exploring new funding opportunities, Argyle Housing continues to adapt and overcome these adversities, ensuring ongoing support for the communities it serves. These achievements and the ability to address challenges effectively reiterate Argyle Housing’s unwavering commitment to its mission and its capacity to bring about transformative change.

Placemaking and Community Development

The commencement of Dave Taylor Park in Griffith stands as a hallmark of Argyle Housing’s inaugural placemaking initiative.

This project prioritises the creation of vibrant, cohesive communities by integrating strategic design and supportive living environments to enhance residents’ daily experiences. By incorporating green spaces, communal areas, and interactive installations, the park fosters engagement and connection among residents, encouraging a sense of ownership and belonging within the community.

Furthering this commitment to community development, the ongoing construction of the Community Hub in Griffith represents a promising advance. Once completed, it is intended to become the new home to our office, designed to function as a centralized space to foster greater community interaction and provide easy access to essential support services. The future Hub aims to host various community workshops, events, and social gatherings, serving as a vital nexus of connectivity that empowers residents to take an active role in shaping their environment.

These initiatives illustrate Argyle Housing’s dedication to placemaking as a vehicle for social cohesion and community well-being. By investing in projects that offer both physical and social infrastructure, Argyle Housing ensures residents not only have a place to live but also a community in which they can thrive. Empowering communities through placemaking aligns with our broader mission to develop safe and welcoming environments that nurture growth and inclusivity.

Notable Announcements and Recognitions

In 2024, Argyle Housing proudly celebrated its 40th anniversary, marking a significant milestone that reflects four decades of dedication, growth, and impactful service to communities across Australia. This celebration not only acknowledged the company’s achievements and milestones throughout the years but also reaffirmed its commitment to providing sustainable and affordable housing solutions. As part of the anniversary celebrations, Argyle Housing hosted a series of events and community engagements, bringing together staff, residents,

and community partners to share stories and experiences that have shaped the company’s legacy. This milestone serves as a testament to Argyle Housing’s enduring vision and mission to build thriving and supportive communities.

Argyle Housing received accolades with Georgia Popple being named a finalist in the Wagga Crow Awards for Most Outstanding Staff Member, a recognition that underscores the diligence and passion of our team dedicated to advancing our mission.

Strategic Initiatives and Grants

In 2024, Argyle Housing marked significant progress through several strategic initiatives and grants that have laid the foundation for future success. A pivotal achievement was the successful completion of the Tolland Stock Management Transfer, through which Argyle Housing managed the transition of 129 properties

from Homes NSW. This expansion significantly bolsters our capacity to provide quality housing solutions to more individuals and families in need. Together, these accomplishments underscore a transformative year for Argyle Housing, setting the stage for ongoing innovation and strengthening our commitment to enhancing communities and improving the lives of vulnerable populations we serve.

Argyle Housing Executive Team

Vision and Purpose

Audience

The 2024 Argyle Housing Annual Report is primarily aimed at the following audiences:

 Our Clients, residents, and applicants of housing services

 Federal, state, and local governments

 Support services of Argyle Housing

 Argyle Housing Staff

 Private sector Affordable Housing partners

 Corporate and private sector partners

We recognise the diverse stakeholders who play a critical role in our mission and strive to engage each of these groups with relevant insights and opportunities for collaboration.

Vision Statement

A better future for our communities through the growth and sustainability of our quality housing services.

Argyle Housing Values

Opportunity

We proactively seek out ways to improve and add value.

Strategic Pillars

Respect

We value the feelings and rights of everyone.

Our Clients are at the heart of our work, and their experiences shape the services we provide. Equally, the support from governmental bodies and partner organisations enables us to expand our reach and enhance our community impact. By fostering an inclusive dialogue with all stakeholders, we aim to strengthen our collective capacity to create lasting change within the communities we serve. We warmly invite each audience member to be an active participant in our journey towards a more equitable and supportive future.

Purpose

To deliver quality social and affordable housing services and connections to community.

Inclusivity

Accountability

We foster diversity and collaboration. We share responsibility and are accountable for what we do and how we do it.

Our Clients Our People Our Business Our Homes

Ensure that clients are at the centre of our decision making and service delivery.

Encourage a highperforming, flexible and inclusive team that reflects our vision, values and mission.

Be innovative and responsive to grow and sustain our business.

Sustainable and Diverse Portfolio Grow our Assets.

Enablers

Our Principles Our Culture Our Partnerships Governance and Sustainability Systems and Processes

One Argyle Housing: ‘we are one team’

No Wrong Door: ‘we are all accountable to assist’.

Sustain our safe, collaborative, ethical, highperformance, high-integrity culture, supporting diversity and inclusion in all we do.

Client Value Proposition

Nurture valued partnerships across the community housing sector, government and investors to create opportunity.

Maintain and build excellence in sustainability, compliance and ethical governance to meet registration and protect the business.

Invest in systems and processes to support privacy and confidentiality, while enabling efficiency and effectiveness.

We provide secure homes for people and together create a foundation for opportunity.

The Principles of our Client Value Proposition

We care

We work with you

We believe a safe and affordable home is the foundation for opportunity

Our goal is your wellbeing

We listen to understand you

We discover, develop and foster relationships

We keep you and us accountable

We deliver our promises

Strategic Plan

Strategic Plan 2022-2024

Reflecting on Our Strategic Plan

Argyle Housing’s 2022-2024 Corporate Strategy established a clear strategic direction with aspirational goals that shaped our pathway forward. During the review and consultation process, which took place amidst the challenges of the NSW pandemic lock down, we prioritised the long-term sustainability of our company while continuing to deliver high-quality community housing services across our footprint. Our dedicated Staff showed remarkable resilience and perseverance through floods, bush fires, and the COVID pandemic. Their unwavering determination allowed us to uphold our high standard of Client and property management services, for which we extend our heartfelt thanks to each team member.

As we move into the new Strategic Plan for 2024-2030, we are eager to implement new initiatives that will be informed by insights from industry and stakeholder research, all while keeping our Clients at the heart of our decision-making and service delivery. The invaluable contributions from everyone who engaged in our consultation process have shaped our vision, ensuring that our community-focused approach remains strong. The Argyle Housing Board, Executive, and Staff continue to commit to adapting our organisation to meet the evolving community housing needs. Together, we look forward to building on the strong foundation laid by our previous strategy, creating even more opportunities for growth and positive change in the communities we serve.

Carolyn Doherty, CEO

Strategic Plan 2024-2030

Introduction to the Argyle Housing Strategic Plan for 2024-2030.

As we embark on a new chapter for Argyle Housing, I am proud to present our Strategic Plan for 2024-2030, a refined roadmap rooted in our unwavering dedication to providing not just shelter, but homes for our community. Built on the foundation of our prior Strategy for 2022-2024, this updated plan introduces four key pillars: Our Vision, Our Purpose, Our Values, and Our Principles. These pillars encapsulate the essence of our commitment to high-quality community housing, serving as guiding lights for our initiatives and decisionmaking processes.

The recent challenges we face, including the high cost of renting in Australia and the increasing cost of living pressures, have propelled us into a phase of agile adaptation. As we navigate the complexities ahead, we are equipped with insights reaffirming our focus on collaboration and client-driven service. The collective input from our stakeholders has been instrumental in shaping this strategic plan, and I extend my heartfelt thanks to everyone involved in the consultation process. Together, we will continue to honour the tireless efforts of our team and move towards an innovative and resilient future, steadfast in our mission to support and uplift our communities.

We firmly believe that access to safe, affordable and sustainable housing is a basic human right, and we are committed to working towards achieving this for all members of our community. Through our strategic plan, we will actively seek out partnerships and collaborations that align with our values and principles, as we strive towards creating long-lasting positive impact in the lives of those we serve. With a focus on continuous improvement and adaptability, we are confident that this strategic plan will guide us towards achieving our vision of thriving communities where everyone has a place to call home.

Carolyn Doherty, CEO

Strategic Plan

Key Achievements from 2022-2024

Our Clients Goal

Ensure that clients are at the centre of our decision making and service delivery.

Client Value Proposition

Placing clients at the centre of our decision-making operational restructure to align with the journey ‘One Argyle’

Client Portal operational

Hoarding and Squalor and De-Escalation Training with staff

Client Satisfaction Survey 2023

 Response Rate – 70% - 33 points above the threshold

 Overall Satisfaction – 85% - 10 points above the regulatory threshold

 Property Condition – 81% - 6 points above the threshold

 Repair and Maintenance – 79% - 4 points above the threshold.

Reconciliation Action Plan

operational

MOU with Murra Mia – sustaining Aboriginal tenancies

Community Engagement Position

Client Engagement Strategy

CHIA Cadetship Program

Our People Goal

 Encourage a highperforming, flexible and inclusive team that reflects our vision, values and mission

Organisational Realignment

– Aligned to the Client Value Proposition

 Creation of Specialist Teams

 Ensuring that almost all Operational Positions (not client facing) could be undertaken from any location.

Executive Restructure

 New Staff Benefits

 Free Time

 16 Weeks Paid Parental Leave for Primary & Secondary Carers

 Wellbeing Survey

 Referral Bonus

 In addition to

 35 hour Week Paid at 38 hours

 Wellbeing Allowance

 Paid Volunteer Leave

 EAP

 Vaccination Reimbursement

 Salary Packaging

 2 Staff Days

 Annual Christmas Party

 Staff Training

 Hoarding and Squalor and De-Escalation Training

 Reconciliation Training & RAP Development

 Diversity & Inclusion Training

Our Business Goal

Be innovative and responsive to grow and sustain our business

Tolland Housing Renewal Project

– Deed and Stock Management Transfer Agreement

Griffin Green Townhouse and Subdivision

$1.5M RYIP – Dave Taylor Park

Griffith Community Hub

Wakaden Street 4 units under construction

THP $5M Capital Acquisition Program – 15 New Homes

NHFIC – 36 New Homes

Ainslie Lodge Recurrent Funding achieved

Stock Transfer Rosemeadow and Ambarvale

Extension of BlueCHP Contract

Market Street Lodge Management

$5M Community Housing Innovation Fund

$5M Social Housing Accelerator Fund

Multi Trade Contractor Agreement

2 Projects submitted under Housing Australia Future Fund

Contractor compliance systems

$8 million in capital works

Argyle Housing Strategy 2024 – 2030

Our Vision

A better future for our communities through the growth and sustainability of our quality housing services

To deliver quality social and affordable housing services and connections to community.

Placemaking: Collaborating with the communities for whom we serve  to maximise their potential and wellbeing

Sustaining tenancies: Sound processes, disciplines and capacity in place within our teams to sustain tenancies

Client Service delivery: delivery of end-to-end customer service for our clients

Operational Excellence: accountable teams working together to achieve client outcomes

Culture:

Sustain our safe, collaborative, ethical, high-performance, high-integrity culture, supporting diversity and inclusion in all we do

Wellbeing: a safe and healthy workplace supporting wellbeing and zero harm

Belonging: an inclusive, collaborative culture where diversity is valued and people join, stay and thrive

Development: developing our people for engagement, performance and growth

Excellence: in people and culture strategy and processes

Partnerships:

Nurture valued partnerships across the community housing sector, government and investors to create opportunity.

Our Values

Homes Opportunity, Respect, Inclusivity, Accountability

One Argyle Housing: ‘we are one team’ No Wrong Door: ‘we are all accountable to assist’

Financial sustainability: providing a robust financial platform

Capital to invest and grow: enhance our capacity to fund investment and growth

Partnerships: collaborate to share the expertise, presence and knowledge, of our partners

Growth opportunities: pursue identified growth opportunities that are consistent with our vision, purpose and values

Governance and Sustainability:

Maintain and build excellence in sustainability, compliance and ethical governance to meet registration and protect the business.

Grow our Assets

200–300 dwellings in each target region by 2030

Growing our Assets: ensuring a Strategic Asset Management Plan is in place for 2030 goal achievement

Sustainable, diversified, Surplus Generating housing and property management entity serving our communities with social and affordable housing

Sustainable pipeline of high-quality products and services that meet social and affordable housing requirements

Leading Regional CHP:  Strong brand as a responsible and leading provider of quality housing to our communities

Systems and processes:

Invest in systems and processes to support privacy and confidentiality, while enabling efficiency and effectiveness.

Our Services for Our Clients

Argyle Housing is a not-for-profit, Community Housing Provider. Our main objective is to provide and manage secure, Social and Affordable Housing for people on low to moderate incomes who would otherwise struggle to find accommodation.

Argyle Housing is a high performing Tier 1 Community Housing Provider and a Registered not-for-profit that delivers specialised, evidencebased tenancy and support services tailored to local regional and urban contexts across New South Wales and the Australian Capital Territory. Argyle Housing currently has approximately 2,472 properties under management that house over 4,424 people from all walks of Australia’s diverse society.

Argyle Housing is also a registered provider with the NDIS Safeguard Commission accredited to provide or facilitate Tenancy Support and Home Modifications to our Clients who live with a disability.

Argyle Housing is working on delivering the Future Directions for Social Housing priorities by providing new, good quality housing that will enable a pathway and opportunity for Social Housing Clients to move through the housing continuum from Social Housing to Affordable Housing and onto the private rental market and home ownership.

Argyle Housing is an ethical organisation committed to increasing the supply of quality Affordable Housing for people in regional NSW. Argyle Housing has been working with local councils and private and/ or public stakeholders in regional areas to deliver housing that meets the identified needs of the community. These are exciting major projects that will bring about real change and opportunity in currently disadvantaged communities.

With 40 years’ experience working in the Community Housing Sector, Argyle Housing manages Social and Affordable homes in the Wingecarribee LGA, Wollondilly LGA,

Campbelltown, Goulburn, Leeton, Young, Yass, Temora, Griffith, Wagga Wagga, Albury, Canberra, and Queanbeyan.

What We Do

Argyle Housing has a unique, proven Client centred approach to tenancy management delivered by a Team of dedicated, Specialist Staff who support our Clients:

Housing Access Team

Argyle Housing has a dedicated Housing Access Team that manages applications, assessments and allocations for all social and affordable housing applicants. The Team is responsive to Clients’ needs and supports them through to lease signing and soft hand over to the Client Support Specialist Team.

Client Support Specialist Team

We have a dedicated Client Support Team who are the main contact point for our Clients throughout their tenancy. We work with Clients to access opportunities in their local community and have a real say in how we deliver our services. Out Client Support Specialists work with Clients and service partners to provide practical support to sustain tenancies and support wellbeing.

Assets Team

The Assets Team manages maintenance 24/7, focused on ensuring that Clients receive a responsive and high standard outcome to their maintenance needs, working to clear repair timeframes with a proven track record of maintaining properties to a high standard.

Rent Services Team

The Rent Services Team is a dedicated team specialising in the management of rent and non-rent debt, as well as rent and eligibility assessment of tenancies.

Our Services for Our Clients

Transition Team

The Transition Team specialises in making the end of tenancy and/or transfer experience for Clients as seamless and hassle free as possible. This team finalises all matters relating to an end of tenancy including bond refunds, former tenant categorisation, references and compensation order, This Team are also responsible for the management of all Tribunal matters where this is required.

Our Strategic Focus

The critical factors for our success, set out in Argyle Housing’s Strategic Plan 2024-30, are:

 Meeting affordable housing need by increasing our property portfolio: and

 Delivering quality homes and housing services.

We will continue to achieve these success factors by:

 Governing effectively

 Managing the business sustainably

 Supporting our people and improving our workplace

 Enhancing our communication.

Our Clients

Argyle Housing Clients come from all walks of life and all backgrounds. We have over 4,296 Clients in our properties and work in partnership with them and partner agencies to:

 Increase opportunities.

 Strengthen local community connections.

 Support successful tenancies.

 Ensure our clients have a real say in how we do things.

In the 2023 Tenant Satisfaction Survey Argyle Housing achieved an 85% overall satisfaction rating from its Clients.

Our Approach

Argyle Housing’s Specialist Team approach to tenancy management is informed by:

 Our people-focused value and robust Client service framework.

 An ability to develop and apply community housing policies in line with government expectations.

 A commitment to transparent, tenant informed decision-making.

 Effective arrears management and support for Clients struggling to pay their rent.

 Effective allocation and management to ensure the best utilisation of properties.

 Flexibility and responsiveness to new opportunities and housing demand; and

 A proven ability to integrate new tenancies into our processes through experience with stock transfers in NSW and successful contracting for new management opportunities including Common Ground and Ainslie Village in the ACT.

Our Board

Argyle Housing is governed by a highly skilled and experienced Board of Directors. Each member brings a diverse range of expertise and knowledge to effectively guide the strategic direction of Argyle Housing.

Moreover, our Chief Executive Officer, along with our Leadership Team, leads a dedicated group of individuals who are committed to implementing this strategic vision. They work tirelessly to ensure that Argyle Housing achieves its goals and delivers on its mission of providing quality housing solutions to those in need.

For more information on our Corporate Governance, please see our website:

Stakeholder Involvement and Relationship Building

In 2024, Argyle Housing has been deeply committed to fostering robust relationships with its stakeholders, thereby enhancing the company’s services and housing solutions. Our mission to provide safe, affordable housing to communities across New South Wales and the Australian Capital Territory remains at the forefront of our efforts. Argyle Housing serves a diverse population, including families, seniors, and individuals with disabilities, and operates by strategically expanding its housing capacity and enhancing service delivery through effective partnerships and community collaboration.

Community involvement has been a cornerstone of Argyle Housing’s operations this year, with anticipation building around the upcoming opening of Dave Taylor Park at Griffin Green. This new park is set to serve as a communal focal point, providing residents with a dedicated space for recreation and social interaction. In preparation for this milestone, Argyle Housing has conducted a series of client engagement activities throughout the regions, designed to heighten community cohesion and establish stronger connections among residents. By facilitating these activities, Argyle Housing not only enhances community relations but also empowers residents to actively contribute to the development of vibrant, supportive neighbourhoods, ensuring that each person feels valued and included.

Argyle Housing’s commitment to strengthening customer relations is further highlighted by the creation of Client Participation Committees. These committees

serve as a structured platform for residents to voice their opinions, ensuring their feedback shapes service delivery and policy decisions. By fostering open dialogue and mutual respect, Argyle Housing not only enhances these channels of communication but also reinforces trust and collaboration between staff and clients. Combined with enhanced feedback systems and streamlined support services, the addition of Client Participation Committees has significantly contributed to improved Client satisfaction and a more responsive, inclusive community environment.

Our stakeholder engagement strategies are comprehensive and proactive, involving direct communication, regular feedback sessions, and collaborative decision-making processes. Key stakeholders include local governments, funding bodies, community organisations, and residents who directly benefit from our initiatives. This collaborative approach reflects our commitment to adaptive strategies and stakeholder involvement, ensuring transparency and fostering trust. By focusing on these elements, we lay the groundwork for ongoing community development and successful operations.

Stakeholder involvement and relationship building remain integral to Argyle Housing’s success in 2024. Through these efforts, we continue to elevate our impact and strengthen our community ties, ensuring that our services meet the evolving needs of those we serve. So, in the upcoming years, we will continue to prioritize community engagement and collaboration to drive positive change and create sustainable, inclusive neighbourhoods.

Community involvement has been a cornerstone of Argyle Housing’s operations this year.

Partnerships

Thank You to Our Partners

We extend our gratitude to the many stakeholders who contribute to our successes, including subsidiaries, formal partnerships, and joint ventures of Argyle Housing. Compliments and thank you to stakeholders, clients, and staff. We would like to thank the Commonwealth, NSW, and ACT Governments; and the organisations, agencies, contractors, and local governments that have worked with Argyle Housing throughout 2023/2024. You have all helped us deliver great outcomes and assist in creating new opportunities for our clients and communities. We also acknowledge and thank our staff across all locations. We appreciate your effort and commitment throughout the year.

History

Community Tenancy Scheme Queanbeyan & District Ltd

Registration of Company 14 June. 5 properties.

$218,744 was approved to construct four dwellings.

Margaret Goss commenced work as the first Wingecarribee CTS Housing Officer

CTS Schemes picket outside NSW Government to overturn return of management.

John Mant conducted an inquiry into the operational management of the Depart of Housing.

$67K was allocated to manage, maintain and lease 32 dwellings First Housing Officer employed.

Funding for a 21 Household Community Tenancy Scheme was approved.

Argyle Housing becomes a Company Incorporated. BlueCHP formed. 1,152 properties.

Ministerial attempts to transfer CTS operations back to the Department of Housing

Successful 3 year accreditation and registration. 644 properties.

Lesley Oatley commenced as Housing Officer and employed for over 20 years.

Argyle Housing introduces the Claymore Intensive Management Program.

Macarthur CTS and Wingecarribee CTS signed a joint letter agreeing in principle to amalgamate.

Management of 30 Goulburn properties. Officially known as Argyle Community Housing.

132 properties in Wollondilly transferred. 1,407 properties

Argyle Housing is a founding member of PowerHousing Australia.

Won Ainslie Village Tender.

3 new house in Griffith for Indigenous youth. 2,100 properties

Award for excellence in partnerships at NSW awards for Excellence in Community Housing. 524 properties.

New Brand launch. First RAP launch. Launch first IT system. Chris Benton Patron. 2,300 properties.

Class 2 registration as a community housing provider. Office in Bradbury opens. National Award for Excellence.

86% Client satisfaction rate in Survey. Inaugural Chris Benton Award Created. 5 new homes for Wagga Wagga.

Wingecarribee Community Tenancy Scheme and Macarthur Community Tenancy Scheme amalgamate.

Carolyn Doherty appointed CEO. Argyle Housing rebrand and staff realignment.

537 homes transferred from NSW Government and 53 units in Conder. 2,000+ properties

National Regulatory System launch. CHPs and Tier 1 Registration.

$4m in property purchase in Campbelltown, Goulburn, Wagga. Scholarships raise $19k for Clients Study.

Wendy Middleton passes peacefully.

$3.3m R&M stimulus funding for 300 properties. 2,339 properties.

Scan to read our full history

40 Years Anniversary. HAFF applications. Griffin Green opens. Dave Taylor Park opens to public. 2,600 properties

Our Clients

40th Anniversary

40 Years of Client stories

For four decades, Argyle Housing has been dedicated to community service and providing affordable housing solutions. This significant milestone would not have been possible without the unwavering support and trust of our valued Clients, along with our most hard-working staff.

We extended our heartfelt gratitude to our Clients, whose confidence in our services was the cornerstone of our success. Their trust and determination enabled us to achieve remarkable growth and positively impact the communities we served.

We appreciated and honoured the countless individuals who contributed to our journey over the past 40 years. From our dedicated employees to our committed partners and volunteers—your hard work and dedication were pivotal in making Argyle Housing what it was today. As we celebrated this special anniversary, we looked forward to many more years of collaboration and continued success. Together, we committed to building stronger communities and providing more housing for those in need.

We invited everyone to take a moment to watch and listen to our Clients’ stories. Their experiences and testimonials reflected the true impact of our work and served as a testament to the difference we made in their lives. Through their narratives, we gained insight into their challenges and how everyone at Argyle Housing helped them find stability and hope. We were deeply moved by their stories and honoured to share them as part of our 40 Year Anniversary celebrations.

Thank you for being a part of our journey.

40th Anniversary Client Stories

Grace – Bowral – 16 Years with Argyle Housing

When life turned upside down unexpectedly, Grace was desperate for a safe home where she could start again. Argyle Housing was there to provide her a home and the security and safety. 16 years later, Grace still feels safe and she loves giving back to the community. “I tell people how well I’m looked after…my family knows I am safe and well looked after, they don’t really have to worry about me.”

Colin – Bowral – 13 years with Argyle Housing

After being medically discharged from the military, Colin faced many challenges and felt lost. But everything changed when Argyle Housing provided him and his family a home. Today, Colin runs local Salvation Army shop and is actively involved in his local church activity. His mission now is to give back to the community that supported him. “This gave me the first steps to moving forward in my life…I just want to give back to others now whenever I can.”

Youlanda – SWS – 23 years with Argyle Housing

Youlanda has seen many changes in her neighbourhood since moving into her home but still loves where she lives and her neighbours. With her lovely personality, everyone knows Youlanda and Youlanda knows everyone. We’re please that Youlanda feels safe and enjoys living in her home.

“Argyle Housing has always looked after me.”

Jackie – Bowral – 40 years with Argyle Housing

Jackie is ever so grateful for where she is and spreads her gratefulness to the people around her through her kindness. Jackie’s place is always in the best condition as she looks after her place like her own.

“I was just so happy to have a roof over my head and feel secure.”

Peter – Griffith – 11 years with Argyle Housing

Coming out of a long process of rehab, Peter’s desperate search for safety home was met through Argyle Housing. Raising two sons by himself became possible thanks to the subsidised rent and support from Argyle Housing.

“Without Argyle Housing, I wouldn’t have what I have.”

40th Anniversary Client Stories

Robert – Bowral – 12 years with Argyle Housing

Before Argyle Housing came into his life, Robert was homeless for a long time. But moving into Argyle Housing turned his life around. Now he’s giving back to the community by volunteering at nursing homes and kids’ trauma centres with his beloved birds.

“When I moved in, it was just great, it was a house and not a car anymore.”

Chloris – Griffith – 25 years with Argyle Housing

Chloris was a struggling single mother of two and a carer for her sick mum. However, Chloris was able to stand up and start again as she was able to get herself and her family into a safe and secure social housing provided by Argyle Housing. This home gave her the stability and support she needed to thrive.

“In the 25 years, I’ve never felt unsafe at all.”

Eleanor – Bowral – 24 years with Argyle Housing

When Eleanor found out that the home she lives in could be her permanent home, there was a sense of hope and stability that enabled her to get back on her feet. She proudly raised her three kids in her safe home.

“All of them from the offices are lovely every single time.”

Justin – Goulburn – 10 years with Argyle Housing

Despite facing health challenges, Justin is now happy and settled in a place he truly cares for. He’s beloved within his community, always ready for a chat with neighbours or a call to the Argyle Housing Team. He is grateful for his home and loves to take care of his little garden.

“If I’m in need, I can just talk to a neighbour or talk to the girls at Argyle Housing.”

Robyn – Bowral – 40 years with Argyle Housing

Since moving into her social housing in 1980, Robyn’s journey hasn’t been always an easy ride. She worked hard to support her family and social housing provided the stability she needed at the time. Now, she’s been an active part of the Argyle Housing community, giving back and supporting others. Robyn knows that she is safe and always has her Client Support Specialist to lean on whenever needed.

“They always said you know there’s always help there for me.”

40th Anniversary Client Stories

Margaret –

Goulburn

–

13

years with Argyle Housing

Margaret’s social housing journey began with Homes NSW and later transitioned to Argyle Housing. After losing her husband and job, Margaret had to relocate to regional NSW with her son due to the rising costs in Sydney. Now settled in her new home, she reflects on how much has changed. “You can’t survive in Sydney CBD even with a full-time job so I had to move to the country because I couldn’t afford to live there anymore.”

Diane – Wagga Wagga – 11 years with Argyle Housing

Diane has found not just a home with Argyle Housing, but also unwavering support from our CEO Carolyn. Feeling secured and supported, Diane takes great pride in her home. She’s all about her community and loves her neighbourhood. “You don’t often find a place where you can be friendly with the CEO, but Carolyn is always there for me.”

Eddie – SWS – 15 years with Argyle Housing

Eddie’s been part of the Argyle Housing community for 15 years. He loves his home and everyone can learn from his sense of ownership and pride. From winning second place in the Wollondilly Garden competition to being a dedicated carer for his neighbours, Eddie’s journey is full of kindness and creativity. He’s grateful for the support from Argyle Housing, who have always taken care of him. “They’ve always taken care of me.”

Marion – SWS – 39 years with Argyle Housing

Marion testifies the huge improvements that were made since her social housing was transferred to Argyle Housing. Now she feels heard and supported. In particular, Marion is a huge fan of Argyle Housing’s client portal where she can do things remotely without coming into the office.

“Everyone’s been lovely to talk to.. and Craig is lovely.”

Heather – Bowral – 28 years with Argyle Housing

Heather has found stability and support through lower rent she paid to live in a social housing. And this stability enabled her to raise her five daughters. Now one of her daughters has also found a home with Argyle Housing after facing challenging circumstances. “The best part about Argyle Housing is the affordable rent, especially when you see how high rents are these days.”

40th Anniversary Client Stories

Alan – Yass – 6 years with Argyle Housing

For the past 6 years, Alan has called Argyle Housing home. Feeling secure in his house and surrounded by kind neighbours, Alan speaks highly of the maintenance and support he’s received from Argyle.

“I couldn’t afford a house, but Argyle looks after everything – maintenance, support, and more!

Sue – SWS – 40 years with Argyle Housing

As a single mum with two young kids at the time, the security and stability Argyle provided became a true lifeline. Now, looking back, Sue reflects on what her home has meant to her family over the years.

“I don’t know where we’d be without Argyle Housing.”

Robert – Bowral – 40 years with Argyle Housing

Robert social housing was transferred to Argyle Housing from Housing Commission. Since Argyle Housing took over, things have gotten better with maintenance. His kids grew up in the same house he’s been living in for 42 years. Robert is all about making his life fun and also giving back to the community through volunteering.

“I’m just happy to have the house and happy to be here.”

Colin – Leeton – 26 years with Argyle Housing

Colin has nothing but kind words about his experience with Argyle Housing. He feels safe and secure in his home, and if anything needs fixing, it’s done straight away. His creative touch around the house and his garden makes the house more fun and welcomes any visitors. “Argyle Housing are good people, always supportive and ready to help!”

Michael and Julia – Bowral – 7 years with Argyle Housing

Michael and Julia have been part of the Argyle Housing community for 7 years. They’re deeply involved in both the local and Argyle communities, always eager to help others and give back whenever they can. They highly praises the excellence of Argyle Housing’s maintenance team. “They’ve looked after us and I’ve got their complains at all.”

40th Anniversary

Argyle Housing Celebrates

Argyle Housing was pleased to announce its 40th Anniversary celebrations, which took place on Wednesday, 5 June, from 10:15 am to 12:00 pm at the Mittagong RSL Club in the Carrington Room. This milestone event marked four decades of our unwavering commitment to providing housing and fostering a supportive community for our Clients.

Carolyn Doherty, CEO of Argyle Housing, expressed her gratitude and excitement regarding this significant opportunity to reflect on our achievements. “For four incredible decades, we had the privilege of providing housing and creating a supportive community for our Clients. None of this would have been possible without the unwavering support and dedication of friends like you,” said Doherty. “Your commitment and generosity allowed us to grow and adapt to the changing needs of our community. We saw lives transformed, families stabilised, and communities strengthened because of the collective effort of everyone involved. As we celebrated this significant milestone, we also looked forward to continuing our mission with the same passion and resolve in the years to come.” The event featured speeches, a retrospective on Argyle Housing’s rich history, and insights into the impact we had within the community. Additionally, there were opportunities for attendees to engage with both staff and Clients, sharing stories and experiences that exemplified our commitment to service. Members of the media were invited to attend and cover this inspiring milestone as Argyle Housing continued its mission of building stronger communities through housing support.

40th Anniversary

Speeches from the day Brian Murnane

Argyle - the Foundation Years 1982 - 2010

The Argyle story has its beginning back in November 1982 the Community Tenancy Scheme was setup by the NSW Department of Youth and Community Services. The Community Tenancy Scheme was an innovative community housing program, that was initiated to provided subsidised housing, through small community organisations for low-income households struggling to pay rent the private sector.

Paul Whiting and I commenced working on a funding application in December 1982 I lodged the application for funding in January 1983.

In May 1983 the first Management Committee is established

In July 1983 funding amounting to $67,076 was allocated to manage, maintain and lease 32 dwellings from the private market for 1 year. Each household would pay 20% of their gross household income in rent the area of to be serviced was very specific, covering three Local Government Areas of Campbelltown Camden and Wollondilly.

Fifty eight groups across NSW were funded to provide subsidised rental housing, the number of dwellings managed by each group ranged from 8 to 35.

In august 1983, I commence fulltime employment as Housing Officer

In 1984 I started lobbing for funding to establish Wingecarribee CTS – Funding for a 21 Household CTS was approved in January 1986.

Margaret Goss - commenced work as the first Wingecarribee CTS Housing Officer in May 1986 and was in that position until late 1989.

Lesley Oatley commenced employment as the Housing Officer on the 20th December 1989.

First Homes built

In 1986 a capital grant application of $218,744 was approved to construct four dwellings. NSW Landcom donated four large residential blocks of land at Elderslie. The average build cost was a little under $55,000 per dwelling.

First Crisis for the sector

The election of the Greiner Coalition Government in 1988 resulted in Ministerial attempts to transfer CTS operations back to the Department of Housing. Community housing tenants, management committees and workers were mobilised to participate in demonstrations

and rallies outside the NSW Parliament. All the Greater Sydney CTS Schemes were rostered to each man a picket outside the Ministers Office, in Park Street. The picket remained in place every working day for 13 weeks.

The Government eventually agreed to an inquiry into the delivery of housing Services. John Mant was appointed in July 1992 to conduct an inquiry into the policies, structure, and operational management of the Department of Housing. The Mant Report was tabled in the NSW Parliament on the 20th of November 1992.

Following the Mant Review the Government endorsed a Plan to Grow the Community Housing Sector- the focus of the Plan was to reduce the number of Community Tenancy Schemes from 58 to around 20. The reduction would be achieved through mergers, the incentive was that merging Schemes would receive funding and or assets transferred from Department of Housing to increase the size of their portfolios to 300 dwellings. On the 5th of October 1995, the Management Committees of Macarthur CTS and Wingecarribee CTS signed a joint letter agreeing in principle to amalgamate.

40th Anniversary

On the 1st of July 1998, the merged organisation officially became known as Argyle Community Housing.

Argyle Community Housing was officially launched by the Minister for Housing the Hon. Craig Knowles MLA on The 26th of February 1999.

 The founding chairperson of Argyle was Ted Broadbridge – 1998-2001; followed by

 Jack Aylward Chairperson 2001 – 2003;

 Chris Benton Chairperson 2003 - 2014.

A simple management structure was established Lesley Oatley – Executive Manager Administration

Brian Murnane- Executive Manager Development

Argyle at the forefront of Community Housing Development in NSW Board and staff members were active participants in:

 Establishing the Federation of Housing Associations.

 The Community Sector Bank.

 The National Regulatory System for Community Housing.

 Establishing BlueCHP.

 Establishing PowerHousing Australia.

Argyle Pioneered the development of:

 Intensive Tenancy Management on Public Housing Estates.

 Growth through multiple

mergers i.e. Macarthur, Wingecarribee, Goulburn, Queanbeyan, Wagga, Griffith.

 Large scale property Transfers from the Department of Housing.

Period of Rapid Growth

From an initial start of 5 dwellings in 1983 the portfolio had grown to around 2,000 by 2010 from 1 employee in 1983 to 39 employees in 2010 Argyle achieved national and international media coverage through publications such as:

 Home and Housed.

 “Shelter from the Storm” –by Siohban McHugh.

 “Samoan Harmonies” by Siobhan McHugh appeared in the Australian Weekend Magazine.

 “It Takes a Village” By David Leser in the Sydney Morning Herald Good Weekend Magazine.

 In 2000 the BBC produced a 6 part series “Beyond the Fatal Shore” – narrated by Robert Hughes. Part 5 covered the work of Argyle.

Argyle was acknowledged as a housing sector leader

 1999 National Award for Excellence.

 2002 Award for excellence in Partnerships.

 2005 Director Generals Award for efficient and effective management of the transfer of tenants and dwellings from Department of Housing.

In the short time available it is not possible to cover the many challenges confronted and overcome over a twenty-year period.

In closing I want to acknowledge the work of two individuals:

Lesley Oatley

About 2005 Lesley was diagnosed with cancer, following a successful treatment program over many months, Lesley remained cancer free for almost five years. It was with great sadness for the Argyle Community that Lesley passed away on the 31st March 2015. Lesley was an integral part in the growth and development of Argyle as well as the development and implementation of the National Regulatory System.

Chris Benton

Chris was a part of the Argyle Housing Board from 2001 and acted as Chairman of the Board from 2003 until 2014 and then as Director until 2015. Sadly, Chris passed away in early 2017. As Board Chairperson Chris played a significant role in the growth and development of Argyle.

Name “Argyle” derived from - “A History of the Berrima District” by James Jarvis.

Client Feature Story

Pamela’s Journey

An Argyle Housing Client story of Resilience

Pamela’s journey from the cold, unfeeling streets to the warmth of a secure home is a testament to the power of relentless hope and the transformative potential of community assistance.

Her life, like a ship battered by a merciless storm, was adrift in the vast sea of homelessness. Unseen and unheard, Pamela carried a desolate heart within her, feeling as though she didn’t matter, fettered by the cruel chains of loneliness.

One day, however, a beacon of hope emerged on the horizon. Argyle Housing opened its doors to her, to find a place she could finally call home in Northcott. The sheer joy of having a safe haven overpowered her, rendering her eyes glistening with tears of gratitude. Her new abode was not just a shelter, it was the embodiment of her newfound dignity, the symbol of her resilience and her triumph over adversity.

who had helped make her dream a reality. The Walls of her new home reverberated with her love for her new surroundings and the community she now proudly called her own.

The community didn’t stop at just providing a roof over her head. Assistance came in the form of food hampers, a fridge, a lounge, and a brand-new bed, each item a tangible reassurance that she was no longer alone. The people around her worked tirelessly, channelling their commitment and empathy into creating a liveable space for Pamela.

Pamela’s words of gratitude echoed through the rooms of her new home, penning a beautiful ending to her long struggle. She expressed her appreciation for the ceaseless efforts of those

But above all, her heart radiated love for Argyle Housing and its staff. Argyle Housing had not only just given her a place to reside, but had breathed life into her existence, validating her worth and helping her regain her longlost sense of self. Pamela’s story serves as a beacon of hope for those still adrift in the sea of loneliness, proving that with the right support and undying resilience, it is possible to find your way back home Christmas in July Luncheon at Market Street Lodge

Client Feature Story

Giving back to the Community

James Fitzgibbons and Isabella Lambert-Kenney.

On a quaint street named Railway Avenue, Bundanoon the Australian DIY Families Institute

OP-SHOP stands proudly with the number 29 gleaming on its front door. This year, it wears an extra sparkle as this beloved community beacon celebrates its first birthday. This milestone isn’t just about the shop; it’s about the 40+ local families who have found a lifeline in its services. A lifeline that has seen 30 tonnes of food reach those who need it most.

For these families, Fridays hold a special significance. It’s the day when SecondBite and Foodbank Australia, in partnership with the OP-SHOP, deliver free fruit and veg hampers. But beyond the nutrition these hampers provide, they represent a community standing together, refusing to let any of its members go hungry.

This is where you, the reader, come in. How can you help, you ask? By simply shopping at the OP-SHOP. Each purchase from the cornucopia of goods ranging from plants, books, puzzles, and clothes, to bric-a-brac, helps support this endeavour.

9:30 am to 4:30 pm. Why not come on down this weekend, find yourself a bargain, and at the same time, make a difference in our southern villages? Be a part of the change. Help us write the next chapter in the story of the Australian DIY Families Institute OP-SHOP.

Get in touch with them at 0428 455 302 or drop them an email at admin@diyfamilies.org.au Join us in celebrating not just their first birthday, but the spirit of community that makes it possible.

The Australian DIY Families Institute OP-SHOP are also seeking enthusiastic volunteers who can help with the nursery. Whether you have green fingers and can assist with plant cuttings, or you have a vehicle and some free time to help with the food deliveries, your aid is invaluable.

Inside their nursery, you’ll find a vibrant palette of mixed herbs and many other plants. If you’re looking for something specific that’s not currently in stock, their friendly team will go the extra mile to help source it for you.

The Australian DIY Families Institute OP-SHOP doors are open from Wednesday to Sunday,

Behind the thriving Australian DIY Families Institute OP-SHOP on Railway Avenue, Bundanoon, stands a team with a vision - James Fitzgibbons and Isabella Lambert-Kenney. Together James and Isabella not only envisioned a place where families could access essential goods and services but also a hub that unites the community. The OPSHOP’s success story isn’t merely about its growth over the past year; it’s a testament to James and Isabella’s dedication and unwavering belief in the power of community. From orchestrating partnerships with SecondBite and Foodbank Australia to ensure the delivery of free fruit and veg hampers every Friday, to the vibrant plant nursery run with the help of enthusiastic volunteers, the team’s touch is evident in every corner of the shop. As we celebrate the OP-SHOP’s first birthday, we celebrate James and Isabella, the people whose vision brought it into being.

Client Awards

In late 2023 we held Stakeholder meetings across our Wingecarribee and Southwest Sydney offices, we had the pleasure of recognising Clients who had shown exceptional dedication. Annually, we seize this opportunity to appreciate and celebrate the remarkable efforts put forth by many of our Clients. The individuals mentioned in the accompanying chart have received nominations from our Clients themselves, acknowledging their significant contributions both within Argyle Housing and the broader community. This year, we were delighted to present awards in categories such as Community Spirit, Responsibility, Volunteering, and the Good Neighbour Award.

Name Award

Lorraine Community Spirit Award

Thomas Good Neighbour Award

James Responsible Client Award

Catherine Responsible Client Award

Deanne Good Neighbour Award

Bev Good Neighbour Award

Alexia Good Neighbour Award

Dave Volunteer Award

Kevin Good Neighbour Award

Naomi Volunteer Award

Bernadette Good Neighbour Award

Stephen Good Neighbour Award

Gerd Good Neighbour Award

Kay Good Neighbour Award

Colin Responsible Client Award

Thomas Community Spirit Award

Patricia Volunteer Award

Helen Good Neighbour Award

Cassandra Responsible Client Award

Joan Volunteer Award

Eddie Community Spirit Award

Patricia Good Neighbour Award

Rajendra Responsible Client Award

Rosalie Community Spirit Award

Silvia Community Spirit Award

Lucille Responsible Client Award

Giordano Community Spirit Award

Client Awards

Real Estate - SWS

Name Award

Kate McClelland KLM Property Group

Tyler Hardy Prudendial Real Estate

Alyssa Houston Gerald Smith First National

Manwell Hawli Carbone Realty

Real Estate - Bowral

Name Award

Katie Sutherland Drysdale

Natalie Rice Drysdale

Eloise Wilkinson Jackson Wall Real-estate

Lee Astill Carlton Real-estate

Support Worker - SWS

Name Award

Suzy Pace St Vincent de Paul

Samantha Sanchez NEAMI

Kath Flack-Crane NEAMI

Ashleigh Lynch St Saviours

Elizabeth Saliba Uniting

Nerida Harris Macarthur Family & Youth Services (WISH)

Support Worker - Bowral

Name Award

Suzy Pace St Vincent de Paul

Samantha Sanchez NEAMI

Kath Flack-Crane NEAMI

Ashleigh Lynch St Saviours

Elizabeth Saliba Uniting

Nerida Harris Macarthur Family & Youth Services (WISH)

Christmas In July

Luncheon at Market Street Lodge

Argyle Housing had the incredible opportunity to collaborate with C3 CARES Southern Highlands Christian Community Centre to host a delightful Christmas in July luncheon for our Market Street Lodge residents on Friday.

The event was a joyous celebration, filled with festive foods that warmed our hearts and spirits during the chilly winter months. Residents were thrilled to have a special guest, Elvis Presley, who entertained us with timeless classics, adding a lively atmosphere to the gathering. We extended our heartfelt gratitude to C3 CARES for not only preparing the delicious meals but also for organising fun activities that

truly embodied the Christmas spirit. The day was a resounding success, leaving everyone with cherished memories and smiles. Our hearts were indeed full, as we fostered community connections and provided a treasured moment of joy for all involved.

Market Street Lodge

Breakfast Club

Market Street Lodge in Goulburn offers Clients an affordable space for housing for those in need and has shared facilities and a large commercial kitchen. The Lodge provides not just a place to stay, but also a supportive community environment where residents can feel safe and valued.

The team, with the assistance of Karen and her partner Chris from C3 Church, ensure there is a range of food options in the kitchen pantry so that residents of Market Street Lodge have the opportunity to eat breakfast on a daily basis. This initiative allows residents to start their day with a nutritious meal, which plays a crucial role in their overall wellbeing and daily function. The food is donated from a range

of suppliers and is well received by the residents, highlighting a collaborative community effort to support those in need. This collective contribution creates a strong sense of solidarity and care within Market Street Lodge.

In addition to providing a comfortable living space and nutritious meals, Market Street Lodge also offers various resources and support services to its residents. These include counselling sessions, job training programs, and assistance with finding employment opportunities. The team at Market Street Lodge is dedicated to helping their residents regain stability in their lives and work towards achieving their long-term goals.

Furthermore, Market Street Lodge actively encourages resident involvement in the community

through volunteer opportunities and social events. This not only fosters a sense of belonging but also provides valuable skills and experiences for the residents to carry with them beyond their stay at the lodge.

The success of Market Street Lodge goes beyond just providing basic needs for those in need; it creates a strong support system and promotes a sense of empowerment for its residents to overcome their challenges. The collaborative efforts of the team, community donations, and resident involvement make Market Street Lodge a truly impactful and compassionate space for those seeking support in Goulburn. So, it is not just about providing temporary housing, but also about creating a positive and supportive environment that empowers individuals to improve their lives.

Christmas Giving Tree

A small gesture goes a long way…

At Christmas last year, instead of exchanging traditional gifts, Argyle Housing staff embraced the spirit of giving by participating in the Christmas Giving Tree 2023 initiative.

Each staff member selected a tag from the tree, which represented a present meant for a boy, girl, mother, or father in our community. This simple but meaningful act allowed our team to contribute to a larger purpose -bringing joy and support to families in need during the holiday season. The wrapped presents were thoughtfully donated to local support services, ensuring that they reached the hands of those who could benefit from a bit of extra cheer. This heartfelt gesture not only brightened the lives of many but also reinforced our commitment to fostering a compassionate community where every individual feels valued and cared for. It reminded us that even small acts of kindness can create ripples of positive change, transforming the lives of those around us.

Wendy Middleton Scholarship

Up to $1,500 available to individuals in 2024. The Argyle Housing scholarship program is named in honour of Argyle Housing’s past CEO, Wendy Middleton. Wendy was passionate about creating opportunities for Clients through education and training and was the driving force behind obtaining corporate sponsorship for the Scholarship.

Established in 2015, scholarships are part of an annual education program for Clients, providing up to $1,500 per academic year for college, university, or TAFE students. The scholarship money can be used to pay for any educational costs, such as course fees, textbooks, specific clothing, computers, or anything which helps our Clients to complete their education.

The vision of the Argyle Housing scholarship program is to foster equal opportunities for all individuals, irrespective of their socio-economic background, aiming to break the barrier of financial constraints in the pursuit of education. Our objective is to empower deserving students by providing them with the necessary financial support, thereby enabling them to focus on

their academic pursuits without undue stress. We envision creating a ripple effect wherein the beneficiaries of our scholarship program are equipped to become leaders and change-makers in their respective fields, contributing to a society that values knowledge, inclusivity, and progress.

Major Scholarship Sponsors

A HUGE thank you to our Scholarship Sponsors; your generosity and initiative towards our Clients are greatly appreciated. Without you, so many opportunities would be lost! This year, the Wendy Middleton Scholarship is sponsored by SR Construction and Crown Property Services. We thank them for their generous support this year as we know these funds will be of great assistance to eligible scholarship recipients, providing resources for them to help achieve their education and training goals.

The number of scholarships that Argyle Housing has awarded in the last 12 months is 12. This brings the total number of scholarships awarded since 2015 to 159. The value of scholarships awarded in the 2023/24 financial year was $18k.

Case Study

Good Works Garden Project

Background

In Fyshwick Canberra, an inspiring endeavour, known as Good Works Garden, demonstrates the profound impact of collective effort and shared values. This project is a collaborative initiative of Argyle Housing, St. Vincent de Paul, and Dirty Janes Canberra. Together, they transformed a simple plot of land into a flourishing garden, serving not only as a source of fresh produce but also as a symbol of hope and unity for those in need.

Objectives

The primary goal of Good Works Garden was to establish a sustainable source of fresh food for the residents of Ainslie Village. Additionally, the project aimed to foster a strong sense of community and environmental connection among participants, while providing nutritious meals to underprivileged populations through St. Vincent de Paul’s Blue Door Kitchen.

Collaboration

The project’s success hinged on the unique contributions of each partner. Dirty Janes Canberra donated the land necessary for the garden. St. Vincent de Paul committed to turning the garden’s harvest into nourishing meals for the needy, and Argyle Housing was instrumental in mobilising volunteers and resources.

Implementation and Impact

Argyle Housing played a pivotal role in engaging volunteers and educational groups, facilitating an enriching learning experience centred on community service. Participants

were introduced to sustainable gardening, teamwork, and the profound fulfillment derived from helping others. This initiative not only yielded a consistent source of fresh produce for the Blue Door Kitchen but also instilled a communal ethos among all involved.

Conclusion

The Good Works Garden exemplifies the remarkable achievements possible when organisations come together driven by empathy, a clear vision, and dedication to the community. It reaffirms the belief that collaborative efforts can transcend the cultivation of food to sow seeds of hope, strengthen community bonds, and foster sustainable impacts that feed both the body and soul.

Good Works Garden Overview

Fyshwick Canberra, ACT

The Good Works Garden initiative, a collaborative effort by St Vinnies, Argyle Housing, and Dirty Janes Canberra, has been a cornerstone in promoting community unity and sustainable practices in Fyshwick Canberra, ACT.

As we evaluate the program for the years 2024 and 2025, we reflect on the progress and impact of this shared endeavour. Despite the lower-than-expected participation from Argyle Housing Clients, the dedicated volunteers from St Vinnies have maintained the garden with commendable effort. Their hard work is evident in the thriving state of the garden, where the vegetables appear fresh and robust. Our collective determination to sustain this initiative remains strong, and we are actively making ongoing plans to enhance its reach and effectiveness. This report marks our commitment to nurturing not just plants, but also the bonds within our community.

Community Impact

The Good Works Garden has been a hub for cultural exchange and learning, with volunteers from diverse backgrounds coming together to share their knowledge and skills. It has become a space where people can interact, connect, and form friendships in an inclusive environment.

Through this initiative, we have successfully fostered social cohesion and created a sense of belonging among the residents of Fyshwick ACT Canberra. Moreover, the produce from the garden is donated to local charity organisations, providing fresh and healthy food options for those in need. This not only promotes sustainable living but also addresses issues of food insecurity within our community. The impact of the Good Work Garden goes beyond just physical benefits; it also contributes to the overall well-being and happiness of the individuals involved.

Future Plans

As we look towards the future, we envision expanding the Good Works Garden to reach even more people in our community. Our goal is to collaborate with other organisations and involve more volunteers to increase participation and maximise impact. We also plan to introduce workshops and training sessions on sustainable gardening practices, further promoting environmental consciousness and education within our community. Moreover, we are exploring ways to incorporate technology into the garden by implementing a composting system or utilising renewable energy sources for irrigation. These additions will not only make the garden more efficient but also showcase how sustainability can be integrated into everyday practices.

GM Operations

Milan Ostojic

General Manager Operations

As a General Manager, I can proudly say it has been a great year in operations with customer service and Client engagement being the focus of our teams and achieving some great outcomes for our Clients. In May 2024, we rolled out a new structure for the Operations Team and our Assets and Maintenance team, streamlining our service delivery to create an opportunity for us to provide outstanding customer service to our Clients while meeting our current and future business needs.

The Maintenance Support Officers, also known as Maintenance Administration Officers, are an integral part of our Repairs Team within the Operations Team. They have embraced this opportunity presented by our recent restructure, working diligently to adapt to the changes while managing additional responsibilities. This includes undertaking smoke alarm compliance checks and servicing throughout our company. The team collaborates closely with Smoke Alarms Australia and communicates effectively with our Clients to ensure all smoke alarms are serviced, prioritising the safety of those we serve. Since implementing the restructure, we’ve observed significant performance improvements, highlighting how identifying opportunities and fostering collaboration across all operations can lead to enhanced service delivery and greater Client satisfaction. Together, we are committed to making our environment safer and more efficient for everyone.

Throughout the year, Carolyn Doherty, our CEO, and I were privileged to meet and get to know our Clients across all regions, gaining a real understanding of the needs of our communities. Our Client’s feedback is invaluable, and a strong theme emerging from these forums was the importance of community connections and ensuring our Clients have a voice in how Argyle Housing engages with them. We heard this call, and in response, we developed a

Client Engagement Strategy that focuses on providing opportunities for both staff and Clients to engage on a personal level. This strategy aims to shape the future of Argyle Housing and enhance community engagement. Moreover, our Operational Team members were given opportunities for training and networking, enabling them to contribute actively to our community engagement activities. During 2023/2024, Argyle Housing delivered dozens of social, health, and educational opportunities, fostering a sense of belonging and empowerment for our Clients. Together, we are building a stronger, more connected community, where every voice matters, and everyone has the chance to thrive.

I would like to take this opportunity to thank our teams and all our staff for their hard work and commitment over the last 12 months. Their strong values and ethics are in perfect alignment with Argyle Housing and our vision, which is one of the key reasons we have been able to achieve great outcomes for our Clients and the community we serve. Everyone’s contribution has been invaluable, and it’s heartening to witness the dedication that permeates our company.

I would also like to make a special acknowledgment to my direct reports: Cherie Tizzoni, Head of Client Services; Angela Kustec, Head of Client and Communities; Sebastian Galvez, Repairs Lead; Michael Stock, Quality and Compliance Officer; and Jasmina Kustec, Community Engagement Officer. They not only exemplify Argyle Housing’s values but also provide unwavering support and leadership, not just to me but to our teams and Client. Their collaboration, commitment to community engagement, and dedication to quality service have had a profound impact.

Sebastian and Michael have joined the Operations Team this financial year, and their profiles are outlined below. Each of them

GM Operations

brings unique skills and perspectives to their roles, further enriching our collective mission to build a stronger, more interconnected community where everyone has the opportunity to thrive. We are genuinely grateful for their contributions and excited to see the positive changes we will continue to create together.

Tolland Estate will provide essential housing support services and community connections to those in need, creating opportunities for individuals and families to thrive. The sustainability of this initiative will be led and supported by Argyle Housing, ensuring that resources and support systems remain robust and effective. Brianna holds a critical role in this endeavour, serving Tolland Estate’s community outreach, liaison, and support initiatives that will be designed to ensure a “...timely, meaningful and transparent approach to community engagement...” This commitment guarantees that the project delivers on its promises to the community and all stakeholders. By actively engaging with residents, identifying their unique needs, and implementing tailored solutions, Brianna aims to foster an inclusive atmosphere where everyone feels empowered to participate. Collaboration with local organisations, stakeholders, and residents will further enhance the outreach efforts, creating a network of support that amplifies the impact of our services. Through these concerted efforts, we aspire to build a vibrant community where each person has the opportunity to contribute, connect, and flourish.

Michael Stock joined Argyle Housing in October 2023, stepping into the position of Quality and Compliance Officer. With a background in working with youth within a Foyer Program and his vast experience in both community services and reporting on performance trends, he has become a valuable addition to the team. Since joining Argyle Housing, Michael has supported the development of opportunities while maintaining a consistent Quality Management and Compliance culture across Argyle Housing. Michael is responsible for reviewing, maintaining, and publishing the appropriate policies, procedures,

and standards to uphold Argyle Housing’s registration, as well as monitoring and reporting on compliance with required regulatory processes. Throughout the year, Michael has reported on any audits or inspections and managed the resulting actions, including the management of non-conformances, assisting in identifying corrective and preventive actions, and coordinating associated action plans.

Sebastian Galvez has joined Argyle Housing in November 2022, stepping into the position of Maintenance Officer. As part of the restructure in May 2024, Sebastian was appointed as a Repairs Lead, creating new opportunities within our team. With over 15 years of experience working in both the government and private sectors, he brings a wealth of knowledge and expertise to his role. Sebastian has an impressive background in leading various customer-facing positions and collaborating with different areas of the business, ensuring that the level of customer experience is exceptional and meets the needs of the individuals we serve. His commitment to fostering opportunities for improvement not only enhances service delivery but also strengthens our mission to provide meaningful support to the community.

Key Achievement: Asset and Maintenance Team

The Assets and Maintenance Team is responsible for the day-to-day repairs to, and compliance of our properties, the delivery of works required to return vacant properties to enable occupancy, planning and completion of planned component replacement based on asset management data and modelling, the investigation, planning, delivery, and commissioning of new properties and developments, and the management of major fire and other incidents.

The Repairs Team have had an overall great year, providing excellent customer service to our Clients while achieving some good results and outcomes. The team has worked closely and collaboratively with Homes NSW to implement a number of safety measures within the Claymore redevelopment, supporting and managing the estate. They have also supported

GM Operations

the Tolland transfer and, in partnership with Homes NSW, participated in a clean-up day where 69 tonnes of rubbish (including 49 mattresses) were removed, creating an opportunity for environmental improvement.

Earlier this year, we met with the ACT Government to discuss the electrification of properties owned by Community Housing Providers (CHPs) in the ACT. An agreement was made with ACT Housing to fund the upgrades, as well as the repairs that resulted from the upgrade works, presenting a significant opportunity for an estimated saving of $50,000. This has now been completed, with some issues arising with the hot water systems, which were identified as a manufacturer issue and are being resolved under warranty. Our team has implemented a process to track these issues, raise them with the relevant companies as well as ACT Housing, and keep Clients updated.

Throughout the year, the NSW Fire Brigade and ACT Fire Brigade, along with Argyle Housing’s Community Engagement Officer, worked closely with the maintenance team by visiting Clients’ properties and providing them with vital information regarding fire safety. Highly positive feedback has been received from Clients, staff, and the Fire Brigades as a result of this collaboration. The fire safety message has also helped educate the team on fire safety and what to look out for to minimise fire risk.

The team has achieved remarkable results this year, with the smoke alarm government compliance rate standing at 95%. As of EOFY 2023-2024 in June, we exceeded this KPI with results reaching 97.1%, the highest percentage of completed smoke alarm inspections achieved in the last two years. The team conducted over 300 surveys with Client who had works done by Argyle Housing’s contractors, with an overall satisfaction result of 90%. The turnaround for Non-Urgent and Urgent repairs has also

been met, achieving an average benchmark of 90% for Urgent repairs and 80% for NonUrgent repairs throughout the financial year, creating opportunities for ongoing improvement in our service delivery.

Claymore Relocation Project

In 2023 and 2024, Argyle Housing’s Housing Access Team and our Client Support teams have worked diligently to relocate a significant number of Client from Claymore into alternative social and affordable housing. This effort is a crucial component of the broader Claymore Renewal Project, which aims not only to improve living conditions but also to create opportunities for residents to thrive in a more supportive environment. Initially, we set out to relocate 24 Clients within a 12-month timeframe. We are pleased to report that we have successfully rehoused 20 Clients, with just 4 remaining in Stage 6A of the renewal process. In addition, we have begun the initial consultations with Clients in Stage 6B, with relocations expected to be completed by September 2024.

This project plays a vital role in dissolving dense social housing estates and giving Claymore the development it truly deserves, as it addresses the issues linked to aged stock where Clients were previously residing. By recreating the housing portfolio within the suburb to include social, private rental, privately owned, investment, and affordable housing, we are fostering a more integrated community. This proactive approach not only enhances the local landscape but also works toward removing the stigma associated with social housing. Our vision is clear: once the redevelopment is complete, it will be nearly impossible to distinguish between social, affordable, and private properties. This initiative is not just about rebuilding; it is about cultivating opportunities and laying the groundwork for healthier, more vibrant communities across Australia.

GM Operations

CEO Sleepout June 2024

In June 2024, Argyle Housing’s team proudly represented our organisation in the St Vincent de Paul 2024 CEO Sleepout, raising much-needed funds to support local initiatives aimed at addressing homelessness. This event is a prime example of how we actively engage with our local support partners to seize the opportunity to contribute meaningfully to the fight against homelessness in the communities we serve. The team spent the night in Canberra, fully immersing themselves in the experience. Although it was only one night of discomfort, it provided invaluable insight into the challenging reality people sleeping rough face daily. Issues of homelessness and rough sleeping are central to our mission, and our company is deeply passionate about these topics. This commitment goes beyond just providing houses; we strive to create homes that foster security, dignity, and a sense of belonging for everyone in our community. By participating in initiatives like the CEO Sleepout, we not only raise awareness but also amplify our dedication to making a lasting impact in the lives of those we serve.

Client Services Key Achievements

In the last year, our teams have undergone training and development in vital areas such as mental health first aid, de-escalation training, debt collection, and introductions to community housing, among many other role-related sessions. These training initiatives have empowered our Client Support Specialist team to enhance the quality of service we provide to our Clients. As we work diligently towards producing improved outcomes, we have seen increased representation in interagency meetings, which has been pivotal in engaging additional support services throughout the Argyle Housing Portfolio.

The pursuit of networking opportunities has been a priority, allowing us to expand our support referral list and connect our Clients with essential resources. By actively engaging with local services, we aim to enhance the opportunities available to our Clients, ensuring they receive the support they need to thrive. Furthermore, our commitment to fostering community involvement is evident through our proactive participation in local events and activities. Together, these efforts not only strengthen our Clients relationships but also build a more resilient community, where every individual has the opportunity to flourish and feel supported.

GM Operations

Tolland Management Transfer

The NSW Land and Housing Corporation (LAHC) is working with the Aboriginal Housing Office (AHO), the Argyle Consortium (including Argyle Housing, BlueCHP, and Birribee Housing), Wagga Wagga City Council, and the Department of Planning and Environment to transform the existing Tolland housing estate in Wagga Wagga to provide a new mix of modern housing. Replacing the concentrated estates aged social housing with a modern mix of different homes is part of a program to renew and

improve social housing as well as introduce private housing supply in the Wagga Wagga local government area. The renewal project will provide a mix of new social, affordable, seniors housing and private housing, along with new community facilities, roads, and parks. Approximately 500 new mixed-tenure homes will be delivered across the renewed Tolland Estate area, with 200 homes set to be new social and affordable housing that fits seamlessly into the local streetscape. In July 2024, 129 properties were part of a

GM Operations

management transfer from DCJ to Argyle Housing. This was a collaborative transfer between the Department of Communities and Justice and Argyle Housing, showcasing our collective commitment to enhancing local living conditions. Argyle Housing is responsible for providing tenancy management, repairs and maintenance, rehousing, and community engagement. This transition symbolises not just a change in management but also an opportunity to create a supportive and enriching environment for all residents, fostering a sense of belonging and community cohesion as we work together to uplift the quality of life in Tolland.

500 new mixed-tenure homes will be delivered across the renewed Tolland Estate

Key Achievements

2 1

Wingecarribee Client Participation Committee

We have successfully implemented the Wingecarribee Client Participation Committee, providing a valuable opportunity for community members to engage in decision-making processes regarding essential programs within the community. Their involvement supports and strengthens Argyle Housing’s Client Engagement Strategy, ensuring that the voices of those we serve are integral to our planning.

Indigenous Mural Painting

The Indigenous Mural painting project involved community members in the Pioneer Estate at Griffith, where they had the opportunity to leave their handprints and learn about Argyle Housing’s Community Hub development. Engaging with stakeholders such as Blank Walls and ArtCourts allowed us to create a unique opportunity for artistic expression and cultural connection within the community..

Southern Region Client Education

4 3

Our Southern Region Client received valuable opportunities to learn about waste and recycling during our block meetings. This initiative included educating Client on the process for arranging hard waste collections and introducing the new FOGO (Food Organics and Garden Organics) initiative being rolled out across the state.

Fire Safety Engagement

We built a strong and resilient relationship with Fire and Rescue NSW, sharing and promoting vital fire safety messages across our portfolio. All Client had the opportunity to interact with local Fire and Rescue Firefighters through block meetings, empowering them to take proactive steps in fire safety, especially as winter approaches. This partnership resulted in additional opportunities for Client to participate in Home Safety Visits and receive tailored advice specific to their needs...

Key Achievements

Christmas Parties/End of Year Celebrations

We piloted five locations for Christmas Parties and End of Year Celebrations, which enhanced social cohesion within the community. This initiative provided a significant opportunity to gather feedback for future activities, shaping our engagement strategies and fostering a sense of belonging among residents.

Argyle Day Out

All Client received the opportunity to participate in our “Argyle Day Out,” an initiative led by Client designed to foster stronger social connections and relationships with both Argyle Housing and their neighbours. Feedback indicated a satisfaction rate of over 85%, reflecting the success of this community-building effort.

Bi-annual Tenant Forums

We continue to host bi-annual tenant forums, creating opportunities for Client to meet with executive staff to discuss their concerns and explore potential opportunities related to tenancy. This open dialogue helps foster trust and transparency between our organisation and the communities we serve.

Promotion of Local Activities

Our ongoing promotion of local activities and events enhances social connection and engagement, aligned with our core social impact outcomes of Home, Safety, Health, Community, Economy, and Empowerment. We supported a range of services to deliver programs that address Client’ needs and desires, sharing information through Text, Newsletter, and flyers, ensuring that every Client is aware of available opportunities for engagement. 8

Head of Client and Communities

Angela Kustec

Head of Client and Communities

We introduced transformative structural changes to our service delivery model, marking an exciting evolution in our approach to Client support. Our Client Services Team now focuses on working alongside our Clients as dedicated Client Support Specialists. This shift allows for a more personalised, empathetic connection with each Client, ensuring that their unique needs are met with care and precision. Meanwhile, a smaller, dedicated group of leads has been assembled to concentrate on optimising team practices and delivering targeted support in specific business areas.

This leadership team boasts a wealth of operational experience and specialised knowledge, facilitating the sharing of insights across all regions. Their diverse expertise not only fosters the exchange of innovative ideas and best practices but also drives continuous improvement, ensuring that the CSS team operates smoothly and maintains the highest quality standards. This holistic approach not only benefits our Clients but also enriches and strengthens the communities we serve.

To further enhance our collaborative environment, every region participates in weekly, interactive meetings via our Visual Management Board. This dynamic forum encourages the ongoing exchange of information, celebrates team achievements, and facilitates the early identification of areas needing additional support. It also provides Client Service Leads with the platform to share success stories and valuable insights from their experiences. Such a collaborative approach motivates the continuous review of policies and the thoughtful development of procedures, ensuring consistent and unified practices across all Client services.

By fostering a culture of shared knowledge and mutual support, we build stronger connections within our team, which in turn, translates to stronger, more resilient communities.

Team Leads

Amy Gartside

Client Support Lead

Amy comes from a rich background in the disability sector, with over 20 years of experience in various leadership roles within the National Disability Insurance Scheme (NDIS). Amy has been a staunch advocate for Clients, tirelessly working to address their housing needs from a NDIS perspective. Her extensive experience includes ensuring that Clients receive suitable housing and the necessary support services to enhance their quality of life. Amy has always found a strong interest in the housing sector and recognises the significant crossover between disability support and housing needs. This unique intersection provides Amy with the opportunity to help individuals find appropriate housing solutions that cater to their specific requirements, thus making a tangible difference in their lives. Her dedication and expertise are invaluable assets to our team and the communities we serve.

Fiona Chalker

Client Support Lead

Fiona has worked at Argyle Housing for eight years, starting her role in our Assets Transitions Team. Demonstrating unwavering dedication and an eagerness to embrace new challenges, Fiona then moved across to the Client Services Team. This transition provided her with a broader perspective of our operations and a deeper understanding of the various facets of Client support. In August last year, when Brad moved across to Southwest Sydney, Fiona stepped into the role as Lead. Her diligent approach and rich experience have made her a cornerstone of our service delivery model,

Head of Client and Communities

offering her the opportunity to shape and mentor the next generation of Client Support Specialists. Fiona’s leadership not only drives excellence within her team but also ensures that our Clients receive the highest standard of empathetic and effective support.

Brad Tisdell

Client Support Lead

Brad has been with Argyle Housing for a couple of years, demonstrating unwavering commitment and leadership throughout his tenure. Brad was originally the Lead at Bowral, where he made significant strides in improving Client services and team cohesion. When an opportunity arose, he eagerly embraced the chance to lead the team at Southwest Sydney, bringing his wealth of experience and innovative ideas to the new role. Since August this year, Brad has taken some well-deserved time to be on Paternity Leave, embracing the opportunity to be with his growing family. While Brad is on leave, Argyle Housing is fortunate to have Craig Byrnes acting in his role, ensuring that the team’s high standards of support and service are maintained. Brad’s influence continues to resonate within the team, inspiring a culture of excellence and empathy.

Craig Byrnes

Acting Client Support Lead

Craig has been with Argyle Housing for three and a half years and brings with him an impressive 12 years of experience in mental health outreach roles. During his tenure, Craig has expertly managed the Together Home Program, which has made a significant difference in our community by supporting 28 individuals throughout the program’s duration, with eight people currently benefiting from its services. His deep commitment to mental health advocacy and his hands-on experience in providing comprehensive support have been instrumental in the success of the program. Craig’s empathetic approach and dedication to Client well-being have not only enhanced

the quality of services we offer but also strengthened our community’s resilience and support network. With Craig’s leadership, we continue to ensure that our Clients receive the tailored care and resources they need to thrive.

Pema Sedon

Client Support Lead

Pema has been a dedicated member of the Ainslie Village team for over eight and a half years, specialising in the mental health sector. Since Argyle Housing took over management in 2019, Pema has excelled in the role of Resident Liaison Officer. Pema’s close work with residents has fostered trust and understanding, crucial elements in providing effective mental health support. Recently, with the organisational restructuring, Pema took the opportunity to advance to the position of Lead for ACT and Queanbeyan. In her new role, Pema applies her extensive expertise and compassionate approach to ensure that Clients receive comprehensive and personalised care. Her leadership is marked by a deep commitment to advocacy and a focus on creating resilient, supportive communities. Pema’s ability to connect with Clients and understand their unique needs continues to drive excellence within her team and enhances the quality of life for the residents she serves. Her dedication and expertise remain invaluable assets, strengthening both the team and the broader community.

Head of Client and Communities

Client Engagement

One of the areas the Client Support Specialist (CSS) Team focused on was Client engagement with the local First Nations communities. Through grant funding, in the areas of Goulburn, SWS, Wagga Wagga, Ainslie Village, and Bowral, the teams were able to assist in the coordination of NAIDOC events. Across these regions, “Yarn and Paint” sessions were held. The feedback was positive and provided an opportunity for learning in a culturally safe environment through storytelling and yarning. It was an experience that staff and Clients thoroughly enjoyed.

During National Reconciliation Week, the Client Service team actively engaged in a range of community events across the regions in which they operate. The CSS team participated in numerous activities and networked with local First Nations services and organisations. This involvement has enhanced their knowledge and awareness, thereby helping them understand the delivery of best practices in service provision for First Nations Clients.

These opportunities for engagement have not only strengthened our connections with the First Nations communities but also opened doors for continuous learning and mutual growth. By participating in such culturally significant activities, our team has shown a deep commitment to creating an inclusive environment where every individual feels valued and heard. Such collaborative efforts contribute to building a community that celebrates diversity and fosters resilience.

Recognising that empowerment and support go hand in hand, our initiatives focus on not only enhancing cultural awareness but also on implementing actionable steps that promote equity. This holistic approach ensures that our services are adaptable, inclusive, and effective, thereby providing meaningful opportunities for our Clients to thrive. These targeted engagement activities have proven vital in reinforcing our dedication to offering compassionate, knowledgeable, and comprehensive support to all our Clients.

Housing

Southwest Sydney

Our Client Services team achieved the monumental task of reaching 80% occupancy out of 37 units at our Peakhurst site within a matter of weeks, achieving 100% occupancy shortly after. The complex is a brand-new build, close to public transport, schools, shopping, and dining facilities, and boasts state-of-theart integrated supplementary solar energy designed to reduce daily living costs for our Clients. We believe that this building will help our Clients access opportunities for personal growth, learning, and employment, integrating them more effectively into the community.

Claymore has undergone a significant transformation with 24 properties in Salvana Way being transferred from Stage 6a. Eighteen properties have been handed back, two are in the process of relocating, and we are seeking appropriate properties that adequately meet the needs of the remaining four homes. Stage 6B has received notification to relocate, and initial interviews to assess Client needs for rehousing are already underway. We have collaborated with the Land & Housing Corporation, Homes NSW, Claymore Community Hub, Council, residents, and local fire departments to provide safety education and clean-up sessions aimed at reducing rubbish dumping and improving the general aesthetics of the area. Moving forward, we are aiming to have arborists trim trees and shrubs to allow access for natural light, add some additional lighting in common areas for security/safety, and engage trades for graffiti removal. Once the graffiti has been removed, we hope to have local artists paint murals on the larger surfaces, creating further opportunities for community engagement and artistic expression.

Bowral, Southern Highlands

Over the past year, our team has taken a proactive approach by actively collaborating with support services and successfully reinstating key monthly meetings. This strategic effort has been instrumental in effectively identifying and implementing essential supports for Clients.

Head of Client and Communities

Market Street Lodge, managed by Argyle Housing and supported by C3 Church, has been working together to support disadvantaged residents by offering regular free meals and weekly groceries. This initiative significantly reduces financial strain and enhances the quality of life for those at the Lodge. Beyond addressing food security, it fosters a strong sense of community. The relationship C3 Church has cultivated with our residents is invaluable, leading to continued support and opening doors for further assistance in the future, creating numerous opportunities for resident growth.

Market St Goulburn provides 38 rooms with shared facilities, offering a secure and warm environment for both men and women. Our goal is to support residents as they work with our dedicated staff toward achieving long-term, stable housing. This pilot project addresses the critical need for crisis and short-term housing in the area, serving those who are in transition while waiting for their permanent homes. Over the last financial year, 66 Clients have signed up and/or have continued to reside at the Lodge, finding opportunities for stability and progress.

Griffith

The Griffith Team, in partnership with the Housing Access and Rent Services teams, successfully onboarded all 20 townhouses within just two weeks. This achievement greatly alleviated homelessness for many adults and children in the Griffith area. In their commitment to equity, the team initially allocated 10% of the townhouses to Aboriginal Clients but surpassed this goal by dedicating 25% to Aboriginal residents. Furthermore, over half of the Clients housed were previously experiencing homelessness. Members of the team were honoured and grateful to be part of such an important and impactful experience, providing numerous opportunities for improving quality of life and stability.

Wagga Wagga

Argyle Housing has worked closely with the Tolland community during the transition period of 129 properties from HOMES NSW to Argyle Housing. Staff involved, and notably Georgia from Argyle Housing, have made a significant impact on the Tolland community. Georgia’s efforts have been instrumental in ensuring that tenants feel secure and supported throughout the process. She has gone above and beyond by organising weekly BBQs every Thursday, creating a warm and welcoming environment where residents can gather, share a meal, and build a sense of community. These BBQs have become a cherished tradition, fostering stronger bonds amongst neighbours and promoting a spirit of togetherness.

Moreover, Georgia’s dedication has been fundamental in building relationships and connection with the community, offering both immediate support and long-term opportunities for community enrichment and development. Her initiative has not only provided immediate relief and joy but has also laid the groundwork for ongoing engagement and cooperation among residents.

As the community continues to grow and thrive, we are thrilled to welcome Brianna

The Griffith Team, successfully onboarded all 20 townhouses within just two weeks.

Head of Client and Communities

as our new Community Liaison Officer to the Wagga office. With her passion for community work and strong interpersonal skills, Brianna is poised to continue the amazing foundation that Georgia has begun, further enhancing the quality of life for Clients and strengthening the community fabric of Tolland.

Young

In the past year, the Young team received two dual occupancy properties, expanding their portfolio with a total of four new homes. These included two three-bedroom, two-story residences and two accessible two-bedroom homes. The team was thrilled to allocate these properties to Clients, who expressed their deep gratitude for the chance to move into brandnew accommodations. These new homes represent significant opportunities for the residents, improving their living conditions and providing a foundation for future prosperity.

ACT

Through building strong connections in the area with local fire services, Clients in the ACT from Condor and Common Ground were visited by the local Zone Commander. This was an opportunity for those Clients to receive advice on fire safety and allowed them to ask any key questions about their own safety. Such initiatives not only improve safety but also provide valuable opportunities for Clients to engage with their local community and services.

Continuing this focus on community engagement, Argyle Housing has collaborated with several local organisations to bring additional opportunities to the ACT residents. Recent activities include a community gardening project and a series of educational workshops on financial planning and wellness. These efforts are aimed at providing holistic support and fostering a sense of belonging among residents. By creating an environment where individuals feel connected and supported, we can help build a stronger, more resilient community. The ACT team’s commitment to offering varied opportunities for growth and connection truly underscores their dedication to the well-being of their Clients.

Ainslie Lodge

Ainslie Lodge in the ACT is a funded program specifically designed to assist with crisis housing for men aged 18 years or older who are rough sleeping or experiencing homelessness. From 1 July 2023 – 30 June 2024, 157 different Clients were able to use this valuable service. Approximately 45 Clients use the service regularly.

Ainslie Lodge offers a meaningful opportunity for these individuals to stabilise their living situation and work towards long-term housing solutions. Ainslie Lodge provides comprehensive support services tailored to meet the unique needs of each resident. These services include access to mental health support, drug and alcohol counselling, and assistance with securing permanent housing and employment. Staff at Ainslie Lodge work collaboratively with each Client to create individualised support plans, ensuring a holistic approach to their well-being.

The safe and nurturing environment at Ainslie Lodge fosters a sense of community among residents. Regular group activities, such as communal meals, workshops, and recreational outings, help to build bonds and promote a supportive network. Through partnerships with local community organisations, residents have access to additional resources, enhancing their journey toward stability and self-sufficiency.

Moreover, Ainslie Lodge is committed to continuous improvement and responsiveness to the needs of its Clients. Feedback mechanisms are in place, allowing residents to voice their suggestions and concerns, which are then incorporated into service planning and delivery. This community-focused approach ensures that Ainslie Lodge remains a responsive and dynamic place of support.

For more information on Ainslie Lodge of Canberra, please visit the Argyle Housing website. Our dedicated team is always available to answer any questions and provide support for those in need.

Head of Client and Communities

Ainslie Village

Ainslie Village is another service which can provide longer-term accommodation for 172 Clients in the ACT area. Since Argyle Housing took over the management of Ainslie Village, approximately 600+ Clients have been housed there. Ainslie Village has several partnerships with services which regularly attend to provide support to the residents. These partnerships include Bluedoor, Directions Health, Chat to Pat van, AOD counselling service, mental health nurse, psychiatrist, Legal Aid, Orange Sky Laundry, and Tiny Pets Van. Over the past 12 months, ACT Housing has funded upgrades to door locks to provide better security as well as upgrades to common areas, offering residents greater opportunities for a safe and supportive living environment. The residents of Ainslie Village benefit from a rich tapestry of support services that cater to varied needs, ensuring no one is left behind. Bluedoor offers practical support and outreach services, bridging gaps in essential care. Directions Health assists in areas such as general health care, drug and alcohol counselling, helping residents toward recovery and stability. The “Chat to Pat” van frequently visits to provide a mobile counselling service, making mental health support more accessible to everyone within the Village.

Additionally, the mental health nurse and psychiatrist offer invaluable mental health services on-site, ensuring residents have regular access to professional care. Legal Aid visits equip residents with crucial legal assistance, empowering them to navigate complex legal challenges. Orange Sky Laundry and Tiny Pets Van address practical needs by offering laundry services and caring for the pets of residents, respectively.

Furthermore, the community-centric approach at Ainslie Village is bolstered by regular communal activities that foster connection and engagement among residents. These activities are designed to promote socialisation, skill development, and overall well-being. For

more information on Ainslie Village and all that it has to offer, please visit the Argyle Housing website. Our dedicated team is always available to answer any questions and provide support for those in need.

Opportunity for Growth

Opportunities like those provided by Ainslie Lodge and Ainslie Village are essential for fostering growth and stability among individuals experiencing homelessness. These programs offer a chance for residents to reassess their lives, develop new skills, and work towards sustainable long-term goals. The comprehensive support services and community-centric approach create a nurturing environment where each individual’s potential is recognised and nurtured. By focusing on holistic care and individualised support plans, these initiatives provide residents with a real opportunity to transform their lives and achieve lasting stability. For more details on these opportunities, please visit the Argyle Housing website. Our team is always here to guide and support those seeking help.

Teamwork

Across all areas, the teams have been diligently working through changes in structure, with a concentrated focus on fostering closer collaborations with support providers. This opportunity aims to better serve our Clients by facilitating a seamless delivery of services and comprehensive care. By sharing knowledge and learnings across all regions, we strive to develop and implement best practices that resonate with the diverse needs of our Clients. This initiative encourages continual professional development and the adoption of innovative strategies that enhance service effectiveness and efficiency. Our commitment to creating a cohesive and informed network ensures that Clients receive the highest standard of care, tailored to their unique circumstances and challenges. This collective approach underscores our dedication to holistic, Clientcentred service provision, contributing to the stability and well-being of those we support.

Head of Client Services

Cherie Tizzoni

Head of Client Services

In March 2024 Argyle Housing underwent a second smaller realignment with impacts to our Client support Team, Rent Services, Housing Access, Assets and Maintenance and Transitions Teams. This realignment saw the splitting of the Assets and Maintenance Teams to align with responsive and planned and cyclical maintenance teams.

The Client Services Team underwent another restructure at the top end of the management lines, which saw the introduction of one role, being head of Client and Communities role. This saw our three specialist teams - Rent Services, Housing Access and Transitions fall under the existing head of Client Services. The teams have been flexible, responsive, and agile in this time and responded well to the changes, Thank you team. The changes hope to positively impact our service delivery, focus and outcomes for our Client and the communities in which they reside.

Rent Services Updates

This year Rent Services celebrated a milestone of a big service award to a valued member of the team.

Sally celebrated 15 years with Argyle Housing! She commenced with Argyle Housing in 2009 as a Client Services Officer (Tenancy Officer) in Bowral. In 2016 Sally’s skills experience and leadership qualities were identified and she was given an opportunity to act in a Team Leader role. Later that same year Sally transferred into her current role as a Rent Services Officer and has been a vital part of the team from a subject matter expert to mentoring all new staff and always looking for new ways to improve processes within the Rent Services team that will not only benefit the company, but Sally always has the heart of our Client in mind. Sally uses her knowledge and skills to work with MRI Support and other staff to ensure accuracy so that Client are not disadvantaged. Sally embodies each of Argyle Housing’s values daily through her

respectful dealings with our Client, her attention to detail and she is always testing new ways to simplify Argyle Housing’s processes for our Client’s whilst keeping them well informed.

Sally has demonstrated and shown respect and has earnt that respect in return from her peers and Clients. She is seen as the GO–TO person within the company and never gives up on a challenge or a project. Sally uses initiative and thinks ahead, with planning and strategising a key skill that shines through.

Congratulations Sally on your service to Argyle Housing and our valuable Clients. You are an asset to the company and cheers to many more years with Argyle Housing keep up the passion for the community, and our Clients, we are so very proud of you.

Liliane Tadros

Liliane Tadros, Argyle Housing’s Rent Services Lead achieved a Highly Commended at the 2023 PowerHousing Awards Conference, for her excellence in customer service and business support. Lily obtained $500 credit to be put towards her future professional development endeavours and training. Whilst Lily has not settled on what subject she would like to use her scholarship money for, she is still considering her options. Thank you Lily, for your outstanding leadership, and role modelling Client focused attitudes and outcomes within the Rent Services team and the company. Your Client focused actions have encouraged such a positive culture within the team, and some awesome outcomes. Thank you for working hard for your team members and always advocating on their behalf so strongly.

In 2024 we have had the opportunity to welcome new team members to our Rent Services Team being Phillip Soon and Karen Lumagui. Continuing with our Rent Services Team this year are our experienced Rent Services Officers in Cathy Lowden and Jade Pawlisz and Natalie Barnett. You guys are the bones of the house, and I would like to thank you for another year of service at Argyle Housing and your contributions to some awesome results towards meeting your KPI’s for 2024.

Head of Client Services

What you might notice if you are a Client of Argyle Housing is our changed approach to doing Argyle Housing initiated rent reviews. We are now going to focus on building our team to complete the whole of our portfolio in one rent review cycle. When previously we completed smaller, separated portfolios on a monthly basis throughout the calendar year. Taking up the entire 12 months. This new change means a steady focus on working with our Client in the off months to work on debt, Client initiated reviews, and seeking to ensure 100% accuracy across our affordable and NRAS portfolios, and during the whole of portfolio review, it will be all hands on deck to ensure our entire social housing portfolio has a rent review to assess eligibility for a rebated rent, whilst keeping Clients off market rent where possible and keeping arrears down. If there is a team that is up the challenge it is the existing Rent Services team, with their positive attitudes, teamwork, and some of our more senior members role modelling and using initiative to ensure this goes well for everyone involved. Thank you team.

Housing Access Team

Rachel Morris has been exceptional in her customer service this year as always, going above and beyond for our Clients and communities. Rachel is a member of our Housing Access Team and one of her main functions at Argyle Housing, is to allocate housing to individuals and families on the social housing register. Some of these people have been waiting for long-term housing more than ten years and so her role can be very rewarding, in offering up a home to live in. However, Rachel is one of our highest performers when it comes to people walking into the local office in Bowral and looking for support, and assistance. This is generally during a time of crisis, or heightened emotions and Rachel never faults in her ability to go above and beyond, achieve positive outcomes, and help all of our Clients. Rachel has now received multiple Google reviews attesting to her awesome work, and individualised service. Thank you, Rachel. See Google reviews for our Bowral office by scanning the QR to the right.

Maddison Bullivant from our Housing Access Team has attended a two-day Domestic Violence Alert Training with Lifeline. Maddie is now certified in the 2-day foundations workshop. This training is a key initiative under the Australian Governments National Plan to end violence against women and Children 2022-2032. Maddie found the course to be extremely informative and helpful. Maddison has been an integral part of our Housing Access Team for close to two years now, and having obtained this role out of her CHIA cadetship we are extremely proud of you, and it is so wonderful to watch you grow in your role, and in confidence.

In our Housing Access Team this year we have welcomed two experienced Argyle Housing employees who have been cross trained and welcomed into the team on a permanent basis. Thank you, Jennifer Chapman and Julia Hogbin, for expressing your interest in the specialist team, and for coming across to work with us.

Julie Roberts continues to Lead the Housing Access Team here at Argyle Housing and is your go to person for all things allocations, transfers, and Homes NSW. Julie has led her team through a number of changes with the organisational realignments and has been able to evolve and adapt the way the Housing Access Team work, report and achieve results. I thank you for continuing to promote change within the team, and fostering growth whilst ensuring the team is well supported. The Housing Access team has doubled in size since the realignment and taken on additional responsibilities and they have done it with such attention to detail.

This year Bernadette Welfare continues as the Senior Housing Access Specialist, we are thankful as you continue to share your wisdom, expertise, and training and coaching with the less experienced members of the team. This year alone Bernie has on boarded four individual Housing Access Team members and her ongoing training and support is valued by the company and the team.

Transitions Team

Our Transitions team is led by Jaime Grant –Jaime has had a huge milestone to celebrate

for 2024 being that she has completed ten years of service with Argyle Housing. Congratulations Jaime, thank you for your hard work, commitment, loyalty, and dedication to Argyle Housing over the last ten years and I look forward to working another 10 with you. Your knowledge and experience are, by far, the best within the company, you are an extremely valued team member and we are lucky to have you. Jaime has worked within a multitude of roles at Argyle Housing since her commencement in 2014 from Administration Support to Tenancy Officer, to Team Leader and now Transitions Lead, your experience is insurmountable and we thank you for creating the Transitions Team, their policies, processes and exceptional outcomes. This team was created from scratch in 2022 and Jaime has it running like a well-oiled machine. The Transitions Team welcomed Tina Damcevska as our Administration Support Officer. Tina had previously worked at Argyle Housing and has made the decision to return and rejoin the team. Tina’s role was originally on a temporary basis to support the team however her valued contributions to the team’s productivity and efficiency has seen a permanent position being a requirement. Tina has an eye for detail and ensures that she is supporting the entire team by prepping them each and every day and assigning their tasks and keeping them informed. Tina completed her NCAT training through CHIA this year so that she can better support the team and provide correct advice to our Clients. Congratulations Tina and we are so lucky to have you.

Our Transitions Team has welcomed another experienced Argyle Housing employee into the team in June 2024 being Brittany McClear. Brittany has entered the role, crossing over from our Rent Services Team with a lot of knowledge, experience and the right skill set, she has hit the ground running, and is doing an amazing job representing Argyle Housing in NSW Civil and Administrative Tribunal. Brittany is always cool, calm, collected and takes on all matters with the determination to get the best outcome for our Clients and the company. Which we know is a juggling act. Thank you, Brittany.

Brittany underwent her training in NCAT in JuneJuly along with fellow transitions team member Tina, and I’m happy to report that both team members were the first to obtain their NCAT delegations with flying colours, out of a group of six Argyle Housing employees. Great job guys.

Continuing with the Team are:

Garth Barret – Transition Specialist - Garth commenced at Argyle Housing in 2020 and is a founding member of the Transitions Team. Garth is our walking legal guru, with a passion for legislation and wanting to ensure Client receive the best service possible. Garth is often sought out by other teams for advice, and often takes on additional tasks, always in the best interest of the Client. He has been assisting above and beyond in the Young Office in the absence of a CSS. Garth is the HSR Representative and Fire Warden for the Young Office.

Corinne Sydes – Transition Specialist – Corinne has been with Argyle Housing since 2021 and is the other founding member of the Transitions Team. Corinne continues to be a guiding force for the team and has expanded her knowledge and experience in the past year. Her attention to detail and knowledge of the Residential Tenancies Act has ensured many successes at Tribunal, especially in defending compensation claims and obtaining ethical and just outcomes for all parties. Corinne has served on the Reconciliation Action Plan committee since its inception and has built a respectful relationship with the local artist who provided the Young Office with their piece. Corinne has provided ongoing support in the Young office, answering calls and responding to Client requests at the counter. Corinne is also the First Aid Officer for the Young Office.

As the final team involved in a Client’s journey with Argyle Housing, the transitions team get to see the full story and can identify areas of opportunity for improvement but can also see when a Client has been engaged and has achieved what they needed to with the support of ‘One Argyle’. The team engages in Continuous Improvement Meetings, led by Cherie, where we have the chance to review policies and

Head of Client Services

procedures and make recommendations for change. From this, we have reviewed the Leasehold Policy to solidify role responsibility within the company. We are consistently evolving our practices if a new or better way is discovered.

All Client Services Teams

16th May 2024 – Argyle Housing hosted Biggest Morning Tea in each of our offices. We invited our support partners to attend our local offices and to support such a special cause in the fight against cancer. It is sad to see how many of us have family or friends who fought a battle against cancer.

This year Argyle Housing turned 40 – and our teams attended the 40th Anniversary celebrations in Mittagong NSW, on June 5th 2024, it was a great event to be informed on the progress and growth of community housing as a whole, and importantly Argyle Housing in the last 40 years. On the same day the Client Services teams attended a full day of Indigenous mentorship program with Russel Logan from Coodjingburra H.O.M.E. This day was very informative and assisted the teams to build on the skillset and knowledge they already held. This training was the first pilot with Argyle Housing delivered by CHIA NSW.

On Thursday the 6th June 2024 all of Argyle Housing employees had the opportunity to get together for a staff day. Where we were able to learn about our new strategic plan, strategies around how we will put that into practice and of course learn new skills. Our Client Services team had the opportunity to attend de-escalation training this year as a group, and we learnt how to effectively and efficiently work with our Client who may be experiencing a crisis, or who are heightened. This training also helped us to build on skills and knowledge that we already held and was such a great safe place to share stories, experiences and what works for different people in different scenarios.

Argyle Housing’s Client Services team also participated in a stock transfer from Homes NSW in Tolland in Wagga Wagga. This saw 129 properties transferred from Homes NSW

to Argyle Housing for tenancy management and support and assistance with the future renewal project and relocation. Thank you to all the teams involved in making this big task as streamlined as it could have been with a global IT outage. In particular thank you to Lily and Julie the leads from our Rent Services and Housing Access team, and Natalie Barnett who travelled from Sydney/Bowral to Wagga Wagga to support the community and our Clients.

Tolland saw

129 properties transferred from Homes NSW to Argyle Housing in 2024.

Repairs Lead

Sebastian Galvez

Repairs Lead

In 2024, our Argyle Housing Assets and Maintenance team underwent a significant re-structure aimed at enhancing our operational efficiency and contributing to our long-term growth strategy. Under the leadership of Lune Lim, our General Manager of Asset Management and Growth, this transition was executed swiftly to meet the evolving needs of our community. As part of this structure, the Maintenance Officers have established a collaborative working relationship with Lune and the broader team, ensuring that our strategic plan reflects the input and concerns of all stakeholders involved.

Recognising the importance of adaptability, our Maintenance Support Officers—formerly known as Maintenance Administration Officers—have seamlessly integrated into the Repairs team within the Operations division. Their commitment to embracing additional responsibilities is commendable as they take on crucial tasks such as the smoke alarm compliance checks and servicing throughout our company. By partnering closely with Smoke Alarms Australia, our Clients, and various departments, we are diligently working to ensure that every smoke alarm is serviced effectively. This initiative not only bolsters our compliance but significantly enhances fire safety measures for our residents, reflecting our shared commitment to creating a safe and supportive living environment. This re-structure also presents an opportunity for our team to grow and develop professionally, as they continue to champion the safety and well-being of our community. We appreciate the hard work and dedication of our team during this transition, as they embrace these new opportunities with enthusiasm and commitment.

Maintenance Information and Team Highlights

At Argyle Housing, we are committed to enhancing our service delivery and keeping our team members and Clients informed about maintenance protocols. We are currently developing comprehensive information regarding frequently asked questions related to common maintenance queries, which will be accessible through our online portal. This initiative aims to streamline communication and empower our community with the knowledge necessary for effective property management.

We are also excited to share some good news stories that exemplify our team’s dedication and hard work. For example, in Bowral, we have noticed an average of 300-350 inbound calls each week, underscoring the active engagement with our Clients. Each month, approximately 1,500 work orders are raised, reflecting the ongoing maintenance efforts across our properties. Our resident satisfaction surveys have yielded positive feedback, with around 90% expressing their contentment with our services.

Our dedicated team has embraced additional responsibilities, managed not only more properties but also recurring works and smoke alarm checks. Tamara has played a vital role in training our new Maintenance Officer, Robert, while also collaborating closely with stakeholders in Ainslie Village and Common Ground on repairs and upgrades.

Suzannah has taken on a commendable role in this regard, leading training efforts for our new Maintenance Service Officers. She has not only assisted Erin in understanding her new responsibilities but has also provided invaluable guidance to our new starter, Shaun. This hands-on approach fosters a supportive learning environment and reinforces our commitment to teamwork.

In addition to individual training, Suzannah has collaborated closely with the Customer Service Support (CSS) team at SWS, ensuring that new policies and procedures are well understood across all levels. This collaborative

Repairs Lead

effort enables us to create a cohesive team that works together to address challenges effectively. Suzannah is also working closely with our Service Representatives to proactively identify and resolve any issues that may arise, thereby enhancing our service delivery and ensuring that our residents’ needs are promptly met. Through these initiatives, we aim to build a knowledgeable, confident team that embodies our community-focused mission.

Craig has taken a pivotal role in overseeing our smoke alarm safety initiatives across the portfolio. As the principal point of contact between Argyle Housing and the Smoke Alarm Australia, his dedication ensures that we conduct as many smoke alarm checks as possible, safeguarding the well-being of our residents. Craig has expertly organised and arranged for checks, coordinating two-person visits to maximise efficiency and thoroughness. His proactive approach extends to attending multiple meetings with our multi-trade contractor, Service Representatives, where he has effectively addressed and resolved various issues encountered during inspections. Through collaborative problem-solving, Craig has developed innovative workarounds that enhance our smoke alarm service delivery and ensure compliance with safety standards. His commitment not only demonstrates our focus on resident safety but also reinforces our community-centred values. With Craig’s leadership, we are making significant strides in maintaining safe, secure living environments for everyone in our community.

Nicole has been instrumental in our efforts to adapt to the rapid growth of the Tolland and Griffin-Green properties, ensuring that we continue to provide exceptional support and service to our residents. In her role, she has taken on significant responsibilities, particularly in assisting Gabby with the defect process. By implementing a streamlined system to track issues, Nicole not only enhances efficiency but also ensures that concerns are addressed promptly, thus elevating the overall resident experience.

With the absence of a Maintenance Officer for the Wagga area, Nicole has admirably stepped up by managing two workloads simultaneously. Her collaboration with the Customer Service Support (CSS) team reflects her commitment to delivering the best possible customer service, fostering a culture of responsiveness and accountability. Additionally, Nicole is actively working with our new Maintenance Officer, Brett, providing valuable training and mentorship. This partnership not only helps Brett acclimate to his new role but also strengthens the capabilities of our team, ensuring that we are well-equipped to meet the needs of our growing community. Through her dedication and leadership, Nicole exemplifies our commitment to a supportive, community-focused approach.

Maintenance Client Engagement

Client engagement is a cornerstone of our Repairs and Maintenance team’s approach, and in 2024, we made significant strides in fostering meaningful connections with the community we serve. Our team has actively participated in Client-focused events and training days, ensuring we remain attentive to the needs and preferences of our residents. These interactions allow us to gather valuable feedback and insights, which directly inform our service improvements and operational decisions. On a daily basis, our dedicated team champions open communication, engaging with Client through various channels including phone calls, emails, and our Client portal. This accessibility enables us to promptly address repair and maintenance requests, ensuring each resident feels heard and supported. Furthermore, we are proud to collaborate closely with the Argyle Housing Reconciliation Action Plan (RAP) working group, as this partnership underlines our commitment to inclusivity and cultural sensitivity in all our engagements. Together, we strive to create a more responsive, empathetic, and community-focused Repair and Maintenance service that prioritises the needs of our residents and strengthens our collective impact.

Community Engagement

Jasmina Kustec

Community Engagement Officer

The Client Engagement Strategy 2023-2024 focuses on providing real opportunities for Argyle Housing Client, their families and other stakeholders to enhance service delivery and provide a holistic approach through codesigning a strategy and Client Engagement Policy. Through this strategy the Client Support Specialist team and our Community Engagement Team have built stronger Argyle Housing Client, Local services, and wider community. Through this Argyle Housing are representing the vision and mission we will create a better future for our communities through the growth and sustainability of our quality housing services.

The strategy focused on providing opportunities for both staff and Clients to engage on a personal level, aiming to shape the future direction of Argyle Housing and enhance community engagement. Our operational team members participated in various training and networking opportunities, which empowered them to play a pivotal role in our community engagement activities. Throughout 2023/2024, Argyle Housing successfully delivered dozens of social, health, and educational initiatives, encouraging active participation from our Clients. Some key opportunities highlighted included collaborative workshops that fostered skill development, community health fairs that promoted well-being, and educational programs that opened pathways for personal and professional growth. These initiatives not only strengthened our connections but also created a sense of belonging and empowerment within our community.

 Building a strong and resilient relationship with Fire and Rescue NSW has allowed us to effectively disseminate crucial fire safety information throughout our portfolio. Clients have been actively involved in engaging with local firefighters during block meetings, fostering a proactive approach to safety as winter approaches. This initiative led to personalised Home Safety Visits, where

Clients received tailored advice and support, further enhancing their safety awareness and preparedness.

 Our pilot program featuring Christmas Parties and End of Year Celebrations at five locations served to deepen social ties within our community. These gatherings not only provided joy and festivity but also opened channels for gathering feedback from participants, which has been instrumental in shaping future community engagement activities in a way that resonates with our Client’s interests.

 The “Argyle Day Out” initiative, led by our Clients, was a resounding success, fostering stronger social connections within their neighbourhoods. Participants shared overwhelmingly positive feedback, with over 85% expressing satisfaction with their experiences. This initiative highlights the power of community-driven activities in strengthening relationships and enhancing overall well-being.

 Our bi-annual Tenant Forums serve as a vital platform for Clients to engage directly with our Executive staff. These meetings not only facilitate discussions surrounding tenancyrelated concerns but also open doors for new opportunities and collaborative problem-solving, ultimately enhancing the living experience for all residents.

 We remain committed to promoting local activities and events that foster social connection and community engagement. By aligning our initiatives with core social impact outcomes—Home, Safety, Health, Community, Economy, and Empowerment— we ensure that our Client’s needs and desires are prioritised. Our strategic dissemination of information through Text, Newsletters, and flyers ensures that all community members are informed and included in the activities that matter most to them.

Community Engagement

Over the past year, the Community Engagement Team has dedicated itself to collaborating closely with our Client Support Specialist Team, ensuring that our Clients receive the highest level of support. By actively participating in interagency meetings, we’ve fostered greater representation for our community, allowing us to build strong connections with additional support services within the Argyle Housing Portfolio. This strategic networking has enriched our Argyle Housing support referral list, making it easier for Clients to access vital resources tailored to their needs. Additionally, our efforts to engage with local services have further enhanced opportunities for community members, empowering them to take part in events and activities that promote social interaction and collective wellbeing. Together, we are creating a more connected and resilient community, where every voice is heard and valued.

In 2024-2025, the Community Engagement Team will commence the development of comprehensive engagement models tailored for specific demographic groups, including but not limited to seniors, families with low income, and the youth. This opportunity to refine our approach will be carried out in collaboration with local service providers and key stakeholders. Concurrently, as the Griffith Green Hub nears its completion, the

team will focus on the establishment of our local office and community facilities. These resources will serve as instrumental tools for fostering community development and achieving strategic positioning. This will also allow us to incorporate early engagement techniques to build meaningful participation and in-place tenancy services to deliver community engagement. In the realm of community engagement, we often have just one chance to get it right. Missteps can lead to a disengaged community and adversely affect the lives of its members.

Over the next 12 months, there will be a focus on providing opportunities for our Clients to be involved through placemaking. The PLACES Plans aims to incorporate comprehensive services, fostering community involvement, and establishing clear mechanisms for service delivery, to enhance the support and social cohesion for the Client and community. We will accomplish this by collaborating at all levels of our company and establishing and maintaining partnerships with key external services to create places where people feel connected to one another and to their local community. The plan also embeds the Argyle PLACES framework to create safe and inclusive environments that empowers Clients and integrates them into the decision-making processes.

Argyle PLACES Framework looks at the following.

Partnerships: Enhance services for Clients by establishing effective service delivery and measurable outcomes.

Learn: Engage with Clients and services to build strong relationships and encourage growth and discovery.

Access: Provide safe, local, and culturally appropriate support for Clients.

Connection: Foster relationships with diverse communities and organisations to promote social connectedness.

Empower: Involve Clients in decision-making to create a sense of ownership and community.

Sustainability: Incorporate sustainability practices for resilient communities and long-term well-being.

The PLACES framework is an important tool for community engagement. It contributes to the development of clear expectations and outlines, as well as the promotion of a positive and safe places. This framework emphasises the necessity of understanding the potential influence of our actions and listening to our Clients and community. It’s worth noting that the PLACES framework promotes collaboration, long-term participation, and a full awareness of the community’s needs and ideas. Building relationships, understanding local settings, and working together to promote positive change are all essential components of successful community engagement.

Community Engagement

Key Objectives

Deliver a Client Engagement Strategy to inform our directional future plans.

Review and update a Client Engagement Policy to inform our Client on participation and volunteer expectations.

Encourage Client Engagement and Participation at all levels to create inclusive and sustainable communities.

Review and develop a revised Client Participation Committee/Client Advisory Group structure to a regional network model.

Develop a range of integrated engagement models for specific target groups, including seniors, low-income families, and young people.

Incorporate early engagement and consultation, meaningful participation, and in-place tenancy services to deliver community engagement.

Establish engagement methods for hard-toreach Client communities to engage and participate in their communities, this can include Block meetings.

Establish and facilitate Health, Training and Social initiatives for Argyle Housing Client.

Develop our satellite office and community facilities network as a tool for community building and strategic positioning.

Attend local interagency meetings and support Local Government Engagement Plans to identify areas that meet our Strategic Plans.

Work with our internal specialist housing team (Ainslie Village/Common Ground) to develop targeted tenancy and community development activities for high-need Client groups, either internally or in collaboration with local services.

2023 - 2024 Update

Created and produced a Client engagement strategy for 2023-2024.

Updated Client engagement policy and included First Nations engagement in amended policy.

Continuously share marketing materials with Communication and Marketing and wider CSS, to encourage participation.

Established a foundational CPC in Wingecarribee as a base for CPC.

Work with local services to share specific engagement activities and opportunities.

Work with Support services to provide Early intervention and raise awareness with CSS.

Co-design with Client on suitable engagement methods and what they look like for specific locations/ages/genders.

Established Social Initiatives such as Argyle Days out, Block meetings and CPC’s. Shared local health and training opportunities to wider Client.

Work with local office staff to provide activities or events within local offices e.g. Meetings at Wagga office or Market Street.

Continuously encourage CSS and wider staff to attend interagency and be involved with localised conversations. Currently heavily involved with the NSW local planning and commission team on assisting Early Intervention opportunities for Campbelltown and Wingecarribee area.

Created a PLACES plan to establish foundations for the Ainslie team and services to participate in building a better community for our Client.

Community Engagement

Community Connections

Summary of monthly activities completed.

September 2023

Argyle Housing NAIDOC Events

The Client and Communities team actively participated in the planning and execution of NAIDOC Week events across our portfolio, which significantly contributed to strengthening relationships with First Nations communities. The celebrations effectively achieved our goals related to community, education, and safety outcomes. The funding received from the NIAA was utilised successfully, resulting in a positive impact on Client across various regions.

Notably, our NAIDOC event at Ainslie Village offered a valuable opportunity for our First Nation Client to engage with a Traditional Custodian and Elder. The Client expressed their gratitude for the opportunity to learn more about the country they are living on.

Maintenance Team

At the heart of our efforts at Argyle Housing is the belief that strong community connections lead to lasting positive change. We are excited to announce various initiatives designed to foster these connections, which serve as unique opportunities for engagement and collaboration. Our participation in NAIDOC events underscores our commitment to celebrating Aboriginal and Torres Strait Islander cultures and promoting understanding within our diverse community. These events not only allow us to honour the rich cultural heritage but also create an opportunity for residents to connect with local Indigenous leaders and learn from their experiences.

Operations Team

Our commitment to community engagement was further highlighted during NAIDOC WEEK, with our teams actively participating in events across all 11 Argyle Housing locations. Notably, Maddison Bullivant from our Housing Access

Team, along with Jaylene, Jasmina, and Shaun, represented us at the Family Fun Day hosted by Tharawal Aboriginal Corporation in Leumeah. This event provided invaluable opportunities to connect and learn about services available to our First Nations Client in the Campbelltown and Wollondilly areas, reinforcing our dedication to inclusive support for all members of our community. (Photos are available on Teams.)

October 2023 – November 2023

Client Forums

Our Client Forums are held biannually, which our CEO, General Manager, Operations, and Community Engagement Officer participate in. These forums are designed to strengthen relationships with our Clients. They provide a platform to discuss social and community outcomes, encourage Client involvement, and facilitate feedback on service delivery and Client activities.

November 2023 Argyle Day Out

The Client and Communities team had the pleasure of hosting over 50 Clients at our Argyle Day Out - Altina Wildlife event. The day was marked by enjoyment, as Clients had the opportunity to learn about wildlife, engage with zoo animals, and connect with local community members. Many Clients expressed their appreciation for the day, highlighting their enjoyment and gratitude for the staff’s efforts in making the event a memorable experience away from their local community.

December 2023

End-Of-Year Events

The end-of-year events provided an opportunity to enhance social cohesion within the community and celebrate our achievements across the year and portfolio. These events were organised by our Client and Communities team, which encourage Clients to engage in a more informal setting and facilitated the introduction of new Clients to our services. This event also served as a platform for gathering feedback to inform future activities and events.

Community Engagement

February 2024 – March 2024

Block Meetings

The Client and Communities team have collaborated to provide Block meetings that foster community engagement, share important information, collect feedback, build relationships between residents and management, and facilitate resident participation in decisionmaking processes. Block meetings effectively achieved social, educational, and community outcomes. This enhanced our collaboration with Fire and Rescue services effectively highlighted the importance of fire safety, while engagement with CSS addressed tenancyrelated issues. Additionally, we partnered with waste management teams in regional towns to enhance Client awareness regarding hard waste collection and the implementation of the new FOGO bins. These initiatives will remain a focus throughout the year, ensuring continued support and valuable opportunities for our Clients.

Our Southern Region Clients have gained valuable insights into environmental stewardship through dedicated waste and recycling workshops held during block meetings. These sessions not only clarified the logistics of hard waste collection but also introduced the new FOGO initiative. By empowering Clients with this knowledge, we promote sustainable practices and encourage community engagement for a cleaner, greener future.

February 2024

Client Participation Committee

The Client Participation Committee has successfully achieved significant social, community, and empowerment outcomes, particularly highlighted by the effectiveness of the Bowral group. Looking ahead to 2024, we aim to re-engage the remaining groups, providing an opportunity to enhance Client participation and contribution. The Wingecarribee Client Participation Committee has been a key player in this initiative, empowering Clients to influence decisions regarding vital community programs. Their active involvement not only enriches our understanding of community needs but also

fosters a collaborative spirit that strengthens our Client Engagement Strategy, ensuring it truly reflects the aspirations of those we serve.

March 2024

Client Forums

Client forums are another essential aspect of our community engagement strategy, providing a platform for open dialogue where residents can voice their concerns, share their ideas, and connect with one another. These forums cultivate a sense of belonging and partnership, reinforcing our commitment to putting residents’ needs at the forefront.

Our Client Forums are held biannually, which our CEO, General Manager, Operations, and Community Engagement Officer participate in. These forums are designed to strengthen relationships with our Clients. They provide a platform to discuss social and community outcomes, encourage Client involvement, and facilitate feedback on service delivery and Client activities.

March 2024

Griffith Green Basketball Court Handprint Mural

The Griffith community contributed to beautifying the newly established basketball court with their handprints while enjoying free ice cream and pizza at Dave Taylor Park, fostering a strong sense of belonging and pride. The project featured work by renowned local Wiradjuri woman Karissa Undy and Melbourne Street artists Blank walls and Art Courts, achieving significant social and community outcomes by engaging residents in the new development.

April 2024

Client Participation CommitteeWingecarribee

The Wingecarribee Client Participation Committee met with the Rent Services team to gain a comprehensive understanding of rent reviews, the distinctions between affordable and social housing, and the functionality of Centrelink Rent Assistance.

Community Engagement

April 2024

Argyle’s Day Out – Strawberry Picking

The Client and Communities team hosted a strawberry-picking event aimed at enhancing social cohesion and providing Client with opportunities to engage with and meet other Argyle Housing Client. The event was attended by 60 Client, who enjoyed picking their own punnets of strawberries and sampling homemade strawberry ice cream.

April 2024

Argyle’s Day Out – Symbio

The Client and Communities team organised a day at Symbio, focusing on social and community outcomes to foster social cohesion and provide Client with opportunities to engage and connect with other Argyle Housing Client. The event was attended by 125 Client, who enjoyed a free day out and lunch alongside Argyle Housing staff and

had the pleasure of feedback the animals.

Operations Team at Symbio

We had a wonderful day at Symbio Wildlife Park in Sydney, where our teams from South-West Sydney and Bowral enjoyed a fun-filled outing with Client and their families. This experience provided an opportunity to learn about wildlife, splash around in the water park, and enjoy a delicious lunch organised by Argyle Housing, thanks to Jasmina’s excellent planning. The joy shared by children and adults alike was truly heartwarming, and we are deeply grateful to Argyle Housing for making this event possible.

May 2024 National Reconciliation Week

Argyle Housing team attending multiple events across the portfolio. The Community Engagement Team supported the Wingecarribee Aboriginal Network in the delivery of the Makers Market Brunch and Family fun day at Bong Bong Racecourse.

Makers’ Market

Our staff in Bowral had the privilege of attending the Brunch & Makers’ Market at Ngununggula Southern Highlands Regional Gallery. The event featured an array of artworks, including paintings, sculptures, and books created by local Aboriginal artists. One of our Clients, Michele had the opportunity to showcase her beautiful art. The event began with a Welcome to Country by Aunty Sharyn Halls, followed by a session from Aunty Robin Young on the history of the Mount Gibraltar and reconciliation in the Southern Highlands. We were also honoured to hear a moving speech from the renowned Djon Mundine OAM, who spoke on Aboriginal history, the significance of reconciliation, and the importance of documenting a true history.

Queanbeyan Reconciliation walk 2024 – “Now More Than Ever”

Yozin our Client Support Specialist was Fortunate enough to attend the Queanbeyan Walk; Each year, Queanbeyan-Palerang Regional

Community Engagement

council holds a symbolic walk for reconciliation. There was a huge participation from the schools across the Queanbeyan Palerang region, along with local Aboriginal and Torres Strait Islander elders and the broader community.

Aboriginal Minister for Indigenous Australians Linda Burney was present at the walk along with the Kenrick Winchester (Mayor QPRC), Esma Livermore (Deputy Mayor QPRC) and Aunty Dr Matilda House-Williams.

Aunty Dr Matilda House- Williams is 2023 Female Elder of the year, she is a is a proud Ngambri (Kamberri) Wallabalooa (Ngunnawal) and Wiradjuri Elder. She is one of the stolen generation’s survivors.

May 2024

ACT Client Meetings

The Client and Communities team have collaborated to provide Block meetings that foster community engagement, share important information, collect feedback, build relationships between residents and management, and facilitate resident participation in decisionmaking processes. Block meetings effectively achieved social, educational, and community outcomes. Working closely with ACT Fire and Rescue, Client had the opportunity to discuss any fire safety enquiries and questions.

June 2024

Client Participation CommitteeWingecarribee

The Wingecarribee Client Participation Committee met with the Communications and Marketing team to review the new Argyle Housing website. The committee provided valuable insights into its features and usage, contributing to the ongoing development and refinement of the site.

June 2024

Sector Connect Interagency

The Client and Communities team had a table at the Sector Connect Interagency expo, with various team members from across the operational division attending, with the opportunity to network and establish relationships with new services

in the Macarthur/Wingecarribee area. The expo attracted both service providers and Client of the general public.

Ongoing Partnerships and Engagement within the Client’s and Communities Teams

Maintenance Team Support

Fire and Rescue and Argyle Housing Partnership Fire and Rescue NSW Regional South Zone 2 and Metropolitan South Zone 3 are collaborating with the Client and Communities team to provide educational workshops, safety talks, and empowerment initiatives. In partnership with our zone commanders, all new Argyle Housing Clients will receive a fire safety booklet at sign-up, some sites may receive a fire safety demonstration and Client Support Specialist staff will facilitate safety home visits.

Interagency Meetings – Whole Portfolio

The Client and Communities team has been actively participating in interagency meetings across the Argyle Housing portfolio, contributing to networking efforts aimed at securing additional support for Clients. This engagement is crucial for enhancing collaboration and identifying resources to better assist our Clients. Some Interagencies include;

 Wingecarribee Aboriginal Network

 Wingecarribee Services Forum

 Ainslie Village Service interagency

 Griffith monthly Interagency meeting

 Hilltops Wellbeing Advisory Committee

 SWS District Local Planning and Priorities Workshop

 Goulburn and Districts Interagency Meeting

 Tolland Interagency Meeting

 Claymore Interagency Meeting

Community Engagement

Monthly Ainslie Village BBQ

Each month, Argyle Housing hosts a BBQ for the volunteers at Ainslie Village to express gratitude for their efforts in improving the common spaces. This initiative not only delivers empowerment, social, and community outcomes but also fosters opportunities for further engagement and appreciation.

Client News

Maintenance Team Support

In our ongoing commitment to enhancing our services, we are currently undertaking a series of Client surveys. These surveys are designed to capture a comprehensive understanding of our residents’ experiences and satisfaction levels with the work we are doing. We are thrilled to report that we have received a wealth of positive feedback regarding our initiatives and the quality of service our team provides. It’s this kind of validation that motivates us to continuously improve and strive for excellence.

While we are encouraged by the positive responses, we acknowledge that we will never get it right every time. Our goal is not perfection, but rather a dedication to putting our Clients first and learning from each interaction. We approach every piece of feedback as an opportunity for growth, ensuring that we listen carefully to our residents’ voices. By fostering an environment where Clients feel comfortable sharing their thoughts, we can adjust our strategies and enhance our services to better meet their needs. We see every challenge as an opportunity to learn and evolve. Together, we will continue to build a stronger, more responsive community that prioritises the well-being of all our residents.

NSW Fire Brigade Maintenance Team Support

Our partnership with the NSW Fire Brigade (NSWFB) represents a significant opportunity to enhance fire safety awareness within our community. By collaborating with their experts, we have been able to provide vital information on the importance of functional smoke alarms and the proactive measures residents can take to ensure their safety. Our joint efforts have facilitated informative workshops and safety drills, empowering residents to not only understand the risks associated with fire safety but also to take personal responsibility in monitoring and maintaining smoke alarms in their homes. This partnership exemplifies our commitment to fostering a culture of safety, where every resident feels knowledgeable and confident about their safety.

We have worked closely alongside Jasmina, the Argyle Housing Community Engagement Officer, and the NSW Fire Brigade (NSWFB) to enhance our community’s understanding of fire safety and the vital role that working smoke alarms play in protecting our residents. The collaborative efforts between Jasmina and the NSWFB have not only fostered deeper engagement with our Clients but have opened up valuable opportunities to create actionable awareness around fire safety practices. Through workshops and interactive sessions, we have aimed to educate our residents on the necessity of having functional smoke alarms, and we encourage them to inform Argyle Housing about any faulty alarms they may encounter.

It is our mission to spread this critical message in every daily interaction with Clients, stressing the importance of allowing access to tradespeople for repair or servicing of smoke alarms. Recently, we organised a community cleanup event in Tolland, where we rallied volunteers to clear out communal spaces and ensure our environment is safe and tidy. This effort not only made a visible difference in our community but also served as an opportunity to engage with residents about fire safety, allowing for personal discussions on how they can contribute to their own safety measures.

Community Engagement

As we continue to develop these initiatives, we envision creating a stronger link between our residents and the resources available to them, ultimately fostering a culture of safety and mutual support within our community. Together, we can work towards a safer living space, prioritising the well-being of everyone involved.

Claymore Relocation Maintenance Team Support

We have worked closely with and alongside Homes NSW on the Claymore redevelopment, Tolland transfer, and Griffith projects. These collaborations serve as opportunities to not only enhance our housing landscape but also to build stronger communities with sustainable living solutions. This is just a handful of the numerous projects we engage in every week at Argyle Housing, each one thoughtfully designed to meet the diverse needs of our residents. Our ongoing partnerships highlight our commitment to creating vibrant, accessible environments where everyone can thrive. By placing emphasis on open dialogues with residents during these initiatives, we aim to ensure that their voices are heard, turning every project into an opportunity for meaningful change within our community.

The ongoing meetings regarding the Claymore redevelopment with Homes NSW and various community groups are designed to ensure that our residents are involved in shaping their living environment. These discussions create a genuine opportunity for collaboration, ensuring that the redevelopment aligns with the aspirations and needs of the community.

Operations Team Support

Claymore in Southwest Sydney has been undergoing a transformative redevelopment phase for several years, and we are now wrapping up the critical relocations of our Clients from stage 6a. As we prepare to move on to the next stage, we extend our heartfelt gratitude to our Sydney Client Support Team and Housing Access Team for their intensive and compassionate work in gently relocating Client from areas earmarked for redevelopment.

This initiative not only exemplifies our commitment to individualised care but also highlights the opportunity we have to support those who need to rebuild their lives. The project, spearheaded by HOMES NSW, aims to create a mixed-tenure community featuring 1,010 new privately owned homes and approximately 450 homes designated for social housing tenants. Conveniently located just 2 km from Campbelltown CBD, the new development will enhance accessibility to upgraded transport, services, shops, community facilities, and parks, fostering a vibrant community atmosphere. Notably, there will be 150 homes specifically designed for older social housing tenants, with the first two buildings completed in 2020. With the NSW Government allocating $75 million to fast track the Claymore project, we anticipate its completion in 2028, five years earlier than initially planned, presenting an invaluable opportunity for a brighter future for our Clients.

Claymore Fusion and Hub: A Community Opportunity

Operations Team Support

The Claymore Fusion and Hub is an exciting initiative that represents a unique opportunity to create a vibrant gathering space for residents. This hub will serve as a central point for community engagement, offering resources, services, and activities to support the diverse needs of residents. As we prepare for the upcoming summer and bushfire season in 2024, the involvement of local firefighters visiting Argyle Housing Client and offices underscores the importance of fostering community connections and safety. By collaborating with emergency services, we aim to equip our Clients with the knowledge and tools necessary for fire preparedness, turning potential challenges into opportunities for learning and resilience. The integration of community education programs within the hub will not only enhance safety awareness but also strengthen the bonds between residents and first responders, ensuring a united front in facing seasonal challenges.

Community Engagement

Tolland Transfer Maintenance Team Support

Moreover, our ongoing collaboration with Homes NSW regarding the Tolland redevelopment and the Claymore project presents a unique opportunity to reshape our housing landscape. These initiatives not only focus on improving infrastructure but also seek to create inclusive, supportive environments for all residents. Engaging with community members throughout this process ensures that we understand their needs and desires, allowing us to create living spaces that resonate with the values and aspirations of our community. As we roll out these projects, we are dedicated to facilitating open dialogues, embracing feedback, and continually learning from our residents’ experiences, thus further strengthening the bonds within our community. Together, with our partners, we are turning challenges into opportunities for impactful change. Additionally, events like the Tolland cleanup not only enhance our shared spaces but also promote camaraderie among residents. These gatherings present an opportunity to come together, take pride in our surroundings, and engage in meaningful conversations about sustainability and community well-being.

Operations Team Support

At Tolland Transfer Wagga Wagga HUB, our Rent Services team has collaborated closely with the Client support team to provide essential assistance for Client transitioning from HOMES NSW to Argyle Housing. Our goal is to ensure a smooth transition by delivering clear and precise information about rent calculations and entitlements to the Commonwealth Rent Assistance (CRA). To support this, we have developed new resources, including a tailored CRA flyer, designed to empower our Clients with the knowledge they need.

The Tolland Renewal Project in Wagga Wagga aims to create new affordable housing opportunities in the suburb of Tolland. Originally established in the 70s and 90s, this area currently houses nearly 1,200 social housing dwellings, with around 800 concentrated in four suburbs, including Tolland. This long-term initiative from HOMES NSW seeks to deliver a blend of social, affordable, and private housing tailored to the diverse needs of residents. Argyle Housing’s Client Support Team and Housing Access Team will be integral in ensuring the smooth relocations of our mutual Client in collaboration with HOMES NSW. As we embark on this project in 2024-2025, we look forward to creating positive change and

Community Engagement

seizing the opportunity to enrich our communities with quality, accessible housing solutions.

Embracing Opportunities in

Community Development

Operations Team Support

The ongoing revitalisation projects across Southwest Sydney present us with remarkable opportunities to foster community resilience and connection. As we witness transformations like the Claymore redevelopment and the Tolland Renewal Project, we must recognise that these initiatives are not just about housing; they embody the potential for creating vibrant communities where individuals can thrive. By embracing these opportunities, we can effectively address the diverse needs of our Clients and contribute to an environment that encourages social interaction, support, and belonging.

Moreover, the collaborative efforts between Argyle Housing, Homes NSW, and community stakeholders signal a commitment to not only improving living conditions but also elevating the quality of life for all residents. Each new home represents an opportunity for families to flourish, rebuild, and engage with their surroundings, fostering a sense of pride and ownership within the community. As we progress through each stage of these projects, let us remain dedicated to harnessing these opportunities, prioritising compassion, inclusivity, and community-focused development to ensure that everyone’s voice is heard and valued. Together, we can forge a path towards a more hopeful and unified future for all.

Griffin Green

The development at Dave Taylor Park will feature the Indigenous Basketball Court Artwork installation, which will include a yarning circle and Indigenous medicinal gardens. These gardens will be labelled with both English and Wiradjuri names and information about the plants and herbs to facilitate educational opportunities. In collaboration with the Griffith Local Aboriginal Land Council,

the Community Hub will be named by the local Wiradjuri community, and further engagement activities will be introduced once the hub is completed. Additionally, the Griffith Green housing development has surpassed its target of having 10% of Griffin Green Townhouses occupied by First Nations households, with 4 out of 20 townhouses now being home to First Nations families. A huge congratulations to both Griffith Local Land Council and Argyle Housing’s Griffith team.

Operations Finalisation and Opening

The completion of Griffin Green Townhouses marks a significant milestone in our ongoing commitment to addressing housing needs within our community. Our Rent Services Team worked diligently alongside the Client Support Team in Griffith to assess the needs of 20 Clients requiring immediate housing support. With the occupancy certificate secured on May 23, 2024, we successfully moved Client into their new homes within a week, demonstrating our dedication to swift action and service delivery. This impressive turnaround not only provides stability for those in need but also highlights the collaborative efforts of our team.

A special acknowledgment goes to Natalie Barnett from our Rent Services Team, whose proactive approach and commitment played a crucial role in facilitating this housing transition. Supported by Lily, their hard work in executing affordable housing eligibility assessments and calculating rents under tight timelines showcases the flexibility and Client-focused attitude that defines our mission. Together, we continue to strive for seamless support and community connection in all of our housing initiatives.

Quality and Compliance

Michael Stock

Quality and Compliance Officer

As we conclude another fiscal year, I am pleased to present this report, which reflects our ongoing commitment to quality, and compliance at Argyle Housing. This year, we have introduced significant improvements to our processes, particularly overseeing vacancy turnaround. Our internal Weekly Argyle Sharing Platform (WASP) meetings have proved invaluable, fostering enhanced collaboration between departments, and providing clearer insights into the necessary actions to meet our KPI benchmarks. Noteworthy projects have emerged from this collaborative spirit, including efforts to address the underutilisation of properties with empty bed spaces and a comprehensive reporting system on total evictions that aligns with new benchmarks established by CHIA. Additionally, our partnership with the Finance Team has resulted in detailed monthly summaries of current properties, ensuring transparency and accountability throughout our operations. Together, these initiatives strengthen our operational practices and reaffirm our dedication to delivering safe and stable housing solutions for our community.

Rent and Non-Rent Arrears

The recent enhancements to arrears reporting include tailored formatting that aligns with specific tenancy types and programs, allowing for a clearer and more comprehensive understanding of each situation. This empathetic approach not only empowers team leads with vital insights but also highlights the actions taken by their teams to support clients facing financial difficulties. As indicated by the quarterly reports, our commitment to addressing current rental arrears has yielded positive results, showcasing a downward trend as we approach the financial year’s end.

Current Property Reporting

In our commitment to transparency and effective communication, the Current Property Reporting section serves as a comprehensive

monthly summary provided to our Finance team. This report delivers essential insights into occupancy trends, encompassing both total and reportable properties. It includes a detailed breakdown of the rent regime, allowing us to compare the average market rents with our weekly rents to ensure we remain competitive and fair. Additionally, the report categorises properties by program type, further enhancing our understanding of usage patterns and helping us to allocate resources effectively. By continually refining our reporting processes, we aim to foster a culture of accountability and informed decision-making that ultimately benefits our community.

Key Aspects of Operational Reporting

As we reflect on our ongoing commitment to enhancing the services we provide, the following seven sections delve into critical initiatives that address key aspects of our operations. Our improved reporting for rent and non-rent arrears highlights a tailored approach that considers the unique circumstances of our Clients, enabling us to support those facing financial challenges while showcasing our progress in reducing arrears. The restructuring of our vacancy turnaround processes has fostered collaboration across departments, facilitating rapid and efficient housing solutions for those in need. In our quest to uphold safety and quality, we’ve also focused on property inspections, achieving impressive compliance rates. The strong occupancy rates illustrate the community’s trust in our services, while our comprehensive smoke alarm testing underscores our commitment to Client safety. Reporting for BlueCHP properties reflects satisfaction and trust within our relationships, and our initiatives in the ACT are paving the way for an understanding of community needs. Finally, the improvements driven by key audit feedback reinforce our dedication to transparency and security, ensuring we operate with the highest standards of accountability.

Key Aspects of Operational Reporting

Reporting Property Inspections

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In our continuous effort to meet the Key Performance Indicator (KPI) benchmark of 100% property inspections per financial year, new reporting tools have been introduced to facilitate team leads in tracking inspection outcomes. As of the financial year’s conclusion, we proudly achieved 90.70% of total properties inspected, with 100% compliance for BlueCHP properties. This commitment to regular inspections underscores our promise to maintain safety and quality standards in our community housing.

Southern Region Client Education

Our Southern Region Client received valuable opportunities to learn about waste and recycling during our block meetings. This initiative included educating Client on the process for arranging hard waste collections and introducing the new FOGO (Food Organics and Garden Organics) initiative being rolled out across the state.

Smoke Alarm Testing

We have strengthened our collaboration with Smoke Alarms Australia to ensure comprehensive smoke alarm testing across all properties. Impressively, only 5% of smoke alarm tests were overdue for the financial year, demonstrating our commitment to Client safety and adherence to best practices. This proactive approach highlights the importance we place on community well-being and fire safety.

BlueCHP Reporting

Reporting for BlueCHP properties remains steady and positive, with constant feedback indicating satisfaction with our management and service. With a stable inventory of 203 properties and achieving 100% inspections this financial year, we continue to build relationships of trust and reliability with our Clients, reinforcing our community-focused vision.

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ACT Reporting

The recent review of annual reporting in the ACT has unveiled opportunities for capturing more in-depth data, allowing us to better understand and represent our work. We have taken proactive steps to ensure the collection of essential information, receiving affirmation from the AIHW regarding the quality of our annual report. Additionally, we have successfully integrated an extra bi-annual report for Ainslie Village, enhancing our thoroughness in reporting and service delivery.

Key Audits

In response to feedback from key audits, we’ve made substantial improvements to our processes, particularly concerning the management of keys. We have not recorded any significant incidents of mishandling or loss since the last audit, marking a significant step forward. To further bolster our practices, we continue to address missing records in key registers, striving for accountability and transparency in all operations. This dedication to improvement underscores our deep commitment to our community’s trust and security.

Indigenous Mural Painting

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The Indigenous Mural painting project involved community members in the Pioneer Estate at Griffith, where they had the opportunity to leave their handprints and learn about Argyle Housing’s Community Hub development. Engaging with stakeholders such as Blank Walls and ArtCourts allowed us to create a unique opportunity for artistic expression and cultural connection within the community.

Fire Safety Engagement

We built a strong and resilient relationship with Fire and Rescue NSW, sharing and promoting vital fire safety messages across our portfolio. All Client had the opportunity to interact with local Fire and Rescue Firefighters through block meetings, empowering them to take proactive steps in fire safety, especially as winter approaches. This partnership resulted in additional opportunities for Client to participate in Home Safety Visits and receive tailored advice specific to their needs.

Our People

GM People and Culture

Fiona McGregor

General Manager People and Culture

During the FY24 reporting year, there were many achievements for our People and Culture, culminating in a strong increase in the retention of team members throughout a tight talent market.

This year presented unique opportunities for growth, and we embraced them with a community-focused approach that prioritised the needs and aspirations of our team. Our commitment to fostering an inclusive environment allow us to implement key initiatives that directly contributed to our success. The dedication to enhancing our workplace culture not only ensured that our employees felt valued and supported but also created a sense of belonging that resonated throughout the company.

Key Initiatives and Achievements

Reflection on the Happier Healthier Survey

At Argyle Housing, our commitment to the well-being of our employees remains at the heart of our culture throughout the past year and beyond. We recognise that a happy and healthy workforce is essential not only for individual fulfilment but also for fostering a supportive community. As a result, we successfully introduced the Happier Healthier Survey, an opportunity designed to gather valuable insights into the wellness needs and aspirations of our team members. The survey covered various aspects of health, including physical, mental, and social well-being, which allowed us to tailor our programs and resources effectively to better serve our team members and therefore our community.

Participation was completely voluntary, and responses remained confidential, ensuring a safe and open dialogue about the challenges and successes we experienced together through the year. This survey was then followed by a workshop that all team members were invited to attend, which focused on the identification of psychosocial hazards in the workplace, as well as brainstorming ideas and actions for their mitigation. By sharing their thoughts our team

members played a role in shaping a healthier workplace, paving the way for a more vibrant and connected Argyle Housing community.

In addition to these initiatives, we also recognise the opportunity to continuously engage with our employees beyond the survey and workshops. We have committed to regular check-ins, providing a platform where team members can voice their ongoing needs and suggestions. This creates a dynamic, responsive environment that values feedback as we develop future programs tailored to our evolving workforce. We firmly believe that fostering a culture of open communication not only enhances employee well-being but also strengthens our collective resolve, leading to a more inclusive and supportive community at Argyle Housing. We are grateful for the participation and the positive changes that emerged from this collaborative effort, and we look forward to implementing further initiatives that continue to prioritise and uplift our team’s health and wellbeing.

Refresh of the Argyle Housing Employee Assistance Program

Our commitment to the mental health and wellbeing of our team members is of paramount importance, and we are pleased to have supported a refresh of our Employee Assistance

GM People and Culture

Program (EAP). This initiative has presented an invaluable opportunity to ensure that our staff have access to the resources they need when it comes to their mental health. Since the introduction of our new EAP service, uptake by team members has increased, which is a testament to the skills and trust placed in our new EAP provider, who brings highly trained psychologists and counsellors in the service of Argyle Housing employees. The feedback has been overwhelmingly positive, with team members expressing that the program is both valuable and easily accessible, not just for them, but for their immediate family members as well. We are pleased about this significant enhancement to our EAP, as it not only supports individual well-being but also reinforces our people-centred approach, creating a network of support that extends to all immediate family members connected to Argyle Housing. As we move forward, we are dedicated to ensuring that our EAP continues to evolve alongside our team’s needs and aspirations, fostering resilience and mental wellness within our company.

First Nations Cultural Awareness

At Argyle Housing, our commitment to our Reconciliation Action Plan (RAP) has taken many forms, with our team members sponsored to participate in various supporting initiatives. These include our First Nations Cultural Awareness Training Day for Operations team members in June 2024, as well as our support for team members to attend Reconciliation Action Week events and NAIDOC Week celebrations. Recognising the importance of these experiences, we ensure that all new team members participate in First Nations Cultural Awareness Training as a compulsory part of their onboarding process. This foundational training not only fosters understanding and respect for First Nations cultures but also opens up ongoing opportunities for deeper engagement and learning throughout their time at Argyle Housing. Our team members express appreciation for being part of the One Argyle Housing team

culture, which actively supports First Nations Cultural Awareness and provides opportunities for everyone to engage in our RAP initiatives. This dedication to creating supportive, culturally aware spaces empowers our team to contribute meaningfully towards reconciliation. By recognising and celebrating First Nations peoples’ histories and perspectives, we are building a stronger, more inclusive community that honours diversity and promotes unity. Together, we embrace the opportunities to learn, grow, and take actionable steps towards healing and reconciliation, making Argyle Housing a place where everyone feels valued and connected.

Supporting Belonging and Celebrating Diversity

At Argyle Housing, our ambition is that every team member feels a strong sense of belonging in each and every workday. In support of this philosophy – and in addition to our Reconciliation Action Plan initiatives – Argyle Housing provides access to programs that foster belonging and inclusivity, which includes:

Introduction of paid parental leave for all parents of newborn babies and adopted children. This initiative serves as an opportunity for parents to bond with their new children without the stress of financial burdens, promoting a familyfriendly culture that values the well-being of our employees. By ensuring that all new parents have the time and space to adjust to their roles as new parents, we strengthen our company by prioritising the importance of family connections.

Celebration of important annual events such as International Women’s Day, Wear it Purple, and Harmony Day: These events provide an opportunity for our team to come together in recognition of the diverse contributions of all individuals within our community. By celebrating these occasions, we foster awareness and understanding, allowing us to engage with one another in meaningful conversations about equity, respect, and inclusion.

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Fundraising support in the form of Biggest Morning Tea and Vinnies CEO Sleepout: These fundraising efforts offer an opportunity for team members to unite around shared goals and give back to our broader community. Participation in these initiatives not only enhances our sense of belonging but also reinforces our commitment to social responsibility, demonstrating that together, we can make a meaningful impact beyond the walls of Argyle Housing.

Feedback on these initiatives is overwhelmingly positive, with team members expressing pride in supporting programs that are instrumental in recognising and bolstering the contributions of others. By nurturing a culture of belonging and celebrating diversity, we are collectively enhancing the sense of community that defines Argyle Housing.

Wellbeing Program

Recognising the importance of holistic health, Argyle Housing offers each of our team members an annual Wellbeing Allowance designed to support their personal wellbeing and foster a culture of health. This Wellbeing Allowance offers an opportunity for our team to invest in their physical and mental health, allowing them to choose from a range of options tailored to their needs, such as attending dental or physiotherapy appointments, yoga classes, purchasing vitamins, or acquiring exercise gear.

We understand that in times of economic strain, cost of living pressures might force individuals to re-prioritise vital spending on their wellbeing, making this support even more essential. The feedback on this initiative has been overwhelmingly positive; our team members express gratitude for the Company’s commitment to their health, highlighting that this allowance helps them stay focused on their well-being.

In offering this opportunity, we are not just promoting better health outcomes, but we are also reinforcing our commitment to creating a supportive environment where everyone feels empowered to take charge of their wellbeing. Together, we are fostering a company that values health, resilience, and self-care.

Free Day in Support of Wellbeing

In recognition of the fact that Argyle Housing team members are highly dedicated to their Clients and to working hard to achieve positive outcomes for those we serve, the Company has introduced an additional wellbeing initiative in the form of the Free Day. This opportunity enables team members to take time out to focus on their wellbeing and the needs of their own families, allowing them to recharge and reconnect with what matters to them.

This initiative is highly valued within our wellbeing offering, as it demonstrates our commitment to nurturing a healthy work-life balance. By providing this opportunity, we encourage our team members to prioritise self-care, ultimately leading to greater satisfaction and productivity in both personal and professional spheres. We believe that when our team members feel supported and rejuvenated, they are better equipped to continue their vital work in the community, fostering an environment where everyone thrives.

The feedback from the Wellbeing Program initiative has been overwhelmingly positive.

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Volunteer Leave

Supporting our team members in making a direct and practical contribution to our communities is a core value at Argyle Housing. We believe that by empowering individuals to engage with local initiatives, we can foster a deep sense of connection and responsibility towards the society in which we operate. This commitment not only enriches the lives of our team but also cultivates a greater impact within the broader community, reinforcing the importance of collective action and support. In support of this, the company is proud to provide each team member with two workdays as volunteer days to dedicate to a charity or cause of their choice, creating an opportunity for meaningful engagement and impact.

One inspiring example of volunteer leave in action was when Argyle Housing Project Officer Marisol Wilson and her children participated in a volunteer day with Thread Together. Together, they spent the day sorting through brand new unsold clothing donated from various fashion brands and packing these items for delivery to charities and social service agencies. Marisol expressed how fulfilling it was for her and her children to know that the clothing would be going to those in need rather than heading for landfill, highlighting how such experiences foster a sense of connection and purpose within our community. By encouraging our team to participate in volunteer opportunities, we not only strengthen bonds between colleagues but also uplift those around us, reinforcing our shared commitment to making a difference.

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Our People

In the Financial Year 2024 (FY24), Argyle Housing reported a modest increase in its average headcount, presenting an opportunity for growth and development compared to the previous year. The average workforce size for the year stood at 79.63 Full-Time Equivalents (FTE), reflecting an increase from 76.3 FTE last year and matching the 79 FTE in FY22. By the end of June 2024, the total absolute headcount was 84 people, showcasing our continued commitment to expanding our team to better serve our community.

The majority of our team members, approximately 74%, are dedicated to Operations, which represents Argyle Housing’s unwavering focus on Clients service. Additionally,

Argyle Housing implemented a new Executive Leadership Team structure in FY24, which provided an opportunity to reinforce our leadership culture and core values. This strategic focus led to improved employee retention during a period marked by a tight talent market.

The positive impact is evidenced by the reduction in the number of leavers in the period. This shift highlights our commitment to nurturing a supportive and engaging work environment where team members can thrive.

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We had 1 work experience student FY24

This data shows that retention of employees has improved compared with last reporting period, despite the tight talent market

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AGE SPREAD

GENDER under 25 25 to 35 over 55

25 to 35 over 55 FY24 AGE SPREAD YEAR ON YEAR COMPARISON - WORKFORCE DEMOGRAPHICS

First Nations

One staff member identifies as having Aboriginal or Torres Strait Islander background

First Nations

One staff member identifies as having Aboriginal or Torres Strait Islander background

70% of our workforce identify as female, with 59 team members identifying as female and 25 identifying as male

Identifying as Female Identifying as Male

70% of our workforce identify as female, with 59 team members identifying as female and 25 identifying as male Identifying as Female Identifying as Male

YEAR ON YEAR COMPARISON - WORKFORCE DEMOGRAPHICS

Work Health and Safety

Workplace Health, Safety & Wellbeing

During the reporting period, the People and Culture team dedicated efforts to strengthening Workplace Health, Safety, and Wellbeing (WHSW) initiatives. Monthly meetings were held to discuss and align on continuous improvements, review workplace incidents, and share valuable lessons.

Safety Flash Alerts: Introduced as a means to share lessons learned from workplace incidents, these alerts help reinforce focus on key safety principles. The initiative was welcomed by site Health and Safety Representatives, contributing positively to our safety culture and continuous improvement goals.

Psychosocial Hazards Risk Assessment

Workshop: Conducted on June 5, 2024, this workshop involved all employees assessing psychosocial risks in the workplace. Mitigation ideas include de-escalation training, leadership development, and Mental Health First Aid training. Employees valued the chance to share ideas for improvements in the workplace.

Monthly Site Safety Reviews: Safety

Walks, conducted by Site Health & Safety Representatives, have proven effective in addressing emerging safety concerns promptly.

Reconciliation Action Plan 2024

Jasmina Kustec

Chair

Argyle Housing has made significant changes to incorporate the Reconciliation Action Plan (RAP) within our day-to-day work. In 2023, the RAP Working Group, led by CEO Carolyn Doherty and Chair Gabby Hopping, was officially endorsed by Reconciliation Australia after extensive collaboration. In January 2024, the Chairperson role was shifted to Jasmina Kustec, who has assisted the company and RAP working group in building stronger relationships with our First Nations Clients and Communities. An example of this is providing an Indigenous mentorship training workshop from CHIA NSW in collaboration with Russell Logan from Coodjingburra Home, providing a safe space for our Operational team to ask questions and learn how we as individuals can empower and support our First Nations Clients.

The Working Group, consisting of 12 staff members from various departments, meets quarterly to drive the Innovate RAP, which outlines commitments to reconciliation initiatives and strengthening relationships with First Nation communities. Across our portfolio, Carolyn has been working extensively to support our Local Aboriginal Land Councils in establishing partnerships for housing support and opportunities. Argyle Housing has demonstrated a commitment to reconciliation through achievements such as the Griffith Green development, collaboration with the Wingecarribee Aboriginal Network, execution of NAIDOC grant funding, and the RAP working group, which serves as a foundation for completing RAP messaging and actions. Furthermore, these initiatives create opportunities for meaningful engagement and collaboration, ensuring that our efforts align with the needs and aspirations of First Nations communities while fostering a culture of respect and inclusivity within the company.

Griffith Green Development

The development at Dave Taylor Park will feature the Indigenous Basketball Court Artwork installation, which will include a yarning circle and Indigenous medicinal gardens. These gardens will be labelled with both English and Wiradjuri names and information about the plants and herbs to facilitate educational opportunities. In collaboration with the Griffith Local Aboriginal Land Council, the Community Hub will be named by the local Wiradjuri community, and further engagement activities will be introduced once the hub is completed. Additionally, the Griffith Green housing development has surpassed its target of having 10% of Griffin Green Townhouses occupied by First Nations households, with 4 out of 20 townhouses now being home to First Nations families. This achievement not only represents the increased residential opportunities for First Nations families but also highlights the importance of culturally appropriate housing solutions. A huge congratulations to both Griffith Local Land Council and Argyle Housing’s Griffith team for their ongoing commitment to fostering connections and enhancing understanding between cultures. As these projects progress, they present ongoing opportunities for cultural exchange, skill-sharing, and community engagement that further enrich our shared vision of reconciliation.

Wingecarribee Aboriginal Network (WAN)

The Wingecarribee Aboriginal Network provides vital networking opportunities for all workers in the Wingecarribee and neighbouring regions who want to engage with services that serve the First Nations community. This platform not only fosters meaningful connections but also encourages collaboration among professionals dedicated to advancing the wellbeing of First Nations peoples. Argyle Housing has developed strong relationships with the network and can assist with any housing-related inquiries, ensuring

Reconciliation Action Plan 2024

that resources are accessible to those in need. As a result of this partnership, Argyle Housing has actively contributed to and supported the WAN in executing the 2024 Reconciliation Week and NAIDOC Week events, which celebrate the rich cultural heritage of First Nations communities. Through these initiatives, Argyle Housing is not only strengthening its links with our First Nation communities but also creating pathways for further engagement, educational workshops, and collaborative projects that empower individuals and foster respect across cultures. This ongoing commitment to partnership serves as a testament to the company’s proactive role in promoting reconciliation and supporting the aspirations of First Nations people in our region.

NAIDOC Grant through NIAA

In 2023, Argyle Housing was fortunate to receive a grant from the National Indigenous Australians Agency (NIAA), through this opportunity Argyle Housing executed five NAIDOC events across our portfolio. All events included meaningful conversations with local Traditional Elders or Custodians, some included a show and tell, a weaving session, and a yarn and paint session. The conversations across the portfolio with Clients and staff contributed to Argyle Housing closing the gap. The events also provided an educational platform for cultural exchange, fostering a deeper understanding and appreciation of Indigenous traditions and customs among the broader community. This initiative not only celebrated NAIDOC Week but also reinforced Argyle Housing’s commitment to supporting and uplifting Indigenous voices.

NAIDOC Events Attended by Argyle Housing Employees

Argyle Housing employees actively participated in a series of NAIDOC events that spanned various activities designed to honour and celebrate Indigenous culture. These events included engaging conversations with local Traditional Elders or Custodians, who shared their wisdom and knowledge. Highlighting the cultural diversity, the events featured show and tell sessions, where artifacts and

traditional tools were displayed, as well as weaving sessions that demonstrated crafts passed down through generations. Additionally, yarn and paint sessions allowed participants to express stories and creativity through art. The involvement of employees in these activities not only enriched their appreciation of Indigenous heritage but also strengthened community ties, contributing to Argyle Housing’s mission of fostering cultural understanding and closing the gap between communities.

Wagga Wagga Celebrating NAIDOC Week

Argyle Housing embraced the opportunity to celebrate NAIDOC Week in Wagga Wagga. Employees participated in the vibrant festivities at RivMed, immersing themselves in the richness of Aboriginal culture through traditional dance and painting. It was a heartwarming experience that brought the community together for such a meaningful celebration. Through this opportunity, Argyle Housing continued to foster cultural exchange and understanding, aligning with our commitment to support and uplift Indigenous voices.

Tharawal Celebrating NAIDOC Week

Tharawal Argyle Housing had the privilege to engage and learn about the services available specifically for our First Nation Clients across the Campbelltown and Wollondilly area. We enjoyed watching the local dance groups and musicians, having a yarn with our local aunties and uncles, and celebrating the diversity for NAIDOC week within our Campbelltown Local Government Area. We look forward to strengthening and continuing our ties with local supports and services.

Thank you to Tharawal Aboriginal Corporation for organising such a successful and amazing event!

Reconciliation Action Plan 2024

Griffith Smoking Ceremony

In Griffith, Argyle Housing had the honour of participating in a traditional Smoking Ceremony as part of the NAIDOC Week celebrations. The ceremony, led by respected Indigenous Elders, was a profound experience that underscored the significance of cultural rituals in cleansing and healing the community. Employees gathered to witness the burning of native plants, which produced a fragrant smoke used to ward off bad spirits and bring positive energy. This sacred practice, deeply rooted in Indigenous culture, provided an opportunity for attendees to pay their respects and gain a deeper appreciation for these ancient traditions. The event not only highlighted the resilience and richness of Indigenous heritage but also strengthened Argyle Housing’s commitment to supporting cultural preservation and reconciliation efforts across all communities they serve.

Wingecarribee Flag Raising and Smoking Ceremony

As part of the NAIDOC Week celebrations, Argyle Housing participated in a smoking ceremony and flag raising on the steps of the Wingecarribee Shire Council in Moss Vale. The ceremony, facilitated by local Indigenous Elders, involved the burning of native plants to produce cleansing smoke, which was then fanned over attendees using leaves, signifying the removal of negativity and the welcoming of positive spirits. This was followed by the raising of the Aboriginal and Torres Strait Islander flags, symbolising respect and recognition for Indigenous cultures and histories. The entire experience was deeply moving and fostered a sense of unity and reverence among participants. Argyle Housing employees were honoured to be part of this ceremony, furthering their commitment to cultural exchange and reconciliation. The event provided an invaluable opportunity to understand and celebrate the profound traditions of the local Indigenous community. Following the ceremony, participants enjoyed viewing the Indigenous art exhibition in the foyer of the council chambers and the free sausage sizzle provided by Rotary.

National Reconciliation Week Events

During this year’s National Reconciliation Week, Argyle Housing proudly participated in two significant events that underscored our commitment to fostering a culture of respect and healing within our communities.

National Reconciliation Week at Ngununggula Art Gallery in the Southern Highlands offered a profound and enlightening experience, underscoring the vital role of reconciliation within our community. During this event, we had the invaluable opportunity to hear Djon Mundine share his heritage and background, illuminating the significance of this week and its evolution in the region. The presence of Argyle Housing staff further emphasised our collective commitment to fostering understanding and respect among all community members. As we immersed ourselves in the vibrant crafts and artworks created by local Indigenous artists, alongside the Makers Market at Ngununggula, the atmosphere buzzed with celebration and a deep acknowledgement of our cultural diversity. This gathering served as an educational moment and reminded us of our ongoing journey toward healing and unity.

Ngununggula Art Gallery stands as a central hub for showcasing and celebrating Indigenous art and culture, making it an ideal venue for events during National Reconciliation Week, observed annually from 27th May to 3rd June. This week invites us to reflect on the relationship between Aboriginal and Torres Strait Islander peoples and non-Indigenous Australians, urging us to acknowledge the complex history of our nation and the injustices faced by Indigenous

Reconciliation Action Plan 2024

communities. The theme for this year, ‘Now more than Ever,’ reinforces the necessity of understanding Australia’s history and encourages us to move forward collaboratively towards reconciliation with courage and determination. The event at Ngununggula enabled us to come together as a community, learn from one another, and gain deeper insights from Djon Mundine’s personal stories. Yet, National Reconciliation Week transcends mere learning; it is also a call to action. The active participation of Argyle Housing staff signifies their dedication to nurturing an environment of understanding and respect within our community—an ongoing commitment aimed at strengthening relationships between Indigenous and nonIndigenous Australians beyond just this week.

The second event took place in Queanbeyan, where community members came together for a street walk and another heartfelt Welcome to Country. This walk united individuals from all walks of life, symbolising the collective journey toward reconciliation. The welcome provided an opportunity for reflection and connection, emphasising the significance of acknowledging and honouring the traditional custodians of the land.

Both events served as powerful reminders of the ongoing journey toward reconciliation. They highlighted the vital role community engagement plays in this process and inspired all participants to carry forward the spirit of reconciliation in their daily lives. Argyle Housing remains dedicated to supporting initiatives that promote healing and understanding, ensuring that the legacy of these events continues to shape our future.

RAP Working Group update

The Argyle Housing RAP Working Group has been working hard to build stronger foundations for reconciliation across Argyle Housing and the communities with which we engage, creating opportunities for meaningful dialogue and connection. Some of the implementations that have been initiated include our Internal Argyle Housing service directory, which is country-specific, ensuring tailored services that respect and reflect local cultures.

Our Argyle Housing First Nations Protocols offer guidance on best practices for engagement and communication, allowing for respectful interactions with First Nations Clients. Additionally, we have amended our Clients Engagement Policy to include necessary engagement and conversations with local elders and traditional owners, thereby recognising their invaluable role within the community. Each office location is actively engaged with a First Nations interagency or network meeting, fostering collaboration and shared goals.

Staff Engagement initiatives across multiple National Reconciliation Week and NAIDOC events provide further opportunities for our team to learn, celebrate, and connect with First Nations cultures.

Moreover, all office locations have arranged for local First Nations artists to create murals, enhancing our spaces with culturally significant artwork while continuously supporting Argyle Housing in fulfilling our RAP actions. Through these strategies, we are committed to a collaborative approach that champions the voices and aspirations of First Nations peoples, ensuring that reconciliation remains at the forefront of our mission.

Staff Tenure Awards

Argyle Housing would like to recognise the staff who have been with us these past 15 years.

Sally Couchman

Rent Services Specialist 15 Years

Rent Services celebrated a milestone by awarding a big service award to a valued member of the team. Sally celebrated 15 years with Argyle Housing!

She commenced in 2009 as a Clients Services Officer (Tenancy Officer) in Bowral. In 2016, Sally’s skills, experience, and leadership qualities were identified, and she was given an opportunity to act in a team leader role. Later that same year, Sally transferred into her current role as a Rent Services Officer and has been a vital part of the team.

From being a subject matter expert to mentoring all new staff and always looking for new ways to improve processes within the rent review team that will not only benefit the company, but Sally also always has the heart of our Clients in mind.

Sally embodies each of Argyle Housing’s values daily through her respectful dealings with our Clients, her attention to detail, and her constant testing of new ways to simplify Argyle Housing’s processes for our Clients while keeping them well informed. She is seen as the go-to person within the company and never gives up on a challenge or a project.

Congratulations, Sally, on your service to Argyle Housing and our valuable Clients. Keep up the passion for the community and our Clients; we are so very proud of you.

Michele Ward

Accountant

15 Years

Michele Ward has been an indispensable part of Argyle Housing for the past 15 years. Her journey with us has been marked by a series of impressive achievements, showcasing her dedication, expertise, and community spirit. One of Michele’s standout contributions has been her instrumental role in the transition to MRI Finance, a process that required exceptional oversight, careful planning, and meticulous execution.

Michele has overseen the finance operational transition of several LAHC property transfers. This complex task required a deep understanding of both financial mechanisms and property management, and Michele approached it with her characteristic thoroughness and precision.

Furthermore, Michele has had a significant hand in the training of all finance staff and many operational staff members as well. Her knowledge and experience have been invaluable in mentoring new hires and ensuring that all team members are well-versed in our financial protocols and practices.

Michele’s dedication to the team and the broader community exemplifies the spirit of service that Argyle Housing cherishes. As we celebrate Michele’s 15-year work anniversary, we honour her for not only her professional achievements but also her unwavering commitment to making Argyle Housing a better place for both staff and clients.

Staff Tenure Awards

Argyle Housing would like to recognise the staff who have been with us these past 10 years.

Tim Walker-Smith

Information Technology Officer 10 Years

Tim Walker-Smith has achieved 10 years of exemplary service at Argyle Housing. Our dedicated desktop support officer, Tim is renowned for his hard work and long hours, always going above and beyond to support our staff with their IT needs. His commitment shone especially bright during the COVID-19 pandemic, as he worked tirelessly to ensure that our staff maintained seamless access to IT systems, enabling continued support for our clients.

Tim is meticulous in maintaining records of systems and processes, making him an invaluable resource when historical insight is required on decisions and system configurations. Above all, Tim is cherished by his colleagues for his friendly demeanour and ever-helpful attitude.

Beyond his primary responsibilities, Tim has played a vital role in training new staff members, easing their onboarding with our IT protocols and systems. His knowledge and patient teaching style have made it easier for newcomers to integrate successfully into the team. Tim’s proactive approach to problem-solving ensures that IT issues are often resolved before they can affect operations. His dedication goes beyond the call of duty, as he willingly steps in to assist during emergencies or technical challenges, regardless of the hour.

Argyle Housing is proud to celebrate Tim’s decade of service. We deeply value his unparalleled support and camaraderie.

Staff Tenure Awards

Argyle Housing would like to recognise the staff who have been with us these past 10 years.

Jaime Grant

Transitions Lead 10 Years

Our Transitions team is proudly led by Jaime Grant. This year, Jaime celebrates a significant milestone, marking ten years of dedicated service with Argyle Housing. Congratulations, Jaime, and thank you for your unwavering commitment, loyalty, and dedication. Over the last decade, your invaluable contributions have become the cornerstone of our success. We are deeply grateful for your extensive knowledge and experience, which are the best in the company. Jaime has served in various roles since joining us in 2014, starting as Administration Support, then moving to Tenancy Officer, Team Leader, and now Transitions Lead. Her journey within Argyle Housing showcases her insurmountable experience and adaptability. We particularly appreciate her efforts in creating and leading the Transitions Team. Established from scratch in 2022, this team has thrived under Jaime’s leadership, thanks to her meticulous planning of policies, processes, and exceptional outcomes. Jaime, your hard work and dedication have not gone unnoticed, and we look forward to many more years of your outstanding service. We feel incredibly fortunate to have you as a vital part of our Argyle Housing community.

Cathy Lowden

Rent Services Specialist 10 Years

A Rent Services Specialist began her journey with Argyle Housing on September 15, 2014, as an Administration Assistant. Initially unfamiliar with social housing, she quickly adapted and grew to enjoy interacting with Clients, getting to know them, and meeting fascinating individuals. One of the highlights of her early tenure at Argyle Housing was participating in Tenant Participation programs. This role was deeply communityfocused, attracting a significant number of people seeking assistance. She managed temporary accommodation, which was both rewarding and challenging, often securing emergency housing at critical moments. Understanding the processes, helping individuals, learning their backstories, and aiding them on their journeys offered her immense personal fulfillment. For the past four years, she has worked in Rent Services, a role that has been both rewarding and demanding. It required ongoing client interaction, which she has genuinely enjoyed. Building and maintaining relationships with Clients has been a significant and gratifying part of her job. Throughout her time at Argyle Housing, Cathy has enjoyed working with wonderful colleagues and has forged meaningful friendships. Argyle Housing is noted for their willingness to provide opportunities for personal and professional growth, especially for those eager to take on new challenges.

Staff Tenure Awards

Argyle Housing would like to recognise the staff who have been with us these past 5 years.

Scott Dunstan

Communications and Marketing Manager 5 Years

Argyle Housing is proud to recognise Scott Dunstan for his dedicated service over the past five years. As the Communications and Marketing Manager, Scott has played a pivotal role in shaping the company’s public image and outreach efforts. His creativity and strategic vision have significantly boosted Argyle Housing’s presence in the community, enhancing brand awareness and engagement. Throughout his tenure, Scott has spearheaded numerous successful campaigns, forged strong media partnerships, and ensured clear, consistent communication both internally and externally. His commitment to promoting the values and mission of Argyle Housing has not only helped in attracting new stakeholders but also strengthened existing relationships with tenants and partners.

Scott’s contribution extends beyond traditional marketing; he has been instrumental in implementing innovative digital strategies and leveraging social media platforms to further the company’s cause. His collaborative approach and steadfast dedication have been invaluable assets to Argyle Housing, and we are immensely grateful for his unwavering support and hard work over these last five years.

In addition to these achievements, Scott has developed the comprehensive Communications Strategy that has guided all of Argyle Housing’s messaging and outreach. He spearheaded a successful rebranding initiative, refreshing the company’s image to better represent its mission and values. Under his leadership, the marketing department has expanded with the addition of a new staff member, enhancing its capability to drive impactful campaigns. Furthermore, Scott has cultivated strategic relationships with key stakeholders and contractors, ensuring a cohesive and effective approach to marketing for Argyle Housing.

Under Scott’s management, the marketing team has embraced a more data-driven approach, utilising analytics to refine strategies and improve outcomes. This analytical perspective has enabled more targeted campaigns, ensuring that resources are allocated efficiently to maximise impact. Scott has also been a strong advocate for community engagement, spearheading initiatives that involve Clients in decision-making processes and communications. His empathy and understanding of Clients needs have greatly improved the overall satisfaction and trust within the Argyle Housing community. We look forward to the continued innovation and dedication Scott brings to our company and are excited about the future advancements his leadership will undoubtedly foster.

Staff Tenure Awards

Amanda Norman

Executive

Assistant to the CEO

5 Years

Amanda Norman, with her great attitude to working with all team members throughout the company, plays a crucial role in organising key events. She has been instrumental in coordinating stakeholder meetings and pivotal events such as the Griffin Green Opening, 40th Birthday celebrations, and the Annual General Meeting (AGM). Her organisational skills ensure that these events run smoothly, reflecting positively on the company.

Working closely with the Board of Argyle Housing, Amanda effortlessly creates, and compiles Board reports every month, ensuring that the Board members are well-informed and able to make decisions with accurate and timely information. Her meticulous note-taking during meetings helps maintain thorough records of discussions and decisions, and her presence is always marked by a funny tale and a great sense of humour that lifts everyone’s spirits.

Amanda’s impact goes beyond her job description; she has changed the culture of Argyle Housing with small gestures that make a big difference. Her dedication and contributions make her an invaluable member of our team, and we are grateful for her commitment and loyalty over these past 5 years.

We congratulate Amanda Norman on reaching this milestone and look forward to many more years of working together towards our shared vision at Argyle Housing.

Cherie Tizzoni

Head

of

Clients Services 5 Years

Cherie Tizzoni commenced her employment with Argyle Housing on the 2 January 2018, in the position of Team Leader, ACT. Cherie very quickly became a highly valued member of the Argyle Housing team and was instrumental in breaking down barriers for Argyle Housing in the sector, building relationships and trust with service providers and the ACT government that helped to influence service delivery and investment in programs for our Clients.

During her time with Argyle Housing Cherie was seconded to the Compliance Manager role for 12 months before being appointed to the position of Operations Manager (Housing Services) most recently Clients Services Manager and now the Head of Clients Services.

Cherie is someone who shows the true spirit of Argyle Housing’s Values and purpose no matter the challenges. Cherie is always willing to help the team and to step in if there are any issues that are a little more complex or overwhelming. Through her leadership and guidance, she maintains a continuous focus on building team capacity, providing opportunity for growth and enabling people to take on new challenges. Cherie has provided continuous support to the management team, particularly in the last two years which has been a significant period of change for the company.

Awards

Australasian Reporting Awards

We are thrilled to announce that our Annual Report 22/2023 was a finalist of the Australasian Reporting Awards, specifically in the category of NFP Online Reporting Award. This recognition marks a significant achievement for Argyle Housing, as we stood alongside only three finalists in this highly competitive arena, competing against multinational companies with extensive budgets and dedicated design teams. This nomination is not merely a reflection of our polished presentation; it embodies the countless hours of hard work and collaborative effort invested by each member of our team. From research and data collection to the creative design and narrative crafting, every contribution has played a crucial role in bringing our vision to life. View the Argyle Housing Annual Report 2022/2023 by scanning the QR code below.

Wagga Wagga Crow Awards

The Argyle Housing team was named finalists in two categories for the 2024 Wagga Wagga Business Chamber Golden Crow Awards. This recognition marked a significant moment for our company, as our Bowen Place modular home project was acknowledged for its innovation and quality, earning a nomination for Excellence in Renovation. This accomplishment reflected our commitment to creating sustainable and functional housing solutions within our community.

Additionally, we highlighted Georgia Popple, who received a nomination for Outstanding Employee. Georgia’s relentless dedication, professionalism, and positive spirit greatly contributed to our success, and this recognition was truly well-deserved. Congratulations were extended to the entire team for their hard work, with a special mention of Georgia’s outstanding achievement. Together, we made a meaningful impact in our community, continuing to inspire one another to aim higher. We aimed to maintain the momentum generated by these accolades as we strived for excellence in all our endeavours.

Awards

We Were Finalists!

Southern Highland Local Business Awards

Argyle Housing was honoured to be selected as a finalist for the 2024 Southern Highlands Local Business Awards. This nomination reflected the collective hard work, dedication, and unwavering support from our community, serving as a reminder of the positive impact we aimed to make in the lives of those we served.

We extended our heartfelt thanks to everyone who took the time to support us and cast their votes; your belief in our mission fuelled our passion and commitment. We took pride in being part of such a vibrant and caring community and were immensely grateful for the encouragement received from every corner.

As we approached the awards ceremony, we continued to uplift one another in celebration of our shared successes. Together, we aspired to create a brighter future for everyone in the Southern Highlands and were thankful to stand alongside our peers in this esteemed recognition.

Goulburn Business Awards

What a night it was! Argyle Housing was honoured to be a finalist at the Goulburn Business Awards 2024 on Saturday, July 13th. This event presented us with the opportunity to showcase our commitment to the community and highlight the contributions of our dedicated team. A huge thank you went out to our incredible team and community for their unwavering support. Celebrating alongside so many outstanding local businesses and organisations was truly inspiring. We looked forward to many more milestones together in the future!

Awards

PowerHousing Australia Awards

Congratulations, Lily!

We congratulated Liliane for her nomination and recognition as Highly Commended for a PowerHousing Australia Award for Excellence in Customer Service and Business Support. This prestigious award celebrated individuals who had demonstrated exceptional customer experiences for their tenants and stakeholders, while prioritising and providing extraordinary support in both the strategic and operational processes of their organisations. We share immense pride in Lily, who made a significant impact in the Rent Services team and throughout Argyle Housing during her short time as part of the Argyle Housing family. Her dedication, professionalism, and positive attitude not only elevated our service delivery but also inspired her colleagues to strive for excellence. We look forward to supporting her continued growth and contributions within our community.

Excellence in customer support and Business Support Award

Liliane Tadros – Rent Services Lead

Liliane Tadros began her role at Argyle Housing on April 3, 2023, transitioning from the banking sector with impressive adaptability. As the Rent Services lead, she quickly integrated herself, learning the complexities of community housing. Her leadership transformed her team from data processors to client-facing problem solvers, implementing strategic scheduling and resource allocation that improved team performance and reduced arrears by over 35% in four months. Liliane identified opportunities, like revising the rent review schedule and addressing billing errors in collaboration with the finance team, significantly enhancing client satisfaction. A staunch advocate for CALD clients, she initiated a staff directory to facilitate communication with clients from diverse backgrounds, fostering trust and understanding. Her support extends across departments, where

she champions operational controls, ensuring efficient service delivery. Liliane’s contributions have not only advanced team dynamics but also yielded positive client outcomes, reinforcing her value as a vital asset to the company

Community Volunteering

Jenny Chapman’s heart beats for the community

An Argyle Housing employee, Jenny has turned her volunteer hours into a mission of hope, creating nutritious and heart-warming meals for the vulnerable with Meals on Wheels Griffith. Her dedication is remarkable, with 350 meals made so far and a goal of reaching 700. This initiative isn’t just about numbers, it’s about the lives she’s touching, the smiles she’s bringing, and the difference she’s making.

The journey began with a single meal. Today, Jenny provides assistance to two Argyle Housing Clients directly. This includes an elderly gentleman on the waitlist, who due to steep private rent rates, was unable to afford food. A hamper filled with nutritious meals now reaches him once a week, a gesture of kindness that speaks volumes about Jenny’s dedication.

With her goal of preparing 700 meals, Jenny is not just limiting her initiative to Hampers of Hope. She aims to extend support to the Salvation Army’s Men’s refuge, broadening the horizon of her mission. The goal is to ensure no one in the community goes hungry, and everyone is cared for.

Jenny’s commitment is reflected in her meticulous planning. She has set up a large freezer at home, enabling her to cook during the week, relieving the pressure of weekend cooking.

Every week, Jenny prepares one or two dishes every night, a mix of savoury and sweet meals. These are then carefully packaged, frozen, and delivered to Hampers of Hope and Meals on Wheels the following week.

Her dishes are diverse, catering to various tastes and preferences. From Spaghetti Bolognese, Savoury Mince, Beef Casserole with Dumplings, Tuna Bake, Potato Bake, Broccoli and Cauliflower Bake among others, to sweet surprises like Chocolate Crackles, Honey Joys, Mars Bar Slice, and Caramel Fudge, each meal is prepared with love and passion.

Jenny’s efforts have been generously supported by Axichem, who have donated

containers, and Broome’s, who have contributed vegetables. These donations have further propelled her mission, enabling her to create an array of delicious dishes.

As she explored various recipes, Jenny faced the challenge of creating budget-friendly meals without repeating dishes. She wants to offer dishes that Clients may not be able to afford, making each meal a special experience.

As luck would have it, she came across a 1923 Radiation Cookbook, a valuable heirloom from her great grandmother. The book, published for use with the New World Gas cooker, offers a variety of vintage recipes, adding an oldworld touch to Jenny’s modern-day mission.

Jenny’s volunteer work provides a shining example of community service. Her dedication, passion, and commitment to serving others exemplify the spirit of Meals on Wheels – a mission fuelled by love, hope, and the shared belief that no one should go hungry.

Push up Challenge

In June, Louisa, Jin, Gabby, Lune, Marisol, Amanda, Mark, Jasmina, Aaron, Scott, Milan, and Hayley embarked on a mission to complete 3,249 push-ups each, or 1,625 for those aiming for the half-target, within the span of 24 days, from June 5th to June 28th.

This symbolic challenge represented the tragic toll of 3,249 lives lost to suicide in Australia in 2022, based on the most recent data available. United as a team, we rallied behind Lifeline, an organisation dedicated to ensuring that no one in Australia faced their darkest moments alone. Lifeline stood as a beacon of support, available 24/7 to lend an empathetic ear to anyone feeling overwhelmed, in crisis, or simply in need of someone to listen. In a world marked by myriad challenges - from financial strains to global instability - Lifeline’s services remained a lifeline for many, fielding up to 4,000 contacts a day from individuals seeking help. The partnership between Lifeline and The Push Up Challenge was instrumental in raising funds to bolster suicide prevention and crisis support services at the most urgent times. Supporters contributed to our cause by making taxdeductible donations to our fundraising page. Every contribution, regardless of size, fuelled our collective effort to #pushforbetter mental health outcomes in Australia, supporting vital mental health services and initiatives. We invite everyone to follow the link and continue supporting fundraising efforts for Lifeline. Together, we made a meaningful difference in the lives of those grappling with mental health challenges.

to fostering mental health awareness and support within our communities.

This funding will go directly towards Lifeline’s critical services, ensuring that their trained professionals remain available to those in need. Together, we are making strides towards creating a community where individuals feel seen, heard, and supported, reminding everyone that they are never alone on their journey. Thank you to all who contributed and stood with us in this important mission.

Through our unwavering dedication and the generosity of our supporters, the team raised an impressive $944 during this challenge. Each donation reflected not only a monetary contribution but also a shared commitment

United as a team, we rallied behind Lifeline.

Biggest Morning Tea

Biggest Morning Tea Cupcake Competition

Argyle Housing’s Biggest Morning Tea was scheduled for May 16th at 10 am to suite local communities. This event held special significance for many individuals, including those whose loved ones recently overcame challenging battles with breast cancer.

From late last year to early this year, these journeys exemplified the physical and emotional toll cancer takes, a reality many can relate to through personal experience or that of their loved ones. While cancer remains increasingly prevalent, its impact on patients, their families, and friends is profound. The annual Biggest Morning Tea provided an invaluable opportunity to acknowledge the serious implications of cancer in society and demonstrate that collective support can have a positive impact within a large community. Many participated by supporting the event financially or attending the morning tea to connect and share. The fun aspect of the event included a cupcake competition across all offices, fostering creativity and camaraderie. The competition focused on the visual presentation of cupcakes rather than taste, enabling participation regardless of baking skills. Participants could purchase a cupcake from a supermarket and decorate it creatively. Recognition was given to five winners, who received a mug and a certificate for their imaginative designs, with extra points awarded for homemade cupcakes to acknowledge the effort involved. On the event day, participants were encouraged to capture and submit photos of their creations, further enriching the sense of community and support that the Biggest Morning Tea exemplified.

Fundraising Success

Through these collective efforts, the aim was to support the Cancer Council by raising much-needed funds. Thanks to the incredible efforts of the team and the generous contributions from the community, the Biggest Morning Tea successfully raised a total of $319. This achievement underscores the commitment and solidarity of everyone involved, reinforcing that even small actions can lead to significant outcomes. Every dollar raised will go directly toward supporting vital cancer research and programs offered by the Cancer Council, ensuring continued progress in the fight against cancer. The united efforts demonstrated that positive impact in the lives of many can be achieved.

CEO Sleep Out

2024 CEO Sleepout Annual Report Summary

In 2024, Argyle Housing proudly participated in the CEO Sleepout, a vital event aimed at raising awareness and funds to combat homelessness. Our CEO, together with several senior executives, joined business leaders across the region to experience a night of sleeping rough, symbolising solidarity with those who faced homelessness every day.

The event highlighted the stark realities of homelessness and served as a powerful reminder of the importance of providing safe and affordable housing.

Argyle Housing’s involvement not only demonstrated our commitment to addressing homelessness but also helped raise significant funds that went directly towards supporting essential services, such as emergency shelter, food, and support programs for those in need. That year, we achieved a milestone by surpassing our fundraising target, thanks to the generous contributions from our partners, stakeholders, and the wider community. The opportunity to participate in this event reaffirmed

our dedication to making a tangible difference in the lives of the homeless and boosting public awareness around the complexities and challenges associated with homelessness.

The funds raised enabled us to continue our mission of providing stable housing and comprehensive support services, fostering stronger communities, and creating a lasting impact on the lives of those we serve. We sincerely thanked all participants, donors, and volunteers who contributed to making the 2024 CEO Sleepout a tremendous success.

The 2024 Vinnies CEO Sleepout was a deeply moving and impactful event that resonated with our Argyle Housing team members who were privileged to participate and contribute. From the start of our fundraising efforts, the Argyle Housing Sleepout Team – including Angela Kustec, Carolyn Doherty, Cherie Tizzoni, Fiona McGregor, Lune Lim, and Milan Ostojic – felt a profound sense of gratitude for the opportunity to give back and help improve the lives of those in need, as we strived to do daily through our important work at Argyle Housing.

The Sleepout began with a role-play activity and continued with heartfelt stories shared by those who had experienced homelessness, culminating in the sleepout experience itself. During the role-play, each of us was assigned a persona to follow the journey of a person experiencing homelessness. While we acknowledged that this activity, along with the overnight sleepout, could never fully replicate the reality of homelessness, we were reminded of the significant positive impact our daily efforts at Argyle Housing could have.

Through these stories and activities, we were again reminded of the critical role we played in serving our Clients and breaking down barriers during some of the most challenging times in their lives. At Argyle Housing, we were honoured to serve our community and contribute positively to so many lives.

Training Report

Fire Warden Training

This year, Argyle Housing staff participated in comprehensive Fire Warden training conducted by the NSW Fire and Rescue team. The training aimed to equip our staff with the necessary skills and knowledge to effectively manage fire emergencies and ensure the safety of all building occupants.

Training Details

The Fire Warden training sessions were held over a series of two weeks, with all staff attending at least one session. The sessions included a mixture of theoretical knowledge and practical exercises, focusing on:

 Fire prevention strategies

 Emergency evacuation procedures

 Proper use of fire extinguishers

 Identifying fire hazards

 Communication protocols during emergencies

Participation

A total of 15 Argyle Housing staff members successfully completed the training. Attendance

was mandatory for all employees, ensuring that every team member was prepared to take appropriate action in the event of a fire.

Feedback and Outcomes

Feedback from the participants has been overwhelmingly positive. Staff members reported feeling more confident in their ability to manage fire-related emergencies. The practical drills, in particular, were highlighted as extremely beneficial in reinforcing the theoretical components of the training.

Future Plans

To maintain a high level of preparedness, Argyle Housing plans to conduct refresher courses annually and incorporate fire safety drills into our regular safety exercises. Continual collaboration with NSW Fire and Rescue will ensure that the training remains up-to-date with the latest fire safety standards and best practices.

The successful completion of the Fire Warden training marks a significant step forward in enhancing the safety and readiness of Argyle Housing’s staff. This proactive approach underscores our commitment to creating a secure living and working environment for all.

National NDIS Conference

Craig Byrnes

Argyle Housing attended the National NDIS Conference to represent Clients living with or impacted by disabilities and to address the challenges they faced in accessing adequate services and support through the NDIS.

Our presence was imperative to ensure that the voices of our Clients were heard and their needs advocated for. The conference aimed to build a foundation for a stronger, more supportive future for all individuals under the NDIS.

It was very heartwarming to see numerous organisations and individuals in attendance, all united by the same goal of improving NDIS accessibility and quality of service for our community’s most vulnerable people. The collaboration among attendees underscored a shared commitment to enhancing support systems and bridging gaps in service delivery. We looked forward to working with everyone present and continuing our efforts to improve both NDIS and non-NDIS support for our Clients.

Pop In Donations

In 2024, Argyle Housing continued its fruitful partnership with Pop In, further strengthening our commitment to community support and engagement. One of the standout initiatives this year was our collective effort to restock the community pantry at Pop In. This vital service provides essential resources to those in need, and we are proud to have played a significant role in its sustenance.

The staff at Argyle Housing exemplified outstanding generosity, contributing a substantial number of donations which directly aided in replenishing the pantry. These donations ranged from nonperishable food items to essential household goods, ensuring that Pop In could continue to support individuals and families facing hardship.

Being able to assist in such a meaningful way is exceptionally rewarding for us. It underscores the value of synergy between organisations like Argyle Housing and community support services like Pop In. Together, we create a network of care and assistance that positively impacts the lives of many, reinforcing our shared mission of fostering strong, supportive communities.

R U OK Day

On September 12, 2024, we proudly gathered as the “One Argyle” team to celebrate R U OK Day. This special occasion offered us a meaningful chance to connect with our local teams over lunch and highlight the importance of mental health and wellbeing.

Argyle Housing supported every team member by buying each person a team lunch. This event was a wonderful opportunity for team members to engage with each other, check-in, and share a meal. Offices across the company coordinated with their managers to close at lunchtime, fostering a sense of community and togetherness. The vibrant yellow attire and smart-casual Friday dress code added a cheerful and bright touch to the day.

We also took several key actions to amplify our commitment:

 Posted R U OK Posters: You displayed these posters in your local offices, significantly promoting awareness and engagement.

These visual reminders reaffirmed our shared commitment to mental health.

 Shared Your R U OK Photographs: You posted team photos on the Argyle Housing MS Teams site, celebrating the day and showcasing our strong community spirit.

 Asked R U OK Everyday: Beyond R U OK Day, you consistently made it a priority to check in on your colleagues, nurturing a culture of ongoing care and support.

R U OK Day 2024 was a tremendous success. It brought our team closer and highlighted the critical importance of mental health and wellbeing. The teams enthusiastic participation and commitment ensured that these crucial topics received the attention they deserve.

Thank you for playing a vital role in our supportive community.

We Are Community

Argyle Housing takes immense pride in its strong partnership with We Are Community, a relationship built on mutual commitment to supporting those in need.

Recently, this collaboration achieved a significant milestone as we joined hands to resupply We Are Community’s pantry with essential non-perishable goods. These supplies will directly benefit individuals and families who rely on We Are Community for support during challenging times. Our joint effort reflects a shared vision of fostering a compassionate and supportive community where everyone has access to the necessities of life. Together, we continue to make strides toward ensuring no one is left without, reaffirming our dedication to uplifting the lives of those we serve. As we move forward in our partnership, Argyle Housing and We Are Community remain committed to finding new ways to make a positive impact on the lives of individuals and families in need. Whether it is through partnerships or individual efforts, every action counts towards building a stronger, more resilient community.

We believe that true change happens when communities come together to support one another. It is not just about providing material resources, but also about creating a sense of belonging and connection among those facing challenges. Our collaboration with

Our joint effort reflects a shared vision of fostering a compassionate and supportive community

We Are Community embodies this belief as we strive to make a tangible difference in the lives of those in need. We are grateful for the opportunity to serve alongside such a dedicated and compassionate organisation, and we look forward to continuing our partnership for years to come.

In addition to our partnership with We Are Community, Argyle Housing also works closely with other local organisations and initiatives that align with our values. From volunteering at homeless shelters to supporting youth mentorship programs, we are committed to being an active member of our community and using our resources for good.

But we recognise that there is always more work to be done. That’s why we encourage others to join us in making a positive impact. Whether it’s through volunteering, donating, or simply spreading awareness, every action makes a difference. Together, we can create a brighter future for all members of our community and ensure that no one is left behind.

We extend our heartfelt gratitude to everyone who has supported Argyle Housing and We Are Community in our mission to uplift and empower individuals and families in need. Together, let us join hands to make a difference, one person at a time. When we come together as a community, anything is possible. Let’s continue to work towards this common goal and uplift one another along the way. Together, we have the power to create a brighter future for all members of our community.

Meals for People In Need

Georgia Popple

Seeing the growing need in our community, Georgia was inspired and took the opportunity to take action over one weekend by preparing over 40 meals to distribute. The meals included a variety of comforting options such as curried sausages, spaghetti Bolognese, and Alfredo pasta.

This initiative was driven by the recent decline in food relief available in Wagga Wagga. While nonperishables have their value for maintaining pantry staples, they often lack the comfort of a warm, hearty meal. Recognising the current high cost of living and the challenges families face in providing for themselves, Georgia felt it was important to offer something more nourishing. By preparing these meals, Georgia had the opportunity to give back to the community, providing a sense of warmth and fullness, even if only in a small way.

In preparation for this initiative, Georgia also undertook a refresher ‘Safe Food Handling Practices’ certificate. This step was essential to ensure that all meals were made under proper safety and hygiene standards, further ensuring the well-being of those who received them. By staying updated on best practices, Georgia could confidently provide meals that weren’t just delicious but also safe for consumption.

Practical Learning

Celebrating Finn Jenkins’ Achievement

In Wagga, we had a remarkable student whose journey embodies the connection between education and realworld experience. Finn, a Year 11 student from The Riverina Anglican College, is completing his HSC VET Business Services Certificate as part of his work placement at Argyle Housing.

Finn’s dedication to his studies, paired with hands-on experience in the business sector, marks a significant milestone in his educational journey. David McDonald, his Work Pathways Coordinator from COMPACT Incorporated, has recognised Finn’s hard work and commitment. During a visit to our office, David discussed Finn’s progress and celebrated his achievements, capturing a memorable photo of Finn standing proudly outside the office as a testament to his success.

Finn’s placement at Argyle Housing has offered invaluable industry insights and practical experience. Engaging in various administrative and support tasks, Finn has deepened his understanding of business operations within the housing sector. His supervisors have praised his punctuality, resourcefulness, and eagerness to learn, qualities that will undoubtedly propel him towards a successful future. Finn’s experience underscores the practical benefits of integrating vocational education with traditional academics, demonstrating how real-world applications can enhance learning and career readiness.

Wagga Housing Round Table

Carolyn Doherty

In July, our CEO, Carolyn Doherty, participated in a crucial roundtable discussion with the Hon. Paul Scully MP, Minister for Planning and Public Spaces. The meeting addressed the pressing housing crisis across New South Wales and the Riverina region, exploring fundamental and innovative solutions to tackle this challenge. They discussed the implementation of sustainable housing projects, improved support for low-income families, and strategic urban planning to accommodate the growing population.

Carolyn highlighted the success of recent community-led initiatives and stressed the importance of collaboration between government entities, private sectors, and local communities. The discussions were constructive and set the groundwork for actionable steps to alleviate housing shortages and improve the quality of living for residents in these regions.

Some of the key outcomes from the roundtable discussion included a commitment to increase funding for affordable housing projects, the establishment of a task force dedicated to identifying and overcoming regulatory barriers, and the introduction of incentives for developers to build more sustainable homes. Additionally, there was an agreement to pilot a series of urban renewal projects in targeted areas to revitalise neglected neighbourhoods and improve infrastructure.

Finn Coleman reported in The Daily Advertiser the following quotes from Minister Paul Scully, “It’s all about making sure that we’re doing and pulling every possible lever at a state government level, working in conjunction with local councils in terms of how we can improve the system generally ... to make sure that the current and future generations have access to the housing that they need,” he said. Mr Scully said the government was working on a series of planning reforms that were about delivering more homes and more choice of housing types. “So people have got an opportunity to stay in and near the communities they’ve grown to love over a period of time rather than being forced to move away,” he said. “This is all about making sure that we have the number of workers that we need in communities. We have suitable housing that people can move to, through all stages of their life ... but also that housing doesn’t become an artificial impediment to the growth of regional centres like Wagga, and the Riverina, into the future.” See The Daily Advertiser for more quotes:

Cook Street Park

Tim WalkerSmith

Restoration Project of Cook Street Park, Mittagong

Project Overview and Background

The Cook Street Park in Mittagong has undergone a successful restoration project, much to the delight of local residents. This extensive renovation project was initiated following a public appeal led by Melinda Walker-Smith, who first voiced concerns over the park’s poor condition in an interview with Southern Highland News four years ago. At the time, the park’s facilities were mostly dilapidated, with only a swing set remaining.

Community Involvement and Advocacy

Melinda Walker-Smith’s advocacy was pivotal in renewing community interest and securing support from the Wingecarribee Shire Council. Her campaign, which started when she was just 10 years old, included writing

letters and communicating via emails to the council, requesting the necessary actions to restore the park. Despite initial setbacks and a lack of clear responses from council authorities, Melinda’s relentless campaigning eventually galvanised the community and drew attention to the park’s dire state.

Funding and Financial Support

The restoration initiative received financial backing through two significant funding grants. Moreover, additional contributions came from Challenge House and Argyle Housing, which collectively added $81,000 to ensure disability access and further improve the park’s amenities.

Planning and Design

In January of the previous year, the council unveiled a comprehensive plan to utilise the allocated funds effectively. Melinda was actively involved in the planning process, providing her vision for the park’s transformation. Her input included features that would cater to both younger and older children, such as multiple types of swings and climbing structures.

Community Impact and Usage

At the time, at 14 years old, Melinda cherishes the park, often visiting and enjoying the newly installed swings. The park has become a popular spot for local children, like four-yearold Acelyn Holland, whose favourite activities include playing on the swings. The revitalised space serves not only as a recreational hub for children but also as an essential venue for family bonding and outdoor activities.

Future Considerations

While the Cook Street Park has successfully been restored and is now a cherished community asset, some residents have expressed a desire for additional improvements. Suggestions include

Cook Street Park

the installation of a shade sail for sun protection and a perimeter fence for enhanced safety. The ongoing community dialogue highlights the park’s vital role and the continuous efforts required to ensure it meets the needs of its users.

Conclusion

The restoration of Cook Street Park stands as a testament to the power of community advocacy and the positive outcomes achievable through concerted efforts. The project not only rejuvenated a significant outdoor space but also fostered community spirit and engagement, benefiting present and future generations.

Acknowledgements and Gratitude

The successful restoration of Cook Street Park is the result of the unwavering dedication of numerous individuals and organisations. Heartfelt thanks go to Melinda Walker-Smith for her spirited advocacy and leadership, without which this project would not have reached fruition. Gratitude is also extended to the Wingecarribee Shire Council for their commitment to listening to and acting upon community concerns. Furthermore, the financial

contributions from Challenge House and Argyle Housing played an indispensable role in making the park accessible and enjoyable for all. Lastly, the community members who participated in the planning, shared their input, and showed unwavering support deserve collective applause. Through united effort and local passion, the park has been transformed into a vibrant, inclusive space for all to cherish.

Staff Welcome Packs

Report on Argyle Housing Gift Pack Initiative

Late last year, each member of the Argyle Housing team received a personalised Argyle Housing gift pack. This was part of our new initiative aimed at welcoming all new staff to the One Argyle Team while ensuring that all existing staff were equally acknowledged with this gift.

As a team, we always strived to create an inclusive and welcoming environment for all our staff. We believed that each individual contributed significantly to the success of our company, and it was paramount for us to show our appreciation. Hence, we launched this initiative to welcome all new members to the Argyle Housing team.

Throughout our growth and expansion as a company, we recognised the importance of fostering a strong team that worked collectively towards common goals. We were confident that with the skills, experience, and positive attitude each member brought, they continued to be invaluable assets to our team.

We hoped that these personalised gift packs served as a reminder of our gratitude and appreciation for their hard work and dedication. Our aim was for every team member to feel welcomed and valued, and we were excited to include everyone as part of One Argyle.

Reflecting on the Initiative

The Argyle Housing gift pack initiative was a great success, particularly for new staff members starting with Argyle Housing. Each pack was designed to not only welcome but also to integrate new team members into our community, reinforcing the inclusive culture we cherished. The initiative fostered a sense of belonging from the very beginning, which was essential in building strong, cooperative teams. Overall, the gift packs played a crucial role in ensuring that new team members felt appreciated and motivated as they embarked on their journey with Argyle Housing.

Staff Awards

Employee Recognition Awards

This year, in our Leadership Team Meeting, we invited all Team Leaders to vote for the staff member who best embodies the spirit of One Argyle. The recognitions are divided into four distinct categories:

Perfect Attendance Award

Winner: Judy Boyd

Judy Boyd has shown exceptional dedication to her role, embodying the reliability that Argyle Housing greatly values. Her impeccable attendance record speaks volumes about her commitment, as she rarely takes sick leave and always ensures her presence in the office.

Team Player Award

Winner: Eduard Anzures

Eduard Anzures is the epitome of an ideal Team Player. He consistently uplifts the team with his positive attitude, unwavering support, and genial humour. Eduard’s readiness to assist without being prompted and his extraordinary dedication—even working during his leave— make him indispensable. His contributions have significantly strengthened the team and enriched our workplace culture.

Big Thinker Award

Winner: Sally Couchman

Sally Couchman shines through for her innovative thinking and customer-centric approach. Sally continually researches best practices from other housing departments to enhance our procedures and services. Her passion for her Clients drives her to constantly seek better solutions.

Most Improved Award

Winner: Fiona Chalker

Fiona Chalker has demonstrated remarkable personal and professional growth, particularly as she stepped into a management role. Her transition to Clients Support Lead has been marked by notable leadership and development. Fiona’s commitment to acquiring new skills and her overall improvement truly reflect the values we strive for at Argyle Housing.

Staff Awards

ORIA Awards

Argyle Housing proudly nominated staff and teams for the ORIA Awards, honouring those who embody our core values. These awards are divided into four categories: Opportunity, Respect, Inclusivity, and Accountability. Below, we celebrate our remarkable nominees and winners.

Opportunity Award

Nominees

 Bradley Tisdell – Clients Services Lead SWS

 Carol Manga - Clients Support Specialist Common Ground

 The Maintenance Team

 Housing Access Team & CSS Team - SWS

 Mark Wood – Finance

 Michele Wood – Finance

 Eduard Anzures – Finance

Winner: Bradley Tisdell

Bradley Tisdell earned the Opportunity Award for his exceptional collaboration with colleagues and Clients, enhancing our services and creating new opportunities. Since joining Argyle Housing in May 2022, he has demonstrated exemplary leadership, resilience, and problem-solving skills. Bradley’s calm, polite, and approachable nature makes him an excellent team leader. We eagerly anticipate his continued contributions to improving our Northern region communities.

Respect Award

Nominees

 Karen Zelinsky

 Bethany Mifsud

 Yozin Lama

Winner: Karen Zelinsky

Karen Zelinsky, who joined us in June, has demonstrated outstanding respect and dignity in her work with Market Street Lodge Program’s complex Clients. Karen has launched several initiatives, such as engagement activities and consistent meetings, to extend respect back to the Clients. Additionally, her efforts in organising pantry donations and preparing necessary meals have built a strong trust with the Clients she supports. Argyle Housing deeply appreciates Karen’s commitment.

Staff Awards

Inclusivity Award

Nominees

 Maddison Bullivant – Housing Access Specialist - SWS

 Liliane Tadros – Rent Services Lead

 Fiona Chalker – Clients Support Lead, Bowral, Goulburn & Queanbeyan

Winner: Maddison Bullivant

Maddison Bullivant, a dedicated Housing Access Specialist since March 2022, has made significant strides in assisting Clients on the Social Housing waiting lists. Maddison is involved in many events at the SWS office, such as the RAP Launch, a NAIDOC event, and an Indigenous workshop. She organised fundraisers to raise awareness and support for First Nations People and other causes. Maddison’s dedication and quiet achievements perfectly embody our value of inclusivity.

Accountability Award

Nominees

 Marisol Wilson – Project Officer Bowral

 People & Culture Team Bowral

 Milan Ostojic – GM Operations

 Dawn Nixon – Senior Rent Services Specialist Bowral

Winner: Marisol Wilson

Marisol Wilson, who joined us in July 2022, has worked tirelessly as a Project Officer, particularly in preparing the 2023 Registration submission. Her dedication included working on weekends and overtime to ensure timely and high-standard submissions. Marisol’s meticulous follow-up with management and seamless collaboration with the CEO ensured all paperwork was accurate. Her unwavering commitment makes her a well-deserving recipient of this award. Marisol’s willingness to help with various tasks, from report updates to making tea for colleagues, showcases her exemplary accountability. These recognitions highlight the exceptional talent and dedication within Argyle Housing. Let’s continue supporting one another and striving for excellence as a community, achieving remarkable outcomes together.

Our Business

Chief Finance Officer

Mark Woodward

Chief Finance Officer

Finance Overview 2024

2024 has been a busy and exciting year for the Finance Team, with property acquisitions, development projects and other operational activities all being undertaken, whilst key roles in the Team were vacant for the first half of the year. The commitment and dedication of the Team ensured that we had a very successful year with a number of key achievements.

Core finance functions

In order to ensure that Argyle Housing is best positioned financially and operates within a robust risk management framework, a wide range of activities have to be performed on an exemplary basis by the Finance Team. The Team’s efforts in some of the most important of these is outlined below.

Cash flow forecasting has again been a key focus during the year as we have progressed with five large development projects and acquired additional properties. This ensures we manage cash and liquidity properly and assists in maintaining sufficient capital for future investments. Related to this have been our efforts to obtain the most value from cash and term deposit balances – managing these balances with a view to maximising interest income whilst being mindful of risk and our need to access funds when required for projects and operational needs.

A key element in our financial planning process is the annual budget which was formulated with extensive input from across the business and approved by the Board in May. This exercise ensures we remain financially sustainable, focused on value for money and targeting resources into areas that align with our strategic objectives.

In 2024, we continued with our plan to procure new finance and housing systems, with the Finance Team providing valuable input into this process around user requirements.

We have continued to manage financial reporting for our portfolio of leased assets ($25 million at 30 June 2024) in accordance with Australian Accounting Standards. We have around 450 individual leases with a number of leases within the leasehold property portfolio turning over on a monthly basis.

We have been working closely with independent property valuers to ensure that we continue to comply with accounting standards on the carrying values of our investment property portfolio (which is now valued at just below $200m) as well as in relation to property acquisitions and new investments. This property portfolio is important to the financial strength of Argyle and key to leveraging capital for future investment opportunities.

In March 2024, we achieved a successful renewal our property insurance, through our broker Gallaghers, navigating a difficult insurance market for property insurance. The process involved careful consideration of cost and risk so as to ensure a balanced outcome for Argyle. A big thank you to Nicole, Darren and Paul at Gallaghers.

Projects and acquisitions

Complementing the above activities, there was extensive effort on a number of different projects, investments and stakeholder relationships.

In March, we submitted applications for funding for two property development projects under the Federal Government’s Housing Australia Future Fund (administered by Housing Australia). These projects are in Wagga Wagga and Griffith and the applications required detailed

Chief Finance Officer

financial modelling and other financial input. We await the outcome of these applications.

We have continued our close engagement and working relationship with Housing Australia over the year. Housing Australia is a very important funding partner for Argyle (they have provided us with a $12 million loan facility put in place in 2020) and other Community Housing providers across Australia.

During the year, Argyle acquired a total of 18 additional dwellings for social and affordable housing with a value of $7.74 million. These acquisitions were funded from the NSW Government’s Together Home Transition Program ($5 million) and proceeds of our loan facility with Housing Australia.

Five development projects were progressed during the 2024 financial year, with each now being close to completion. These were all in Griffith NSW - the Griffin Green townhouses, land lots, community hub and Dave Taylor Park upgrade and a townhouse development in Wakaden Street. All of these projects, as well as the additional property acquisitions noted above, required extensive time and effort from Finance – working closely with Lune Lim and Gabby Hopping in Asset Management & Growth and others across the business.

Shortly after the end of the financial year, in July 2024, the management of 129 social housing properties in Tolland NSW was transferred from NSW Land and Housing Corporation to Argyle Housing. This transfer involved a great deal of work, particularly in the last 6 months, and its success was due to the high level of collaboration of teams across Argyle – with key roles being played by Milan, Cherie, Angela, Scott, Adam, Julie, Liliane, Georgia, Aaron and Michele.

Staffing

We have had a few staff changes during the year. Jericho Castillo, our Finance Manager, departed in August 2023 and we wish him well. Mark Woodward commenced as Chief Financial Officer in January 2024 and brings over 30 years of accounting, banking & finance and commercial experience. Kate Dale (previously Argyle Housing’s Finance Manager from 2016 - 2021) has been working with us since February 2024 as a Senior Accountant and has taken the lead on a number of key activities such as financial modelling for our Housing Australia Future Fund submission, the annual budget, external audit and 30 June financial statements. Renu Naidu returned to Argyle from maternity leave in May, fitting seamlessly back into the team, and has taken on responsibility for payroll and credit card functions.

We must note and celebrate that Michele Ward achieved 15 years of service to Argyle Housing during the year. Michele has been the backbone of the Finance Team for many years and is at the centre of most of the core functions performed on a day-to-day basis.

The other members of the team – Mark Wood, Roxanne Flanigan, Eduard Anzures, Wendy McIntosh and Joy Schofield –have all worked tirelessly during the year, displaying both high levels of commitment and strong Argyle Housing values.

Now that the team is back at full strength, we can continue to refine and improve various processes and systems, both within Finance but also more broadly across the business, to gain greater efficiencies and value for Argyle Housing. This will enhance the financial performance of the business and also position it for future growth.

Directors’ Report

The Directors present their report together with the financial statements of Argyle Community Housing Ltd (“Argyle Housing “or the “Company”) for the year ended 30 June 2024 (“FY2024” or the “financial year”) and the Independent Auditor’s report to Members.

Directors

The names of the Directors in office at any time during, or since the end of FY2024 are:

 Yvette Pietsch (Chair)

 Tracey Wadsworth

 Chris Martin

 Julian Sawicki

 Robert Mulcahy

 Troy Pietsch

 Jeanette Brooks

 Donna Anthes (resigned 17 October 2023)

The Directors have been in office since the start of the financial year to the date of this Directors’ Report unless otherwise stated.

Principal Activities

The principal activity of the Company during the financial year was the provision of low-cost rental housing for low to moderate-income earners.

Operating and Financial Review

The total surplus for the Company for the financial year amounted to $19,658,583 (2023: $10,578,415) including a gain on the revaluation of investment properties of $12,943,556 (2023: $7,720,487). The surplus amounts have been calculated in accordance with Australian Accounting Standards (AASBs). There has been no change in accounting policies or application of new standards as described in Note 1.

Operating profit before fair value adjustments and contributions was $15,545,310 (2023: $11,406,979).

Eighteen additional dwellings were acquired in NSW in the financial year to the reported value of $7,742,955.

Cash assets increased by $666,350 for the financial year to 30 June 2024.

Total operating income for the financial year increased by $7,874,197 on that reported for the prior financial year. Total operating expenditure for the financial year increase by $3,990,064 on that reported for the prior financial year.

Performance Management

The Board monitors the financial performance of the business regularly. This is achieved via the preparation of monthly management reports and variance analysis (Finance Reports), considered by the Board at regular meetings. In between scheduled Board meetings, the Audit and Risk Committee consider the Finance Reports.

Information is provided to Homes NSW and the ACT Directorate on a quarterly basis as required under the current NSW and ACT Governments’ respective reporting regimes. The compliance requirements under the National Regulatory System for Community Housing (NRSCH) Tier 1 registration framework are monitored monthly by the Argyle Housing Management Team and are reported to each Board meeting.

Finance Facility

On 19 June 2020, the Company established a Twelve year, interest only Facility Agreement for $12,000,000 with National Housing Finance and Investment Corporation (NHFIC Facility) to refinance the existing facility agreement with Community Sector Banking Ltd (CSB Facility) and to fund the acquisition of additional affordable properties across regional NSW.

On 30 June 2024 the NHFIC facility had a closing balance of $12,000,000 which is reported as a non-current liability.

Directors’ Report

Events subsequent to balance date

On 22 July 2024, the Company commenced management of an additional 129 properties and tenancies in Tolland NSW. These properties are leased from New South Wales Land and Housing Corporation (LAHC) until 26 April 2041 on terms substantially similar to the Company’s other property leases with LAHC, as disclosed in Note 19 to the Financial Statements.

Apart from the above, there has not been any matter or circumstance, other than that referred to in the financial statements or notes thereto, that has arisen since the end of the financial year, that has significantly affected, or may significantly affect, the operations of the Company, the results of those operations, or the state of affairs of the Company in future years.

Insurance Premiums

During the financial year, the Company has paid premiums in respect of Directors’ and Officers’ liability, legal expenses and insurance contracts for the year ended 30 June 2024. Such insurance contracts insure against activities covered under such contracts, for individuals who are or have been Directors or Officers of the Company.

The value of the Management Insurance premiums paid in the year was $31,766 including GST (2023: $26,730).

Strategic Plan 2024 - 2030

The Company is focused on four key strategic pillars, namely:

 1. Our Clients: Ensure that clients are at the centre of our decision making and service delivery.

 2. Our People: Encourage a high-performing, flexible and inclusive team that reflects our vision, values and mission.

 3. Our Business: Be innovative and responsive to ensure the ongoing financial sustainability of our business and position it for future growth.

 4. Our Homes: Continue to manage a sustainable and diverse portfolio of social and affordable homes with an ambition of targeted growth of high-quality products and services.

Director’s Profiles

Yvette Pietsch

Special Responsibilities: Chair of the Board, Member of the Audit and Risk Committee; Member, Assets, Acquisitions and New Business Committee; and Member Nominations, Remuneration and Governance Committee.

Qualifications: BBus (Accounting); Master Tax Law; Fellow Chartered Accountant; Certified Tax Advisor; MAICD

Experience: Yvette has over 25 years’ experience in public practice as a Chartered Accountant, working with private groups and not-for profit organisations.

Yvette is currently a member of Audit & Risk Committee for Shellharbour City Council and was previously a Trustee and Deputy Chair of Centennial Park & Moore Park Trust & was a member of NSW Council for Women’s Economic Opportunity and independent Governance. Yvette has extensive experience in financial and risk management, corporate governance, business operations and commercial management.

Yvette was appointed to the Argyle Board on 1 January 2018.

Jeanette Brooks

Special Responsibilities: Member, Assets, Acquisitions and New Business Committee

Experience: Jeanette is an accomplished Non-Executive Director and Senior Executive with over 20 years of experience across a range of public, private and not-for-profit sectors including Banking, Aged Care, Retirement Living, Education and Disability Services.

With broad commercial experience, Jeanette has led multiple business functions and brings a diverse range of skills, knowledge and expertise in marketing and product development, digital technologies, health services, property management, risk management and corporate governance.

Jeanette was appointed to the board on 18 April 2023.

Director’s Profiles

Christopher Martin

Special Responsibilities: Member, Assets, Acquisitions and New Business Committee; and Member, Audit and Risk Committee.

Qualifications: Master of Commerce (Valuation), Graduate Dip Property Investment; Adv Cert Real Estate; Grad Australian Institute of Company Directors

Experience: Chris’s executive career spanned 37 years in the property industry, encompassing extensive experience in property funds management, investment, asset management, development, and corporate governance both locally in Australia and internationally in Asia-Pacific. His career included prominent roles at GPT Group, Lendlease, and LaSalle Investment Management in Singapore. Before retiring in 2020 as managing director of Pindari Capital, Chris contributed significantly to various companies and government entities such as Colliers International and JLL. His commitment to community service is reflected in his roles as a non-executive director for organisations like Harbison Memorial Retirement Village and Anowah Community Living Ltd, where he continues to make an impact in development, finance, and diversity services.

Chris was appointed to the Argyle Housing Board on 1 January 2018.

Robert Mulcahy

Special Responsibilities: Chair, Nominations, Remuneration and Governance Committee.

Qualifications: BBus (Acct/Fin) (UTS); Master of Business Administration (AGSM); Fellow CPA Australia; Graduate of the Australian Institute of Company Directors. Experience: Robert brings over 30 years of experience, within the financial services and community-focused sectors. While he initially concentrated on financial responsibilities, his role evolved to encompass general management, strategic planning, operational excellence, business development, and risk management. His career includes notable positions at Westpac, Toyota Finance, and Uniting, where he was instrumental in pioneering innovative social and financial initiatives. Robert’s background in financial services is further enriched by his keen insight into the social and community housing sectors, particularly in regional and First Australian communities. He has also held prior board roles across financial services, community housing, disability accommodation, family support, and youth services, demonstrating his commitment to enhancing community well-being.

Robert was appointed to the Argyle Board on 1 January 2021.

Director’s Profiles

Troy Pietsch

Special Responsibilities: Member, Nominations, Remuneration and Governance Committee; and Member, Audit & Risk Committee.

Qualifications: Diploma Legal Tranby Aboriginal College, Diploma Agriculture Murrumbidgee College

Experience: Troy is an inspiring and dedicated leader with a mission to create equitable and sustainable living environments and communities. He believes that everyone deserves access to the same resources, regardless of their backgrounds or lifestyles. With this goal in mind, Troy recently joined the Argyle Housing Board to help provide an invaluable service to members of his community. His highly regarded experience with Marathon Health Australia, and NSW Public Service roles in Police, Juvenile Justice, Courts, Health and currently with the Department of Education, has provided him with valuable insight into the Argyle Housing Board’s core values. Troy’s optimistic outlook and community-driven spirit make him an asset to the Argyle Housing Board.

Troy was appointed to the Board on 18 April 2023.

Julian Sawicki

Special Responsibilities: Chair, Audit & Risk Committee; and Member, Assets & Acquisitions and New Business Committee

Qualifications: Bachelor of Economics; Chartered Accountant; Fellow Australian Institute of Company Directors

Experience: Julian Sawicki’s extensive career in executive management and board membership spans across financial management, strategic planning, risk management, and more, with a deep understanding of board governance through the Company Directors course at the Australian Institute of Company Directors. His passion for community services is evident through his senior roles in values-based organisations providing support across South Australia, NSW, and the ACT. Julian’s significant involvement with community housing organizations like Westside Housing and Unity Housing has enriched his practical experience and understanding of housing policy. This, combined with his board experience in superannuation, community services, and disability sectors, underscores his belief in safe, secure, and affordable housing for community participation.

Julian was appointed to the Argyle Board on 1 May 2019.

Director’s Profiles

Tracey Wadsworth

Special Responsibilities: Chair, Assets, Acquisitions and New Business Committee; and Member, Nominations, Remuneration and Governance Committee.

Qualifications: Associate Diploma in Business (Valuation); Graduate of the Australian Institute of Company Director

Experience: Tracey has over 25 years in the property and finance sectors in strategic property and financial advisory, development and project management as well as asset and property management. Tracey has held senior executive positions in both the public and private sector nationally and internationally including with Landcom, Royal Bank of Scotland, CRI and Tamaki Regeneration Company. Throughout this time, Tracey has been involved in several large scale social and urban renewal projects including most recently the Tamaki Regeneration Program in Auckland, New Zealand. This is the largest social regeneration project in New Zealand seeking to improve the social and economic well-being of a key area of Auckland. Tracey’s property and commercial background is coupled with a strong understanding of the social and community housing sector.

Tracey was appointed to the Argyle Board on 1 May 2019.

Donna Anthes

Special Responsibilities: Member, Audit and Risk Committee; and Member, Nominations, Remuneration and Governance Committee.

Qualifications: Bachelor of Arts (Communications) (University of Newcastle); Master of Business Administration (Melbourne Business School); Graduate of the Australian Institute of Company Directors (GAICD)

Experience: Donna is a seasoned Company Secretary and Non-Executive Director with extensive board-level experience in governance and risk management. Her career spans start-ups to large organizations, allowing her to effectively engage with stakeholders and lead businesses through change. Donna’s senior executive experience includes roles at Qantas, Macquarie Bank, ANZ, and more, where she has driven operational efficiencies, change programs, and established governance frameworks, showcasing her robust leadership and business development skills.

Donna was appointed to the Board on 1 January 2016 and resigned 17 October 2023.

Finance Report

Statement of Comprehensive Income For the year ended 30 June 2024

Finance Report

Finance Report

Statement of Changes in Equity For the year ended 30 June 2024

Cash Flow Statement For the year ended 30 June 2024

Finance Report

Notes to the financial statements for the year ended 30 June 2024

Note 1: statement of significant accounting policies

The principal accounting policies adopted in the preparation of the financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

New or amended Accounting Standards and Interpretations adopted

The company has adopted all of the new or amended Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (‘AASB’) that are mandatory for the current reporting period.

Any new or amended Accounting Standards or Interpretations that are not yet mandatory have not been early adopted.

Basis of Preparation

These general-purpose financial statements have been prepared in accordance with the Australian Accounting Standards - Simplified Disclosures issued by the Australian Accounting Standards Board (‘AASB’), and the Australian Charities and Not-for-profits Commission Act 2012.

Historical cost convention

The financial statements have been prepared under the historical cost convention.

Criticalaccountingestimates

The preparation of the financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the company’s accounting policies. The areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements, are disclosed in note 1(r).

a. Going concern

The financial statements have been prepared on the going concern basis, which contemplates continuity of normal business activities and the realisation of assets and discharge of liabilities in the normal course of business.

b. Income tax

No provision for income tax has been raised, as the entity is exempt from income tax under Division 50 of the Income Tax Assessment Act 1997.

c. Property, plant and equipment

i. Recognition and measurement

Items of plant and equipment are measured at cost less depreciation and impairment losses. Please refer to note 1(h) for impairment of assets.

Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that the future economic benefits associated with the item will flow to the Company and the cost of the item can be measured reliably. All repairs and maintenance are charged to profit or loss during the financial period in which they are incurred. Gains and losses on disposal are determined by comparing proceeds with the carrying amount. These gains or losses are included in the Statement of Profit or Loss and Other Comprehensive Income.

11. Depreciation

Depreciation is calculated on a straight-line basis to write off the net cost of each item of property, plant and equipment (excluding land) over their expected useful lives as follows:

Class of Asset Useful Life

Leasehold improvements 3-5 years

Plant and equipment 2-7 years

Motor vehicles 5 years

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each balance sheet date.

An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount.

d. Intangible Assets

Where computer software costs are not integral to associated hardware, the Company recognises them as an intangible asset where they are clearly identifiable, can be reliably measured and it is probable they will lead to future economic benefits that

Finance Report

Note 1: statement of significant accounting policies (continued)

the Company controls. They are measured at cost less accumulated amortisation and any accumulated impairment losses.

Subsequent expenditure is capitalised only when it increases the future economic benefits embodied in the specific asset to which it relates. All other expenditure is recognised in profit or loss as incurred.

i. Amortisation

Amortisation is calculated to write off the cost of intangible assets less their estimated residual values using the straight-line method over their estimated useful life and is recognised in profit or loss. The estimated useful life for computer software is 2-3 years.

e. Investment Property

Investment property, which is property held to earn rental income and/or for capital appreciation, is initially measured at cost at the date of acquisition, being the fair value of consideration plus incidental costs directly attributable to the acquisition. Investment property is subsequently carried at fair value, determined annually by an external independent valuation. Changes to the fair value of investment property are recorded in the Statement of Profit or Loss and Other Comprehensive Income in the period in which they arise.

f. Leases

At inception of a contract, the Company assesses whether a contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. To assess whether a contract conveys the right to control the use of an identified asset, the Company uses the definition of a lease in AASB 16.

The policy is applied to contracts entered into, on or after 1 July 2019.

i)

As a lessee

At commencement or on modification of a contract that contains a lease component, the Company allocates the consideration in the contract to each

lease component on the basis of its relative stand-alone prices. However, for the leases of property the Company has elected components as a single lease component.

The company recognises a right of use asset and a lease liability at the lease commencement date. The right of use asset is initially measured at cost, which comprises the initial amount of the lease liability adjusted for any lease payments made at or before the commencement date, plus any initial direct costs incurred and an estimate of costs to dismantle and remove the underlying asset or to restore the underlying asset or the site on which it is located, less any lease incentives received.

The right-of-use asset is subsequently depreciated using the straight-line method from the commencement date to the end of the lease term, unless the lease transfers ownership of the underlying asset to the Company by the end of the lease term or the cost of the right-of-use asset reflects that the Company will exercise a purchase option. In that case the right-of-use asset will be depreciated over the useful life of the underlying asset which is determined on the same basis as that of property and equipment. In addition, the right-of-use asset is periodically reduced by the impairment losses, if any, and adjusted for certain remeasurements of the lease liability.

The lease liability is initially measured at the present value of the lease payments that are not paid at the commencement date, discounted using the interest rate implicit in the lease or, if that cannot be readily determined, the Company’s incremental borrowing rate. Generally, the Company uses its incremental borrowing rate as the discount rate.

The Company determines its incremental borrowing rate by obtaining interest rates from various external financing sources and makes certain adjustments to reflect the terms of the lease and type of the asset leased.

Finance Report

Note 1: statement of significant accounting policies (continued)

Lease payments included in the measurement of the lease liability comprise the following:

 Fixed payments.

 Variable lease payments that depend on an index or a rate, initially measured using the index or rate as at the commencement date.

 Amounts expected to be payable under a residual value guarantee; and

 The exercise price under a purchase option that the Company is reasonably certain to exercise, lease payments in an optional renewal period if the Company is reasonably certain to exercise an extension option, and penalties for early termination of a lease unless the Company is reasonably certain not to terminate early.

The lease liability is measured at an amortised cost using the effective interest method. It is remeasured when there is a change in future lease payments due to a change in an index or rate, a change in the estimated amount payable under a residual value guarantee or if the Company changes in its assessment if it will exercise a purchase, extension, or termination option or if there is a revised in-substance fixed lease payment.

When the lease liability is remeasured in this way, a corresponding adjustment is made to the carrying amount of the right-of-use asset or is recorded in profit or loss if the carrying amount of the rightof-use asset has been reduced to zero.

The Company has elected not to recognise right-of-use assets and lease liabilities for leases of low-value assets and shortterm leases, including IT equipment. The Company recognises the lease payments associated with these leases as an expense on a straight-line basis over the lease term.

ii)

As a lessor

When the Company acts as a lessor, it determines at lease inception whether each lease is a finance lease or an operating lease.

The Company recognises lease

payments received under the operating leases as income on a straightline basis over the lease term.

Generally, the accounting policies applicable to the Company as a lessor in the comparative period were not different from AASB 16 except for the classification of the sub-lease entered into during the current reporting period that resulted in a finance lease classification.

g. Financial Instruments

i) Recognition and initial measurement

The Company initially recognises Receivables on the date on which they are originated. All other financial assets and financial liabilities are initially recognised when the Company becomes a party to the contractual provisions of the instrument.

h. Impairment of Assets

Non-Financial Assets

At each reporting date, the Company reviews the carrying values of its non-financial assets to determine whether there is any indication that those assets have been impaired. If such an indication exists, the recoverable amount of the assets, being the higher of the asset’s Fair Value less costs to sell and value in use, is compared to the asset’s carrying value. Any excess of the asset’s carrying value over its recoverable amount is expensed to the Statement of Profit or Loss and Other Comprehensive Income. Where the future economic benefits of the asset are not primarily dependent upon the asset’s ability to generate net cash inflows and when the entity would, if deprived of the asset, replace its remaining future economic benefits, value in use is determined as the depreciated replacement cost of an asset.

Where it is not possible to estimate the recoverable amount of a class of assets, the Company estimates the recoverable amount of the cash-generating unit to which the class of assets belong.

Financial Assets

The Company considers evidence of impairment for financial assets (receivables) measured at

Finance Report

Note 1: statement of significant accounting policies (continued)

amortised cost at both a specific asset and collective level. All individually significant assets are assessed for specific impairment. Those found not to be specifically impaired are then collectively assessed for any impairment that has been incurred but not identified. Assets that are not individually significant are collectively assessed for impairment by grouping together assets with similar risk characteristics.

i. Employee Benefits

Short term employee benefits are expensed as the related service is provided. A liability is recognised for the amount expected to be paid if the Company has a present legal or constructive obligation to pay this amount because of past service provided by the employee and the obligation can be estimated reliably.

The Company’s net obligation in respect of long-term employee benefits is the amount of any future benefit that employees have earned in return for their service in the current and prior periods. That benefit is discounted to determine its present value. Remeasurements are recognised in the Statement of Profit or Loss and Other Comprehensive Income in the period in which they arise.

Obligations for contributions to defined contribution plans are expensed as the related service is provided. Prepaid contributions are recognised as an asset to the extent that a cash refund or reduction in future payments is available.

j. Provisions

Provisions are recognised when the Company has a legal or constructive obligation, because of past events for which it is probable that the outflow of economic benefit will result and that the outflow can be measured reliably. Provisions recognised represent the best estimate of the amounts required to settle the obligation at the end of the reporting period.

k. Cash and Cash Equivalents

Cash and cash equivalents include cash on hand, deposits held at call with banks or financial institutions, other short-term liquid

investments with original maturities of three months or less, and bank overdrafts.

l. Revenue

i) Government grant funding

Grant income arising from these agreements which contains enforceable and sufficiently specific performance obligation is recognised when control of each performance obligation is satisfied. Within grant agreements there may be some performance obligations where control transfers at a point in time and others which have continuous transfer of control over the life of the contract. Where control is transferred over time, generally the revenue is recognised based on either cost or time incurred whichever best reflects the transfer of control.

ii) Capital grants

Capital grants received under an enforceable agreement to enable the Company to acquire or construct an item of property, plant, and equipment to identified specifications which will be controlled by the Company (once complete) are recognised as revenue as and when the obligation to construct or purchase is completed or otherwise when the Company’s obligations under the relevant grant funding agreement have been met, in accordance with AASB 15 and/or AASB 1058.

For acquisitions of assets, the revenue is recognised when the asset is acquired and controlled by the company.

iii) Donations

Donations collected, including cash and goods for resale, are recognised as revenue when the Company gains control of the asset.

m. Trade and Other Payables

Trade and other payables represent the liability outstanding at the end of the reporting period for goods and services received by the entity during the reporting period, which remain unpaid. The balance is recognised as a current liability with the amounts normally paid within 30 days of recognition of the liability.

Finance Report

Note 1: statement of significant accounting policies (continued)

n. Goods and Services Tax (‘GST’) and other similar taxes

Revenues, expenses and assets are recognised net of the amount of GST, unless the GST incurred is not recoverable from the tax authority. In this case it is recognised as part of the cost of the acquisition of the asset or as part of the expense.

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the tax authority is included in other receivables or other payables in the statement of financial position.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the tax authority, are presented as operating cash flows.

Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the tax authority.

o. Comparative Figures

Where necessary, comparative figures have been adjusted to conform to changes in presentation in these financial statements.

p. Contract Liabilities

Contract liabilities represent the company’s obligation to transfer goods or services to a customer and are recognised when a customer pays consideration, or when the company recognises a receivable to reflect its unconditional right to consideration (whichever is earlier) before the company has transferred the goods or services to the customer.

q. Current and non-current classification

Assets and liabilities are presented in the statement of financial position based on current and non-current classification.

An asset is classified as current when: it is either expected to be realised or intended to be sold or consumed in the company’s normal operating cycle; it is held primarily for the purpose of trading; it is expected to be realised within 12 months after the reporting period; or the asset is cash or cash equivalent unless restricted from

being exchanged or used to settle a liability for at least 12 months after the reporting period. All other assets are classified as non-current.

A liability is classified as current when: it is either expected to be settled in the company’s normal operating cycle; it is held primarily for the purpose of trading; it is due to be settled within 12 months after the reporting period; or there is no unconditional right to defer the settlement of the liability for at least 12 months after the reporting period. All other liabilities are classified as non-current.

r. Critical Accounting Estimates and Judgements

The Directors evaluate estimates and judgements incorporated into the financial statements based on historical knowledge and best available current information. Estimates assume a reasonable expectation of future events are based on current trends and economic data, obtained both externally and within the Company. Actual results may differ from these estimates.

Key estimates – Impairment Non-Financial Assets

The Directors assess impairment at each reporting date by evaluating conditions specific to the Company that may lead to impairment of assets. Where an impairment trigger exists, the recoverable amount of the asset is determined. The recoverable amount is determined as the higher of fair value less costs to sell and value in use. Value in use calculations performed in assessing recoverable amounts incorporate a number of key estimates.

Financial Assets

Impairment of trade receivables has been considered as of 30 June 2024. No other impairment has been recognised as of 30 June 2024. No interest is charged on trade receivables. The entity has provided fully for all receivables due from former tenants, as experience shows that these amounts are generally not recoverable. The remainder of the balance is provided for based on estimated irrecoverable amounts, determined by analysis of amounts and reference to past default experience.

Note 1: statement of significant accounting policies (continued) Finance Report

Measurement of Fair Values

A number of the Company’s accounting policies and disclosures require the measurement of fair values, for both financial and non-financial assets and liabilities.

When measuring fair value of an asset or a liability, the Company uses market observable data as far as possible. Fair values are categorised into different levels in a fair value hierarchy based on the inputs used in the valuation techniques as follows:

 Level 1: quoted process (unadjusted) in active markets for identical assets or liabilities.

 Level 2: inputs other than quoted process included in Level 1 that are observable for the asset or liability, either directly (i.e., as prices) or indirectly (i.e., derived from prices).

 Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs).

If the inputs used to measure the fair value of an asset or a liability might be categorised in different levels of the fair value hierarchy, then the fair value measurement is categorised in its entirety in the same level of the fair value hierarchy as the lowest level input that is significant to the entire measurement.

The Company recognises transfers between levels of the fair value hierarchy at the end of the reporting period during which the change has occurred. Further information about the assumptions made in measuring fair values is included in Note 11 – Investment Property.

Lease Term

The Company has applied judgement to determine the lease term for some lease contracts that include renewal options. The assessment of whether the Company is reasonably certain to exercise such options impacts the lease term, which significantly affects the amount of the lease liability and right of use assets recognised.

For right of use properties, the term was assessed by looking at the Company’s total leasehold history of both current and former agreements by local government area. The Company then set two groups. Group one (1) which accounted for approximately 40% of the portfolio, a combination of Wingecarribee and Campbelltown local government authorities, with an average lease life of 7 years and group two (2), being the rest of the Company’s portfolio with an average lease life of 3 years.

s. Economic Dependency

The financial statements have been prepared on a going concern basis. In the event that current government contracts and funding were to cease, the Company would have to significantly restructure its operations to meet its commitments. At the date of this report, the Directors have no reason to believe the contracts and funding will cease to continue.

t. Employee Benefits Provision

Liability for employee benefits expected to be settled more than 12 months from the reporting date are recognised and measured at the present value of the estimated future cash flows to be made in respect of all employees at the reporting date. In determining the present value of the liability, estimates of attrition rates and pay increases through promotion and inflation have been taken into account.

Finance Report

to the Financial Statements For the year ended 30 June 2024

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Notes to the Financial Statements

For the year ended 30 June 2024

Note 3. Expenses

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Notes to the Financial Statements For the year ended 30 June 2024

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NOTE 8. PROPERTY, PLANT AND EQUIPMENT (CONTINUED)

Movements in carrying amounts

Movement in the carrying amounts for each class of non-current asset between the beginning and the end of the current financial year:

NOTE 9. INTANGIBLE ASSET

Movement in the carrying amounts for each class of noncurrent asset between the beginning and the end of the current financial year:

Finance Report

Notes to the Financial Statements For the year ended 30 June 2024

NOTE 10. RIGHT-OF-USE ASSETS

Movements in carrying amounts

Movement in the carrying amounts for each class of non-current asset between the beginning and the end of the current financial year:

Finance Report

Notes to the Financial Statements

For the year ended 30 June 2024

NOTE 11. INVESTMENT PROPERTY

Investment property comprises residential properties that are leased to third parties. The Fair Value of the investment properties as of 30 June 2024 has been arrived at based on valuations carried out in April and May 2024 by Jones Lang LaSalle and Herron Todd White. The revaluation has been conducted in accordance with the Australian Accounting Standards including AASB 13 Fair Value Measurement and AASB 140 Investment Property.

12.

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An interest only loan to the value of $12,000,000 over one-hundred and forty-four (144) months was signed on 19 June 2020 by the Company with National Housing Finance and Investment Corporation (“NHFIC”). These funds were received on 29 June 2020. The Company also has a business card facility with CBA. Details as follows: Limit $90,000.00, balance cleared monthly.

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Notes to the Financial Statements For the year ended 30 June 2024

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Notes to the Financial Statements

For the year ended 30 June 2024

NOTE 19. LEASES

Leases as a lessee: Leases between the Company and NSW Land and Housing Corporation are for a period of twenty years with a charge of rent of $1 per property per year for these properties.

Leases as a lessor: The Company leases out its investment properties consisting of both owned properties as well as leased properties. All leases are classified as operating leases from a lessor perspective.

NOTE 20. CAPITAL COMMITMENTS

As of 30 June 2024, the Company has capital commitments in respect of five projects that are planned to be completed within the next financial year. Under the terms of these projects, at 30 June 2024, the Company has total future commitments of $7.941 million (excluding GST) and is entitled to government funding of $1.729 million (excluding GST), of which $1.137 million has already been received.

NOTE 21. REGISTERED OFFICE/ PRINCIPAL PLACE OF BUSINESS

The address of the Company’s registered office and principal place of business is:

Level 1, 32-36 Wingecarribee Street, Bowral NSW 2576.

NOTE 22. MEMBERS’ GUARANTEE

The Company is incorporated under the Corporations Act 2001 (Cth) and is a Company limited by guarantee. If the entity is wound up, the Constitution states that each member is required to contribute a maximum of $10 each.

NOTE

23. SUBSIDIARY COMPANY

The Company incorporated a 100% owned subsidiary company (Argyle Community Housing Victoria Limited) on 2nd November 2022. The financial statements are not required to be consolidated on the basis that this entity is immaterial.

NOTE 24. AUDITOR’S REMUNERATION

During the financial year the following fees were paid or payable for services provided by RSM Australia Partners, the auditor of the company:

Finance Report

Notes to the Financial Statements

For the year ended 30 June 2024

NOTE 25. RELATED PARTY TRANSACTIONS

Disclosures relating to Key Management Personnel are set out in Note 17.

During the financial year, the Company paid Marathon Health Ltd $750,150 (including GST) for delivery of Intensive Case Management Services for clients housed under the Together Homes Program. These services were delivered under a Local Services Agreement dated 30 July 2020 and Addendums executed in August 2021, February 2022 and March 2023 on commercial terms. One of the Company’s Directors, Troy Pietsch, is also a Director of Marathon Health (appointed 22/10/2020). The Local Services Agreement and the Addendums with Marathon Health were executed prior to the date that Troy Pietsch was appointed as a Director of the Company (18/4/2023).

During the previous financial year, subsequent to the appointment of Troy Pietsch as a Director of the Company, the Company paid Marathon Health $22,739.

NOTE 26. EVENTS AFTER THE REPORTING PERIOD

On 22 July 2024, the Company commenced management of an additional 129 properties and tenancies in Tolland NSW. These properties are leased from New South Wales Land and Housing Corporation (LAHC) until 26 April 2041 on terms substantially similar to the Company’s other property leases with LAHC, as disclosed in Note 19 to the Financial Statements.

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Information Technology Report

Adam Williams

Chief Information Officer Welcome

We recently welcomed Adam Williams as our new Chief Information Officer (CIO) at Argyle Housing. With over 30 years of diverse experience in Information Technology—spanning technical roles, business analysis, software development, and leadership—Adam brings a wealth of knowledge to our company. His joining marks an exciting new chapter for us, as we continue to enhance our systems and infrastructure while prioritising the development of our staff’s capabilities. This year, under Adam’s leadership, we are placing particular emphasis on bolstering our Cyber Security measures. This focus has already led to significant improvements in our Cyber Security posture, ensuring that we are better equipped to protect our community and the valuable data we manage. We are thrilled to have Adam on board, and we look forward to the positive changes he will help implement across Argyle Housing.

This year is particularly significant for Argyle Housing, as it marks the ten-year anniversary of Tim’s invaluable contributions to our company. Over the past decade, Tim has been a cornerstone of our technology team, demonstrating unwavering dedication, innovative thinking, and remarkable leadership that has propelled us forward in an increasingly digital landscape. His commitment to leveraging technology for improved operational efficiency and enhanced staff experiences has been transformative.

We extend our heartfelt congratulations to Tim on reaching this important milestone. His journey with Argyle Housing has been marked by numerous accomplishments, including the successful implementation of key technological initiatives that have streamlined our processes and elevated our service delivery. Tim’s expertise and forward-thinking approach have benefited our company and fostered a collaborative

and supportive team culture. We are grateful for his ongoing contributions and look forward to seeing the continued impact he will make in the future. Thank you, Tim, for your tireless efforts and commitment to our mission.

Empowering Our Team through Skill Development

Both Tim and Aaron have experienced a significant opportunity to enhance their IT skills through our new approach to being more self-sufficient in supporting our staff and technology. By shifting away from routinely handing issues over to a third-party vendor for resolution, we have empowered our team to take charge and find solutions together. This initiative has allowed Adam to extend his impact on our IT environment, as he has gained valuable expertise in our governance and compliance control systems. Furthermore, he has implemented automation strategies that contribute to making our systems more secure, robust, and consistent. This culture of continuous learning and adaptation not only strengthens our operational capabilities but also fosters a sense of community and collaboration within Argyle Housing. We believe that by investing in our team’s development, we are collectively paving the way for a brighter future for our company and the communities we serve.

Information Technology Report

Commitment to Cost Efficiency

Tim has worked diligently on some of our major cost areas and has successfully identified and achieved refunds of approximately $20,000 per annum from excess costs arising from incorrect billing and unnecessary service charges. This outstanding result not only showcases his attention to detail and dedication but also aligns perfectly with our vision of maintaining a cost-conscious and effective Information Technology department. By scrutinising our expenditures, Tim has played a significant role in ensuring that our resources are allocated responsibly, allowing us to reinvest in initiatives that benefit our staff and the communities we serve. His proactive approach exemplifies our commitment to fiscal responsibility and reinforces the importance of teamwork and collaboration in achieving our goals.

Argyle Housing IT Transformation Project

We have continued the development of this project and have taken two Request for Pricing tenders to market, one for a new Housing System and one for a new Finance system. We are currently evaluating the responses received and can report that we have received good quality submissions for both RFPs which will ensure we get best of breed, right sized systems for our company. These new systems will not only provide a great opportunity for our IT staff to learn new systems, they also present an excellent opportunity for our entire staff to contribute to a better and more effecting operating environment supporting Argyle Housing to provide quality service to our current and prospective Clients.

Marketing Report

Scott Dunstan

Communications and Marketing Manager

Comprehensive Review and Enhancements

The Argyle Housing Communications Strategy underwent a comprehensive review in September 2024, with the revised plan subsequently presented to the Board for discussion and notation. This strategy serves as an integral component of Argyle Housing’s operations, focusing on ensuring effective and clear communication among all stakeholders. The review highlighted Argyle Housing’s commitment to improving its communication methods, incorporating new digital platforms to reach a broader audience base. It further emphasised the need to ensure transparency and regular updates to keep residents, employees, and the broader community informed about Argyle Housing’s initiatives and projects.

The Board acknowledged the significant effort and thought put into the revised strategy, reflecting the company’s commitment to fostering an open and inclusive communication environment. It is expected that the implementation of the reviewed communications strategy will significantly enhance stakeholder engagement and overall organisational efficiency.

Annual Report

The digital Annual Report 2023 of Argyle Housing marked a significant milestone in our company’s commitment to transparent and accessible communication. Launched and promoted across various social media platforms, the report reached an extensive audience, being viewed over 1,100 times. It was also disseminated to a comprehensive mailing list of key stakeholders, ensuring all involved parties were aware of Argyle Housing’s achievements and plans for the

future. The report’s innovative layout and design were widely appreciated, reflecting a focus on user-friendly accessibility and visual appeal.

This positive reception signifies the success of the new communication strategy and underscores the importance of digital platforms in reaching and engaging stakeholders. The high engagement levels with the report not only reinforce the effectiveness of Argyle Housing’s communication approach but also validate the necessity for continued emphasis on digital communication tools. Furthermore, the Annual Report 2023 was honoured to be a finalist in the Australasian Reporting Awards in the Not for Profit category, highlighting our dedication to excellence in reporting standards.

Going forward, we plan to leverage this success to further enhance stakeholder communication, underlining the value Argyle Housing places on transparency, inclusivity, and accessibility in its operations.

The Argyler

Argyle Housing continues to enhance its communication efforts with the successful distribution of three issues of its key publication, The Argyler. Available in print and accessible via our website, The Argyler serves as a critical communication link between Argyle Housing’s regional offices and its Clients. The newsletter provides updates about our work, shares stories from the community, and presents opportunities for feedback and interaction.

Beyond the Clients who occupy the company’s core focus, The Argyler also targets industry professionals, providing them with an insightful view into Argyle Housing’s initiatives and progress. The distribution of this publication to a broader professional audience fosters a stronger

Marketing Report

connection with the housing industry, facilitating potential collaborations and partnerships.

The adoption of this dual-mode publication –print and digital – ensures that the newsletter is accessible to all, irrespective of their preferred communication medium. This approach reflects Argyle Housing’s ongoing commitment to inclusivity and accessibility in our communication strategy. The success of The Argyler as a communication tool underscores the effectiveness of Argyle Housing’s reviewed communication strategy, reinforcing the need for clear, frequent, and inclusive communication in enhancing stakeholder relationships and organisational success.

Consistent Contributions from Clients

Our newsletter has attracted consistent contributions from numerous Clients, which is an affirmation of its relevance and effectiveness in engaging our audience. By sharing their insights, experiences, and updates, Clients not only enrich and enliven each issue but also help forge stronger connections within the professional community. We consistently encourage other Clients to consider contributing as well, in order to enhance the depth, breadth, and value of our publication.

Moving Forward: Strengthening the Impact and Reach of The Argyler

We are committed to continuously improving The Argyler for our Clients, and as such, we have encouraged Clients to share their feedback and suggestions. This will enable us to refine the content and presentation of future issues, optimise its readability and value, and better serve the interests of our readers.

The Argyler is our primary communication tool for engaging our valued Clients and sharing valuable industry insights. Consistent contributions from Clients and regional offices demonstrate its current effectiveness and impact. Continuous improvement remains our goal, and we welcome feedback to further refine the

content and presentation of our publication.

Argyle Housing Website Rebrand: Elevating Our Professional Presence

The recent rebrand of Argyle Housing has been met with enthusiasm both internally among staff members and externally with Clients and stakeholders alike. Our comprehensive rebranding schedule has been designed to facilitate a seamless transition to our new, more sophisticated brand identity. On August 8th, we officially launched our newly branded website and social media channels. The revamped design truly sets Argyle Housing apart from other Community Housing Providers and emphasises our commitment to professionalism.

The new website features a sleek, modern design that not only enhances the user experience but also projects a consistent and refined image of Argyle Housing. Navigation has been simplified, making it easier for visitors to find key information and access resources. Additionally, the website now includes enhanced accessibility features, ensuring that all users, regardless of their abilities, can navigate and benefit from our online offerings.

Our team has also integrated advanced functionalities into the website to better serve our Clients and stakeholders. Features such as real-time updates, and improved Client support tools reflect our dedication to providing comprehensive and efficient service. These updates are part of our ongoing effort to leverage technology to better meet the needs of our community.

In summary, the Argyle Housing rebrand has strengthened our position in the industry, situating us as a more professional and reliable choice for Clients and partners. Through meticulous attention to detail and a firm commitment to excellence, we have transformed our identity while maintaining the values that make Argyle Housing a trusted name in community housing. We are confident that

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our new brand image will continue to resonate with Clients and Stakeholders for years to come.

Client Portal

Since its inception in September 2022, Argyle Housing’s Client Portal has demonstrated considerable and consistent growth in usage, highlighting its significance to both Clients and Client Support Specialists. This robust platform has observed a consistent increase in usage month-on-month, a testament to the value and user-friendly experience it offers.

To date, the portal has achieved a significant milestone of over 8,000 page views and sessions. This impressive figure emphasises the platform’s wide reach and the effectiveness of its features in engaging users. Importantly, the platform’s growth is not limited to existing users; 75% of new users have joined the portal, an indicator of its growing appeal and the success of Argyle Housing’s active outreach.

The consistent and strong growth in the portal usage not only validates the functionality and usability of the Client Portal but also underlines the success of Argyle Housing’s strategic focus on enhancing digital communication tools. The company views this encouraging trend as motivation to continue investing in digital resources to strengthen stakeholder communication and engagement, aligning with its core mission of transparency, inclusivity, and accessibility.

Social Media

In August, we witnessed a significant increase in social media engagement and follower counts across all platforms, except for Twitter/X, which has shown stagnant growth. This discrepancy necessitates a thorough review of our strategy on Twitter/X to evaluate its continued relevance and effectiveness for our audience.

On a positive note, our partnership with the social media contractors has proven to be highly successful. Jin has played an instrumental role in collaborating with them, driving the

creation of dynamic and engaging content that resonates with our target audience. The dedication and creativity demonstrated have markedly enhanced our overall communication efforts, a fact that is reflected in our updated Communications Strategy.

In alignment with our dedication to enhancing community engagement and user experience, we are pleased to report that we have successfully completed updates to our website. The recent launch of the revamped site incorporates significant features designed to elevate user interaction and satisfaction, reflecting the valuable feedback we received from our community. Users have responded positively, expressing their appreciation for the improved design and usability, which include streamlined navigation and a more intuitive layout. Our team actively sought insights throughout the development process, ensuring that user suggestions played a pivotal role in shaping the updates. Looking ahead, we remain committed to prioritising user experience by implementing regular reviews and updates based on ongoing feedback. We believe these enhancements will not only strengthen our community connections but also deepen engagement with our users. We invite all board members to explore the updated website and share any further insights or suggestions.

In addition to our advancements in social media and website user experience, we are thrilled to report the successful opening of the Griffin Green Official. This event garnered significant attention and positive feedback from attendees, highlighting the community’s enthusiasm for our initiatives. The launch event not only showcased our commitment to sustainability but also further strengthened our brand presence in the local market. We are excited about the potential partnerships and community engagement opportunities that will arise from this endeavour, and we look forward to leveraging this momentum to bolster our ongoing projects and initiatives.

Marketing Report

As of June 2024

Results

Over the last six months we have gained followers in all social media accounts, except for X (formally Twitter) - now reviewing membership to the X platform.

Facebook - 16% increase in followers and 100% increase in Impressions

Instagram - 58% increase in followers and 550% increase in Impressions

LinkedIn - 28% increase in followers and 64% increase in Impressions

The content on Facebook and LinkedIn is really connecting with the audiences on these platforms as shown in the 163% increase in Engagement for LinkedIn.

We will review the use of X (formally Twitter) over the next quarter.

Marketing Report

Social Media Audit

Facebook Audit

During the last quarter, Argyle Housing’s Facebook page has seen varied engagement levels and content performance. This audit reviews key metrics including follower growth, post engagement, and content effectiveness to inform future strategies.

Key Metrics

16% Growth

The page gained approximately 251 new followers, reflecting a growth rate of 16% over the quarter.

62% Engagement

The average engagement rate for posts stood at 62%, with an increase in likes, shares, and comments compared to previous months.

Content Types: Posts featuring community events and testimonials received the highest engagement, while informational posts about housing policies attracted fewer interactions.

Recommendations

Content Strategy: Focus on increasing the frequency of community-focused posts, including updates on events and success stories from residents.

Engagement Tactics: Consider running interactive posts such as polls or Q&A sessions to boost engagement further.

Targeted Ads: Explore Facebook ads to promote key events and outreach initiatives to increase visibility and follower engagement.

Instagram Audit

In the last quarter, Argyle Housing’s Instagram account has showcased vibrant visual content that resonates with the community. This audit evaluates key performance indicators such as follower growth, engagement rates, and the effectiveness of different content types to guide future social media strategies.

Key Metrics 58% Growth

The Instagram account saw a growth of approximately 208 new followers, resulting in a growth rate of 58% over the quarter.

127% Engagement

The average engagement rate for posts was 127%, with a notable increase in likes and comments, particularly on posts featuring behind-the-scenes content and resident highlights.

Content Types: Visual stories and short videos highlighting community events received the highest engagement, while static images of properties had less impact.

Recommendations

Content Strategy: Increase the use of video content and Instagram Stories to leverage the platform’s strengths and showcase day-to-day life at Argyle Housing.

Engagement Tactics: Implement contests or usergenerated content campaigns encouraging residents to share their experiences and tag the account, fostering a sense of community.

Hashtag Usage: Optimise the use of relevant hashtags to broaden reach and increase discoverability, tapping into local trends and communities.

Marketing Report

Media Coverage and Impact

Throughout the year, Argyle Housing has received significant media coverage, particularly concerning our initiatives in community engagement and sustainable housing practices. The top issues that garnered the most media attention include our involvement in the Social Housing Accelerator Grant and our efforts towards environmental sustainability through various community workshops. The media has largely portrayed these initiatives positively, highlighting our commitment to innovation and community development.

From our perspective, this coverage has served to bolster our reputation and visibility, underscoring our role as a proactive leader in the social housing sector. As a result of this attention, we’ve seen increased interest from potential partners and stakeholders who share our vision for sustainable, inclusive communities. The media attention also sparked constructive conversations, encouraging us to continuously improve and adapt our strategies to align with evolving societal expectations.

Overall, the extensive coverage has positively influenced our operations, motivating internal transformations to enhance service delivery and community impact.

Scan the QR code below to see our website NEWS section for all media coverage.

Website

We successfully launched the recently rebranded Argyle Housing website. This initiative aligned the website with our new branding style and delivered a significantly improved user experience. The fresh, modern design was thoughtfully crafted to enhance navigation, making it easier for users to access essential information and services. We were confident that this update reflected our ongoing commitment to excellence, innovation and ease of use for our Clients.

Google Ads Performance and Website Hits

Our recent focus on Google Ads has yielded significant results in terms of user engagement and overall website traffic.

User Statistics

New Users: 3,949

Existing Users: 3,208

Total Users: 7,157

Engagement Rate:

61%

The website engagement rate has reached an impressive 61%, indicating that users are actively interacting with the content and features available. This figure not only reflects the effectiveness of our marketing strategies but also suggests that our audience finds the material relevant and engaging. Such a high engagement rate is essential for building a loyal community, increasing brand awareness, and driving conversions.

Climate Change

Effects of Climate Change

Report on the Effects of Climate Change Within the Community Housing Sector in Australia

Climate change is an urgent challenge impacting various sectors, including community housing in Australia. For organisations like Argyle Housing, understanding and addressing climate changes impacts is vital to continue serving the housing needs in New South Wales (NSW) Australian Capital Territory (ACT) effectively. This report delves into the specific climate-related risks, sustainability practices, and strategic responses relevant to Argyle Housing.

Environmental Sustainability Practices

Argyle Housing is committed to incorporating environmentally sustainable practices into its operational framework. This includes initiatives aimed at reducing carbon emissions through improved energy efficiency in housing design and the utilisation of renewable energy sources. By embracing these practices, Argyle Housing is making strides toward a more sustainable future that aligns with broader societal goals for environmental stewardship.

Impacts of Climate Change and Organisational Response

The potential impacts of climate change on Argyle Housing are multifaceted. Increased frequency and severity of extreme weather events pose significant risks to existing housing infrastructure, necessitating strategic adjustments in building design and location selection. Argyle Housing is actively developing strategies to enhance resilience and mitigate vulnerability, which involves integrating climate risk assessments into both business operations and financial planning.

To support these efforts, Argyle Housing also aims to align with net-zero carbon targets. This necessitates changes in how services are delivered, requiring innovative solutions such as adopting green building materials and improving the energy performance of properties.

Processes for Identifying and Managing Risks

Argyle Housing is developing robust processes to identify, assess, and manage climate-related risks. We intend to collaborate with stakeholders and experts to ensure a deep understanding of evolving climate scenarios and their potential impacts on community housing needs.

In conclusion, Argyle Housing’s proactive approach to addressing climate change underscores its commitment to securing sustainable housing solutions for all current and future clients in NSW. The company’s strategic focus on sustainability, resiliency, and climate risk management exemplifies its dedication to community welfare in the face of climate change.

Sustainability Initiatives

Our dedication to sustainability encompasses a thorough approach aimed at reducing our environmental impact, enhancing the social fabric of our communities, and ensuring robust governance practices. In 2024, we continued our journey towards a more sustainable and profitable future through innovative initiatives and strategic partnerships. Each milestone we achieved reflected our unwavering commitment to creating a positive impact on our environment and the lives of our residents.

Environmental, Social, and Governance (ESG) Reporting

We have taken significant strides in the realm of Environmental, Social, and Governance (ESG) reporting. By actively contributing to Community Housing Industry Australia’s (CHIA) ESG reporting standard, we have helped shape a vital tool for the community housing sector in Australia. This standard allows for consistent and transparent reporting on the community impact of housing initiatives. Our involvement underscores our commitment to transparency and accountability. Currently, we are engaged in detailed discussions at both the executive and team levels to devise the most effective ways to integrate this framework across all aspects of our operations, ensuring that our ESG reporting is comprehensive and reflective of our core values.

Strategic Asset Management Plan

Recognising the importance of strategic asset management in sustainable operations, we have developed of our Strategic Asset Management Plan (SAMP). Our SAMP will provide a robust planning and governance framework, ensuring the sustainability of our current and future assets and their ability to support our community housing services. This plan outlines our strategies for managing existing assets and accommodating increasing demand over the next 10 to 20 years. By leveraging data-driven insights from this reporting, we can optimise the efficiency and

longevity of our properties, ensuring they meet both present and future community needs.

Adherence to LAHC Dwelling Requirements

In our new development projects, we are adhering to LAHC dwelling requirements, which are designed to ensure sustainable homes that facilitate long-term tenancies, reduce ongoing operational costs, and improve environmental performance. These standards, which exceed BASIX standards, are now being applied to all our new dwellings. Embracing LAHC’s rigorous dwelling standards allows us to provide high-quality housing that supports the well-being of our Clients while minimising environmental impact. Our commitment gives a strong standing within the community housing sector, demonstrating the tangible benefits of adhering to and exceeding industry sustainability benchmarks.

Office Recycling Practices 2018–2024

Over the past five years, we have implemented a variety of recycling initiatives, including toner cartridge recycling, responsible disposal of IT e-waste, and secure disposal of sensitive documents. These efforts have contributed to our overall waste reduction goals. We continue to explore new opportunities for improving our recycling practices, such as the introduction of a non-secure paper recycling bin and better utilisation of office shredded paper. The ongoing enhancement of our office recycling practices not only supports our environmental goals but also fosters a culture of sustainability within our company.

Argyle Housing’s proactive adoption of sustainable practices underscores its commitment to environmental sustainability and social responsibility. The benefits to the Clients, in terms of cost savings and improved living conditions, are tangible and substantial.

Our Homes

Asset Management & Growth

Lune Lim

General Manager Asset Management and Growth

At Argyle Housing, our vision and strategy revolve around sustainable growth, which presents a remarkable opportunity to enhance our mission and maximise the value we deliver to the community through the assets we manage. We recognise that every property development project we undertake is not just about bricks and mortar, but about creating lasting relationships and community ties that empower individuals and families. By aligning our initiatives with our 2030 Strategic Plan, we strategically position ourselves to free up crucial resources while simultaneously driving sustainable growth that benefits everyone involved.

Our dedicated Asset Team and Maintenance Staff are at the heart of this commitment, always striving to serve our Clients with compassion and diligence as they work to advance Argyle Housing’s Strategic Portfolio Plan.

They concentrate on four pivotal areas to ensure our success:

 becoming a leading Regional Community Housing Provider (CHP),

 developing a Sustainable Pipeline,

 implementing a thorough Asset Management Plan, and

 expanding a Diversified Portfolio.

Each of these areas offers unique opportunities for collaboration, innovation, and community engagement, paving the way for a brighter and more inclusive future for all.

Argyle Housing has a long-standing history of delivering transformative social outcomes through the provision of social and affordable housing across NSW and the ACT. By championing regional housing opportunities,

intergenerational community building strategies, innovative partnerships, and wraparound support, we have made a significant social impact, leading to notable reductions in homelessness and the creation of more connected and empowered communities. Focusing on building sustainable, safe, and secure homes, our developments represent an opportunity to collaborate with other Housing Providers, councils, private developers, churchbased groups, and co-operatives to deliver affordable housing within our communities.

As a Tier 1 Community Housing Provider, our projects are enriched through vital community consultation and placemaking programs, which enhance neighbourhood interaction and foster a deeper connection to place. Through these partnerships and collaboration, we continuously seek innovative approaches to housing, exploring new opportunities for delivering more homes for our communities.

418 properties

80 staff 2,710 homes

Argyle Housing currently owns 418 properties across NSW and the ACT, managed by our dedicated team of approximately 80 staff across specialist teams covering everything from rent services to housing access and Client Support, overseeing our owned properties alongside approximately 2,710 additional homes.

Completed Projects

Griffin Green Affordable Housing

Overview

The Griffin Green Affordable Housing Project, situated within the Pioneer Housing Estate in Griffith, showcases a collaborative effort between Griffith City Council and Argyle Housing, supported by $6 million in Commonwealth funding from the NSW Government’s Building Better Regions Fund. With both Argyle Housing and the Council contributing $3 million each, this $12 million initiative aims to provide much-needed affordable housing options to enhance community wellbeing in Griffith.

Just a stone’s throw from Griffith City Centre, this project yielded 20 new medium-density

affordable rental units and 35 new housing lots in South Griffith, creating valuable opportunities for current and future residents. Alongside these housing developments, Dave Taylor Park will undergo a significant transformation, incorporating a new Community Hub, a basketball court, playground equipment, and nearly 4,800 square metres of open green recreational space. The newly connected cul de sac roadways will further enhance access throughout the neighbourhood.

This initiative is closely aligned with Griffith City Council’s Housing Strategy released in 2019. It presents significant opportunities for job creation, supports the construction industry, addresses identified housing needs, and plays an essential role in guiding the Griffith community through the post-COVID-19 recovery period. Importantly, these townhouses will be made available for key workers in Griffith, who can apply for rentals that meet the Affordable Housing criteria, with 10% of the affordable rental dwellings prioritised for First Nations key workers. Through this project, we are not only building homes but also strengthening our community ties and ensuring a brighter future for all.

Development Details

Type: 20 mixed 2, 3 and 4 bedroom units

Location: Griffith, NSW

Status: Completed

Completion: May 2024

Completed Projects

Griffin Green opens its doors to Clients

We were delighted to announce that our first Clients moved into the 20 townhouses at Griffin Green at the start of June 2024. This milestone marked a significant achievement for both the community and our team. We congratulated our new residents on their beautiful homes and looked forward to fostering a thriving and vibrant neighbourhood.

This exciting moment presented a unique opportunity for continued growth and development in our community. We remained committed to ensuring that Griffin Green would be a place where families could prosper, and individuals could enjoy a high quality of life. Welcome home!

Completed Projects

Griffin Green Official Opening

This year marked a transformative period for our community with the official opening of Griffin Green, an affordable housing project that stands as a beacon of hope and prosperity for the community of Griffith. This remarkable development was the fruit of a synergistic partnership between Griffith City Council, Argyle Housing, and the Australian Government, funded under the auspices of the Building Better Regions Fund.

On Wednesday, 31 July 2024, community members, local leaders, and stakeholders gathered on-site at 2:30pm to celebrate the fruition of this ambitious venture.

Griffith Mayor, Councillor Doug Curran, expressed his exhilaration, stating, “It’s a testament to what can be achieved when government, a community housing provider, and the community work together for a common goal. The official opening of the Griffin Green Affordable Housing portion of this project is a chance for us all to celebrate the positive impacts this collaboration will have on our community now and into the future.”

Carolyn Doherty, CEO of Argyle Housing, echoed these sentiments by highlighting the broader vision behind Griffin Green. “We are proud to announce the official opening of Griffin Green. This project represents a crucial step towards ensuring that everyone in our community has

access to safe and affordable housing. Griffin Green is not just buildings; it’s about creating a healthy and supportive community for all.”

We celebrate this project as a shining example of what can be accomplished through dedicated partnerships and shared vision. The Griffin Green project not only offers safe and affordable homes but also fosters a sense of community and belonging. It provides a solid foundation upon which individuals and families can build prosperous lives, contributing positively to the broader social fabric of our city.

Looking ahead, we envision a future filled with opportunities to continue expanding our impact through more such collaborations. Griffin Green sets a precedent and gives us the impetus to aim higher and achieve more, ensuring a better quality of life for everyone in our community.

We also had the honour of welcoming the children of the late Argyle Housing CEO Wendy Middleton, who played an instrumental role in the community housing sector, to commemorate the opening of Griffin Green. Her children unveiled a plaque in her name, honouring her invaluable contributions and enduring legacy. This touching tribute added a profound and heartfelt dimension to the event, reminding us of all of the passion and dedication that continues to drive our mission forward.

Completed Projects

Griffin Green Official Opening

Completed Projects

$1.479 million for Griffith Youth from Regional Youth Investment Program

Argyle Housing and Griffith City Council have been announced as the recipients of $1.479 million in funding from the NSW Government’s ‘Our Region, Our Voice’ Regional Youth Investment Program to develop the green space within Griffin Green. The placemaking green space project is part of the Griffin Green Affordable Housing development and has been designed to improve the connectivity, engagement, and participation of young people by having youth involved directly in the creation of the space.

Carolyn Doherty, CEO of Argyle Housing said, “A key feature of the project is for the youth of Griffith to learn essential life skills, improve wellbeing and engage in work ready workshops”

The project will also focus on providing improved access to services such as mental health support and job training opportunities for young people aged 16-24 years old.

In addition to this, Argyle Housing and Griffith City Council have also designed an outdoor recreation area which will be located adjacent to their existing site at Griffin Green Park. This space will provide an opportunity for young people to engage in outdoor activities such as basketball. “Hence there will also be ongoing consultation in the engagement of local service providers in the delivery of programs and services to young people from the Community Hub” Ms Doherty said.

Argyle Housing have consulted with the Griffith Local Aboriginal Land Council to co-design project components to ensure they are inclusive and representative of the local community.

Argyle Housing and Griffith City Council have a strong and ongoing commitment to the engagement and consultation with Wiradjuri

people in Griffith in the delivery of Griffin Green Project, which includes this park precinct.

The ‘Our Region, Our Voice’ Regional Youth Investment Program is set to make a real difference for regional youth communities across NSW by giving them access to new resources that can help them reach their potential. With this funding injection into Griffith’s youth community, it looks like these young people are well on their way towards achieving great things!

Focus areas:

Improve wellbeing

Job training

Youth 16-24 opportunities

Life skills

Green space

Development Details

Size: 4,798m2

Type: Community Park

Location: Griffith, NSW

Status: Construction stage

Proposed Completion: 11/2024

Case Study: Dave Taylor Park

Dave Taylor Park Renewal and Basketball Court

Transformation

Background

In a heartwarming display of community spirit and creativity, the Dave Taylor Park in Griffin Green Griffith has been given new life. This transformation was significantly marked by the revitalisation of the basketball court, an effort led by renowned mural artist Karissa Undy and the public art organisation Blank Walls. This project was part of a larger initiative funded by a grant won by Argyle Housing, aimed at renewing the park with a variety of new facilities and features to benefit the community.

Objectives

The primary goal for the basketball court’s makeover was to introduce a vibrant mural that would not only enhance the visual appeal of the space but also instil a sense of pride and ownership within the community. While Argyle Housing focused on the broader park renewal, including the addition of new play equipment, a Community Garden, a Yarning Circle, and more, the artwork on the basketball court specifically aimed to bring a touch of artistic flair to the communal space.

Collaboration

The collaboration saw Karissa Undy and Blank Walls bringing their artistic expertise to the forefront, working closely with community members to ensure the mural reflected the unique character and diversity of Griffin Green Griffith. Argyle Housing, overseeing the park’s overall renewal, facilitated this partnership, ensuring the basketball court makeover aligned with the park’s comprehensive enhancement plan.

Implementation and Impact

The rejuvenated basketball court, complete with a striking mural, has become a focal point of Dave Taylor Park, drawing visitors and locals alike. The collaborative effort not only beautified the court but also transformed it into a symbol of the community’s vibrancy and resilience. With the park’s renewal, including improved facilities and new green spaces, Dave Taylor Park has witnessed increased foot traffic and community engagement, highlighting the critical role of thoughtful and inclusive urban renewal projects.

Conclusion

The transformation of Dave Taylor Park’s basketball court, led by Karissa Undy and Blank Walls, within the larger park renewal led by Argyle Housing, showcases the power of art and community collaboration in urban development. This project exemplifies how dedicated efforts towards beautification and functionality can enrich community spaces, fostering a sense of belonging and shared joy among residents. Dave Taylor Park now stands as a testament to the remarkable outcomes that can be achieved when communities, artists, and organisations unite with a shared vision for the public good.

Community Day

Regional Youth Investment Program Basketball Court and Community Day

On a sunny Friday afternoon on the 22 March, Dave Taylor Park as part of the Griffin Green housing project, buzzed with energy as the local community came together for a unique event that blended art, sport, and community spirit. The occasion? A special open day event where residents were invited to leave their mark on the basketball court in a colourful and meaningful way.

The focal point of the event was the basketball court itself, which had been transformed into a canvas for community expression. Local Aboriginal artist Karissa Undy had worked tirelessly to create a stunning artwork on the court, drawing inspiration from the rich cultural heritage of the area. Her vibrant designs, incorporating traditional symbols and motifs, adds a touch of beauty and significance to the space.

But the true magic of the day lay in the hands of the community members themselves.

Armed with paintbrushes and pots of colourful paint, residents of all ages eagerly lined up to add their own personal touch to the basketball court. Instead of using brushes, however, participants were encouraged to use their hands, leaving colourful handprints that would become a lasting symbol of unity and collaboration.

As the afternoon wore on, the court began to fill up with an eclectic array of handprints, each one representing a unique individual who had contributed to the artwork. Laughter and chatter filled the air as neighbours mingled and bonded over their shared experience.

Of course, no community event would be complete without food, and we had ensured that there was plenty to go around. Pizza and an ice cream truck were parked nearby, providing a delicious treat for all who attended. As families were enjoying their meals in the sunshine, a sense of warmth and camaraderie permeated the air.

“It’s amazing to see everyone coming together like this,” said Sarah, a local resident who had brought her two young children along to join in the fun. “This court is not just a place to play basketball anymore—it’s a symbol of our community coming together and celebrating our diversity.”

Together Home Program

The Together Home Program (THP), funded by the Department of Communities & Justice, now rebranded as Homes NSW, represents a significant opportunity for communities in need. An investment of $2.5 million was allocated towards Southwest Sydney, alongside another $2.5 million for Wagga Wagga. Argyle Housing further contributed $528,000 to the initiative, facilitating the purchase of two affordable dwellings. While the original agreement aimed for the acquisition of 12 properties, Argyle Housing successfully exceeded expectations, finalising the purchase of 15 dwellings in total, including two separate unit complexes, which increased social housing supply by an additional three homes.

Through the effective utilisation of these funds, Argyle Housing has notably enhanced the availability of social and affordable housing, particularly in the Wagga Wagga region, where there is a growing need for such initiatives. This successful project underscores Argyle Housing’s resources and capability to achieve property acquisitions aligned with its strategic investment mandate. Addressing the persistent challenge of social and affordable housing shortages in regional areas, Argyle is dedicated to providing viable solutions. The Argyle Housing Team is proud of this milestone and remains committed to its mission of delivering impactful social and affordable housing opportunities to the community, further solidifying its reputation as a Community Housing Provider (CHP).

Status: Completed June 2024.

Argyle Housing has notably enhanced the availability of social and affordable housing, particularly in the Wagga

Project Details

$2.5m for Southwest Sydney

$2.5m for Wagga Wagga

15 dwellings purchased

$528,000 contributed by Argyle Housing

Current projects

35 Vacant Land Lots

– Griffin Green

Argyle Housing is excited to explore development options for the 35 vacant lots in the Griffin Green precinct, an important opportunity to further enhance our community’s housing landscape. These lots will feature a thoughtfully planned mix of affordable homes, available for purchase through innovative shared equity schemes, ensuring that key workers have viable pathways to home-ownership. This initiative has the potential to yield approximately 55 dwellings, significantly contributing to the social fabric of Griffith. As the civil works on the 35 lots are complete, with final touches expected by October 2024, we are eager to bring these much-needed homes to life. This project represents not just the addition of housing, but a commitment to nurturing a thriving, inclusive community where everyone has the opportunity to flourish. Together, we can create a supportive environment that meets the diverse needs of our residents while fostering a sense of belonging.

Pollux St, Yass

Argyle Housing is thrilled to announce the acquisition of a 1-acre site at 34 Pollux Street, Yass, positioned within easy walking distance to local schools, parks, and vital community services. This development presents not just an opportunity for growth, but a chance to enrich the Yass community by providing much-needed affordable housing. Our planning process involves close collaboration with the Yass Valley Council, adhering to the Local Strategic Planning Statement to create a living space that meets community needs. Once completed, this site will be dedicated to affordable housing, managed by Argyle Housing, ensuring that it remains a sustainable resource for current and future residents. We are committed to fostering an inclusive community where all individuals have the opportunity to thrive and feel at home.

Fast Facts

550m to Service NSW Yass

750m to Yass High School

2km to Yass Public School

3km to Shops

Close to schools, shops

Development Details

Type: Affordable Housing

Location: Griffith, NSW

Status: Construction stage

Proposed Completion: 2026

Development Details

Size: Approx 4161m2

Type: Land and development

Location: Yass, NSW

Status: Development planning

Current Projects

190 Wakaden Street, Griffith

Argyle Housing, in partnership with the Griffith City Council, is poised to help alleviate the housing availability crisis in the Riverina with a new development project. Situated near the heart of Griffith, bordered by the NSW Rural Fire Service and Griffith Ambulance Station, the quarter-acre site is set to deliver four affordable housing units to the Griffith community.

This project is a product of the Griffith Housing Strategy adopted in 2019. In line with the strategy, the Griffith City Council generously gifted the land to Argyle Housing shortly after Christmas in the same year. Argyle Housing promptly collaborated with local developers to prepare and submit a Development Application for the construction of four two-story, two-bedroom townhouses.

This project is self funded by Argyle Housing. The planned residential units will be targeted for occupancy by key workers in the Griffith community, reinforcing Argyle Housing’s commitment to providing affordable housing solutions.

The construction, being undertaken by Greenwich Build, aligns with Argyle Housing’s commitment to fostering local talent and economic growth.

Development Details

Size: 856m2

Type: Four x two storey affordable dwelling units

Location: Griffith, NSW

Status: Construction stage

Completion: October 2024

This project exemplifies Argyle Housing’s dedication to championing affordable housing and fostering positive community impact. Through strategic partnerships and unwavering commitment, Argyle Housing continues to shape a promising future for the Griffith community and beyond.

Fast Facts

Seven star rated affordable housing units

1.5km to Service NSW Griffith

1.3km to Griffith Base Hospital

2.5km to Murrumbidgee Regional High School

2.7km to Griffith Public School

850m to Shops

Close to Schools, Cafes, Shops, and Community Facilities

Tolland Estate Renewal Project

The Tolland Estate Renewal Project is a significant collaboration aiming to breathe new life into the existing housing estate in Wagga Wagga. The NSW Land and Housing Corporation (LAHC), in partnership with the Aboriginal Housing Office (AHO) and the Argyle Consortium - comprising Argyle Housing, BlueCHP, and Birribee Housingalongside Wagga Wagga City Council, is committed to transforming this community. This project presents a unique opportunity to deliver 500 new mixed-tenure homes, including approximately 180 units of new social housing, integrated thoughtfully with affordable and private housing.

Current Projects Development Details

This initiative is not merely about adding homes; it represents an opportunity to foster a diverse and inclusive community in the Tolland and Duke of Kent Park precincts. As part of this effort, LAHC, AHO, and the Argyle Consortium have formalised an agreement to achieve a 16 percent increase in new social housing. The development will include new vacant lots designated for the private market, while also expanding social housing options. Furthermore, it encompasses the enhancement of community infrastructure, with plans for upgraded roads, parks, and recreational spaces, all aimed at revitalising the area. Through these initiatives, we strive to provide not just housing, but the opportunity for all individuals to feel they belong in a supportive and engaged community.

Our goal is to create a sustainable community that continues to flourish long after the construction phase has ended. This project is an opportunity for us to come together as a community and build something truly special, where all individuals have the chance to thrive and prosper. Together, we can transform Tolland into a place that we are all proud to call home.

Additionally, the Tolland Estate Renewal Project presents economic opportunities for both current and future residents. The construction and development of new homes will create job

opportunities, providing a boost to the local economy. Furthermore, the diverse mix of tenures within the renewed estate can attract a wide range of individuals and families, creating a vibrant and dynamic community with diverse skills and experiences. This diversity can foster a sense of collaboration, networking, and support among residents, leading to potential economic growth for the entire community. We believe that this project not only offers improved housing options but also has the potential to bring positive economic impacts to the Tolland area as a whole. Overall, we are excited about the possibilities that this project presents and look forward to working together towards a brighter future for Tolland. Let’s turn this opportunity into a thriving community that we can all take pride in!

Type: Project Partnership

Location: Wagga Wagga NSW

Status: Subdivision and Development in planning with Wagga Wagga City Council and NSW LAHC

Assets Team

Gabby Hopping

Project Officer

Gabby Hopping has made significant contributions across various projects within Argyle Housing, demonstrating her expertise in project management, stakeholder engagement, and community collaboration. Her diverse experience spans from initiating digital transformation strategies to executing complex construction and asset acquisition projects, all aimed at enhancing service delivery and providing quality housing solutions. The following outlines Gabby’s pivotal role and the impact of her work on the company, highlighting her commitment to fostering community involvement and facilitating organisational growth through strategic initiatives.

Gabby Hopping’s contributions to the HAFF Round 1 submissions encompassed various vital activities, including research, feasibility case studies, grant and tender writing, as well as assisting external contractors with the necessary information to compile submissions. Her collaborative efforts ensured that all aspects of the submissions were comprehensive and aligned with the project’s objectives, thereby enhancing the likelihood of success in securing funding.

In the Griffin Green Affordable Townhouses project, Gabby guided the transition from asset management and projects to operational phases. This included the implementation of the Snug platform, which facilitated a smooth handover and transition for affordable housing Clients. Additionally, she played a pivotal role in organising the National Broadband Network (NBN) pre-installation while coordinating the defects and liability period. Gabby worked closely with external project managers, contractors, and the internal maintenance

team to ensure that all elements were executed seamlessly.

In the Asset Acquisitions area, Gabby successfully completed the Due Diligence process for the purchase and settlement of 20 properties under the Together Home Transition Program and the National Housing Finance Investment Corporation funding deployments for the 2023/24 financial year. This involved collaboration with the Community Support Services (CSS), maintenance, and finance teams to ensure a smooth transition from acquisitions to operational status, reflecting the company’s commitment to delivering quality housing solutions.

As part of the Dave Taylor Park project, Gabby assisted the General Manager of Asset Management and Growth in delivering project activities for the Regional Youth Investment Project. This included stakeholder engagement, the implementation of community project elements, project administration tasks, as well as grant acquittal and evidence collection. She also monitored and controlled the project’s progress while collaborating with the finance team for accurate financial tracking.

Regarding the Basketball Court Artwork at Dave Taylor Park, Gabby played a significant role in implementing local Aboriginal artwork funded by the Regional Youth Investment Project Grant. This project involved building relationships between the Griffith Local Aboriginal Land Council, Argyle Housing, Blankwalls, and the artist KPU Creative (Karissa Undy). Through collaboration across projects, marketing, and community engagement, Gabby helped host a community engagement event that allowed community members to leave their handprints on the basketball court, celebrating cultural expression and community involvement throughout the artwork’s implementation.

The construction of four affordable dwellings at 190 Wakaden Street has been a key focus of Gabby’s training in development and projects. She engaged extensively with

Assets Team

structural engineering and architectural plans and facilitated monthly Project Work In Progress meetings to keep the internal teams informed and ensure collaborative execution of key projects.

In terms of grant applications, Gabby managed the preparation and management of new grant applications seeking Commonwealth funding for various project proposals, ensuring that the company’s initiatives were well-supported financially.

Her professional development has included participation in the ongoing Power Housing Emerging Leaders Rising Stars program, which features mentoring sessions with CEOs from other Community Housing Providers across Australia. Gabby also undertook Development Feasibility (DF) Affordable Housing Training for Power Housing members and ongoing training with the GM of Asset Management and Growth in project management, property development, and asset management.

Furthermore, she completed a Graduate Certificate in Global Project Management at Torrens University, where she acquired skills in applying project management tools, developing plans, budgeting, team management, and critically examining governance and control systems.

Lastly, Gabby’s involvement in the Argyle Housing ICT Strategy and Digital Transformation project included initial planning activities. She organised stakeholder workshops and administrative tasks crucial to the project’s success and assisted the Chief Information Officer in implementing the project’s initial phase, emphasising the company’s commitment to modernising its systems and improving service delivery.

Supporting Our Mission

Our projects are dedicated to advancing Argyle Housing’s mission of expanding our asset base and creating sustainable, affordable housing solutions. By focusing on the development of integrated housing options, we are committed to fostering inclusive environments that cater to the diverse needs of our community. Every new home we build is a step towards ensuring that individuals and families have access to safe and affordable living spaces, empowering them to establish their roots in the community.

Through strategic initiatives like the Tolland Estate Renewal Project, we aim to enhance Argyle Housing’s capability to provide high-quality, affordable housing that meets the evolving demands of our society. Our collaborative approach ensures that we engage with residents, local organisations, and stakeholders, ensuring their voices are integral in shaping the future. We believe that by pooling our resources and expertise, we can create thriving communities that not only stand the test of time but also uplift every individual within them.

As we continue our work, our commitment to sustainability remains at the forefront. By employing eco-friendly practices and prioritising the wellbeing of both our residents and the environment, we aim to create spaces that are not just homes, but thriving ecosystems for future generations. Together, let’s champion the vision of a community where everyone has the opportunity to thrivea vision that truly encapsulates the essence of Argyle Housing’s mission.

Assets Team

Delivering Excellence for Our Community Maintenance Officers

The cornerstone of our success is the unwavering commitment of Argyle Housing’s staff. They stand on the front lines, both individually and as teams, embodying our mission to serve the community.

Our Client Teams are steadfast in providing the essential support needed to enhance their service and maintain strong relationships with our valued residents.

The Asset and Maintenance Teams are devoted to preserving the longevity of Argyle Housing’s managed assets. They diligently ensure that urgent and reactive maintenance is addressed promptly, while planned maintenance is completed on schedule and within budget. Our Maintenance Officers have recently completed the Property Assessment Survey (PAS) training, enabling them to inspect and document the condition of each property for effective scheduled maintenance.

A special acknowledgment goes to our Young Maintenance Officer, Andrew Heidtmann, who was exceptionally responsive and attentive during a fire at one of our properties last year. We affectionately call him Superman.

Each month, we receive heartfelt praise, for which I am profoundly grateful:

 Diana: “Thank you, Jamie, for your friendly approach. It is much appreciated.”

 Jacquie: “Thank you, Leanne and Sebastian, for going the extra mile to making my life more comfort.”

 Mal and Cathy: “Once again, we cannot thank Rob enough for his continual support, dedication, assistance and persistence addressing these problems. This has helped our daughter and us feel valued and supported”.

A special thanks to Erin, Craig, Gabby, Tamara, Suzannah, Nicole, Sebastian, Shaun, Jamie, Andrew, Brett and Robert, who exemplify our One Argyle approach.

Why We Take Pride in Argyle Housing

At Argyle Housing, we believe that the cornerstone of our success lies in our exceptional team, defined by their integrity, expertise, and unwavering commitment to excellence. I want to express my sincere gratitude to our staff for their tireless dedication and genuine enthusiasm in serving our Clients and the communities we hold dear. Our vision is steadfast: to provide quality housing options that nurture connections within the community. Our mission focuses on shaping a brighter future for our communities through sustainable and accessible housing services.

To realise this mission, it is vital that we operate as a responsive and responsible company, prioritising the safety and structural integrity of every home we oversee. We view each challenge as an opportunity for growth, allowing us to innovate and evolve in a dynamic environment. By seizing these opportunities, we not only enhance our service delivery but also deepen our community ties. We acknowledge that every project brings its own unique hurdles, and we are committed to approaching these with a proactive and collaborative mindset. This commitment turns potential obstacles into pathways for success, enabling us to make a lasting, positive impact on the lives of those we serve.

New Project

Social Housing Project in Peakhurst

We are proud to announce the introduction of 37 brand-new social housing units in Peakhurst NSW, to our management portfolio with BlueCHP. This project is a testament to the strong collaboration between BlueCHP and Argyle Housing, demonstrating our commitment to providing quality housing options for those in need.

These units serve a dual purpose, allowing us to support the re-development priority transfers of LAHC while also providing homes for priority housing applicants on the NSW Waitlist, where the wait time can exceed 10 years in this area.

We have a longstanding partnership with BlueCHP, having successfully managed 166 of their properties for over eight years in various locations such as Wollongong, Southwest Sydney, the Southern Highlands, Goulburn, and Queanbeyan. Our relationship continues to grow, with the addition of these 37 social housing units in Peakhurst, bringing the total number of properties managed to 203.

When the BlueCHP Senior Asset Manager approached us directly to manage this social housing build, we recognised the opportunity to make a significant impact. After careful evaluation and consultation with our team, it

was determined that taking on the tenancy management of the units would be a valuable undertaking. With no maintenance responsibility and the grounds already maintained by a building manager, the benefits for future growth far outweighed any challenges.

We are proud to have been approached directly by BlueCHP to manage this property. The Argyle Housing CEO signed the amendment to our existing agreement, and our dedicated Client Services Manager created an occupancy plan based on current demand and waitlist times.

Throughout the consultation and implementation phases, our cross-functional teams worked collaboratively to onboard the complex efficiently. From conducting necessary inspections and testing to arranging viewings, we completed all tasks within one week.

As of September 2023, our dedicated Client Support Specialists and Housing Access Team undertook the allocation process. We were excited to have our first Client move into their new home on the same day.

At Argyle Housing, we are committed to providing quality housing solutions in partnership, and this project reinforces our dedication to making a difference in the community.

Case Study: Modular Homes

Modular Homes Bowen Place Tolland Wagga Wagga

Commitment to Sustainable Practices

At Argyle Housing, we’re deeply committed to sustainable practices. In recent years, we’ve made a conscious effort to incorporate energyefficient measures into our new building projects.

Acquisition of Modular Homes

Last year, Argyle Housing was able to acquire two modular homes for our new site in Tolland. Built by The Building Supply Co, these modular homes are constructed offsite and assembled on location within just two days. This method minimises waste compared to traditional construction practices, demonstrating our commitment to sustainability.

Benefits of Modular Construction

The build quality of these modular homes is exceptional, with concrete construction including internal walls. This ensures low maintenance costs and keeps energy bills for our Clients at a modest level. The homes are designed to maintain a comfortable temperature range of 19-23 degrees, aligning with our energy-efficient goals. The overall finish of these homes meets high standards, offering durability and comfort to their occupants.

Future Plans

We’re excited about expanding our portfolio with more sustainable homes in the future. Our aim is to reduce our carbon footprint and work towards our net-zero goal. This reflects our ongoing dedication to environmental responsibility and innovative building solutions. We look forward to continuing our journey towards sustainability and providing our Clients with high-quality, energyefficient housing.

Glossary

Key word Description

Accessible Housing:

Affordable Homeownership Programs

Affordable Housing

Affordable Housing Waitlist

Community Development

Community Engagement

Community Housing Provider (CHP)

Community Land Trusts

Client Participation Group

Client Rights

Client Support Services

Eligibility Criteria

Equitable Development

Emergency Shelter

Energy Performance Standards

Eviction Prevention

Fair Housing Act

Foreclosure Prevention

Housing options designed to accommodate individuals with disabilities, including features such as wheelchair ramps, widened doorways, and accessible kitchens and bathrooms.

Government or non-profit initiatives that help low-income individuals and families achieve homeownership through down payment assistance, mortgage subsidies, and financial education.

Housing that is financially accessible to individuals and families with low to moderate incomes, often supported through government programs or community initiatives.

A list of individuals or families who have applied for affordable housing and are waiting to be allocated a unit based on availability.

A process that involves improving the economic, social, and environmental well-being of a community through activities such as job creation, infrastructure improvements, and affordable housing initiatives.

The process of involving and empowering community members and stakeholders in decision-making processes related to housing developments or initiatives.

An organisation that provides housing solutions to individuals and families, typically focusing on low-income and vulnerable populations, while operating with a community-oriented mission.

Non-profit organisations that acquire land on behalf of the community for affordable housing projects and place restrictions on future ownership to ensure long-term affordability.

The process of Clients coming together to form a collective group in order to advocate for their rights and improve their living conditions, often in partnership with community organisations and legal aid services.

The legal protections and entitlements that ensure fair treatment for Clients, including the right to safe and habitable living conditions, privacy, non-discrimination, and due process.

Support programs designed to assist Clients in maintaining their tenancies, including financial advice, mental health support, and housing advocacy.

The set of requirements that individuals or families must meet to qualify for housing assistance or programs.

A planning approach that aims to create inclusive communities with access to quality affordable housing options, economic opportunities, and essential services for all residents.

Temporary housing options for individuals experiencing homelessness that offer immediate shelter and basic needs such as food and hygiene facilities.

Regulations for buildings aimed at reducing energy consumption and promoting sustainable practices, such as efficient heating and cooling systems, insulation, and renewable energy sources.

Efforts and resources aimed at keeping tenants from being forced out of their homes due to financial difficulties or other challenges, including legal aid, rental assistance, and eviction diversion programs.

A federal law that prohibits discrimination in the sale, rental, or financing of housing based on race, colour, religion, sex, national origin, disability, or familial status.

Strategies and resources aimed at helping homeowners avoid losing their homes due to financial challenges, such as job loss or medical expenses.

Glossary

Key word

Green Building Practices

Green Housing

Homelessness

Homelessness Prevention

Housing Affordability

Housing Code Enforcement

Housing Co-operatives

Housing Counselling Services

Housing Crisis

Housing Crisis Response

Housing Discrimination

Housing First

Housing First Approach

Housing Policy

Housing Preservation

Housing Security

Housing Solutions for Seniors

Housing Stability

Inclusionary Zoning

Land Trusts

Market Rent

Description

Construction methods and materials that prioritise energy efficiency, sustainability, and environmental conservation in the design and maintenance of buildings.

Sustainable housing options designed to minimise the use of resources, reduce environmental impact, and promote healthy living conditions for residents.

The state of not having a place to live or inadequate living conditions, often resulting from poverty, mental health issues, and other socio-economic factors.

Strategies and resources aimed at keeping individuals and families from becoming homeless through emergency rental assistance, case management services, and legal aid.

The proportion of income spent on housing costs, with the generally accepted threshold being no more than 30% of a household's income.

The process of ensuring that housing units meet basic health and safety standards, often through inspections and enforcing regulations.

Non-profit organisations owned and managed by members who reside in the housing units, typically with a focus on affordability, community-oriented values, and shared decision-making.

Non-profit organisations that provide free or low-cost resources such as financial education, budgeting assistance, and pre-purchase counselling to help individuals and families achieve homeownership or maintain stable housing.

A shortage of affordable and suitable housing options resulting in difficulties for individuals and families to secure adequate shelter.

Strategies and resources implemented during times of economic downturn or disaster to address housing challenges such as foreclosures, evictions, and homelessness.

Any action or behaviour that denies individuals or groups housing opportunities based on their race, gender, age, sexual orientation, or other personal characteristics.

An approach to addressing homelessness that prioritises providing permanent, stable housing as the first step towards helping individuals and families overcome other challenges such as mental illness or substance abuse.

A strategy that prioritises providing the homeless with permanent housing as a primary strategy, followed by supportive services to address other issues.

Government regulations, laws, and programs that guide the management, development, and allocation of housing resources.

Efforts to maintain existing affordable housing options through strategies like rehabilitation, energy-efficient upgrades, and rent control policies.

The ability for individuals and families to secure safe, stable, and affordable housing that meets their needs.

Housing options designed specifically for older adults with amenities and services tailored to their needs, such as accessible living spaces, social activities, and healthcare support.

The ability for individuals and families to maintain consistent access to safe and affordable housing over time, without fear of displacement or eviction.

A policy that requires a certain percentage of new residential developments to be allocated for affordable housing units.

Non-profits or public entities that hold land for the benefit of the community to ensure long-term access to affordable housing options.

Government-funded subsidies that help low-income individuals and families afford rental units in the private market by covering a portion of their rent.

Glossary

Key word Description

Mixed-Income Housing

Permanent Supportive Housing

Public Housing

Rent Subsidy

Rental Assistance Programs

Resident Participation

Resident Services Coordination

Rural Housing

Social Housing

Sustainability in Housing

Stakeholders

Supportive Housing

Shortage of Housing Options

Smart Growth:

Supportive Housing Services

Tenant-Landlord Laws

Tenant-Landlord Mediation

Tenant Rights

Transitional Housing

Zoning Regulations

A development that includes a mix of market-rate, affordable, and subsidised housing units to create a diverse community and promote economic integration.

A long-term housing option that combines affordable housing with supportive services for individuals with chronic mental health issues or disabilities.

Federally funded housing developments managed by local public housing authorities (Homes NSW) that offer affordable rental units to low-income individuals and families.

A financial assistance program that helps tenants pay their rent, ensuring that housing remains affordable for those in need.

Government or non-profit initiatives that provide financial aid to help low-income individuals and families pay their rent, often based on income eligibility criteria.

The involvement of Clients in decision-making processes related to the management, maintenance, and overall well-being of their housing community.

A program in which a staff member or organisation works with residents to connect them with community resources, provide support services, and enhance their overall quality of life.

Affordable housing options in rural areas that may face unique challenges such as limited access to transportation and services but also offer opportunities for sustainable living and a sense of community.

Housing that is owned and managed by the government or non-profit organisations, intended for people with specific needs or lower-income groups.

Practices that aim to reduce environmental impacts, enhance energy efficiency, and promote long-term viability of housing developments.

Individuals or groups who have an interest in the housing sector, including tenants, community organisations, government bodies, and funding agencies.

Housing options that combine affordable housing with supportive services designed to assist residents in achieving stability and independence.

A situation where there is a lack of available and affordable housing units compared to the demand for them, resulting in high rents and homelessness.

A land use planning approach that focuses on creating sustainable, walkable communities with a mix of residential, commercial, and open space, reducing the need for long commutes and promoting environmental conservation.

Programs that provide ongoing support services such as case management, healthcare assistance, counselling, and life skills training to help individuals and families maintain stable housing.

State and local regulations that govern the relationship between tenants and landlords and outline their respective rights and responsibilities, including rent control, security deposits, lease agreements, and eviction procedures.

A voluntary process in which an impartial third party helps resolve conflicts between tenants and landlords through communication, negotiation, and problem-solving techniques.

The legal protections afforded to renters against discrimination, unsafe living conditions, unfair rent practices, invasion of privacy, harassment, and other issues.

Short-term housing options that provide temporary shelter and supportive services to individuals or families experiencing homelessness as they work towards obtaining permanent housing.

Local laws that dictate how land can be used in a particular area, including establishing zones for residential, commercial, and industrial purposes and setting requirements for building size, density, and use.

Our Office Locations

Argyle Housing

P.O. Box 1026, Bowral NSW 2576

1300 274 953

www.argylehousing.com.au

Southwest Sydney, Bowral, Goulburn, Queanbeyan, Yass email: cssnorth@argylehousing.com.au Albury, Griffith, Wagga Wagga, Young, email: cssouth@argylehousing.com.au Ainslie Village & Ainslie Lodge email: ainslievillage@argylehousing.com.au Common Ground email: commonground@argylehousing.com.au

Visiting Your Local Office

Our Client Support Specialists are often out of the office so if you wish to see your Client Support Specialist, it is a good idea to make an appointment before you come to the office. All our offices have disability access. Office opening hours - Monday to Friday 9:00am to 5:00pm.

ACT

Ainslie Village

Ngunnawal Country

23 Quick Street,

Campbell, ACT 2612

Direct: 02 6162 6800

Monday to Friday 9am to 5pm

Common Ground

Ngunnawal Country

130 The Valley Avenue, Gungahlin, ACT 2912

Direct: 02 6241 0352

Monday to Friday 9am to 5pm

NSW

Bowral

Gundungurra Country

32 – 36 Wingecarribee Street

Bowral, NSW 2576

PO Box 1026, Bowral Direct: 02 4861 2753

Monday to Friday 9am to 5pm

Southwest Sydney

Tharawal Country

17-19 Central Hills Dr, Gregory Hills, NSW 2557

P.O. Box 1121, Campbelltown

Direct: 02 4627 0002

Monday to Friday 9am to 5pm

Queanbeyan

Ngunnawal Country

The Queanbeyan Hive

274 Crawford St, Queanbeyan NSW 2620

Every Monday on a weekly basis 9am to 5pm By appointment only

Goulburn

Gundungurra Country

Market Street Lodge

25 Market Street, Goulburn, NSW 2580

Monday to Friday 9am to 5pm

Griffith

Wiradjuri Country

2/ 136-140 Yambil Street, Griffith, NSW 2680

P.O. Box 389, Griffith Direct: 02 6962 6830

Monday to Friday 9am to 5pm

Wagga Wagga

Wiradjuri Country

8 Fitzhardinge St, Wagga Wagga, NSW 2650

P.O. Box 550, Wagga Wagga Direct: 02 6921 6479

Monday to Friday 9am to 5pm

Young

Wiradjuri Country

Shop 4, 33 Clarke Street, Young, NSW 2594

P.O. Box 402 Young

Direct: 02 6382 7818

Monday to Friday 9am to 5pm

Yass

Ngunnawal & Wiradjuri Country Country to Coast Co-working Space

287a Comur Street, Yass, NSW 2582

Direct: 02 4869 0199

Wednesday 10am to 3pm

By appointment only

Albury

Wiradjuri Country

Yes Unlimited The HUB

562 Macauley Street, Albury NSW 2640

Every Wednesday on a weekly basis

10.30am to 4pm By appointment only

Our Footprint

Wagga Wagga 240

Gri th 80 Leeton 37 Yass Valley 95 Upper Lachlan 21 Canberra 268 Fairfield 1

Albury 60

Snowy Valleys 3

187

Canterbury/ Bankstown 1

Campbelltown 403 Liverpool 8 Camden 37

Wollondilly 207

Wollongong 5

Wingecarribee 625

Goulburn Mulwaree 79

QueanbeyanPalerang 163