Annual Report 2024

Annual Report 2023–24

Acknowledgement of Country

Hume Community Housing acknowledges Aboriginal and Torres Strait Islander people as the Traditional Custodians of this land including Dharawal, Cabrogal, Wonnarua, Worimi and Awabakal peoples and the Dharug Nation whose lands Hume operates within. We pay our deep respect to the Elders past and present and acknowledge their continuing connection and contribution to the lands and waters.

Artist: Jakeob Watson.

Welcome to Hume

Message from the Chair

I am pleased to present Hume Community Housing’s 2023–24 Annual Report. My first year as Chair has been even more rewarding than I hoped. We are finally seeing government at both federal and state levels put funding for social and affordable housing back on their priority lists. Facing public despair at the state of the housing market, tight budgets, material and labour shortages and, with little recent involvement in construction, governments will rely on the private and community sectors to help achieve their housing goals.

As real dollars begin to flow, Hume’s 30 years of experience in building and managing properties is coming to the fore. We can execute bigger plans for ‘creating and supporting sustainable and inclusive communities that thrive.’ We have a strong Development and Growth team and, this year, we’ve achieved record DAs, lower vacancy rates, quicker turnarounds on letting properties, and refined our maintenance program to focus even more on efficiency and customer satisfaction. We also strengthened our proactive approach to managing arrears, and held fast to our commitment to measuring and improving everything we do.

What makes Hume different from most others who can develop and asset manage properties, is our priorities. We exist to create opportunities for people to prosper. We have deep links in the communities we work in and established local relationships. With a strong social licence to operate, we welcome like-minded partners to join us. We are committed to environmental responsibility, creating meaningful and measurable social impacts and strong, ethical governance. Hume:

› looks for ways to better track our carbon emissions

› reflects on how our buildings impact the environment

› seeks partners committed to designing and building energy-efficient homes

› have a sector-leading role managing specialist disability accommodation (SDA) – customers, government, investors and developers trust us to meet safeguards

› are committed to having the most stringent management structures possible

› are pleased to announce our first Impact Report.

One of the things I am most proud of this year is Hume’s renewed focus on philanthropy. We have set up an employee giving fund and a support partnership with Ronald McDonald House and The Smith Family. We hope that, leading by example, all who deal with us will embrace giving – from employees volunteering to help cook meals for the families of sick children, to partners helping us devise ways to create a pipeline of housing that is independent of public funding and comes with all the wrap-around services our tenants need. The sky is the limit when people and organisations collaborate for a purpose.

We know Hume achieves our best results when we partner with others and, as a community housing provider, our partners can also benefit from working alongside us. Advantages can include knowing that we take ESG seriously; access to large-scale, lower risk deals; the ability to tap into federal and state capital grants; and pipeline building relationships. Here’s some of the things we’ve been doing in the partnership arena this year:

› leveraged our status as a Tier 1 housing provider to help our construction partners avoid planning nightmares and other red tape so they can get on with building homes

› secured swift DA approval for our family and domestic violence Core and Cluster project in Port Stephens, with no objections

› received Preferred Proponent status with Landcom on an affordable housing tender

› provided development advice to Tier 3 community housing providers and other charitable organisations and supported their capital funding bids

› secured local family-owned business, Mono Constructions, to help us construct affordable homes in Parramatta

› created new connections with leading service providers to help us continuously improve the way we manage our thousands of properties.

It has been a busy year for the Board who have all worked so hard in this year of change and great promise. We thank governments for trusting Hume to help build the homes Australia needs and our business partners for choosing Hume. We are grateful to the many stakeholders, including our customers, who help us deliver the homes and services people need. It is a big responsibility to create safe, secure and affordable housing and requires the skills of many. We look forward to building these relationships.

It has been a privilege for the Board to work with CEO Brad Braithwaite. His optimism and deep passion for serving the less fortunate is balanced by his strong commercial focus – building Hume’s in-house expertise and driving structures, systems, strategies and organisational changes that will see Hume succeed for years to come. He is as comfortable talking to people with lived experience of homelessness as he is creating value for communities, investors, partners, employees and other stakeholders.

Hume has an extraordinary team of talented employees and an exceptional Executive Team. They all know the work they do matters. Thank you all for your commitment. The Board and I look forward to seeing what we can achieve together in FY 2024–25. It’s time to help build a brighter future for others – at scale.

True Swain Chair

We are committed to environmental responsibility, creating meaningful and measurable social impacts and strong ethical governance.

Message from the CEO

30 years of growth, impact and transformation

As we celebrate Hume’s 30th anniversary, we reflect on a journey marked by purpose, resilience and a deep commitment to the communities we serve. For three decades, Hume has been more than just a provider of homes – we have been builders of hope, creating environments where people can recover, grow and thrive. Our mission, from the very beginning, has been clear: to ensure that our customers have a place they can call home, space where they can belong and a community where they can flourish.

This milestone isn’t just a marker of time; it is a celebration of the thousands of lives we’ve touched, the partnerships we’ve forged and the future we continue to shape. Every year, every project and every interaction has been driven by our unwavering belief in the power of housing to transform lives.

We reflect on a journey marked by purpose, resilience, and a deep commitment to the communities that we serve.

INVESTING IN MORE THAN JUST HOMES – INVESTING IN FUTURES

As we reflect on the past year, I am proud to say that Hume has made remarkable strides across all of our key strategic pillars – Growth, Social Impact and Thriving Organisation. These achievements are not just about numbers or projects; they represent lives changed, communities uplifted and futures secured.

In a time when the need for affordable housing has never been greater, Hume has stepped forward as a leader and innovator. Our development pipeline is expanding and, with it, our ability to provide safe, secure homes to those who need them most. From North Parramatta to Port Stephens, every new home represents not just a roof over someone’s head but the beginning of a new chapter in their life.

BUILDING BETTER COMMUNITIES, NOT JUST HOUSES

Our impact goes beyond bricks and mortar. We have invested heavily in maintaining and improving our homes, ensuring that customers live in environments that support their health, wellbeing and happiness. The work we have done, particularly in the Hunter region, has already yielded significant improvements, and we are determined to continue raising the bar.

But what excites me most is how much we have learned about the people we serve. Through personal visits and strengthened partnerships, we improved our understanding of their individual needs and aspirations, helping to rebuild lives and foster stronger, more connected communities. Our commitment to customer wellbeing is at the heart of everything we do, and this year, we have seen our efforts translate into tangible outcomes that make a real difference.

OUR PEOPLE – THE HEART OF HUME

None of this would be possible without our exceptional people. Our investment in leadership and professional development has equipped our team with the skills, mindset and passion to lead in a dynamic, evolving sector. The results speak for themselves – not just in the accolades we’ve received, but in the way we are transforming as an organisation.

As we look to the future, I am filled with optimism. The journey ahead will no doubt be challenging, but it is one we are prepared for. With an important transformation project on the horizon, we are revolutionising our approach to tenancy and property management, ensuring that Hume remains at the forefront of the housing sector –innovative, resilient and always focused on the needs of our customers.

A FUTURE FULL OF PROMISE

This year, we’ve laid the groundwork for a future that builds on our past successes, while boldly embracing new opportunities. Hume is not just responding to the housing crisis – we are actively shaping the solutions. Every home we build, every partnership we form and every community we nurture, brings us closer to fulfilling our mission of providing more than just housing – building futures.

To our Board, thank you for your commitment to Hume and its customers.

To Hume’s new Chair, True Swain, and Deputy Chair, Phillip Hepburn, thank you for believing in us, for guiding us, for empowering us and for investing in our mission. Hume is indeed fortunate to have a Board that believes so passionately in the purpose for which we were created.

To my Executive colleagues – Dan Lincoln, Laura Pollard, Stephanie Campbell, Sean Parker, Steve Rowe and Victor Prasad –thank you for your amazing hard work and dedication over the past twelve months. It is my privilege to work alongside you.

And, finally, to all of our customers, partners and team members – thank you for your trust, commitment and shared vision. Together, we are building something extraordinary. The next chapter for Hume is filled with promise and I am more excited than ever for the journey ahead.

Here’s to the next 30 years – of growth, impact and transformation.

Brad Braithwaite Chief Executive Officer

About us

WE BELIEVE A SAFE, SECURE AND AFFORDABLE HOME IS A HUMAN RIGHT AND GIVES PEOPLE A SOLID BASE TO CREATE A BRIGHTER FUTURE.

› Hume is a leading Tier 1 Community Housing Provider – an integral supplier of affordable housing, social housing, and SDA to some of NSW’s most disadvantaged regions and communities.

› Our current footprint spans from the Illawarra region to Albury in the south, to the northern regions of NSW, and includes 27 greater Sydney local government areas.

› One in every thousand NSW residents lives in a Hume managed or owned property – close to 9,000 customers use our programs and services.

› We have a 30₋year track record delivering value for money for government, investors, and commercial partners to build and develop new properties – from small, through to multi-storey residential and precinct developments, we’re a safe pair of hands.

› We offer every aspect of property and asset management and maintenance services across our portfolio – housing quality and condition influence customer health and wellbeing.

› We deliver a broad range of programs, helping customers build the social and community connections they need; delivering life-changing impacts for people and society.

› We are one of the few providers to deliver the full suite of social and affordable rental housing options and support solutions in-house – doing more than we have to and all that we can.

› Strong community links and established local relationships support our work.

› We managed the largest government social housing property transfer in Australian history.

› Our intensive support and locally informed solutions are effective –we know this because we measure our social impact against a social outcomes framework.

Environmental, Social and Governance (ESG) reporting

We aim to provide both a sound commercial return on investment and positive ESG outcomes. We consider both ESG Reporting Standards for Australian Community Housing and alignment with our own ESG objectives. See pages 78 to 87 for our detailed ESG report.

This year, Hume produced our first Impact Report, which highlights the incredibly positive effects Hume generates through daily work with our customers – particularly social outcomes. Driving meaningful change and impact is in Hume’s DNA and central to our purpose: ‘Creating opportunities for people to prosper by building vibrant and connected communities’. You can read our Impact Report at www.humehousing.com.au

Our impact

The Hume difference

FIT-FOR-PURPOSE HOMES AT A COST PEOPLE ON VERY LOW TO MODERATE INCOMES CAN AFFORD

ADDITIONAL SUPPLY OF HOMES AT A COST PEOPLE ON VERY LOW TO MODERATE INCOMES CAN AFFORD

CUSTOMER-CENTRIC TENANCY AND PROPERTY MANAGEMENT SERVICES

A RANGE OF HOUSING INDEPENDENCE PROGRAMS AND SERVICES

CUSTOMER AND COMMUNITY WELLBEING PROGRAMS AND SERVICES

Hume celebrates

OUR JOURNEY

Since opening our Fairfield doors in 1994 we’ve supported 20,000+ households into secure, safe, affordable housing.

HUME COMMUNITY HOUSING IS BORN 125 HOMES OWNED OR MANAGED

HOMES OWNED OR MANAGED

1,005 HOMES OWNED OR MANAGED

WE STARTED WITH 125 HOMES , $275,000 IN THE BANK AND BIG AMBITIONS.

Over three incredible decades, Hume has proved that securing a safe, secure rental home is much more than a real estate transaction. Housing is a foundation of hope that brings social and financial opportunities. It allows people to build brighter futures, create stronger communities and, most importantly, foster a sense of belonging.

We celebrate our earliest customers, many who were refugees escaping war and persecution. Their families flourished and are now second and third generation Australians who’ve purchased homes and contribute to NSW’s economic success. We acknowledge the single mums who escaped domestic and family violence and now provide peaceful havens for their children, and the thousands of low-income workers who built careers and housing security for their families. In doing so, they all carved new trajectories for generations to come.

We appreciate our many generous customers who volunteer their time to be part of events and programs aimed at building stronger communities.

TIER 1 STATUS UNDER NRSCH HOUSING PATHWAYS 1,338 HOMES OWNED OR MANAGED

Hume could not have grown and thrived without the many inspirational and talented employees, leaders and Board members who made us the organisation we are today. In 2024, we have close to 9,000 customers and more than 4,200 homes dedicated to social, affordable and specialist disability housing.

We extend a special thanks to all tiers of government – federal, state and local for their longstanding trust and support. Deep gratitude also to the long list of over 150 support and community partners who’ve helped amplify our impact and contributed to our customers’ successes every step of the way.

In 2024, our anniversary is just one milestone we must celebrate. Historic investments in social and affordable housing, announced recently by federal and state governments, mean community housing providers will play an even more vital role in solving Australia’s housing challenges.

Hume is already part of the solution, with new developments underway and a rocksolid commitment to being a leading force in affordable housing supply. We look forward to another 30 years.

2019

LARGEST TRANSFER OF SOCIAL HOUSING IN AUSTRALIA

4,143 HOMES OWNED OR MANAGED

2024

$44.8M IN STATE AND FEDERAL FUNDING SECURED

5,000 HOMES OWNED OR MANAGED

Recent partnership success

Awarded $3.5 m CHIF funding to contribute towards building a 20-unit mixed-tenure project on the Central Coast.

Secured over $7 m funding for a Core and Cluster Domestic Family Violence Housing and services facility in Port Stephens.

Secured agreed terms, land, and capital contribution from LAHC to commence renewal of the Hunter regional portfolio.

Secured management of new ‘Dignity in Crisis’ temporary accommodation in partnership with Port Stephens Council

Established employee philanthropic giving fund and support partnership with Ronald McDonald House and The Smith Family.

Selected preferred proponent for a mixed tenure in Western Sydney of 66 units by Homes NSW.

Our values

Builders of resilience

We step up to a challenge and commit to making a positive impact. We strive for balance and perspective.

Champions of change

We advocate for marginalised communities and seek to create freedom through choice. We drive continuous improvement and inspire others to action and change.

Determined to succeed

We do what is right to deliver positive social, environmental and financial outcomes that get results. We rigorously deliver value for money by being resourceful, dynamic and efficient.

Creators of connectivity

We are passionate about people, families and communities and seek to bring people together. We support and encourage diversity, community empowerment, social justice and social inclusion.

Our purpose and values

Hume creates opportunities for people to prosper. We do this by:

› developing and providing a full continuum of housing solutions for people –

 on low to moderate incomes

 who are homeless

 at risk of homelessness

 escaping domestic and family violence

 needing SDA

 who are key workers including nurses, council workers and police

› connecting people with services and supports that contribute to vibrant and connected communities

› supporting customers to maintain their rental tenancies and secure housing stability.

Housing at a glance

Our customers

8,568 CUSTOMERS

4,674 PROPERTIES

(46 NEW PROPERTIES

IN 2023–24)

69% OF CUSTOMERS ARE

ONE IN EVERY 1,000 NSW RESIDENTS LIVES IN A HOME MANAGED BY HUME

Our housing options

DEDICATED

Our housing options

Transitional housing

Our temporary accommodation and transitional housing programs operate for customers who’ve been experiencing homelessness and need support in finding a long-term home and addressing barriers to sustaining a tenancy. Temporary accommodation offers accommodation up to 28 days and transitional housing up to 18 months.

Social housing

We provide housing for those on very low to low incomes, who are unable to secure affordable or private rentals.

Affordable housing

We provide housing to customers earning low to moderate incomes, particularly essential workers.

Youth housing

We work in partnership with support services to provide suitable housing for youth between 15 and 24 years.

Supported housing

We work with specialist homelessness services and community service organisations to provide housing.

Housing for people with a disability

We are a registered SDA and NDIS provider, delivering a range of disability housing services for people that require specialist property design and support.

Seniors’ housing

We provide housing for people over 55, focusing on outcomes we know are important to them and supporting ageing in place.

Private rental assistance

We provide private rental assistance for people in need and eligible for this support to help secure private rental accommodation.

Our organisation

$123.3 m

PROPERTY PORTFOLIO

$86.8 m OPERATING REVENUE

$17.9 m OPERATING EBITDA*

$22.4 m TOTAL GRANTS 2023–24

4 OFFICES 94% OF EMPLOYEES INSPIRED BY HUME’S SOCIAL PURPOSE

* Earnings before interest, taxes, depreciation and amortisation.

Our strategy

AS WE ENTER THE FINAL YEAR OF OUR FIVE YEAR 2020–25 BUSINESS STRATEGY, WE CAN BE PROUD OF WHAT WE HAVE ACHIEVED . THIS YEAR WAS MARKED WITH MANY IMPORTANT MILESTONES ACROSS A WIDE RANGE OF BUSINESS AREAS.

Our three strategic pillars create opportunities for people to prosper.

GROWTH

Deepen and consolidate our footprint with a profitable and diversified portfolio.

Growth increases the number of people we can help to prosper.

SOCIAL IMPACT THRIVING ORGANISATION

Maximise social impact through customer-driven services that change lives.

Deliver value for money through a progressive and high-achieving organisation.

WE’VE

MADE SIGNIFICANT PROGRESS THIS YEAR – IN BUILDING PARTNERSHIPS, PROJECTS, AND OUR ORGANISATION – TO MEET OUR STRATEGIC GOALS.

Growth

› Secured a Homes NSW tender and Housing Australia financing for 66 units on three sites in Western Sydney, including social and affordable housing.

› Designed and commenced the Raymond Terrace pilot, under a regional redevelopment program to provide 13 new townhouses dedicated to social and affordable housing.

› Completed submissions for 650 social and affordable housing units through the Housing Australia Future Fund (HAFF).

› Lodged a development application (DA) for 20 social and affordable townhouses in Wyong.

› Secured $28.8m from federal and state government to support developments.

› Our Stakeholder Engagement Strategy, management software and plan are now in place to manage how we work with stakeholders and partners. We began implementing the strategy to support Hume’s ongoing growth and development.

Social impact

› We’ve been investing in a multi-year research and consultation program to design a proprietary Social Outcomes Framework. This year, it was deployed across key Hume programs to align and consistently measure social outcomes and inform future service design and delivery. Our inaugural Impact Report, documenting our approach and success measures, will be published in November 2024.

› Our new community cohesion strategy and outcomes framework are designed to support social impact across safety, health and wellbeing, financial stability, empowerment, and participation. We hosted 200+ events, attracting 2,000+ customers.

› We provided tailored support to 200+ customers whose tenancies were at risk due to rent arrears –98% sustained their housing.

› Housing Independence Program achieved 63% positive exits.

› Temporary Accommodation Program supported 168 households experiencing homelessness – 67% transitioned to stable housing.

Thriving organisation

› We selected a vendor to design and build a core platform replacement to enhance engagement for customers and stakeholders, drive data-driven decision-making and lay future-ready foundations to support our growth.

› Our new People and Culture strategy, with a Workforce Plan and strategically aligned Employee Value Proposition, is designed to make Hume a better workplace. Voluntary attrition has dropped to just over 12%, below the sector’s 16% average.

› Secured an Employee Opinion Survey participation rate of 92%, an engagement score of 89% (7% above market sector and a 12% increase from 2022–23) resulting in Hume being recognised with a sectorendorsed ‘Champions of Change’ award.

› Enhanced our digital capability with progress on a new website and intranet to be delivered by December 2024.

› Strengthened our digital foundations to streamline the customer experience – includes redesigned, automated SMS water billing and rent arrears alerts.

Hume in the housing market – facts and figures

At the end of June 2024, Australia’s rental vacancy rate was 1.3%.2 Rents were up 9.1% year-on-year to March 2024.3 PropTrack Home Price Index says average prices in Sydney are 6.1% higher than in July 2023 and 4% higher across other parts of NSW. Sydney’s median real house transfer price has increased from around $615,000 in the first quarter of 2013 to around $1.3m at the end of 2023 – more than doubling.4 Demographia again rated Sydney as having ‘impossibly unaffordable’ housing – the second worst city in the world after Hong Kong.5 Sydney has been in the top three for least affordable housing in 15 of the last 16 years.6

Western Sydney is expected to accommodate nearly two thirds of Greater Sydney’s population growth over the next two decades.7

Housing is generally considered affordable when it costs less than 30% of household income, leaving enough for people to spend on food, transport, utilities, services and emergencies. Amidst the longest continuous stretch of rising rents and the highest rents on record, in March 2024, the portion of median income needed to service median new rents reached 32.2%. Most concerning is the fact that the cost of the bottom 25% of rentals has increased at higher rates than for other quartiles.

Households at the 25th percentile of income ($961 per week) who pay 25th percentile rent of $521 per week would be using 54.3% of their income on shelter.8

In 2024, in NSW, over 58% of low and very low-income households are experiencing rental stress, with 50% of households in the Greater Sydney private rental market living in poverty.9 An analysis of SQM Research by Everybody’s Home shows that many people in regional Australia are also suffering. On average, they are now spending $153 more each week on rent compared to June 2020 –nearly $8,000 more per year. Central Coast NSW rents are up $217 a week (6th highest national increase) while rents in the Hunter region are up $183 a week (10th highest).10

People on very low incomes anywhere in Australia are highly unlikely to find a private rental they can afford. If they do, they must accept severe rental stress.11

“Access to shelter is a basic human need and right. The lack of a secure home, whether rented or owned, is a source of significant stress …

Chair, National Housing Supply and Affordability Council1

1. The State of the Housing System, 2024, National Housing Supply and Affordability Council, https://nhsac.gov.au/reports-andsubmissions/state-housing-system-2024

2. SQM Research, 12 August 2024, Rents Record Largest Falls Since COVID, https://sqmresearch.com.au/uploads/12_08_24_ National_vacancy_rates_July_2024.pdf

3. PropTrack Rental Report 2024 Quarter, https://www.realestate.com.au/insights/proptrack-rental-report-march-2024-quarter/

4. ABS stats, cited in ‘Housing Affordability’, Australian Institute of Health and Welfare (AIHW), 12 July 2024, https://www.aihw.gov.au/ reports/australias-welfare/housing-affordability#:~:text=Across%20Australia%2C%20rents%20paid%20increased,Perth%20 to%201.7%25%20in%20Canberra

5. Demographia, International Housing Affordability 2024, Center for Demographics and Policy, Chapman University, Canada, http:// www.demographia.com/dhi.pdf

6. Francis, C, ‘How does Australia’s dire property affordability compare to rest of the world?’ Australian Property Investor, 17 June 2024, https://www.apimagazine.com.au/news/article/how-does-australia-s-dire-property-affordability-compare-to-rest-of-theworld#:~:text=Sydney%20has%20had%20 the%20first,affordable%20of% 20the%2094%20markets

7. Nance, T, 2023, Home Truths: The Real Housing Story in Western Sydney. Centre for Western Sydney, https://doi.org/10.26183/rhdw9088

8. Core Logic, April 2024, Housing Affordability Report ‘30’s’ are the new ‘20’s’,‘40’s’ are the new ‘30’s’: The Shift in Australian Rent and Mortgage Costs

9. New South Wales Council of Social Services, 2024, NSW. Budget 2024–25 Analysis: Housing and Homelessness, https://www.ncoss. org.au/nsw-budget-2024-25-analysis-housing-and-homelessness/#:~:text=What’s%20In%20the%202024%2D2025,and%20 families%20leaving%20domestic%20violence

10. Aussies spending thousands more on rent: Housing Crisis People’s Commission, 25 June 2024, (June 12 data) https:// everybodyshome.com.au/aussies-spending-thousands-more-on-rent-housing-crisis-peoples-commission/ 11. Anglicare Australia, 2024, Rental Affordability Snapshot, National Report 2024. Fifteenth edition, https://www.anglicare.asn.au/wpcontent/uploads/2024/04/Rental-Affordability-Snapshot-National-Report.pdf

Anglicare’s annual national rental affordability survey12 found:

› 289 (0.6% rentals) were affordable for a person earning a full-time minimum wage (down from 0.8% in 2023)

› 89 (0.2% rentals) were affordable for a person on the Age Pension (down from 0.4% in 2023)

› 31 (0.1% rentals) were affordable for a person on the Disability Support Pension

› 3 (0% rentals) of all share houses were affordable for a person on JobSeeker

› zero (0% rentals) were affordable for a person on Youth Allowance.

Housing All Australians (HAA), a business-led national organisation, believes that housing should be part of society’s fundamental economic infrastructure. For example, lack of affordable housing nearby makes it harder for businesses to attract employees, and also means households have less disposable cash to put into the economy. A study they commissioned in 2022 found that, if nothing was done, the cost of Australia’s chronic shortage of affordable, public and social housing would reach $25b annually by 2051 (in 2021 dollars). Investment in adequate shelter could save the NSW government alone, $2.2b by 2051.13

More than a third of housing tax deductions and benefits go to about 500,000 landlords in the top 10% of income earners, with almost 20,000 having an interest in at least six properties.14 The next third of deductions and benefits goes to the 20% of investors below the top 10%.

A landlord can claim $13,810 in negative gearing deductions per year. When they sell, they are also eligible for a capital gains tax discount worth $10,200 in 2023–24. Just one investment property costs the federal budget $28,903.20 in direct payments and foregone revenue annually. In contrast, an individual on full Commonwealth Rent Assistance (CRA) receives $188.20 per fortnight – $4,893.20 per year. Forty-three per cent of CRA recipients experience housing stress.15

The Tenants Union of NSW has estimated the average immediate and direct costs of eviction at around $4,000 for renting households. This amount does not include the rental bond required up front to secure a new tenancy. The NSW Productivity Commission conservatively placed the costs to the NSW economy at $116 million per annum.16

More private market subsidies do not look like an equitable way to solve the housing problem. Polling by the Australia institute in 2023 found that 80% of Australians want the government to spend more on affordable housing.17 The comparatively low cost and high tenure security of social housing offers economic and other benefits for people, that other forms of tenure do not.18

12. Anglicare Australia, 2024

13. Housing All Australians, 2022, Give Me Shelter, The long-term costs of underproviding public, social and affordable housing, Cost benefit analysis report, https://housingallaustralians.org.au/wp-content/uploads/2024/04/Give-Me-Shelter-1.pdf

14. Mares, P, 2023, ‘Drop the talk about ‘mum and dad’ landlords. It lets property investors off the hook’, The Conversation, 15 September 2023, https://theconversation.com/drop-the-talk-about-mum-and-dad-landlords-it-lets-property-investors-off-thehook-212958

15. AIHW, cited in Everybody’s Home, 2024, Voices of the Crisis: Final Report from the People’s Commission into Australia’s Housing Crisis, Melbourne, p36, https://everybodyshome.com.au/peoples-commission/final-report/

16. Both figures cited in Everybody’s Home (above) p26

17. The Australia Institute, 2023, Polling: Affordable Housing, https://australiainstitute.org.au/wp-content/uploads/2023/04/PollingHousing-Policy-WEB.pdf

18. Liu, E, Valentine, K., Batterham, D., Stone, W., Martin, C., Parkinson, S. and Hynes, D., 2023

Poverty and Australian housing: findings from an AHURI Investigative Panel, AHURI Final Report No. 410, Australian Housing and Urban Research Institute Limited, Melbourne, https://www.ahuri.edu.au/research/final-reports/410

Most social housing is public housing stock (67%), followed by community housing (26%). In 2022–23 around 824,000 Australians lived in social housing in over 446,000 dwellings. The proportion of households in social housing decreased from 4.7% in 2013 to 4.1% in 2023, with 5.3% (21,000 homes) overcrowded. Commonwealth Rent Assistance was provided to over 1.3m people.19 Social housing has not grown at the same rate as demand.20

In 2024, in NSW, around 58,000 people are waiting for social housing. New housing allocations tend to prioritise those with complex needs or those experiencing, or at risk of, homelessness. NSW has both the highest number (2,300) and the highest proportion (4.7%) of community housing households living in overcrowded dwellings.

Aboriginal and Torres Strait Islander people make up 15% of social housing applicants, 20% of the homeless population, and 30% of social housing clients.21 The average tenure of NSW social housing tenants is 10 to <20 years at June 2023.

19. Australian Institute of Health and Welfare, 2024, Housing Assistance in Australia, (12 July)

20. Azize, M, 2023, Brutal Reality: The Human Cost of Australia’s Housing Crisis. Everybody’s Home: Melbourne, https:// everybodyshome.com.au/resources/brutal-reality

21. New South Wales Council of Social Services, 2024, NSW. Budget 2024–25 Analysis: Housing and Homelessness, https:// www.ncoss.org.au/nsw-budget-2024-25-analysis-housingand-homelessness/

Housing need is greater than ever

National*

640,000 HOUSEHOLDS IN NEED OF SOCIAL HOUSING

80% OF HOUSEHOLDS IN RENTAL STRESS

122,000 PEOPLE HOMELESS EVERY NIGHT

NSW 144,700 LOW-INCOME HOUSEHOLDS WITH UNMET HOUSING NEEDS (2/3 IN LOWEST INCOME QUINTILE) 22

76,000 SHORTFALL OF HOUSING IN GREATER WESTERN SYDNEY 23

57,701 PEOPLE WAITING ON NSW HOUSING REGISTER (9,641 ON PRIORITY LIST) 24

Areas we operate within (AT JULY 2024) 25

Fairfield

3,700

WAITING, EXPECTED WAIT TIME 10+ YEARS (398 ON PRIORITY LIST)

Maitland 908

WAITING, EXPECTED WAIT TIME 5–10 YEARS (127 ON PRIORITY LIST)

* Everybody’s Home

22. Quantifying Australia’s unmet housing need: A national snapshot, 2022, CHIA, https://cityfutures.ada.unsw.edu.au/ documents/699/CHIA-housing-need-national-snapshot-v1.0.pdf

23. Nance, T, 2023. Centre for Western Sydney

24. NSW Government, Communities and Justice, 2024, Social housing waiting list data, https://dcj.nsw.gov.au/about-us/ families-and-communities-statistics/social-housing-waiting-list-data.html#:~:text=rolling%2012%20months)-,Social%20 housing%20applicant%20households%20on%20the%20NSW%20Housing%20Register,approved%20and%20 51%2C153%20general%20approved 25. NSW Government, Communities and Justice

The most recent government policy

NATIONAL

The federal government plans to build 1.2 million well-located homes over five years from mid 2024. Initiatives include:

National Housing and Homelessness Plan

The National Housing and Homelessness Plan is a ten-year strategy to help more Australians access safe and affordable housing.

National Agreement on Social Housing and Homelessness

The new National Agreement on Social Housing and Homelessness (NASHH) was signed by the Australian and state and territory governments in May 2024. It replaces the National Affordable Housing Agreement. It aims to help people who are experiencing, or at risk of, homelessness; and support operations in the social housing and homelessness services sectors.

The Australian Government will provide around $1.8b each year to states and territories, including a $400m homelessness component. States and territories must match their proportion of the funding. Another $187.5m in partnership payments will go to states and territories for housing and essential services, and remote housing programs.

National Housing Supply and Affordability Council

The Council builds the evidence base for national housing policy through research, stakeholder consultation, housing supply and demand forecasts, and by working to improve data availability and quality. It provides independent, evidence-based expert advice to government on housing supply and affordability matters.

National Housing Accord

All levels of government, investors and the residential development, building and construction sector are working together to unlock quality, affordable housing supply over the medium term. By 2028–29 at least $72m per year, indexed from 2029–30, will have delivered 10,000 affordable homes over five years from 2024. States and territories committed to deliver up to 10,000 new affordable homes, supporting a maximum 20,000, through three initiatives.

› Housing Support Program

The 2024–25 Budget expanded this program’s budget to $1.5b. It will help kick start supply, including connecting essential services and amenities to support new housing development or build planning capability.

› National Planning Reform Blueprint Outlines planning, zoning, land release and other measures to improve housing supply and affordability.

› New Home Bonus

$3b to help incentivise states and territories to build more than their share of the targets listed under the Accord.

Housing Australia Future Fund

The Housing Australia Future Fund (HAFF), administered by Housing Australia, is a $10b investment fund, established in November 2023 to increase the supply of social and affordable housing. The income it generates will provide a minimum annual $500m per year, indexed from 2029–30, to deliver of 20,000 new social and 10,000 new affordable ‘Accord’ homes over five years.

Affordable Housing Bond Aggregator

The Affordable Housing Bond Aggregator (AHBA) provides low-cost and longer-term loans to registered community housing providers, supporting more social and affordable housing. The 2024–25 Budget, increased the Government’s line of credit to Housing Australia by $3b and increased its liability cap to $10b to support the AHBA program.

National Housing Infrastructure Facility

The National Housing Infrastructure Facility (NHIF) was originally $1b for financing eligible infrastructure projects to unlock new housing supply, particularly affordable housing. It has been expanded to allow more flexible use of an existing $575m to help unlock new social and affordable dwellings and attract more institutional capital to the sector.

An extra $1b will support crisis and transitional accommodation for women and children experiencing domestic violence, and for youth. Up-front grants will support states and territories and community housing providers to deliver more housing for these cohorts.

Capacity building for the social and affordable housing sector

From 2024–25, $2.1m will build capacity in community housing providers and Aboriginal and Torres Strait Islander communitycontrolled housing organisations, so they can engage with government housing financing programs and improve housing delivery.

Government housing assistance expenditure

In the 2024–25 Budget, maximum rates of CRA were increased by 10% to $1.9b. This should operate from 20 September 2024, with regular indexation.

In NSW, around 58,000 people are waiting for social housing.

NSW

The NSW 2024–25 State Budget has housing at its core. Highlights for the community housing sector include the following initiatives.

› $6.6b for four year ‘Building Homes for NSW program’ which includes $5.1b to fund land purchase and construction of 8,400 social homes – 6,200 new homes and 2,200 replacement –

 includes $810 million for repairs and maintenance – some may come to the community housing sector

 $527.6m for homelessness services, including more funding for crisis accommodation, indexation for specialist homelessness services, funding to build capacity in Aboriginal and Torres Strait Islander communitycontrolled organisations, and setting up a new Homelessness Innovation Fund, all aiming to –

• shift homelessness programs from a focus on crisis to prevention

• move them from a servicecentred to a person-centred system

• localise service planning, design and delivery

• hear the voices of people with lived experience of homelessness and use their input to design and deliver services.

› $450m Landcom Build to Rent Housing Program – involves using surplus government land, or purchasing sites, to construct 400-450 new dwellings for key workers to rent at a discount in Greater Sydney – unclear who will manage these.

› $3b into the planning system over four years to support more homes and infrastructure, including $253.7m to speed up assessment of development proposals; $200m in grants for open space, roads and community facilities to give local government an incentive to hasten approvals.

› $100m in 2024–25 for energy rebates (in addition to federal relief) –

 From 1 July the Low-Income Household rebate will increase to $350 per year (from $285)

 The Family Energy Rebate and Seniors Energy Rebate will increase to $250 (from $180 and $200 respectively).

Hume is already working hard to increase and improve housing options for the communities we serve. There are a number of factors impacting our efforts.

› The growth in lone and two person households is still outpacing larger ones. While many singles in community housing maintain their housing independently, they are more likely to have experienced homelessness, be at greater risk of housing instability and to have complex needs.

› The cost of materials and labour shortages mean upgrades and maintenance are an ongoing challenge.

› As the impacts of climate change deepen, we must attempt to decarbonise the sector while also meeting customers’ needs for products like air conditioning and renewable energy in a cost-effective way.

› Many customers require immediate help with the rising cost-of-living. We need more resources to help people find jobs or manage their limited finances, and to offer limited rental relief.

› The cost-of-living crisis also impacts Hume as an organisation – we have employees who are under their own stress and working with vulnerable customers. At the same time our operating overheads like wages and support service provision continue to be under pressure.

With two tiers of government now keenly focused on the housing sector, Hume is in a good position to increase and improve living options for the communities we serve. The task ahead is huge, but by maintaining our dedication and momentum over many years, and partnering with others, we can make a real dent in community need.

Case study

From social housing to homeowner

If you had asked mum-of-three Christine if she could have imagined owning her own home back in 1994, her answer would have been a resounding “no way”. Back then, she and her children were escaping an abusive relationship and finding refuge in social housing in Metford, a suburb of Maitland.

Life has delivered Christine her fair share of hard knocks. As one of seven children, her father died while she was still young, and she struggled her way through school as a daily target of ongoing bullying. “I was the victim of abuse from kindergarten through until I left school in year 10”.

After finishing school, Christine trained as a hairdresser and fell under the influence of drugs as a way of coping with trauma and low self-esteem. “They made me feel confident and capable … masking my insecurity but eventually it was no longer occasional use but a daily battle for me.”

She met her partner, and quickly moved in together. What started as a good relationship over time turned sour as she experienced both physical and emotional abuse. The couple had children, and the situation gradually worsened.

“I was naive and had no idea that withholding money and monitoring my daily activities was coercive control. It worsened with physical attacks, and we had no option other than escaping.”

Christine moved into social housing and continued to struggle over the years, managing to raise her children while battling bouts of drug addiction and financial instability.

Christine turned a corner in 2010, finally managing to quit drugs and focus on getting her life under control. Her three children are testament to her perseverance. This year, aged fifty-four, Christine and her second daughter have managed to pay off their debts and save a deposit to buy their first home.

Her advice to others feeling like they have no options: “You can do it. We work damn hard and save like crazy. My daughter and I were lucky to land jobs in traffic control and work for a great company. The hours are long and varied, but it has meant we could get a deposit together and can pay off a mortgage.”

Christine’s family, including her 19-yearold son, moved into their three-bedroom home in the region in May this year. “It feels incredible to have something of our own after 25 years in social housing. I am proud of myself and my family that we were able to do this together.’

The housing continuum for customers can be varied, with multiple entry and exit points. Hume’s job is to tailor housing solutions best matched to each customers unique needs. We support a wide range of people including those who need only short-term or temporary housing and assistance, right through to those requiring long-term affordable housing. Some customers, once back on their feet manage to access private market rentals and a few, like Christine become homeowners.

The business of community housing

Development and growth

We offer the full spectrum of development management services for social, affordable, private and specialist disability housing. Our track record is strong for creating attractive, well-designed, affordable and well-located homes. We source land, undertake feasibility studies, secure capital contributions, raise debt to finance developments, negotiate contract agreements and project manage developments to completion.

As governments turn their attention to improving housing supply across Australia, Hume stands ready. In recent years, we have been carefully preparing for a boost in funding so we can support more people into stable housing and future prosperity. We have been strengthening our foundations (processes, systems, people) and working hard to forge new relationships and win tenders. Our market recognition and profile make us a ‘go to’ partner.

Our market recognition and profile make us a ‘go to’ partner.

Partners choose us because we can offer:

› large-scale, lower risk deals with guaranteed take-out, eliminating the need for our partners to spend on extensive marketing and holding costs

› access to federal and state capital grants for affordable housing

› local and state government planning concessions, such as increased heights and reduced parking requirements.

› the ability to tap into affordable Build-toRent, co-living, key worker housing and SDA projects

› access to crucial government relationships.

Partnering with us is more than a business transaction, and more than simply helping put a roof over someone’s head. Our services are specifically designed to focus on providing our customers with support above and beyond basic property and tenancy management. We want to ensure they sustain their tenancy and optimise their personal, economic and social wellbeing. We seek to:

› enable sustainable economic and affordable housing growth

› design and build energy efficient and comfortable homes

› create diverse and integrated communities

› generate social impacts and wider societal benefits

› operate our business in a transparent and ethical manner.

Two of our new developments: (left) Charles Street Liverpool and (right) Jennings Road Wyong.

Our Development and Growth Team

Our Development and Growth Team is also developing and growing. The team has over 40 years of experience delivering mixedtenure, social, affordable and SDA housing across the UK, Australia and NZ.

The team brings excellent technical skills combined with a commitment to Hume’s core values. They welcome large-scale tenders, time limited grants and funding programs, available public land and requests from developers and local and state government. By leveraging Hume’s financial and corporate resources strategically, the team seeks to maximise our return on investment.

Our Development and Growth Team’s success rests on deep neighbourhood connections and strong links with local stakeholders. We’re proud of their reputation for high standards of conduct and probity –reinforced by legislation and the ethos of the community housing sector. As Hume thrives, so do our customers.

Here’s what the team has been doing in 2023–24 to help meet our community’s need for social and affordable housing.

SYDNEY

We finalised contracts with Homes NSW (HNSW) for a very competitive tender we won for three sites in North Parramatta. We secured both a high-quality local familyowned build partner, Mono Constructions, and Housing Australia Board funding approval. The project unlocked:

› $10.7m NSW government capital contribution

› $16.6m of HAFF funding, including $3m+ grant funding under the National Housing Infrastructure Facility Social and Affordable Housing program.

In late 2024/early 2025 we will commence the construction of 38 affordable homes across two sites.

The Team’s success rests on deep neighbourhood connections and strong links with local stakeholders.

THE HUNTER

Hume has ambitious, transformational plans to increase the Hunter region’s supply of social and affordable homes, and to renew its aged housing stock, improving living conditions for thousands of social housing tenants. Last year, we were identified as uniquely positioned to help the NSW government improve and replace social housing in the Hunter region, that we acquired under the Social Housing Management Transfer in 2019.

We have progressed to contract stage on the Phillip Street, Raymond Terrace Pilot Project to:

› convert three old social housing cottages into six brand new, sustainable social townhouses

› build seven new affordable rent townhouses in a tenure blind, integrated development.

HSNW is contributing $1.5m in capital funding and providing the land. Port Stephens Council is a key partner, and we are grateful for their support. We hope this is the first of many projects on the way to achieving our bold agenda.

We secured swift DA approval for our Family and Domestic Violence Core and Cluster project in Port Stephens, with no objections. The ease of the process reflected the quality of Hume’s design and our close partnership with Port Stephens Family and Neighbourhood Services. The project is desperately needed in the region and is now well underway, after initial tender process delays.

BEYOND

› We lodged a DA for 20 social and affordable townhouses in Wyong. This marks our first project on the Central Coast and will see our operating footprint expanding to an area of great need, where Hume can add value.

› Hume also made a HAFF submission for over 650 units of social and affordable homes in metropolitan Sydney and the Hunter region. We partnered with a highquality consortium, bringing together global capital, local development and construction expertise and our leading social and affordable housing and tenancy management skills.

› We have built a strong relationship with Landcom, being successful on their community housing provider partner framework and securing Preferred Proponent status on a recent tender to deliver affordable housing in a very constrained area with extremely high demand.

› We continue to build relationships with the private sector development industry, exploring several large-scale mixed-tenure projects.

› As part of our advocacy role, we supported peer organisations, such as Tier 3 community housing providers and other charitable organisations, by providing development advice and supporting their bids for capital funding.

› Recognising the planning challenges across NSW, we have secured a position on the Department of Planning and Environment’s Community Housing Concierge program which provides community housing providers and councils with support in streamlining approvals for social and affordable housing.

› We continued our leading sector engagement with the Department of Communities and Justice on the future of its disability group homes.

Specialist Disability Accommodation

Hume received Specialist Disability Accommodation (SDA) accreditation under the NDIS in 2017. We are one of NSW’s largest and respected providers of SDA. Working closely with our 461 customers, 10 Supported Independent Living (SIL) partners and State Government, we have the largest single portfolio of SDA group homes in NSW. Our expertise is twofold.

1. SDA development and construction management services

We create purpose-designed developments, ensuring quality and independent living design standards from start to finish. We handle everything from acquiring land to completing construction and enrolling in SDA.

2. Industry leading SDA tenancy and property management services

Hume understands that SDA isn’t onesize-fits all, which is why customers are prioritised at every step of the process – from identifying and profiling individuals to offering a personalised housing matching program and helping select support providers and housemates. Customers define what ‘good’ looks like in their Hume home.

Our dedicated SDA team oversees all aspects of customer onboarding, tenancy management and lifetime asset management. Hume collects income from the NDIS and customers and identifies problems with arrears early, so payments stay on track. Asset owners receive reliable and seamless financial management.

Here’s what Hume has been doing to enhance our SDA portfolio and service performance during 2023–24:

› made internal changes and created a new role in our Development and Growth team, the SDA Strategic Projects Manager – to assess our capabilities and deliver on our revitalised SDA growth strategy

› developed a relationship with Trustee and Guardian to improve rental payment processes – business unit arrears are now under 1%

145 PROPERTIES ACROSS 20 NSW LGAS 84% OF TENANCIES 5+ YEARS 7% OF NSW’S SDA MARKET SHARE

› built in compliance frameworks and cross-collaborative processes, leading to better quality planned and responsive maintenance services – our first SIL satisfaction survey for maintenance scored 82%

› completed 1,000 more repairs than last year

› met over 200 times with our ten SIL partners to collaborate on best practice NDIS Home and Living Services

› welcomed one new SIL partner, True Living

› provided customers and families with a pathway to individual meetings focused on wellbeing, safety and satisfaction – completed 60 individual safeguarding visits – material improvements in customer-Hume relationships and in our ability to provide person-centred SDA services

 by the end of 2024–25 we aim for 100% customer engagement via our SDA customer engagement strategy, customer forums, surveys and updating our communication to be more accessible

› five homes exercised choice and control and initiated our change of SIL process

› 31 customers were supported by Hume and our partners to find more suitable SDA options within our existing vacancies.

Our SDA expertise

Customer profiling

• Collaboration with formal and informal support networks to understand and meet customer’s unique SDA needs.

Customer onboarding

• Customers are included in sign up and tenancy onboarding to ensure rights and responsibilities are clear and understood in a method most suited to their needs.

• Customer transition plans promote inclusiveness and choice and control.

Customer wellbeing

• Supported Housing Officers work with customers oneon-one to discuss their rights and responsibilities, gather feedback on their experience, and collect data to drive service.

Tenancy management

• Supported Housing Coordinators assist customers through all aspects of the tenancy using methods best suited to their needs.

• Ongoing support for tenancy-related matters.

• Assistance with modifications and alterations to meet needs as their circumstances change.

• Close collaboration with support providers maximising home and living services.

Marketing & vacancy management

• Strategic marketing to effectively promote available SDA properties (Housing Hub and GoNest).

• Proactive vacancy management ensures timely occupancy and optimal use of resources.

• Active attendees and presenters at industry events promoting our homes and services.

Construction & development

• Experienced in tailoring SDA housing designs to meet current and future needs through direct collaboration.

• Personalised guidance in selecting the optimal design and category for each customer.

Asset management

• Comprehensive repairs and maintenance services, both proactive and reactive.

• 24/7 maintenance hotline for immediate support.

• Oversight of trade and contractor appointments with performance monitoring.

Partnership management

• Extensive network of established support partners to enhance service delivery.

• Rigorous due diligence practices ensure collaboration with reputable providers.

• Comprehensive ongoing partnership performance framework to maintain and improve service quality.

Our SDA partners

› Bridges Alliance

› Cerebral Palsy Alliance

› Global Disability

› Kirinari

› Life Without Barriers

› Macarthur Disability Services

› Northcott

› Royal Rehab

› Wesley Mission

› True Living

Our SDA customers 461

We have an extensive network of established support partners to enhance service delivery.

Case study

Leading the sector: safeguarding choice and control

AT HUME, WE EMPOWER OUR SDA CUSTOMERS BY ADVOCATING FOR THEIR WELLBEING, SAFETY AND PREFERENCES.

As one of the largest SDA providers in NSW, our reputation in upholding customer choice and control is not only attractive to prospective customers, it is equally important to government, investors and developers who are focused on adhering to safeguards while expanding the supply, quality and standing of SDA housing.

Hume expertly manage all aspects of the physical home but our role extends far beyond that. We also oversee the process of selecting and, if required, replacing the SIL providers who deliver essential daily services to customers.

The Disability Royal Commission highlighted numerous instances where SIL providers failed to meet their obligations, leaving residents feeling trapped in an unsatisfactory situation, often believing that leaving their home was their only option. Unfortunately, many families are unaware that if they are unhappy with their SIL provider and issues remain unresolved, residents have the right to end the agreement and choose a new provider.

At Hume, we have taken a leadership role in the considered design of mechanisms supporting the legal separation of SDA homes and SIL providers. Over the past year, we have successfully assisted five households in transitioning to a new provider, with three more currently in progress.

Our pioneering approach is an end-to-end process shaped by customer consultation and engagement. We provide comprehensive documentation and coordinated, wraparound support so transitions are smooth and transparent. Every aspect has been independently assessed and endorsed by Disability Consulting Services.

Our process is backed by a suite of Humedeveloped educational resources, including easy-read materials, through to the coordination of family information sessions to help customers identify, meet and select a new SIL provider.

For one family, this process was truly life-changing. Their daughter and her housemates had faced ongoing issues. Wendy, the mother, shared, “We were initially terrified, but everything went so brilliantly that it seemed easy in the end. Hume guided us through a step-by-step process and was a Godsend.” Hume identified potential new providers, facilitated information sessions, and ensured a seamless transition to the new provider. “The girls were able to stay together in a home they love and are familiar with. It was a great outcome for all.”

Our process supports customers and their guardians to participate in a democratic majority vote about removing and appointing a new SIL provider. Hume acts as the central coordinator, managing every detail of the transition, including liaising with both outgoing and incoming providers. We ensure that, during the 90-day handover period, customers experience stability of support, comprehensive care planning, and ongoing consultation between all parties.

This year, SIL provider Everyday Ability was appointed to represent three housemates at another Hume-managed property. Mark Tilbrook, the Director, praised Hume’s exemplary handling of the transition.

“Hume’s meticulous attention to detail and clear communication ensured the transition was managed efficiently and effectively. The experience has been overwhelmingly positive, marked by a strong partnership with Hume that has facilitated and ensured continued highquality support for the participants.”

Asset management

Hume’s Asset team services close to 5,000 Hume properties across a range of programs, delivering asset management and maintenance services so customers sustain their tenancies in a safe and secure living environment.

The team is professional, dedicated and experienced with an extensive background in project and asset management and related trades. We maintain high standards in our housing by delivering responsive and planned maintenance, coupled with strategic planning to acquire, dispose of and develop properties that require renewal.

The Asset team achieved excellent outcomes for customers and their homes this year, working with the Housing and Impact teams and engaging with their multi-trade contractors. Hume delivered nearly $14m of work, ensuring that responsive, cyclical, compliance and planned jobs were delivered efficiently. This helped minimise vacancies and improve customer wellbeing.

Hume actively and regularly reviews our approach to maintenance. By driving efficiencies wherever possible, we can direct a proportion of our expenditure towards planned upgrades which extend the life of our housing portfolio. This aligns with Hume’s strategic direction and progress towards sustainable development goals, encompassing both social and environmental outcomes. You can read more in our ESG report on pages 78-87.

The Asset team also provides maintenance services to SDA and fee-for-service properties that Hume manages for local councils and private developers.

Some highlights for 2023–24 were:

› preparation and adoption of a new fiveyear Strategic Asset Management Plan

› achieving full compliance against Hume’s maintenance obligations

› average vacancy days for re-lettable dwellings dropped to less than 10 days

› full assessment survey of over 1,200 social housing properties

› full assessment survey of the entire SDA portfolio to support development of our next five-year asset plan

› implementing a plan that returned long term vacant properties to the portfolio

› volunteering to build a gazebo at a seniors’ complex in East Maitland –a valuable team-building experience coupled with a tangible outcome for the customers and their wellbeing

› a significant increase in customer satisfaction with reduced re-calls and complaints – achieved by delivering a better-quality service, ensuring customers are treated with respect and dignity, and communicating with them more effectively.

Our approach to asset management

We have restructured the way we manage assets, taking a more disciplined approach to accountabilities. We have a tighter focus on strategy and planning, asset compliance, contract management, project management and maintenance management. We now have:

› more disciplined budget management supported by clear delegations

› relationship building with stakeholders through clear escalation and communication pathways

› a focus on innovation – new ways of doing old work

› a Safety First approach.

COLLABORATION

New partnerships with several leading service providers will support further improvements to how we minimise risk and exposure in matters of asset compliance, contract management, and workplace, health and safety, while also increasing our presence in the ESG space.

The Asset Team worked with all parts of the organisation to:

› improve Hume’s financial sustainability by strategically stretching maintenance budgets to include planned works

› contribute to positive environmental outcomes through ethical engagement with suppliers

› build on our reputation as a high-quality, reliable Asset Maintenance Service within the community housing provider sector.

THE FUTURE

As part of our commitment to continuous improvement in maintenance, our plans for 2024–25 include:

› a robust contract and performance management process with benchmarked deliverables

› achieving 100% compliance on legislated programs like fire alarms and lifts

› applying a Team Values approach to the Asset Team

› a life cycle based quarterly schedule of planned maintenance

› a rigorous asset compliance framework

› a technology system more suited to a large-scale asset operation, which can be used in mobile form by Hume employees.

Hume received no capital works funding in 2023–24. We used our own budget allocation to work on 377 homes as per the National Regulatory System for Community Housing (NRSCH), contributing to a 5% increase in properties ‘at standard’.

Hume works with three appointed multitrader contractors responsible for managing maintenance across metropolitan and regional portfolios. These are Programmed Facility Maintenance, Assett Group Services and Willowdene Constructions.

Combined contractors engaged includes:

› 17 full time staff on Hume contract

› 14 part time staff on Hume contract

› 49 sub-contractors

› 2 apprentices

› 9 direct staff who identify as Aboriginal and/or Torres Strait Islander people.

See what our customers say about Hume ... pages 48–49 have more about how our customers are involved in measuring impact

A safe pair of hands delivering value for money

Safety first

We continuously improve our services, finding better ways to create safe homes for our customers.

Our Safe@Home campaign and Customer Safety Committee help ensure homes are safe and fit for purpose. The Committee has representatives from all over Hume Community Housing, reinforcing the fact that safety is everyone’s business. Customer and employee safety is a key indicator of how well we are addressing and minimising risks across the organisation. We undertake ongoing incident reviews and use what we learn to educate our employees and customers.

Governance, Risk and Legal

Hume again delivered 100% compliance under the National Regulatory Code during our annual NRSCH compliance review. This is an outstanding result and demonstrates our commitment to good governance, prudent management and sustainability in our role as a leading NSW community housing provider.

We continue to be a safe pair of hands for government and social impact investors wanting to participate in the delivery of affordable housing. We are steadfast in our endeavour to alleviate the housing crisis and have scaled up to meet the growing need. We have established and registered five additional wholly-owned subsidiary companies, two of which have separate registration as Tier 2 Community Housing Providers. These subsidiaries will help us develop and manage future housing projects.

To support our growth trajectory, Hume’s governance framework has been updated to better reflect the role and functions of the Hume Group. We now have a dedicated resource within our Governance, Risk and Legal team to facilitate better governance practices and policy development.

RISK MANAGEMENT

We have a risk management framework to identify and manage risk, consistent with AUS/NZ ISO 31000:2018. Our CEO is responsible for completing the strategic risk matrix to assess current and potential risks.

Internal controls mitigate against any material business risks. Strategic, financial and operational risks are reviewed on a regular basis by the relevant committees, which make recommendations to the Board.

Operational risks are managed by our Executive Leadership Team and material operational risks reported to the Board.

COMPLIANCE FRAMEWORK

Hume’s Compliance Management Framework demonstrates our commitment to complying with relevant laws; including regulatory requirements, industry codes, organisational standards of good governance, best practices, ethics and community expectations. It has been developed with reference to AS ISO 19600:2015 Compliance Management Systems.

We operate a ‘three lines’ model of risk management. It separates audit and management functions, the relationship between each, and the functions’ relationship with the Board.

ACCOUNTABILITY AND TRANSPARENCY

Our compliance procedures ensure timely and balanced disclosure of information in line with the Registrar, Legislation, Australian Charities and Non-profits Commission and Australian Securities and Investments Commission funding requirements.

Our Company Secretary is responsible for ensuring that necessary steps are taken or brought before the Board for discussion and, subject to amendment, approved.

INTERNAL AUDIT

As Hume’s second line of defence against risk, the primary aim of our Internal Audit Team is to provide assurance to the Board, the Governance, Risk and Legal Committee, and our executive team, about the effectiveness of Hume’s EnterpriseWide Risk Management System, its policies and procedures. Internal audits allow us to identify and recommend improvements within the business from risk management and operational perspectives.

Business transformation

Our Transformation program, ‘Building Change Together,’ represents our unwavering commitment to measurably improving our stakeholders’ experiences, both internally and externally. Through best practice co-design with stakeholders, we have crafted a program of work aimed at delivering high-impact improvements in how we operate and engage.

The past financial year has seen significant advancements. We launched business process automation, freeing up our employees from manual tasks and allowing them more time to build meaningful relationships with customers. Our communications – including SMS, letters and bills – were re-designed and streamlined to enhance clarity and efficiency. Role profiling and a capability framework provide our employees with clarity and purpose, enabling them to deliver even better service.

Our most significant project is the new core platform replacement. This promises to enhance engagement for all stakeholders, empower our employees with data-driven decision-making and lay future-ready foundations to support our growth. After a collaborative Future State design process with both internal and external stakeholders, we conducted a thorough procurement process, selected a vendor and moved into the design and build phase. This is an exciting step forward, and we anticipate significant improvements over next year.

We are proud to have established ourselves as change management experts, standardising our approach to managing change.

The launch of our change network underscores our commitment to continuous improvement and effective transformation. As we look ahead, we are confident that these efforts will strengthen our position as a thriving organisation, well-equipped to meet future challenges and opportunities.

IT and Business Services

Over the past year, IT and Business Services have continued to enhance operational efficiency and drive innovation. Here’s a look at our key achievements and initiatives.

› Our focus on process automation paid off. By integrating advanced automation solutions, we’ve streamlined workflows, drastically reducing the need for manual intervention. This shift has not only accelerated our processes but also allowed our team to concentrate on more strategic tasks, boosting overall productivity.

› In data analytics, we made substantial progress. Centralising core data has been a game-changer, providing us with deeper insights and enhancing our decision-making capabilities. We’ve revolutionised our reporting mechanisms and improved our ability to measure impact, ensuring our strategies are datadriven and effective.

› Security remains a cornerstone of our operations. This year, we intensified our efforts to align our security practices with industry-best standards. Continuous enhancements have fortified our defences, ensuring that our systems are well-protected against potential threats and that our data remains secure.

› We prioritise system stability and reliability. By implementing targeted system changes, we have achieved a more stable and dependable performance across our platforms. These improvements have minimised downtime and enhanced user experience, providing a more consistent and reliable service to our stakeholders.

We are committed to driving further improvements and innovations, ensuring that our IT and Business Services continue to support and enhance Hume’s mission.

Our customers in community housing

About our customers

CULTURAL AND LANGUAGE GROUPS

9.3%

IDENTIFY AS ABORIGINAL AND /OR TORRES STRAIT ISLANDER

88 COUNTRIES OF ORIGIN

69 LANGUAGES SPOKEN

Top 6 languages spoken – Arabic – Vietnamese – Assyrian – Spanish – Kurdish – Armenian

Our customer-centred approach

HUME CREATES OPPORTUNITIES FOR PEOPLE TO PROSPER WE CONNECT PEOPLE WITH SERVICES AND SUPPORTS TO ACHIEVE THEIR GOALS AND CONTRIBUTE TO VIBRANT AND CONNECTED COMMUNITIES

Finding my home

Customers progress on the housing continuum and exit homelessness.

It’s a positive experience – where they feel supported, informed and confident about how Hume can help.

Living in my home

Customers sustain their tenancies and increase their tenancy management skills.

Joining my community

Customers are safe in their neighbourhood and can access the services they need.

Customers live in well-maintained homes and feel safe in them, which increases their wellbeing. Customers are empowered with up-to-date information when they need it and service that’s personalised.

Customers participate in their community, are empowered to achieve employment and education goals, and contribute to Hume’s service design.

Customers feel like a valuable member of a connected community and are provided with a service that proactively addresses their needs.

Customer outcomes are important to Hume. We meet people where they are and provide housing options that suit their needs.

Case study

From a stable home to the brink of homelessness –the growing threat of rental affordability is a daily battle

MANY AUSTRALIAN FAMILIES ARE DISCOVERING THE HARDSHIPS OF THE CURRENT RENTAL PROPERTY MARKET FOR THE FIRST TIME

Angela, legally blind in one eye due to a progressive autoimmune disorder and mum to four, including triplets, enjoyed the safety and security of a private rental for eight years. A relationship breakdown and rising rents plunged them into crisis. On a pension, Angela was really scared about the future. “I simply cannot compete like other families with working parents.”

The family contacted government homelessness hotline, Link2home, and were moved into a motel. Angela began hunting “for something large enough, at a price I could afford. My children have been through a lot, and it was important we stayed close to schools, friends and transport as I am unable to drive.” Due to increased demand for accommodation during Taylor Swift’s Sydney concert, the family were moved out of their motel room. Luckily, a family friend housed them for the weekend.

Angela was unaware of community housing or its various programs, and found it difficult to navigate the system. Eventually, she contacted Hume to seek support.

Sheridan from our Housing Independence team reassured and explained everything to Angela. “Sheridan made the frightening situation we were in a lot less upsetting.” Angela was immediately moved into furnished temporary accommodation in a local suburb and helped to work with Homes NSW on revising her rental subsidy.

House hunting became a full-time job. “I scoured real estate websites daily making lists of open homes. I had family and friends help me inspect them.” Angela also worried her kids were struggling to adapt. “The unit was comfortable, but it wasn’t home, and they missed their own furniture and belongings.”

After four months, longer than a temporary stay is designed to be, the family secured a private rental in a suitable location. Angela emphasises that Hume, particularly Sheridan, were life savers: “I looked forward to Sheridan’s visits – I felt I could debrief on my stresses and always ask questions without judgement or fear of being thought ignorant.”

Angela is just one of many customers Sheridan has supported in the past few months. “It’s tough out there and I’m seeing more and more families like Angela’s who’ve never had to seek help. I feel privileged that I can support them to escape the risk of homelessness. It’s the best feeling in the world knowing they’re safe.”

Tenancy management

Tenancy management is a critical part of Hume’s operations. The way we oversee tenancies affects the housing stability of customers and also our operating costs, which in turn affects how many people we can help into housing. If a tenancy is allowed to break down, people may be forced into, or back into, homelessness. Aside from the obvious personal costs to customers, there are commercial considerations for Hume, such as loss of income, administrative and potentially repair and legal costs, plus costs associated with reletting. High rates of turnover increase landlord workloads and can reduce staff morale and retention. They can also undermine the ability of residents to develop trusting and enduring neighbourhood connections – the basis of community.26

Fortunately, Hume’s significant experience in tenancy management over the last 30 years proves that we know how to achieve and successfully manage sustainable tenancies. Our customers are at the centre of everything we do and play a vital role in directing and determining how we do business. People focused and value-led, we adopt a collaborative and strength-based approach to community living, which focuses on building self-sufficiency and empowerment and enhancing opportunities as a way of increasing community connection. This year we supported customers to access financial services, family and domestic violence support services, NDIS and aged care services, employment, training and more.

Our dedicated tenancy team includes Neighbourhood Officers, Tenancy Sustainment Officers, and Community Cohesion Officers. They work to ensure customers are placed in the most suitable properties, in the right locations, with the capacity to meet their current and future needs from the outset. They excel at identifying the most appropriate support to help customers meet both immediate needs and longer-term goals. We know our way works for people from a diversity of cultures, with different social barriers and increasingly complex needs.

Each customer receives at least one wellbeing inspection per year. These visits allow us to both manage the property and ensure our customers are engaged and can be linked to support services where we identify a need or goal.

This year our tenancy management team focused on:

› arrears management – introduced SMS automation to assist customers in identifying arrears and engaging them early to limit risk to the tenancy

› completing 85% of all customer wellbeing visits and property inspections with meaningful engagement so customers set and achieve goals

› continuing our unique Community Cohesion program focused on placemaking, safety and social inclusion

› funding our unique ‘Ageing in Place’ neighbourhood officers in all areas of operation to ensure a tailored approach for our ageing communities

› delivering the Rent it, Keep it (RIKI) program (see more below)

› funding our tenancy sustainment coordinators across all areas of operation to assist tenancies at risk. They collaborated with key service and support partners (over 100 service providers) to ensure customers had clear and effective referral pathways.

Measuring social impact

Housing All Australians (HAA), a business-led national organisation, commissioned a 2024 cost-benefit analysis of youth homelessness. It found that 30% of adults experiencing chronic homelessness had also experienced homelessness in their youth. They calculated that, for every dollar spent on social and affordable housing for young people, there would be $2.60 in benefits – including health cost savings, reduced domestic violence, reduced costs of crime, enhanced human capital and enhanced quality of life for carers. This would be “comparable to and often greater than, the returns achieved on other major Australian infrastructure investments.”27

At the individual level, people who come off social housing waiting lists felt extreme relief – “secure, adequate and affordable housing had transformed their lives… allowed them to re-engage with the world … and reduced their anxiety dramatically.”

28

As a community housing provider, we have always made a difference to the lives of customers and the communities we serve. We have a positive social impact by supporting people experiencing homelessness into long-term, stable and affordable housing and by providing homes people can afford through our core service delivery of customer-centric property and tenancy management.

However, it was only in 2019 that we started to develop a purpose designed outcomes framework and measurement analytics tool to quantify our impact and better assess how we are delivering on our purpose.

Our newly developed Impact Strategy came about through consultation with our teams, our customers and by learning from evidence about housing and homelessness, and programs that make a difference. By focusing on three impact areas, we ensure our resources are targeted and driving change where it is needed the most:

› no recurring homelessness

› improved wellbeing for seniors and people with a disability

› empowerment through increased access to opportunities.

Our Outcomes Framework is the cornerstone of the strategy and provides evidence of our impact. We will continue to enhance our impact by analysing the data in our suite of outcomes dashboards.

All operational teams have actions they must complete to drive evidence-based improvements in social outcomes for our customers.

“

...

secure, adequate and affordable housing had transformed their lives ... allowed them to re-engage with the world ... and reduced their anxiety dramatically.

27. Housing All Australians, 2024, Leave No Young Australian Behind: The long-term costs of youth homelessness to Australia, Cost benefit analysis report, https://housingallaustralians.org.au/leave-no-young-australian-behind/

28. Morris, A., Idle, J. Moore, J., and Robinson, C., 2023, Waithood: The Experiences of Applying for and Waiting for Social Housing. Sydney: Institute for Public Policy and Governance, University of Technology Sydney, https://homelessnessnsw.org.au/wp-content/ uploads/2023/08/waithood-report-final-2023-1.pdf

Our theory of change

Creating new homes

Increase available supply of quality and diverse housing options

Living in my home

We provide tenancy, and property and asset management services

Joining my community

Together with partners we sustain tenancies and connect customers to their communities

Focus areas

No recurring homelessness

Customer outcomes

Finding my home

Provision of temporary and transitional accommodation, rental subsidies and Housing First programs

TENANCY MANAGEMENT

Affordable, social, HPWD and transitional accommodation PROPERTY AND ASSET MANAGEMENT

Housing amenity impacts well-being

Tenancy sustainment and support coordination

Wellbeing for seniors and customers living with a disability Access to opportunities

Place-based initiatives to connect customers to community

Outcome focused results

Homelessness to home

Safe at home

Homelessness and its causes

Homelessness is influenced by a range of complex factors such as the availability of affordable housing, poverty, mental illness, substance use and other challenges. Hume is committed to addressing these issues headon to end homelessness for some of the most vulnerable individuals in our community.

2024 NSW Homelessness Conference

In March, the 2024 NSW Homelessness Conference was held at Newcastle Town Hall. The theme was ‘Changing the system together: Making homelessness rare, brief and non-recurring.’

World-leading keynote speakers, as well as leaders, academics and experts with lived experience in NSW and across Australia, attended. We heard from Dr Tracy Westerman AM, Indigenous psychologist and leader in Aboriginal mental health, suicide prevention and cultural competency; and Dr Ligia Teixeira, CEO of the UK’s Centre for Homelessness Impact, who shared her extensive experience of what works to end homelessness in international systems.

Hume’s General Manager, Specialist Housing and Impact, Sally Regan, presented on how Hume will use our outcomes data to prevent re-occurring homelessness in the ‘Forward Together: Charting the future of specialist homelessness service delivery’ plenary session. This was convened by our Chief Operating Officer, Victor Prasad. We continue to campaign for an end to homelessness in Australia (read more about our advocacy below).

Together Home

The Together Home Program, funded by Homes NSW, enabled many participants to make lasting positive changes in their lives. Homes NSW and other authorities have recognised the program’s high success rate and significant positive impact on the majority of participants. However, there is no additional funding for 2024–25.

The NSW Government and Homes NSW remain dedicated to supporting the sector in delivering innovative responses to the current crisis. Their focus is on making homelessness rare, brief, and non-recurring by building on the lessons learned from the Together Home Program and applying Housing First principles.

Hume has supported 73 participants across all three tranches of the Together Home Program, achieving a high engagement rate of 87%. Of our participants, 72% (24 out of 33) successfully transitioned into longterm housing options. We have witnessed life-changing successes, such as improved health, overcoming substance dependence, some customers pursuing education and others securing employment.

Hume continues to work with all levels of government and our partners on identifying new and innovative ways to minimise homelessness.

Housing Independence Program (HIP)

HIP provides up to 12 months of transitional housing, combined with comprehensive support services. Our mission is to assist individuals and families experiencing homelessness in their journey towards longterm stable housing and independent living.

HIP has run in southwest Sydney for about 15 years and a shorter period in the regions. It provides valuable housing solutions and community benefits. Hume repurposes stock marked for redevelopment, known as ‘meanwhile use’ that would otherwise be vacant and possibly subject to vandalism.

We average 10 to 15 applications and referrals per month and work with 39 different services, including Homes NSW, Uniting, St Vincent de Paul and Wesley Mission. The program’s success relies on flexibility and strong partnerships with these local service providers to meet customer needs effectively. Participants receive regular support from Hume, typically through monthly home visits.

This year HIP supported 60 households by providing transitional housing and helping customers improve their independent living skills and long-term housing outcomes.

The program achieved a 63% positive exit rate across both metro and regional areas.

In regional areas, we offered accommodation across seven short-term leased properties from Homes NSW. Of the 14 customers supported in regional areas, 86% (6/7) achieved positive exit outcomes, with 67% (4/6) transitioning into sustainable private rental options.

Although there is no longitudinal data on long-term outcomes, HIP has proven effective in breaking the medium-term cycle of homelessness with 63% of customers exiting to more sustainable accommodation, including 47% into the private rental market.

The following key factors help make the program successful.

› Timeliness: immediate accommodation for those who are homeless or at risk of it.

› Capacity development: helping customers build skills to sustain a tenancy, such as timely rent payments, property maintenance and good neighbour relations.

› Rental history: customers can rebuild their rental history, providing evidence to support private rental applications or reapply for social housing.

› Delivery: regular, persistent support to address practical issues and overcome housing barriers.

› Service provider relationships: other mainstream services offer additional support.

› Regional engagement: participating in regional coordination of homelessness activities and maintaining effective relationships with Homes NSW and others.

› Effective use of dormant assets: using otherwise vacant properties at risk of vandalism.

Temporary Accommodation Program (TAP)

Delivered in partnership with Homes NSW, TAP offers short-term housing solutions that divert individuals from temporary accommodation, such as motels and other unsuitable crisis accommodation options. TAP offers intensive support to customers, assisting them in finding private rentals and addressing the factors that affect their housing stability. By doing so, many homeless families and individuals overcome their challenges and transition into secure, longer-term housing, effectively bypassing the social housing waiting list.

TAP has run in southwest Sydney for nearly 20 years using properties managed directly by Hume.

Supported Temporary Accommodation (STA)

STA provides short-term housing in our regional locations – Maitland and Port Stephens. Accommodation is provided via partnerships with third parties such as motels and specialist support services; including Carries Place who house and support women and children escaping domestic violence.

Hume committed to providing temporary accommodation in regional areas as part of becoming manager of Land and Housing Corporation properties under the Social and Community Housing Management Transfer program in 2019.

As with TAP, STA customers often receive support, such as counselling and health services and assistance in finding permanent housing. The goal is to help them stabilise their lives and eventually transition to longterm housing solutions.

POSITIVE EXITS FROM TAP

In 2023–24 TAP supported:

168 HOUSEHOLDS EXPERIENCING HOMELESSNESS

67%

100/149ACHIEVED POSITIVE EXITS, INTO MORE STABLE HOUSING

POSITIVE OUTCOMES FROM STA

In 2023–24 STA supported:

53 ADULTS

45 CHILDREN

The Supported Housing Program (SH)

SH runs in partnership with specialist homelessness services across western and south western Sydney. The program is designed to assist individuals – including youth – and families, in overcoming housing challenges and other barriers. Our program provides comprehensive support to help people transition towards independent living options, ensuring they have the resources and skills for long-term stability and success.

SH recently transitioned to the Specialist Housing and Impact team to better align with other initiatives aimed at addressing homelessness. This strategic move allows us to better leverage resources and expertise from various programs to provide comprehensive support to those in need.

Youth Homelessness Matters Day

In 2023–24, 38,000 young people (aged 15–24) presented alone to an Australian homelessness service. Youth Homelessness Matters Day was started in 1990 to raise awareness about youth homelessness.

It will also improve outcomes and create a cohesive framework for tackling homelessness effectively.

We collaborated with support partners to transition 85 properties to Specialist Housing and Impact. As part of this transition, we were also able to transition over 30 supported customers into long term housing programs.

POSITIVE EXITS FROM SH

2023–24

42%

27/64 ACHIEVED POSITIVE EXITS, INTO MORE STABLE HOUSING

Hume was part of the second annual ‘Couch Race’ held at the Deck, Raymond Terrace by service partner Port Stephens Family and Neighbourhood Centre. The race symbolises youth who are couch surfing across multiple temporary residences because they don’t have a home.

Homelessness Stakeholder Advocacy Group

In November 2023, we partnered with Port Stephens Council to form a regionally-based Homelessness Stakeholder Advocacy Group. Eighteen core members include the members for both Port Stephens and Paterson, NSW Police, the Department of Communities and Justice, key community sector organisations, local Aboriginal land councils and other community representatives. Port Stephens Council brings stakeholders together and Hume assists with strategic advice on local homelessness and related issues. This partnership showcases our ability to work effectively with local authorities to address community needs. Together we have contributed to the development of the region’s first Local Homelessness Strategy providing more safe housing by optimising existing, underutilised resources, all without the need for additional funding.

An important early Group achievement was the Dignity in Crisis project. After educating Council on local data, issues and critical touch points, the Group was able to come up with a ‘meanwhile use’ opportunity.

LOCAL HOMELESSNESS STRATEGY

Funding and resources

• Attract funding

• Identify local resources

• Allocate effectively

LOCAL STRATEGY PLAN

Hume’s Manager, Housing and Impact, Port Stephens –Jenna Nadiotis (front right) is a member of the inaugural Homelessness Advisory Group.

This resulted in repurposing some self-contained, holiday park stock as temporary accommodation. Three highquality, two-bedroom cabins in Thou Wallah Holiday Park now offer safe, secure, private and affordable homes for local families escaping homelessness and domestic violence. They have been fully occupied since January 2024. The initiative has been very effective at breaking the homelessness cycle:

› 12 families have been accommodated for ≤ six months

› 80% transitioned into the private rental market.

We urge other community housing providers to establish stronger networks with their local councils to innovate and improve local housing supply.

More housing

• Social and affordable investment

• Meanwhile-use housing

• Policies, incentives, priorities

• Council audit of land and buildings

Collaboration

• Shared data and outcomes

• Create innnovative housing options

• Improve service knowledge

Education

• Links to education for youth and other people at risk of homelessness

• Private rental market and community

Customer experience

This year Hume again focused on enhancing the experience we provide, by prioritising the needs and expectations of our customers and tenants. Improved customer experience is pivotal to fostering a supportive and responsive environment for everyone who relies on our services.

Our contact centre is the primary touchpoint for customers seeking assistance, information and support. It provides a reliable and accessible communication channel and is critical to ensuring that customer concerns are addressed promptly and effectively. This year our contact centre team targeted handling every communication with care and professionalism.

The access and demand services delivered by our Housing Options Program (HOP) team remain a cornerstone of our approach:

› 11,779 customer enquiries taken

› supported 624 people into transitional accommodation.

Voice of Customer surveys

The digital customer experience (CX) surveys we have developed measure key metrics including customer satisfaction, ease and trust. They also monitor key touchpoints like staff professionalism and respect, repairs and maintenance satisfaction, and satisfaction with complaints and appeals.

Between January 2022 and April 2024, we conducted seven surveys. These started as six monthly but have run quarterly since July 2023. Voice of Customer surveys provide essential feedback to drive service delivery improvements and highlight our change successes.

Over this time, customer satisfaction – highly correlated with property condition and the effectiveness of customer communications and follow-up – has been trending upward:

› customer satisfaction with repairs and maintenance has increased by 20% –reaching 71% in 2024 – best score to date

› customer experience indicator for ‘staff professionalism and respect’ peaked at 75% in April 2024

› contact centre performance also scored its highest result ever – 66% in April.

REPAIRS AND MAINTENANCE SATISFACTION

How satisfied were you with your overall experience of the repairs and maintenance service?

Significant improvement

› R&M satisfaction improved by 20%

› Handy person initiative begins, 93% satisfaction

Focus on repairs process

› R&M a key driver of overall satisfaction

› Improved property condition

More responsive repairs process

› Improved response, quicker turnaround

› Focus on call centre performance

› R&M approvals streamlined

› LAHC stimulus

HANDY PERSON INITIATIVE

Our Voice surveys have made it clear that property condition is a major driver of customer experience and satisfaction. An effective repairs process is essential.

On 8 January 2024, we launched a pilot handy person initiative in Maitland and Port Stephens. It aimed to provide an efficient and effective ‘handy person’ service for customers. Typical works include fixing leaking taps, easing and adjusting door/ windows, repairing window sashes, changing leaking flexi hoses and re-gauzing doors and window screens.

These minor jobs help keep our properties in good condition, while prompt responses have increased satisfaction and helped build customer trust.

The handy person initiative has increased customer satisfaction with repairs by 32%. Every task (100%) was done within seven working days, with a 32% reduction in costs of completion.

After the pilot’s success in both improving the customer experience and reducing Hume’s operating costs, we are looking at opportunities to extend this service.

The handyperson initiative increased customer satisfaction, and decreased costs, by 32%.

138

130 RESOLVED

59 APPEALS LODGED

Customer Experience Strategy update

Hume’s vision is to deliver a sector leading service that is integrated, empowering and proactive; and reflects our purpose and core values.

Our first Customer Experience (CX) Strategy was underpinned by qualitative research, which included interviews with customers and employees to gain a deeper understanding of their needs and expectations. The aim was to improve the wellbeing of our customers and communities, improve customer experience and build our positive reputation within the community. The initial program of activities was designed to run in 2021–25.

To date, our focus has been on improving processes; reviewing and redesigning customer information; designing and developing induction training; and implementing operational reporting to improve operational performance and identify process improvement priorities.

We are currently working on a new core platform that will improve system integration, support more efficient processing and offer better access to customer information. We are also on track to deliver a new website in late 2024 that is less task (or transaction) focused and more customer focused. We want it improve customers’ online experience and their outcomes.

Our current approach reflects our maturing ability to improve the customer experience, by continuing to upgrade our service capability and standards through technological and process enhancements. 91%

Customer Experience Charter and Customer Handbook

We have developed two key customer documents.

CUSTOMER EXPERIENCE CHARTER (CHARTER)

The Charter, available on our website or in print, is a statement of Hume’s commitment to delivering exceptional customer experience. It:

› outlines customer rights and responsibilities

 promotes accountability for outcomes

 provides clear expectations

 ensures appropriate actions are taken on behalf of customers

› encourages open communication

 when providing services

 when addressing concerns

 when resolving disputes

 promotes delivery of services in a timely and respectful manner

› helps empower our customers by providing a voice in shaping service delivery through feedback channels such as customer surveys and our complaints and appeals process.

CUSTOMER HANDBOOK (HANDBOOK)

The Handbook is designed to meet the need for customers to have a ‘single source of truth’ in their first year. It is intended to help people manage their tenancy and is available online, with hard copies included in lease sign-up packs and available at our service centres.

The Handbook includes things like our purpose and values, contact information, what to do when you’re moving in, the range of housing programs we offer, complaint resolution, maintenance requests and other aspects of service delivery.

We’ve enhanced customer resources to better support people to manage their tenancies.

Wellbeing and social engagement

Hume has a longstanding commitment to community cohesion and place making initiatives in the communities we work in, supporting how people live together in their neighbourhoods. Our Community Cohesion Strategy and Outcomes Framework ensures that our community development programs align with, and deliver on, social impact domains such as good health and wellbeing, financial stability and training and employment outcomes.

Our vision is for customers to live and contribute to communities and enhance their wellbeing through four key factors.

› Sustaining home: Customers sustain their tenancy and have a sense of pride and safety in their homes.

› Creating place: Neighbourhoods and communal places are safe, well maintained, welcoming and encourage connection.

› Connecting people: Customers connect with their local services and increase their sense of belonging to their communities.

› Facilitating participation: Customers participate in community life and Hume’s decision making.

Our Community Cohesion Officers (CCOs) work with community members and local support partners to develop and deliver programs that promote inclusion and opportunity and build capacity. This year, 40 customers helped run our events, volunteering their time to give back to the communities they live in and helping meet community needs. More than 2,000 customers engaged across a range of social impact initiatives.

200+

COMMUNITY EVENTS ACROSS

SYDNEY AND THE HUNTER

2,000+

Activities

› Delivered 200+ customer engagement events

› HuMen – a participant-led initiative building resilience in men living in social housing and ‘at risk’ of social isolation (see below)

› Seniors Hubs program (see below)

› Hume in Bloom competition and community gardening programs

› Customer block meetings (see below)

› Financial stability programs including Rent It, Keep It (see below)

› NAIDOC Week activities

› Pet safety and microchipping days

› Red Cross young parents’ program

› Street clean up events

› Youth off the Streets outreach program

COMMUNITY COHESION SENIORS HUBS

Hume’s customer base includes 2,989 people over the age of 55 and we manage several over-55s complexes across metropolitan and regional NSW. Our Seniors Hubs program aims to tackle social isolation by building community and lasting personal connections and is delivered in partnership with Catholic Care. The program includes line dancing, tai chi, gentle exercise, craft and other social inclusion activities. The response has been overwhelmingly positive, with customers reporting less feelings of loneliness and improved wellbeing. We look forward to continuing this program.

BLOCK MEETINGS

We work with customers in our high-density communities across southwest Sydney and the Hunter region, to identify challenges and opportunities. Quarterly on-site block meetings foster social inclusion and ensure a cohesive relationship both with Hume, and among those in the communities.

Block meetings attracted over 200 people and addressed a range of local challenges including social isolation, language barriers, financial hardships and mental health challenges. Meetings also provide an opportunity to offer people access to information and support services.

This year our program included fire safety, stroke awareness and other health focused areas, financial stability, including information on rent accounts and arrears, and local education and training opportunities.

RENT IT KEEP IT

The Rent It Keep It (RIKI) program, developed by the NSW Department of Communities and Justice, educates tenants on their rights and responsibilities under the Residential Tenancies Act. Hume has adapted the original program to help participants secure and maintain their rental properties successfully, offering it to our customers and others in the community since June 2023.

RIKI is especially beneficial for people with limited experience in the rental market, applying across various housing situations including private rentals, social housing and affordable housing. The program teaches the skills needed to sustain a tenancy.

› Education: solid, foundational knowledge about rights and responsibilities as a tenant – crucial for maintaining a stable and successful tenancy.

› Practical support: how to secure a tenancy, manage rental obligations and care for a property – making it easier to effectively navigate the rental market (sessions include expert advice from financial planners and real estate representatives).

› Community integration: encourages connection with additional support services and resources, fostering a sense of encouragement and community.

RIKI offers flexible learning, and is designed to encourage participation.

› Comprehensive: Held eight times a year, RIKI sessions are accessible in metro and regional areas, and for people referred by partnering organisations like Carrie’s Place and core community services.

› Inclusive: The program provides a welcoming and non-judgemental setting where attendees can feel comfortable and supported.

› Recognised: Participants receive a Certificate of Completion, which is recognised by many real estate agencies and may boost the chance of a rental application succeeding.

› Run to suit different support needs: Some sessions offer free transport, childcare and transport so it’s easier for participants to attend.

Hume’s RIKI program is going from strength to strength, gaining momentum and attention from the community.

› 54 graduates since June 2023.

› 75%+ of participants rated their RIKI session as good or excellent.

› Before the session 80% participants rated their knowledge of the topics, minimal or average.

› After the session 90% of all participants rated their knowledge of topics, good or excellent.

Case study

Successful RIKI program increases understanding of rights and responsibilities

RIKI IS HELPING MORE CUSTOMERS FIND AND KEEP THEIR RENTAL HOMES

Every year Hume aims to see at least 25% of our customers attending programs and activities, including our very successful Rent It Keep It (RIKI) program. A wide range of people enter RIKI – from those seeking their first rental, to families whose tenancies are in trouble because they are struggling to manage property care or are in rent arrears.

We are so convinced by the effectiveness of our free RIKI program in building the foundations of rental housing security, that we took an additional step to make it more accessible. In this case, for parents of young children who were struggling to dedicate a full day to RIKI.

In Woodberry in the Hunter, we partnered with Place of Friends to trial free childcare. Not only did we bolster attendance rates, but we also received feedback that for many young parents, this was the first time they had left their children in care.

Free childcare is now available for any mums and dads committed to honing their tenancy knowledge and skills. We accept referrals from our partner Carrie’s Place – a domestic violence and homelessness service. We also extended the program to the Port Stephens area, in partnership with the Port Stephens Family and Neighbourhood Service. The area has a high rate of domestic and family violence. Programs like RIKI can equip these women with the skills and confidence to secure a safe home.

RIKI is successful because it provides accessible, easy to grasp information delivered by a range of partners including local real estate agents, and budgeting specialists who understand the challenges faced by low-income families. It empowers participants to understand their rights and

responsibilities and reinforces the many social supports available to tackle rental and financial challenges – before they threaten a tenancy.

Fifty-four people have graduated from our program so far. Many report significant improvements in their rental situation. The program has delivered reduced arrears and increased tenancy stability, with many people successfully transitioning from supported housing into the private rental market. RIKI has been praised for its wellorganised structure, valuable content and the supportive environment created by our facilitators.

Graduate Katie, a single mum looking to secure her first rental, told us, “I wish I had learned this in school. The knowledge has been invaluable, and I feel confident in managing my budget and understanding my rights as a tenant.”

HUME IN BLOOM AND COMMUNITY GARDENS

Hume in Bloom is an annual gardening competition that all our customers can enter. We attracted over 50 plus entries across metropolitan and regional locations. We thank our sponsors including Bunnings, Vegepod who provide prizes and monetary support. The program not only encourages the health benefits of gardening , as well as recognising those who take pride in their property and encourage others to follow in their footsteps.

HUMEN

One in eight Australian men will experience a mental health condition and, each day in Australia, approximately seven die by suicide. HuMen was designed in 2022 to build resilience in men living in social housing.

This year the program attracted over 100 participants in Sydney’s south west who identified as experiencing social isolation, hardship or mental health challenges.

Throughout the program:

› 100% reported being satisfied that they had better connections to their community and said their knowledge and awareness of men’s health had improved

› 85% stated they felt better equipped to cope with future challenges.

HuMen continues to engage with customers and build community and capacity for men living in our properties.

HUME EMPLOYEES JOIN IN

This year Hume employees again celebrated diversity and community connection, attending and supporting Hume activities and local initiatives. We attended and organised events to:

› raise the profile of community housing and our service

› promote and celebrate diversity

› create opportunities for customers and employees to come together

› promote connection, health and wellbeing in the workplace.

Events where Hume staff volunteered or supported include:

› Biggest Morning Tea

› Bring your kids to work – end of year party

› End of year customer events

› International Women’s Day events

› Tenant voice forums

› NAIDOC week BBQ with customers and community

› National Reconciliation Week Events

› Street count, Hunter

› MADA Family Fun Run

› World Pride month.

Meals from the Heart

Hume employees donated funds and volunteered elbow grease to cook and serve warm, comforting dinners for people staying at Ronald McDonald House at both John Hunter Hospital and Westmead Children’s Hospital while their seriously ill or injured children receive treatment.

Our team’s efforts meant that families could sit together and share a meal. The smiles, and the deep sense of community and grace cannot be underestimated.

Women In Business Breakfast

Hume supported 2024’s NSW Women’s Week and International Women’s Day at Maitland Business Chambers annual ‘Women in Business’ Breakfast at Maitland Town Hall. Our COO, Victor Prasad, was MC for the event.

Approximately 120 delegates attended, including Mayor, Philip Penfold; the Hon. Jenny Aitchinson, Member for Maitland and Minister for Regional Transport and Roads; and Miss Maitland.

End of year celebrations

As is tradition at Hume, we once again celebrated the year that was, with our customers and communities across Sydney and the Hunter.

Over three massive days and various locations we shared lunch and a few laughs. Over 500 customers joined us with more than 25 service partners and countless fun activities.

Pictured above at the launch are, L to R, Chair True Swain, CEO Brad Braithwaite, Teresa Clark (The Smith Family), Chairperson Jeff Cummings, Matthew Misfud (Ronald McDonald House), and Hume Patrons, Robert and Sandy Vine.

Employee Giving Program launched

We announced a new Employee Giving Program as well as two new partnerships aligned with Hume’s Social Impact Strategy.

Hume employees can elect to make financial contributions to support two chosen organisations with Hume matching employee contributions. We are supporting the great work of The Smith Family to help combat educational disadvantage among low-income families and will be contributing to help support Hume families facing hardship. We’re also partnering with Ronald McDonald House, who assist families of sick children with meals and short- and long-term housing opportunities. And we’re exploring opportunities to provide housing support to families of ill children who are experiencing housing insecurity as a result of medical costs and family displacement.

Our programs and activities are designed to engage our customers.

Reconciliation Action Plan

This year we continued our partnership with NSW communities ‘to empower and build social and financial equality’ for Aboriginal and Torres Strait Islander people. We are working on our Innovate Reconciliation Action Plan (RAP) 2023–25.

Our actions toward reconciliation:

› Our commitment to the Uluru Statement from the Heart and support for The Voice to Parliament in the lead up to the Referendum, included employee engagement activities, along with a vocal social media presence.

› We hosted a National Reconciliation Week event in Maitland Park incorporating a Welcome to Country, smoking ceremony and yarning circle. This involved partner organisations, Botanic Gardens, 4UCare, Beyond Bank, Carries Place, Coates, Early Links, Maitland Council, One Door, Social Futures, We Care and Wesley Mission. We also hosted a community lunch attended by 100+ locals.

› We supported Gandangara Reconciliation Week, an external Liverpool event; and Barkuma Family Fun Day, Kurri Kurri for NAIDOC.

› Our focus on enhancing cultural capability progressed. Initial stages of the project are scoped, and work will continue into 2024–25.

› We continue to signpost our recognition of Aboriginal culture –

 we’re commissioning an Aboriginal artwork for our Raymond Terrace Office

 we enhanced recognition of our existing artworks with framed biographies on each piece

 team members undertook specialist training with Terri Janke and Co. to improve our engagement practices and knowledge of managing Traditional Owners cultural and intellectual property

 we engaged Blakworks, an Aboriginal employment and workplace specialist to boost our Aboriginal Employment Strategy.

Our advocacy work

Hume in the community

Hume has many opportunities to promote the sector and the work we do; identifying ways to address housing affordability and homelessness. We advocate for our customers and communities across government and the private sector. Below are some more examples of our advocacy this year.

HUNTER STREET COUNT

Street sleeping is only the tip of the homelessness iceberg. Our teams again took to the streets of the Hunter and Port Stephens in the early hours of the morning to help the Department of Communities and Justice count the homeless.

MAITLAND AGAINST DOMESTIC VIOLENCE (MADA)

Hume supported Maitland against Domestic Violence (MADA) at local events to raise awareness and support about ending family and domestic violence. Our staff, customers and community attended the Move for MADA Family Fun Run which included a range of fun family activities.

Hume also supported the MADA International Women’s Day event, raising over $12,000 for local services supporting women and families.

MAITLAND COMMUNITY DRUG ACTION TEAM

According to the Australian Institute of Health and Welfare, 86,400 people are hospitalised across Australia, every year, due to alcohol alone. Community Drug Action teams (CDATs) aim to make their communities safer, healthier and stronger by reducing harm from alcohol and other drug (AOD) use, through evidence based, primary prevention activities.

Hume has been an active member of the Maitland CDAT since 2020. In the first three years we secured $32,000. Two Hume employees have chaired the group and our communities have benefited from a range of projects including healthy kids activities, wellbeing packs in schools, educational videos, a commissioned Newcastle University review of AOD educational programs, a service directory and a committed Maitland CDAT community.

Maitland CDAT held its first Open Day this year, attracting many talented people with an interest in AOD education, community awareness raising and harm minimisation.

VINNIES CEO SLEEPOUT

Hume CEO, Brad Braithwaite, represented Hume at the 2024 Vinnies CEO Sleepout, braving the elements to raise awareness and highlight the realities of homelessness. Brad spoke directly to many people with recent lived experience of homelessness and raised more than $2,000 for the St Vincent de Paul Society to support Australians in need.

BIG HOUSING DEBATE

Hume attended The Big Housing Debate in April 2024 alongside Industry experts, community leaders, politicians and residents to focus on ‘Investing in our social and affordable housing future’. The debate was co-hosted by Link Wentworth and CHIA NSW.

SOUTHERN HOUSING UK VISIT

In 2023, we hosted Sarah Smith, CFO of Southern Housing (pictured, second left, with Hume CFO Sean Parker, and Hume’s Anna Sorrenson-Cox and Stephanie Campbell). Southern Housing is one of the largest housing providers in England. Sarah has been in the industry for over 35 years and was a speaker at the PowerHousing Exchange Conference in Canberra. She toured our Hamilton Road complex and compared aspects of the Australian and English housing sectors with us.

THE SMITH FAMILY GREAT NORTHERN WALK FUNDRAISER

Board Chairperson True Swain (below left) completed a 250-kilometre walk for The Smith Family’s Learning for Life program, which provides disadvantaged children with school supplies, tutoring, and mentoring. Hume is a supporter of The Smith Family and has launched a corporate philanthropic giving fund to support the organisation.

HOMELESSNESS NSW MEDIA ADVOCACY

Hume customer and Together Home participant, Heather, escaped domestic violence only to find herself homeless for six years. In May, she was interviewed by Channel 7 to share her inspiring journey and advocate for ongoing funding of the program. Heather said, “Together Home helped me find a home and escape family violence.” We acknowledge Heather, for her courage and advocacy, and thank the Together Home team for their transformative work.

Homelessness Week at Parliament House

In Australia more than 123,000 people experience homelessness on any given night. At a Homelessness Week event in Parliament House on August 2023, consensus emerged that supply is the crucial factor in addressing homelessness. Collective efforts, a united front and innovative strategies, such as the Housing First Model, were identified as vital.

GREAT WESTERN SYDNEY LEADERSHIP DIALOGUE

In September 2023, Hume was a sponsor of the Great Western Sydney Leadership Dialogue event in Warwick Farm. It drew 350 representatives from all levels of government, as well as developers, regulators, investors, industry and community housing providers.

Hume’s (then) Chair, Sue Holliday noted that community housing providers are the only sector equipped to deliver genuinely affordable rental homes. Not social, not private but long-term affordable rentals. Hume advocated for 375,000 homes over the next five years along with urgent structural shifts including planning system improvements, more direct funding for community housing providers, and better access to land title and financing to boost investor confidence in our sector.

Our management team

Meet our Directors

TRUE SWAIN

Incoming Board Chair from 14 November 2023

Chair of Growth, Development and Sustainability Committee until 14 November 2023 and then a member; member of Governance, Audit and Risk Committee; and member of People and Culture Committee from 14 November 2023

JD, MBA, M. Pro Dev, B. CPM, GAICD

As an experienced senior executive manager and director, True possesses extensive expertise in professional property development, project management, risk mitigation, corporate governance, and business acumen, spanning both the public and private sectors.

True’s capability in property development encompasses the entire spectrum of the development lifecycle: master planning, development feasibility, business case, site identification, conception of innovative property development outcomes, authority approvals, procurement, delivery management, and the holistic oversight of property asset lifecycles. This invaluable experience has been effectively employed across an array of diversified property portfolios across Australia, and instrumental in propelling these organisations towards their growth and strategic objectives.

His professional experience is complemented by his broad tertiary qualifications, which include Juris Doctor of Law, a Master of Business Administration, a Master of Property Development, a Graduate Certificate in Commercial Arbitration, a Bachelor of Construction Project Management, and a Graduate of the Australia Institute of Company Directors (GAICD) course.

True was elected to the Hume Board in March 2014, then elected as Chair on 14 November 2023. He is passionate about the provision of sustainable homes and services that will enable Hume’s customers to thrive.

SUE HOLLIDAY

Outgoing Board Chair (resigned on 14 November 2023)

Chair (I July 2023 to 14 November 2023) and member of the Growth, Development and Sustainability Committee (I July 2023 to 14 November 2023) member of People and Culture Committee (1 July to 14 November 2023)

Life Fellow, Planning Institute of Australia, FPIA, CPP, GAICD, BA (Economics), MPhil (Town and Country Planning)

Sue Holliday is a city planner and economist. She was Professor of Planning Practice at UNSW until February 2020. She ran her business, Strategies for Change, an urban strategy consultancy until 30th June 2019.

Sue had a long career in public service and has demonstrated an outstanding commitment to affordable housing. She was Director General of Planning in NSW from 1997 to 2003. She was instrumental in establishing the City West Housing Company to achieve ongoing affordability options in Pyrmont and Ultimo. She introduced affordable housing as a planning objective into the EPA Act 1979 and introduced inclusionary zoning into planning instruments so development could contribute to affordable housing outcomes.

She was a member of the National Housing Supply Council from its inception to its closure in 2013. Sue has held various board roles including as Director of the Transport Infrastructure Development Corporation from 2004–10 and President of the NSW Building Professionals Board until June 2013. Sue was elected to the Hume Board in April 2014.

PHILLIP HEPBURN

Deputy Chair, Chair of Governance, Audit and Risk Committee and member of Growth, Development and Sustainability Committee

B EC, LLB, LLM, Grad Dip Company Secretarial Practice

Phillip has extensive experience in setting up legal, governance and compliance functions, advising boards on all aspects of legal and compliance issues. Phillip was previously General Counsel and Group Secretary at Stockland where his role also included providing commercial and legal advice on business and property acquisitions and sales, and on all aspects of property development and capital management activities undertaken by the organisation. Phillip has extensive experience in management across the property, banking, retail and agricultural sectors and has also acted as a mentor to senior executives. Phillip has a strong interest in the areas of Board governance, risk and compliance.

Phillip was elected to the Hume Board in February 2016 and was appointed Deputy Chair in December 2021.

JAYSON BRICKNELL

Director, Chair of Customer Experience Committee, member of People and Culture Committee

B Ec, GAICD

As an experienced financial services executive, Jayson built up broad business experience across a number of disciplines. He has specific expertise and a proven track record in customer experience, program and project management for system deliveries, stakeholder engagement, transformation programs, operational performance improvement, growth and strategy definition and execution (including mergers and acquisitions).

His experience includes ten years with Westpac/BT Financial Group, two years with Third Horizon Consulting, 15 years with Macquarie Bank and seven years with Arthur Andersen and Co and PricewaterhouseCoopers. Jayson is currently working in the social sector with a leading charity, and he mentors social enterprises.

Jayson was elected to the Hume Board in March 2017.

THE HON. NATHAN REES

Director, member of Governance, Audit and Risk Committee and member of Customer Experience Committee

Nathan Rees has lived his life in Western Sydney and has 28 years’ experience in public administration. After completing a horticulture apprenticeship, he undertook an Honours degree in English Literature at Sydney University.

Nathan served in the NSW parliament from 2007–15, including as Premier of NSW, Minister for Water, Minister for the Arts, Minister for the Central Coast and Minister for Emergency Services. He was the member for the Western Sydney seat of Toongabbie. He has a passion for Western Sydney and social justice.

Nathan was elected to the Hume Board in February 2017.

THE HON. ROBYN PARKER

Chair of People and Culture Committee and member of Customer Experience Committee

GAICD, JP

Throughout her life, Robyn Parker has worked to support, develop and strengthen individuals, families and communities. Robyn has over 32 years of public sector experience which included roles in Child and Family Services, as a TAFE teacher and as CEO of Ageing and Disability Services.

Robyn served in the NSW Parliament for twelve years, first as a Member of the Legislative Council, followed by four years as the Member for Maitland. Robyn chaired many parliamentary inquiries and was the NSW Minister for the Environment and Minister for Heritage (2011–14).

Since leaving politics, Robyn has been appointed as a non-executive Director to a number of environment, education and for-purpose organisations. She is currently Deputy Chair of the NSW Heritage Council. Robyn was elected to the Hume Board in February 2019.

JEFFREY CUMMINGS

Director, Chair of Growth, Development and Sustainability Committee from 12 December 2023 to 30 June 2024, member of People and Culture Committee

B Bus, GAICD

Jeff has been in the property industry for over 31 years as a senior executive and director. For the past 21 years he has been self-employed as a consultant and strategic advisor to both government agencies (Landcom and NSW Dept. of Health) and corporate entities, both public and private. His principal activities have been in residential land development and housing.

He has been a non-Executive Director of Devine Limited, Sekisui House Australia Holdings Pty Ltd, Nordcon Pty Ltd, and is the principal of The Urban Partnership.

Jeff has also had extensive involvement in voluntary humanitarian work throughout Papua New Guinea and New Zealand and is currently the Deputy Chairman of SEIROS Limited, a not-for-profit research organisation.

Jeff was elected to the Hume Board in February 2022.

SHIRLEY LIEW

Director, Member of Governance, Audit and Risk Committee, member of Customer Experience Committee

BBus (Fin), MBA, FAICD, FTIA, FCPA, IIA, ISACA, FINSIA (Aff)

Shirley is a professional non-executive director with a range of business interests. She has a strong focus and knowledge of governance, risk and compliance, business strategy, mergers and acquisition backed by practice-led partner audit, corporate and project finance, fund raising and advisory roles in banking, financial services, health, hospitality, FMCG, retail and the wholesale sector.

Shirley is an active board member with more than 15 years’ experience including Chairperson, and Chair of numerous committees spanning Audit and Risk, Mergers and Acquisitions across publicly listed, private and notfor-profit entities. She is also experienced in stakeholder engagement and achieving change initiatives in challenging circumstances.

Shirley has more than 20 years’ experience as a senior executive, CEO/CFO including 12 years in senior roles. She worked for international firm, Ernst and Young, and as head of risk and audit partner in chartered accounting firm, Grant Thornton and Moore Stephens.

Her recent director roles include non-executive director and chair of the Audit Risk Committee at Hunter United Credit Union, Lantern Hotel Group (ASX:LTN), Bellamy’s Australia Limited (ASX:BAL), Bridge Housing Limited, Chair and Hearing Australia.

Shirley was elected to the Hume Board in February 2022.

Meetings of directors

Below is the number of meetings of the registered entity’s Board of Directors (‘the Board’) and of each Board committee held during the year ended 30 June 2024.

‘Held’ represents the number of meetings held during the time the director held office or was a member of the relevant committee.

* Retired as director effective from 14 November 2023

** Joined the People and Culture Committee effective 14 November 2023

Skills matrix

MEMBER TITLE SKILLS

Sue Holliday Outgoing Chair Urban planning

True Swain Incoming Chair Property and development

Nathan Rees Director Public administration

Phillip Hepburn Director Legal and governance

Jayson Bricknell Director Customer experience/ Transformation

Robyn Parker Director Government and Public Relations Human and Community Services

Jeffrey Cummings Director Residential land development

Shirley Liew Director Finance, risk and compliance

Our governance committees

To assist effective governance, the Board nominated the following committees to discharge its responsibilities.

Each committee has a charter and is chaired by a non-executive director. They can obtain professional advice at Hume’s expense. Below is our governance subcommittees, their membership and functions, and the number of times they met during the year.

COMMITTEE MEMBERS

Governance, Audit and Risk Committee

Phillip Hepburn – Chair

The Governance, Audit and Risk Committee (GARC) Nathan Rees assists the Parent Board to fulfil its governance and True Swain oversight responsibilities in relation to financial Shirley Liew reporting and practices to ensure solvency, internal Sue Holliday (resigned with effect control structure, risk management systems, from 14/11/23) compliance, ethical accountability and internal and external audit functions and through its functions GARC supports the attainment of strategic goals by the Hume Group.

People and Culture Committee

Robyn Parker – Chair

The People and Culture Committee (PCC) assists Sue Holliday (resigned with effect the Parent Board to fulfil its responsibilities in relation from 14/11/23) to ensuring organisational capacity and capability Jeff Cummings across the Hume Group and including the Jayson Bricknell appointment, performance and remuneration of True Swain (appointed with effect directors and the CEO and the setting of all Hume from 14/11/23) Group policies in relation to people and culture and through its functions supports the attainment of strategic goals by the Hume Group.

Growth, Development and Sustainability Committee

The Growth, Development and Sustainability

Jeff Cummings – Chair (from 12/12/23)

True Swain Committee (GDSC) assists the Parent Board to fulfil Phillip Hepburn its governance and oversight responsibilities in relation Sue Holliday (resigned with effect to the development and implementation of the Hume from 14/11/23) Group’s growth and development strategies, making recommendations to the Parent Board in relation to growth and development opportunities (where Parent Board approval is required) and monitoring the execution of investments into growth and development and through its functions supports the attainment of strategic goals by the Hume Group.

Customer Experience Committee Jayson Bricknell – Chair

The Customer Experience Committee (CEC) assists Robyn Parker the Hume Group to understand and give necessary Shirley Liew priority to the needs and expectations of customers Nathan Rees and guides Hume Group in differentiating itself by its customer centric approach and endeavouring to ensure that Hume Group customers are provided with clean, safe, habitable and sustainable homes.

Meet our executives

BRAD BRAITHWAITE, CEO

MBA AGSM

Brad joined Hume in May 2023. He is an optimistic, purpose-driven CEO and non-executive director with extensive experience managing large and diverse teams across the community services, community housing, university, seniors living and health insurance sectors.

Brad has a deep passion for serving those less fortunate and believes that a healthy society requires those with means to walk along side and support those without. His social commitment is balanced with a strong commercial focus that creates value for customers, communities, investors, partners and employees. Brad’s 20+ year executive career has focused on identifying and implementing successful growth strategies. His experience, skills and entrepreneurial thinking are now driving Hume’s strategic growth agenda.

Prior to joining Hume, Brad was Interim CEO at Anglicare NSW West, NSW South and ACT, having previously been deputy CEO for four years. He also served as deputy CEO at Argyle Community Housing and previously spent a decade in various executive roles at the University of Wollongong, including Director of Strategic Initiatives.

Brad holds an MBA in Social Impact at the Australian Graduate School of Management, UNSW.

SEAN PARKER, CHIEF FINANCIAL OFFICER AND COMPANY SECRETARY

CA,

AGIA

Sean joined Hume as the Chief Financial Officer (CFO) and Company Secretary in 2018 bringing more than 20 years’ experience in senior management, including CFO roles for two publicly listed companies.

Sean has strong finance and risk management skills, and his experience includes strategy and business development responsibilities aimed at driving positive stakeholder impact. He is experienced in property funds management and large-scale financing as well as mergers and acquisitions and led acquisitions and developments of childcare centres for a leading childcare provider.

Sean was elected to the Tharawal Housing Aboriginal Corporation Board in September 2019. He is also Chairman of the Board of Gowrie NSW, a leading provider in early learning.

Sean leads Hume’s business continuity planning team, responding to significant events. These have included the NSW bushfires and COVID-19 pandemic.

VICTOR PRASAD, CHIEF OPERATING OFFICER

BE (Hons), GradDip Project Management, AICD member

Victor joined Hume in 2021, initially as Hume’s Executive Manager, Customer Experience. In 2022 he added Hume’s Assets Division to his portfolio of responsibilities. In May 2023 Victor was promoted to the Chief Operating Officer.

Victor previously held executive roles at Hunter Water – a large-scale utility provider servicing over half a million customers. He has demonstrated commercial and operational experience in the areas of customer service and experience, land development, infrastructure delivery, construction management, along with community and stakeholder engagement.

Victor is passionate about building inclusive communities where customers facing adversity have opportunities to prosper. He has experience leading complex transformation programs and equipping organisations with both the strategic focus and operational capacity to deliver outstanding results. He implemented Hume’s Customer Experience strategy, ensuring customer experience at Hume is now a key differentiator and quality indicator setting new benchmarks for the sector.

Victor holds a Bachelor of Civil Engineering with Honours from the University of Canterbury (NZ), a Post Graduate Diploma of Project Management from Deakin University and is a Member of the Australian Institute of Company Directors.

LAURA POLLARD, HEAD OF TRANSFORMATION, STRATEGY AND ENGAGEMENT

Bachelor of Media and Communications

Laura started with Hume as our Business Transformation Program Manager, before transitioning to Head of Transformation, Strategy and Engagement in September 2023.

She brings 13 years of experience, working across Australia, Singapore (covering 14 APAC markets) and Switzerland (142 global markets). Laura began her career in digital strategy, specialising in driving performancebased outcomes, and leading transformation programs for Australian and global organisations such as NRMA, Bupa, Mars, Expedia and Bayer. Prior to Hume, Laura played a pivotal role in leading the Customer Experience (CX) transformation for global pharmaceutical company, Roche. Her work focused on improving patient outcomes through innovation in people, processes and technology (including AI).

Laura is leading Hume’s customer and employee-focused business transformation and end to end stakeholder engagement within the Marketing and Communications team.

Laura is highly passionate about Hume, seeing tangible benefits for customers and improving their experience, bringing communities together, driving positive change and making a lasting impact in the lives of those we serve.

DAN LINCOLN, HEAD OF DEVELOPMENT AND GROWTH

BA (Hons) Political Science, MSc Conflict, Security and Development, PGCert Local Government Management

Dan joined Hume as a Senior Development Manager in August 2022 and became Head of Development and Growth in September 2023.

His career in property development spans 13 years, in both the UK and Australia. He is driven by a firm belief that safe and secure housing is a fundamental human right. Through residential development, Dan strives to create a lasting legacy for the communities he works in.

Since relocating to Australia in 2017, Dan has worked exclusively in the social and affordable housing sector. He led the rezoning and commercial finalisation of a mixed tenure project in western Sydney that delivered over 3,500 new homes for NSW LAHC. He then became LAHC’s Development Director, southern Sydney. He was responsible for strategic leadership, with a portfolio of 45+ mixed tenure projects across the development lifecycle, delivering 1,200+ new social housing dwellings.

At Hume Dan leads our growth strategy, creating more opportunities for people to prosper.

STEPHANIE CAMPBELL, HEAD OF GOVERNANCE, RISK AND LEGAL AND COMPANY SECRETARY

BA Arts, BA Law (Hons), GradDip Legal Practice

Stephanie joined Hume in November 2022 as Senior Manager Legal, Risk and Compliance. She is now part of our executive team as Head of Governance, Risk and Legal.

Stephanie is a qualified legal practitioner and governance professional with extensive experience in risk and compliance across the public and private sectors. She provides strategic leadership and oversight of our legal, risk management, internal audit, policy and compliance functions, and is lead advisor on significant legal and governance matters.

Stephanie holds a Bachelor of Arts and a Bachelor of Laws with Honours from Macquarie University. She was admitted to practice in the NSW Supreme Court in 2007.

An active community member, Stephanie sits on several boards. She is committed to developing and implementing best practice standards and procedures that promote transparency, accountability and good decision making.

STEVE ROWE, INTERIM HEAD OF PEOPLE AND CULTURE

Bachelor of Philosophy and Psychology (Joint Honours)

Steve joined Hume in the role of Interim Head of People and Culture in March 2024. He brings significant experience from the corporate sector both in the UK and Australia, with a range of blue-chip companies across diverse industries including UBS, Pfizer, Perpetual and IAG. Steve brings great passion and energy to his work in developing and implementing sustainable people and culture outcomes that meet the needs of both the organisation and its employees. Steve is inspired by the opportunity to contribute to our development of a Thriving Organisation in alignment with our social purpose.

Our employees

A new People and Culture Strategy was designed to align with Hume’s overall organisational purpose and strategy. It aims to build a workforce that is capable, business-aligned, engaged and productive. It is built on two foundations:

1. A clear Workforce Plan which details the people capacity and capability we need to meet our goals

2. A clear and compelling Employee Value Proposition – My Hume Home that is designed to attract, engage, align and retain the people we need.

Following endorsement of the strategy by the Hume Board, we have made rapid and significant progress on seven of the nine strategic priorities. This included developing a detailed Workforce Plan, an Employee Value Proposition – My Hume Home, a Talent and Succession Framework and setting out clear and succinct Role Profiles for all employees, providing a key reference for recruitment and selection, performance management and personal development. An example Role Profile is provided opposite.

Workforce plan

Capacity

Capability

Composition

Strategy goal Employees who are:

capable

aligned

engaged

productive My Hume Home

Strategic priorities

› Leverage our social purpose

› Leverage our growth and innovation orientation

› Develop an effective culture

› Grow the confidence and capability of our people leaders

› Improve our processes and sytems

› Better align our pay and benefits to market

› Optimise our approach to workplace flexibility

› Develop growth and development opportunities for all employees

› Identify and leverage our talent and seek to mitigate our people risks

LETTINGS

ROLE PROFILE: ALLOCATIONS OFFICER

ROLE PURPOSE

I am responsible for assessing and allocating properties of general social housing in line with local allocation strategies and tenancy sustainment

MY QUALIFICATIONS

MY FOCUS MY KPIs MY CAPABILITIES & EXPERIENCE

Key accountabilities

What I do to deliver my role purpose

› Ensure voids allocation benchmarks are met and achieved as per DCJ and NRSCH requirements.

› Review general social housing applications and allocate customers to suitable properties with close adherence to relevant legislation and requirements.

› Manage sensitive and hard to let allocations to mitigate risks in line with Hume policy and procedure.

› Support the administration of viewings and lease sign ups.

› Make recommendations to the Manager regarding complex allocation matters.

How do I measure success in my role?

› 7-day void allocation turnaround.

› Adhere to relevant internal and external policy, procedures and legislation.

› Stakeholder feedback (i.e. collaboration with Assets).

› Accurate data results with limited discrepancy (discrepancy report).

What capabilities do I need to succeed?

› Collaborate with internal and external stakeholders to achieve organisation objectives

› Evaluate and implement alternative solutions to make informed decisions

› Monitoring and reporting on risk management activities to stakeholders

› Empathy and understanding of others’ emotions, perspectives and cultural values

› Respecting confidentiality and privacy of information

› Ensuring compliance with regulatory and legal requirements related to risk management

› Providing exceptional customer service to customers and stakeholders

› Understanding customer needs and requirements

Developing leaders

Supporting and developing leaders has been a dedicated focus area. We bring people leaders together, every two months, to discuss leadership and to raise confidence and capability in this role.

IML LEADERSHIP

We continued to invest in leadership capability, offering two programs, in partnership with the Institute of Managers and Leaders (IML). Each was designed to challenge, stretch and develop our current and future leaders:

Essential

› Police Check and Working With Children Check

› Intermediate to Advanced computer skills (Outlook, Word, Excel)

› Customer service experience over phone/ email/face to face

› Experience in the social housing or community services sector

Desirable

› Experiencing using Homes and Trim (highly desirable)

› Cert III in Welfare or equivalent Cert IV in Social housing

› Foundations supported approximately 25 new or emerging managers, focusing on self-awareness and core leadership competencies, with face-to-face and virtual learning, diagnostic tools and more.

› Accelerate, aimed at senior and executive leaders, provided practical frameworks to enhance strategic thinking and influence.

Both programs included coaching sessions, access to exclusive resources and a partnership with the Black Dog Institute to build skills for mental health support in leadership.

Connection and recognition

Employees attend regular all-team meetings where we recognise service milestones and great performance and provide updates on progress towards our goals. We also gather feedback on the important issues and opportunities of the day.

We see each employee at Hume as a key stakeholder and want every employee to feel at home at Hume – with a sense of belonging, feeling safe and comfortable and believing they can be at their best growing and developing personally – as Hume, the organisation, grows and develops.

Implementation of our strategy in 2024 saw productivity (employee expense per tenancy) increase. It also saw a significant reduction in voluntary attrition to 12.5%,below the sector average of 16%.

Following a completion rate of 92% for our annual engagement survey and a significant increase of 12% (7% above market sector) our provider xRef awarded us with a Change Champion Award – reserved for organisations who demonstrate exceptional improvements in work practices and employee engagement.

HUME’S FIRST CHIA CADET GRADUATES WITH FLYING COLOURS

Hume’s first cadet from the Community Housing Industry Association (CHIA) NSW Cadetship Program Kiara Saunders (pictured left) graduated with flying colours at an event held at NSW Parliament House in April.

The CHIA Cadetship Program offers people who have traditionally experienced barriers to accessing work and study the opportunity to gain a Certificate IV in Housing while engaging in a 12-month paid work placement with a community housing provider.

For Kiara, the program has offered a wide variety of learning opportunities about the community housing and service sector, which she has always had an interest in.

The CHIA Cadetship has opened these doors for her.

“I want to do well in life and love learning. One day I would like to work with children in the community services sector. I want to acknowledge everyone at Hume who welcomed me so genuinely and warmly that I felt part of the team immediately. I love seeing how we help change customers’ lives,” Kiara said.

Her mentor Daniella Nguyen (pictured right), part of Hume’s People and Culture team, agrees with Hume’s sentiments.

“Kiara is now a permanent employee and a real asset to Hume. I am looking forward to seeing where this first stepping stone takes her and predict Kiara will go on to enjoy a very successful career!” Daniella said.

Kiara also received a nomination for a VET Vocational Student of the Year 2024 award.

Hume welcomed two more CHIA cadets in 2024 and looks forward to helping them achieve equally successful careers with our support.

Employee opinion survey snapshot Workforce data 2023–24 12.5% EMPLOYEE TURNOVER (VOLUNTARY)

89% EMPLOYEE ENGAGEMENT SCORE 89% ARE SATISFIED OVERALL 96%

UNDERSTAND AND ARE INSPIRED BY HUME’S SOCIAL PURPOSE 85%

FEEL ABLE TO WORK FLEXIBLY 84% RECEIVE REGULAR AND USEFUL FEEDBACK 94% FIND CO-WORKERS HELPFUL AND SUPPORTIVE 92%

FEEL PROUD TO TELL PEOPLE THEY WORK AT HUME 93%

BELIEVE HUME IS INCLUSIVE 92% ENJOY

173 NUMBER OF FTE EMPLOYEES $180,000 TRAINING EXPENDITURE

24.5% GENDER PAY GAP Employee profile 73% FEMALE 27%

43 AVERAGE AGE (YEARS)

15 INTERNAL PROMOTIONS

Gender pay gap

PAY RELATIVE TO MARKET BENCHMARK

Overall women at Hume are on average paid 2% more than men relative to their market benchmark.

Male senior leaders are on average paid 3% more than women relative to their market benchmark.

Women people leaders (managers) are on average paid 4% more than men relative to their market benchmark.

Culture of acting lawfully, ethically and responsibly

Hume has policies that instil a culture of acting lawfully, ethically and responsibly. They spell out appropriate and expected standards of behaviour for all staff (including management) and the Board.

They include:

› Code of Conduct

› Hume Group Charter

› Declaration of Conflicts of Interest policy

› Whistle-blower and Employee Disclosure policy

› Fraud and Corruption Prevention policy

› Gifts and Hospitality policy.

These policies are developed in line with our values – based on the principles of social justice and ethics – and meet legislative requirements.

Hume employees are expected to behave professionally, with a customer-focused approach. Our governance policies clearly set out expectations for behaviour so conduct and decision-making are consistent with our values and uphold our reputation.

We also introduced the Hume Employee Giving Scheme with our new partners, The Smith Family and Ronald Mc Donald House, as part of our social impact strategy. Employees are invited to donate pre-tax through payroll, to better align themselves with Hume’s social purpose. Hume has committed to match employee donations up to a target of $10,000 in 2024–25.

Reward and recognition

The Board has a framework for rewarding and recognising employees, which is overseen by the People and Culture Committee. Most employees are covered by the Social, Community, Home Care and Disability Services (SCHADS) award. We do market reviews for non-executive directors, the CEO and senior executives.

Directors’ remuneration

Total Board remuneration in FY24 was $264,334.

Financials at a glance

Financial analysis

OPERATING REVENUE

OPERATING EXPENSES

10%

Mainly due to increase in Centrelink Assistance payments

Other income decreased (-47%) because 2023 results included maintenance grants

8% Total assets

Increase in cash balances due to capital grants received in advance and revaluation of investment properties

12%

Mainly due to a high inflationary environment

Project expenses decreased (-51%) because 2023 results included maintenance grants

8% Total liabilities

Increase in liabilities mainly from capital grants received in advance

Revenue breakdown

8% Total equity

Increase as a result of current year surplus

$86,850,552

TOTAL REVENUE

4,474,419

Expense breakdown

3,070,917

5,764,498

Our ESG report

ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG) REPORTING IS A CRITICAL FRAMEWORK FOR ASSESSING THE SUSTAINABILITY AND ETHICAL IMPACT OF COMMUNITY HOUSING PROVIDERS IN AUSTRALIA.

Hume Community Housing is working towards providing a more transparent way for policymakers, investors and stakeholders to evaluate our performance, beyond traditional financial metrics. We know our performance has a direct impact on the quality of life of our vulnerable customers. Our efforts also contributes to the improvement of the community housing sector and how it responds to Australia’s housing crisis.

This year, we continued to work on our environmental sustainability by minimising our environmental footprint. We continued to monitor and measure energy consumption, manage waste, and fine tune procurement practices. Alongside these steps, we announced a pipeline of sustainable new homes that will deliver minimal-impact housing designed to address climate change and weather extremes. We continued to carefully manage our portfolio, renewing older homes to include more energy-efficient and cost-saving features for customers.

Hume’s commitment to social responsibility is a core tenet of the impact we have on people’s lives. We continue to highlight how we are measuring improvements in social outcomes, not only providing stable, affordable, and safe housing, but through building inclusivity and community connections, and, in turn, improving customer wellbeing and satisfaction.

This year, Hume produced our first Impact Report outlining our impact framework and how we are measuring results. This is a significant commitment from Hume that will, over time, demonstrate to customers, the community, and funding partners how Hume delivers measurable impact and transforms lives. You can read our Impact Report here by visiting our website Humehousing.com.au

Our governance practices help ensure every aspect of Hume operates ethically and efficiently. We demonstrate full transparency and accountability across governance structures, decision-making processes and risk management strategies. Effective governance is critical in meeting regulatory requirements but also for sustaining our longterm growth and attracting further funding for new developments.

Hume will continue our commitment to enhancing sustainability, attracting investment and creating positive social impact in our quest to contribute to a more equitable and resilient housing system in Australia.

Social impact

Hume will enhance our social impact in three focus areas.

1. No recurring homelessness by identifying people with histories of chronic, repeat homelessness and linking them to housing and/or specialised support.

2. Improve wellbeing for seniors and people living with disability through gathering data on unmet needs and specialist training on aged care and the NDIS for frontline employees.

3. Empowering customers through increased education and employment outcomes.

Environmental impact

Hume will progress several initiatives, guided by its environmental and sustainability policies. Here’s the top three projects we’ll be progressing.

1. Pilot for regional redevelopment, incorporating properties currently in wildfire and flood zones:

 the outcomes will remove climate risk for customers and provide more homes for others in need.

2. Pilot for solar panels and batteries on 1,275 homes:

 the outcomes will reduce emissions created by our customers and reduce their energy costs.

3. Implement our design standards on new homes and properties in 2025:

 the outcomes will be more efficient structures creating less environmental impact.

Governance impact

We remain steadfast in our commitment to enhancing governance practices and driving impactful improvements, ensuring accountability and transparency in all Hume operations.

ESG REPORTING STANDARDS FOR AUSTRALIAN COMMUNITY HOUSING

HUME COMMUNITY HOUSING ESG OBJECTIVES

Customer Ensure our customers our housed securely

SOCIAL

THEME 1

Affordability and Security

STANDARD DEFINITION / QUESTION HUME PROGRESS

C1

Number of tenancies dedicated as social, affordable or market housing + either % of income paid or % discount provided.

C2

C3

Number of existing tenancies (existing property vacancies and new supply completed by end of FY) allocated to priority (social rents), general (social rents), transitional (social rents), transitional (young people), disability (social rents), affordable (social housing eligible), affordable (low and moderate income).

Share, and number, of new homes (owned and managed) that were completed in the last financial year, allocated to general needs (social rent), intermediate rent, affordable rent, supported housing, housing for older people, low-cost home ownership, care homes, Private Rented Sector or other.

C4 Actions Hume is taking to improve energy efficiency and reduce energy and/or transport costs.

C5 What % of rental tenancies have continuous tenancy or six-year fixed lease or longer?

We are committed to providing safe and affordable housing options for low-income individuals and families in our communities.

Of our 3,836 combined social and affordable tenancies, social housing comprises 91% (or 3,483 tenancies) and the remaining 9% (or 353 tenancies) constitute affordable housing properties.

We have a total of 469 Specialist Disability Accommodation (SDA) tenancies. We regularly assess and adjust rental rates to ensure accessibility and affordability for customers.

Social housing rent is calculated at 25% of gross household income, energy supplement, and 100% Commonwealth Rent Assistance.

Affordable housing rent is calculated at 30% of gross household income and does not exceed 80% of the market rent.

Social housing tenancies: 3,483 Affordable housing tenancies: 353 SDA housing tenancies: 469

New homes owned and managed: 46

Hume is developing a pilot program to reduce emissions and lower customer energy costs. This program will involve solar panels and batteries. In addition, Hume is looking at other home devices to reduce consumption of energy and water.

Percentage of properties with continuous tenancies for 6 or more years: 63%.

6–10 years: 28%

11–20 years: 20%

>20 years: 15%

ESG REPORTING STANDARDS FOR AUSTRALIAN COMMUNITY HOUSING

HUME COMMUNITY HOUSING ESG OBJECTIVES

SOCIAL

THEME 2

Building Safety and Quality

Properties and Environment Ensure our properties are safe and fit for purpose

C6

What % of homes with a gas appliance have an in-date, accredited gas safety check?

C7 What % of buildings have an in-date and compliant Fire Risk Assessment?

Accredited gas safety checks on appliances are not a legislated requirement in NSW and therefore not undertaken on a cyclical schedule. Hume’s appointed multi traders have qualified gas fitters to respond to gas appliance repairs. Gas repairs are undertaken as part of our urgent repairs service and conducted within a 4-hour response time.

Hume has conducted a review of all properties and buildings for fire safety requirements. This review included a submission of annual fire safety statements to relevant buildings with 86% compliance.

Annual smoke alarm checks on all Hume properties are 96% compliant, with 4% subject to active resolution action. Upgrade works are also underway.

THEME 3

Resident Voice Customer Provide a high-quality, personcentric customer experience

C8 What % of buildings meet Hume’s building safety standard (if applicable)?

C9 What arrangements are in place to enable residents to hold management to account for provision of services?

The Property Assessment Survey (PAS) target of properties to be inspected is 33% of the portfolio per annum.

Hume’s target of properties to be inspected (including customer wellbeing visits as well as regular property inspections) is 85%. This year, Hume achieved 86%.

Of surveyed properties, currently 89% are benchmarked as maintained or well maintained. Hume has multi-trade contractors engaged on a 24/7 basis to ensure all safety and security matters are responded to within clearly-defined response times, ensuring Hume’s properties comply with the requirements of the Residential Tenancies Act 2010

Hume actively engages with our customers to address concerns and improve services. Our Complaints and Appeals Policy and Process encourages customers to report dissatisfaction with our services and keeps employees accountable.

Customers can record complaints in person, in writing, or online. We acknowledge complaints within 48 hours and aim to resolve complaints within 20 days. Customers can also seek MP and ministerial representation if they are dissatisfied with our response.

All complaints and appeals metrics are reported to Hume’s Board monthly.

Customers can also contribute feedback and suggestions through:

• Voice Leadership Groups

• Customer Voice Forums

• CHIA Customer Survey – Benchmark survey measuring Overall Satisfaction with Humes services, Repairs, Property Condition

• Customer Experience Surveys – Quarterly (measuring Overall Satisfaction, Ease and Trust)

• Customer Membership at the AGM

• Board Customer Engagement Framework

C10 % of tenants satisfied with the overall services provided by Hume.

C11 In the last 12 months, how many complaints or appeals have been upheld by the Hume Customer Support Team?

We reported a 74% customer satisfaction rating in the 2024 CHIA Tenant Satisfaction Survey - up 10% from the 2023 CHIA Survey.

Hume received a total of 136 complaints and 59 appeals during the 2023-24 financial year.”

Of these, 124 complaints and 52 appeals were resolved (close to 90%).

ESG REPORTING STANDARDS FOR AUSTRALIAN COMMUNITY HOUSING

HUME COMMUNITY HOUSING ESG OBJECTIVES

SOCIAL

THEME 4

Resident Support

Customer Deliver sector leading support programs that facilitate our customers’ financial, social, physical, and mental wellbeing

C12

What type of support coordination services and/or additional support does Hume provide to applicants, clients and residents?

C12A What impact does Hume support coordination services have?

Our support coordination service provides various types of assistance to meet the unique needs of each customer. This includes help with navigating complex systems such as NDIS and Disability Support Pension, connecting with mental health services, assessing employment and training opportunities, and developing essential life skills.

Additionally, we provide personalised support plans, advocacy and ongoing guidance to ensure customers can achieve their personal goals and maintain long-term stability and tenancy sustainment.

This comprehensive approach ensures that all aspects of a customer’s well-being are addressed, fostering resilience and independence.

Support coordination service within the Together Home Program ensures participants receive individualised and integrated care.

By coordinating various services such as mental health support, education and employment assistance and life skills training, our coordinators help customers navigate complex systems such as NDIS and Disability Support Pensions, access essential resources and achieve their personal goals.

This tailored approach improves the effectiveness of the program and fosters long-term stability and independence for individuals transitioning out of long-term chronic homelessness.

This commitment to social responsibility demonstrates our dedication to improving wellbeing and quality of life for vulnerable people, promoting equity and inclusivity.

THEME 5 Placemaking Customer Contribute to creating vibrant and connected communities

ENVIRONMENTAL

THEME 6

Climate Change Properties and Environment Improve the environmental sustainability of our existing properties and operations and Integrate environmental and social considerations into design, construction, and operation of all new developments

C13

Provide examples or case studies of Hume placemaking activities.

C14 Distribution of NatHERS ratings of existing homes (those completed before the last financial year).

C15 Distribution of NatHERS ratings of new homes (those completed in the last financial year).

Hume’s Community Cohesion Strategy drives localised placemaking initiatives across regions. See initiatives including Seniors’ Hubs (page 53), Hume in Bloom (page 56) and HuMen (page 56).

Hume inherited an aging portfolio of more than 2,200 properties in the Hunter region. We are implementing a redevelopment strategy to improve the NatHERS ratings of existing homes.

All future Hume developments will have a NatHERS rating of at least 7, in line with the National Construction Code.

ESG REPORTING STANDARDS FOR AUSTRALIAN COMMUNITY HOUSING

HUME COMMUNITY HOUSING ESG OBJECTIVES STANDARD DEFINITION / QUESTION

C16

ENVIRONMENTAL

THEME 6 Climate Change cont.

Please report Scope 1, Scope 2 and Scope 3 greenhouse gas (GHG) emissions.

In 2023, we reported that we had measured potential emissions in our offices. Since then, we have closed two offices which has reduced absolute emissions.

To target the much larger issue of Scope 3 emissions, we are developing a large scale pilot program of 1,275 home solar panels and battery installations in our properties which will reduce emissions and minimise customer energy costs.

C17 What energy efficiency actions has the housing provider undertaken in the last 12 months?

C18 How is the housing provider mitigating the following climate risks: increased flood risk, increased risk of homes overheating?

C19 Does the housing provider give residents information about correct ventilation, heating, recycling etc? Please describe how this is done.

We are developing coordinated efforts targeting energy efficiency, including the pilot program for solar panels and batteries on 1,275 homes. The outcomes will reduce emissions created by our customers and reduce their energy costs.

Climate risks are factored in as part of Hume’s renewal program.We are progressing the pilot for regional redevelopment and incorporating properties currently in wildfire and flood zones. The outcomes will remove climate risk for customers and increase homes for others in need.

Hume has over 71 green spaces across its homes and complexes, including community gardens and communal rooftop gardens.

Environmental awareness information has been developed for customers including heating, cooling, ventilation and mould prevention strategies, as well as opportunities to participate in community-based recycling programs and initiatives. This information is disseminated via Hume’s social media platforms and customer magazine Humelife.

THEME 7 Ecology Properties and Environment Improve the environmental sustainability of our existing properties and operations and Integrate environmental and social considerations into design, construction, and operation of all new developments

C20 How is the housing provider increasing Green Space and promoting Biodiversity on or near homes?

C21 Does the housing provider have a strategy to actively manage and reduce all pollutants? If so, how does the housing provider target and measure performance?

A draft of Hume’s Design Requirements is in development. It addresses Hume’s design strategy for Green Infrastructure across new developments.

The requirements place emphasis on preserving established canopy and selecting endemic species for any new and replacement planting to deliver healthy, sustainable, and high-quality landscaping to promote native biodiversity.

Hume operates registers documenting known pollutants such as asbestos and lead paint. Our PAS documentation records instances of these pollutants.

We are developing a strategy to manage pollutants which will define and establish targets and measurements to assess performance in minimising risk.

ESG REPORTING STANDARDS FOR AUSTRALIAN COMMUNITY HOUSING

HUME COMMUNITY HOUSING ESG OBJECTIVES

ENVIRONMENTAL

THEME 8

Resource Management

Properties and Environment Improve the environmental sustainability of our existing properties and operations and Integrate environmental and social considerations into design, construction, and operation of all new developments

C22 Does the housing provider have a strategy to use or increase the use of responsibly sourced materials for all building works? If so, how does the housing provider target and measure performance?

C23 Does the housing provider have a strategy for waste management incorporating building materials? If so, how does the housing provider target and measure performance?

It is part of Hume’s tender requirements for contractors to demonstrate commitment to responsibly source materials. Specific target and performance measures are to be set and implemented as part of Hume’s procurement practice.

GOVERNANCE

THEME 9 Corporate and Governance

Governance Maintain compliance with relevant governance codes and standards

C24 Does the housing provider have a strategy for good water management? If so, how does the housing provider target and measure performance?

C25 Is Hume registered under the National Regulatory System for Community Housing (NRSCH)?

C26

What is the most recent regulatory grading/ status?

Hume aligns with partners who share and support our commitment to environmental sustainablity. It is part of Hume’s tender requirements for contractors to demonstrate their commitment and strategy to minimise building waste and source recycled materials where appropriate. Specific targets and performance measures are to be established. We continue to monitor waste management and a Waste Management Strategy is in development.

Hume’s water management strategy is underway. Prior to implementation, we have enhanced management through responsible repairs such as water saving devices and prioritising water leaks for urgent repairs.

Yes. Hume Community Housing Association Company Limited retained its registration status as a Tier One entity while its subsidiary, Hume Advancement Limited, obtained Tier Two registration.

Hume Community Housing Association Company Limited – Tier One Hume Advancement Limited – Tier Two.

C27 Is Hume a not-for-profit? Yes. Hume is a for-purpose organisation.

C28 What codes/standards of governance does Hume meet?

C29

Explain how the Hume Board manages organisational risks.

C30 Has Hume been subject to any adverse regulatory action in the last 12 months that resulted in enforcement or other equivalent action?

Public Company / ACNC and NDIS regulatory requirements.

The Hume Board has Governance Committees with delegated authority to oversee the management and mitigation of relevant strategic and operational risks.

The Board conducts strategy days and has a stated Risk Appetite Statement and an enterprise-wide Risk Management Framework, which is reviewed on an ongoing basis. See pages 34–35.

No. Hume has not been subject to any regulatory action.

ESG REPORTING STANDARDS FOR AUSTRALIAN COMMUNITY HOUSING

HUME COMMUNITY HOUSING ESG OBJECTIVES

Governance Board diversity and capability

GOVERNANCE

THEME 10 Board and Trustees

C31

C32

What are the demographics of the Hume Board? And how does it compare to the demographics of residents and area of operation?

Hume Board and Executive Management team that have turned over in last two years.

C33 Is there a maximum tenure for a Hume Board member? If so, what is it?

C34 What % of the Hume Board are nonexecutive directors?

C35

Number of Hume Board members on the Audit Committee with recent and relevant financial experience.

C36 Are there any current Hume Executive Management team members on the People and Culture Committee making decisions about remuneration?

C37 Has a succession plan been provided to the Board in the last 12 months?

C38 For how many years has the current Hume external audit partner been responsible for auditing the accounts?

C39 When was the last independently-run, Board-effectiveness review?

Hume’s Board of Directors has five men and two women.

Hume has a strong, inclusive and diverse composition of knowledgeable and experienced directors with the values and skills appropriate to performing the roles, responsibilities and expectations outlined in the Hume Group Charter. Hume strives to maintain an appropriate gender balance that reflects the sector and communities we operate within, all while ensuring that recruitment decisions are based on merit.

One Board Director retired at expiry of tenure. The Executive Leadership Team, appointed in the previous year, remains unchanged.

There is no tenure limit in the constitution, however, Hume’s internal Governance Framework recommends 10 years as a maximum tenure which can be increased by a decision of the Board.

100% of the Hume Board are non-executive directors.

There are four Directors on the Governance, Audit and Risk Committee and all have recent and relevant financial experience.

Membership of all Committees of the Board are comprised of Directors only. Executive Management attend meetings but are not members.

Yes, a Board Succession plan has been provided. A succession plan is in development in respect of the roles of the Executive Leadership Team.

3 years.

An independent external review was conducted in 2020.

A 2024 Board-effectiveness review was underway at the time of preparing this report.

ESG REPORTING STANDARDS FOR AUSTRALIAN COMMUNITY HOUSING

HUME COMMUNITY HOUSING ESG OBJECTIVES

GOVERNANCE

THEME 10

Board and Trustees cont.

THEME 11

Employee Wellbeing

Employee Maintain an engaged team

C40 Are the roles of the Chair of the Board and CEO held by two different people?

C41

How does Hume handle conflicts of interest at the Board?

C42 Does the housing provider pay the Real Living Wage (or equivalent)?

Yes.

Employee Develop and maintain a diverse and inclusive organisational culture

C42A What is the Hume Employee Opinion Survey score?

C42B

C43

What is the Hume employee retention rate?

What is the gender pay gap?

Board Members and employees are governed by Hume’s Declaration of Conflicts of Interest policy. Disclosure is called for regarding all decisions. If a conflict is identified, Directors do not participate in decision making. Any declared conflicts of interest are recorded in the minutes as a standard Board meeting agenda item. New employees and Board members are required to complete a Conflict of Interest declaration at the time of induction and are required to renew the declaration annually.

Hume has sought to consistently ensure Award employees are paid above Award, contributing to financial inclusion within our own community as well as supporting our talent attraction and retention strategy.

Non-Award salaries are benchmarked annually to the median of the sector.

The 2024 Hume Employee Engagement score is 89%, which compares favourably against the sector benchmark of 82% and is a 12% increase on the 2023 score.

Voluntary attrition 12.5% comparing favourably against the sector benchmark of 16%. Total attrition is 20.7%.

Hume has gender equality policies and practices, particularly governing remuneration, recruitment, performance and development, employee support, flexibility and parental leave. The gender pay gap is 24.5%.

However pay equity is maintained between women and men performing the same role. Additionally, men and women’s average pay relative to men’s average pay compared to sector benchmarks for all roles suggest no gender pay inequity.

ESG REPORTING STANDARDS FOR AUSTRALIAN COMMUNITY HOUSING

HUME COMMUNITY HOUSING ESG OBJECTIVES STANDARD DEFINITION / QUESTION HUME PROGRESS

Employee Prioritise the health and wellbeing of our people

GOVERNANCE

THEME 11

Employee Wellbeing cont.

THEME 12

Supply Chain Properties and Environment Improve the environmental sustainability of our existing properties and operations and Integrate environmental and social considerations into design, construction, and operation of all new developments

C44

How does Hume support the physical and mental health of its employees?

C45 How is Social Value creation considered when procuring goods and services?

C46 How is environmental impact considered when procuring goods and services?

C46A How is the risk of modern slavery considered when procuring goods and services?

Hume offers employees two EAP programmes, providing choice.

Our combined EAP service usage for 2024 was 39 hours, down from 46.5 hours in 2023.

The 2024 Employee Opinion Survey results found 90% of employees know how to access help if they are feeling emotionally unwell and 87% believe keeping high levels of health and wellbeing is a priority at Hume.

Employees have access to regular wellbeing initatives including events and training. See pages 70–73 for more information.

Hume’s Procurement Policy requires that relevant economic, social and environmental impact targets be considered when defining value for money and evaluating suppliers.

Environmental impacts are considered as part of the evaluation process prior to award of contracts. Suppliers are required to share their approaches to managing environmental impacts in their supply chain.

Modern Slavery risks are considered when evaluating suppliers and a Modern Slavery risk assessment is carried out for procurements meeting a stated threshold.

Any identified incidents are investigated and appropriate action taken. No incidents have been reported within the reporting period.

C46B Does Hume produce an annual Modern Slavery Statement?

A Modern Slavery Statement has not been required to date, however a statement will be developed alongside policy and procedures to eliminate or reduce risk of Modern Slavery across Hume’s supply chain.

Acknowledging our partners

WITH ESTABLISHED FORMAL AND INFORMAL PARTNERSHIPS AND SUPPORT SERVICES ACROSS ALL AREAS OF OPERATION, WE UNDERSTAND THE IMPORTANCE OF WORKING TOGETHER TO ENSURE SERVICE SYSTEM COORDINATION THAT BENEFITS OUR CUSTOMERS.

› Ability Lifestyles

› Active Parramatta

› Allambi Care

› Allara Support Services

› Anglicare

› Blakworks

› Bonnie Women’s Support Services

› Break thru

› Bridges Alliance

› Bunnings

› Carrie’s Place

› Catholic Healthcare

› Central Coast Council

› Centrelink

› Cerebral Palsy Alliance

› CHIA NSW

› Claymore Action Group

› Club Maitland City

› Co-Care NDIS provider

› Community Justice Centres

› Core Community Services

› Country Womens Association Maitland

› Craze Lateral Solutions –Dr Leanne Craze

› Daystar Foundation

› DigiHouse

› Dundas Area Neighbourhood Centre

Our partnerships include financial services, health support, aged care, disability support, domestic and family violence services and community development. Hume works with our partners to establish clear referral pathways and implement community programs that link our customers with services that can assist them in achieving outcomes and goals. We thank the many support and funding partners who assist Hume to deliver strong results for customers and communities across NSW.

› Dundas Library

› Everyday Ability

› Fire and Rescue NSW

› First National Real Estate (Maitland)

› Food Bank

› For Purpose Evaluations

› Global Disability

› Habitat for Humanity

› High Street Youth Health Services

› Home in Place

› Homelessness NSW

› Hope Connect

› Homes NSW

› Housing Australia

› Hunter New England Mental Health Service

› Hunter Valley Financial Counselling

› Infoxchange

› Kari Aboriginal Resources

› Kingston Building Australia

› Kirinari

› Legal Aid

› Life Without Barriers

› Liverpool City Council

› Liverpool Migrant Resource Centre

› Liverpool Neighbourhood Connections

› Police and Community Youth Clubs (PCYC)

› Macarthur Disability Services

› Macarthur Homelessness Steering Committee

› Macarthur Real Estate Project

› Mai-Wel

› Maitland Against Domestic Abuse

› Maitland City Council

› Maitland Region Community Support (formerly Maitland Neighbourhood Centre)

› Mindaribba Local Aboriginal Land Council

› Mission Australia

› Mono Constructions

› National Disability Insurance Agency

› National Rugby League (NRL)

› Neami National

› Northcott

› Not For Profit Alliance

› NSW Department of Communities and Justice

› O’Donnell and Hanlon

› Odyssey House

› Parramatta City Council

› Parramatta Community Drug Action Team

› Partners in Employment

› Port Stephens Council

› Port Stephens Family and Neighbourhood Services

› Port Stephens

Homelessness Steering Committee

› Programmed

› Rapid Relief

› Reconciliation Australia

› Reconciliation NSW

› Riverlink

› Royal Rehab Group

› RSPCA NSW Outreach Team

› RTC Group

› Samaritans

› Save the Children

› Seed Harvest Spoon

› Small Shift

› South-west Mental Health

– Liverpool

› South Western Sydney Primary Health Network

› South Western

Sydney TAFE

› St Vincent De Paul Society NSW

› Stanton Dahl Architects

› Stroke Foundation

› Sydney Self Defence

› Telopea Connections

› Tharawal Aboriginal Housing Corporation

› The Benevolent Society

› The Bonnyrig Mens Shed

› The Collectives

› The Diggers Club – Hume in Bloom Sponsor

› The Parks Community Network

› The Royal Botanical Gardens – Community Greening Program

› The Smith Family

› The Uniting (Campbelltown and Maitland)

› The Y (Parramatta)

› Traders in Purple

› True Living

› Ungooroo Aboriginal Corporation

› University of Newcastle

› Vegepod (Hume in Bloom Sponsor)

› Warlga Ngurra

› Wellways

› Wesley Mission –Opportunity Pathways program

› Western Sydney University

› Westfield Liverpool

› Whitelion

› Willowdene

› Women’s Community Shelters

› Women’s Homelessness Service

› Wonnarua Nation Aboriginal Corporation

› Woodberry Family Centre

› Yfoundations

› Yourtown

› Youth Off the Streets (Merrylands and Maitland)

Glossary and abbreviations

Glossary

TERM DEFINITION

affordable housing

arrears

Community Cohesion

Housing to help people who are earning a low to moderate income and are finding it difficult to pay the amount of rent being asked in the private market. Eligibility criteria apply.

When a customer is behind with payments such as rent, power or water bills.

A team at Hume that delivers activities and programs that ensure our team customers feel safe, secure, resilient and connected.

Disability Service Provider

fee-for-service home

homeless

housing continuum

Housing Options

Housing Pathways

Housing Register

Impact

placemaking

service agreement

social housing

A person, business or organisation who delivers funded services to people with disability. Providers have different areas of experience and expertise.

A home that is managed by Hume on behalf of its owner for which we are paid a fee.

Living in non-conventional accommodation (for example, on the street) or short-term or emergency accommodation (for example, temporarily with friends and relatives).

A concept that considers the broad range of responses available to help a range of households access affordable and appropriate housing at all stages in tenure and life.

A program in which a customer’s housing needs are assessed to determine the housing options available to them.

A common housing register for applications seeking social housing assistance.

A list of people waiting for social housing, sorted by approval category, required location and approval date.

Creating real outcomes and opportunities for customers (Hume seeks to create these through its work).

An approach to the planning and design of communal spaces that promotes customer wellbeing and happiness.

An agreement between a Disability Service Provider and a participant about the provision of services and support.

Housing to help people on very low to low incomes.

TERM DEFINITION

Social Outcomes

A framework developed to support Hume in embedding Framework social outcomes into service management, planning, delivery and evaluation.

Specialist Disability Accommodation for people who require specialist housing solutions, Accommodation including to assist with the delivery of supports that cater for their extreme functional impairment or very high support needs.

Supported Independent

Help with and/or supervision of daily tasks to develop the skills of an Living individual to live as independently as possible. These are the supports provided to a participant in their home, regardless of property ownership, and can be in a shared or individual arrangement.

tenancy sustainment

transitional housing

Supporting customers to meet their tenancy obligations over a period of time. The long-term goal is for them to manage their rental obligations, creating opportunities to access other housing options in the future.

Short-term, fixed tenure housing for customers who present as homeless or are exiting from rapid rehousing programs.

Abbreviations

TERM

AICD

DEFINITION

Australian Institute of Company Directors

AOD alcohol and other drugs

CCO Community Cohesion Officer

CEO Chief Executive Officer

CFO Chief Financial Officer

CHIA

Community Housing Industry Association

CHIF Community Housing Innovation Fund

CHP Community Housing Provider

CX customer experience

DA development application

DCJ Department of Communities and Justice

ESG Environmental, social and governance

HAFF

HIP

HNSW

HOP

Housing Australia Future Fund

Housing Independence Program

Homes New South Wales

Housing Options Program

IML Institute of Managers and Leaders

LAHC Land and Housing Corporation

LGA Local government area

MADA Maitland Against Domestic Violence

NAIDOC National Aborigines and Islanders Day Observance Committee

NASHH National Agreement on Social Housing and Homelessness

NDIS National Disability Insurance Scheme

NHFIC National Housing Finance and Investment Corporation

NRAS National Rental Affordability Scheme

NRSCH National Regulatory System for Community Housing

R&M repairs and maintenance

RIKI Rent It Keep It

SDA Specialist Disability Accommodation

SH Supported Housing

SHMT

Social Housing Management Transfer

SIL Supported Independent Living

STA

TAP

Supported Temporary Accommodation

Temporary Accommodation Program

This report should be attributed as the Hume Community Housing Annual Report 2023–24

ISSN 2652-3280

This report is available at www.humehousing.com.au

All reporting is at 30 June 2024 unless otherwise indicated. All amounts are in Australian dollars unless otherwise indicated. The Communications and Marketing team would like to thank everyone who contributed to this annual report at the various stages of the production process. Your assistance is greatly appreciated.

PROJECT MANAGER: Linda Browne. DESIGN, LAYOUT & EDITING: Andrew Pegler Media. Enquiries about this annual report are welcome, and should be directed to:

Hume Community Housing

7 Hamilton Road

Cabrogal Country

Fairfield NSW 2165

ABN 66 647 041 988

Fairfield

7 Hamilton Road

Cabrogal Country

Fairfield NSW 2165

Maitland

464 High Street

Wonnarua Country

Maitland NSW 2320

Raymond Terrace

46 William Street

Worimi Country

Raymond Terrace NSW 2324

Telopea

Ground Floor

3 Shortland Street

Wallamettagul Country

Telopea NSW 2117