Impact Report 2023–24
Acknowledgement of Country
Hume Community Housing Association acknowledges Aboriginal and Torres Strait Islander people as the Traditional Custodians, including Awabakal, Dhawaral, Cabrogal, Worimi and Wonnarua peoples and the Dharug Nation whose lands Hume operates within.
We pay our deep respect to the Elders past and present and acknowledge Aboriginal peoples continuing connection and contribution to the lands and waters.
Artist: Jakeob Watson.
Welcome to Hume
Our purpose
We create opportunities for people to prosper by building vibrant and connected communities.
As a team and as individuals, we are committed to living our values every day to ensure success. We are here to get results – creating and providing wide-ranging housing solutions and services to improve housing security and reduce homelessness.
We create and support thriving communities
Hume exists to help create and support sustainable and inclusive communities that thrive.
We are one of Australia’s largest diversified community housing providers (CHPs), servicing nearly 5,000 properties and 9,000 customers.
We have a 30-year track record of working closely with all levels of government, investors and developers to help create great places to live, work and connect.
AT HUME COMMUNITY HOUSING WE BELIEVE A SECURE, AFFORDABLE AND SAFE HOME IS A HUMAN RIGHT THAT UNDERPINS HEALTH, WELLBEING AND ACCESS TO OPPORTUNITIES.
A message from our CEO
I am proud to introduce this report, which highlights the incredible impact Hume creates through its daily work with our customers.
Delivering meaningful outcomes and impact is in Hume’s DNA and central to our purpose: Creating opportunities for people to prosper by building vibrant and connected communities.
For over 30 years, Hume has been one of Australia’s leading community housing providers, making a significant difference in the communities we serve. This impact is often viewed through the lens of the ‘social’ domain within the broader environmental, social and governance (ESG) framework. But, as this report will demonstrate, our influence also extends across the ‘environmental’ and ‘governance’ spheres, reflecting our commitment to operate as a responsible corporate citizen.
Naturally, the ‘S’ in ESG remains at the heart of our work – addressing homelessness; providing social, affordable and specialist housing; and supporting communities. Our focus on investing in programs and partnerships to enhance education, health, wellbeing and employment also creates immense social value. The positive outcomes we achieve for our customers and their communities speak to this commitment.
As you’ll see in the case studies included in this report, we are expanding our social impact through direct services and specialised programs – such as our Housing Options Program and the Together Home Program. We’re also partnering with organisations like The Smith Family and Ronald McDonald House to support individuals on their path toward greater independence and prosperity.
However, our dedication to environmental and governance impact is equally important. We are committed to sustainability and driving toward a low-carbon future. As part of this, we actively seek partnerships with governments and impact investors to enhance the energy efficiency of the homes we develop and manage.
At Hume, we believe in the power of collaboration. Working together, we’ll achieve far more than any group can accomplish alone. By partnering with likeminded individuals and organisations, we can amplify our collective impact and address the pressing environmental, social and governance challenges society faces.
If our vision aligns with yours and you are inspired by the impact Hume has made, let’s connect.
Thank you.
Brad Braithwaite Chief Executive Officer
Environmental
Social
71 GREEN SPACES
1,275 SOLAR PANEL & BATTERY INSTALLATIONS
E
4,674 HOMES DESIGNATED AS SOCIAL, AFFORDABLE OR SDA ESSENTIAL HOUSING PEOPLE & CULTURE COMMUNITY & RESIDENT IMPACT
Governance
S
173 EMPLOYEES
$123,308,226 ASSETS MANAGED ESG INTEGRATION PROFESSIONAL STANDARDS TRANSPARENCY &REPORTING
G
Our customers
HUME’S CUSTOMERS REFLECT THE DIVERSITY IN BROADER AUSTRALIAN SOCIETY. SOME WERE BORN IN AUSTRALIA, SOME ARE ABORIGINAL AND/ OR TORRES STRAIT ISLANDERS, MANY COME FROM CULTURALLY AND LINGUISTICALLY DIVERSE BACKGROUNDS ... THERE IS NO ‘TYPICAL’ CUSTOMER .
We know that many of our customers have experienced adversity, which can lead to poorer social outcomes.
We also know that Hume provides a safety net and a springboard when people need it, during a time of crisis or for a period of stabilisation.
Through well-designed and targeted services, we can reduce the impact of disadvantage and enable customers to move towards a better life.
Many customers have experience of homelessness, domestic violence, mental health issues or disability. The need for housing is also related to structural inequity driven by housing shortages and the cost-of-living crisis.
Hume’s customers reflect the diversity in broader Australian society. Some were born in Australia, some are Aboriginal and/or Torres Strait Islander people, many come from culturally and linguistically diverse backgrounds. They span different genders, ages, abilities, ethnicities, sexualities and religions. They have different interests, beliefs, hobbies and hopes. They use our services for different amounts of time and require varying levels of support. There is no ‘typical’ customer.
Hume provides a safety net and a springboard when people need it.
DEMOGRAPHICS
8,568 CUSTOMERS
AVERAGE LENGTH OF TENANCY SPECIALIST DISABILITY ACCOMMODATION
461 CUSTOMERS
10.6 YEARS
Cultural and language groups
9.3% IDENTIFY AS ABORIGINAL AND/OR TORRES STRAIT ISLANDER PEOPLE
88 COUNTRIES OF ORIGIN
69 LANGUAGES SPOKEN
Top 6 languages spoken – Arabic – Vietnamese – Assyrian – Spanish – Kurdish – Armenian
Hume makes a difference
Helping our customers to access and navigate the housing continuum
We provide affordable, safe and secure accommodation for people across various stages of the housing continuum.
At the most urgent end of need, we support individuals experiencing, or at risk of, homelessness due to crisis or extreme poverty.
We help people transition from crisis, temporary or insecure housing into our longer-term social housing, giving them the peace of mind that comes with a safe, secure and affordable home.
Additionally, Hume is a key provider of Specialist Disability Accommodation (SDA) for customers living with significant and permanent physical or intellectual disabilities.
For low to moderate income earners and ‘key workers’ unable to afford the rising costs of the private rental market, we offer affordable and market-discounted rental options. In some of the communities we serve, Hume also provides private rental options.
Hume’s housing continuum
Our services
WE ARE A HIGHLY DIVERSIFIED TIER 1 REGISTERED COMMUNITY HOUSING PROVIDER.
TENANCY AND PROPERTY MANAGEMENT
Hume is a leading community housing service provider in NSW, providing quality integrated services encompassing:
› tenancy and property management
› access and demand services
› transitional housing support
› tenany sustainment and support coordination.
Our tenancy portfolio of almost 5,000 properties includes a mix of transitional, social and affordable housing, and SDA
ASSET MANAGEMENT SERVICES
Hume’s property management services are underpinned by a range of specialist functions across the business to support the integrated delivery of services.
Our portfolio includes a mix of Hume-owned properties, properties owned by Homes NSW and DCJ (i.e. SDA dwellings), properties leased from private rental market and properties managed on fee for service arrangements for local councils and private developers.
Our property management services provide effective, responsive and planned maintenance, delivered 24 hours a day, seven days a week to respond to safety, security, functionality and amenity issues for our tenants.
COMMUNITY DEVELOPMENT AND PLACEMAKING
Hume has an industry leading practice framework to engage and support our customers. We work with over 150 local, specialist support and community providers across NSW to support our customers’ needs and contribute to placemaking initiatives in in the areas customers live. We also conduct regular wellbeing visits to support our customers.
DEVELOPMENT MANAGEMENT SERVICES
Hume offers the full spectrum of development management services for social, affordable, private, and SDA housing. We have a strong track record of creating attractive, well-designed, affordable, and well-located homes. We source appropriate land, undertake feasibility studies, secure capital contributions, raise debt to finance developments, negotiate contract agreements and project manage developments to completion.
Our impact approach
Hume’s commitment to ESG
At Hume, we begin with the ‘S’ in ESG because our core mission is to create social impact by improving the lives of our customers and the broader community.
As one of Australia’s largest CHPs, we take our role in shaping a more sustainable future seriously. Every home we build and manage must deliver more than just a roof over someone’s head – it must provide lasting benefits.
Our services go beyond basic property and tenancy management; offering comprehensive support to help our customers sustain their tenancies and enhance their personal, economic and social wellbeing.
Hume is committed to embedding sustainability at the core of everything we do by:
› enabling sustainable economic and affordable housing growth
› designing and building energy-efficient, comfortable homes
› creating diverse and integrated communities
› generating social impact and broader societal benefits
› operating with transparency and ethical business practices
Hume has ambitions to be a leader in the community housing sector – in the field of ESG management, sustainability, and creating and measuring impact for our customers.
To this end, we are an early adopter of the Community Housing Industry Association’s (CHIA’s) ESG reporting standard – one of only fourteen CHPs who reported in FY22–23. We are currently working with SGS Economics and Planning to develop a comprehensive forward-looking and ambitious ESG Strategy.
Our commitment to ESG begins from the ground up.
Social impact at Hume
Meeting housing needs
At Hume, our customers receive more than a place to live. We believe housing is a human right that underpins health, wellbeing and access to opportunities.
We create positive social impact by providing affordable housing and delivering customer-centric property and tenancy management services.
Our impact is amplified through a range of additional programs and services, which help us fulfill our purpose and solidify our position as one of the nation’s leading CHPs.
We also actively pursue the growth of our housing portfolio to increase the supply of affordable homes for those who need them. We measure our impact using a combination of qualitative and quantitative measures, customer and employee stories, and our Hume Outcomes Framework.
What is the problem we are responding to?
Australia is in the midst of a housing crisis. An increasing number of people struggle to access safe, secure and affordable housing – a fundamental human need. Those living in prolonged poverty, escaping abuse, battling addiction or living with a disability face a disproportionate risk of homelessness. Even more individuals with low or moderate incomes are being confronted with housing insecurity due to the severe shortage of affordable housing. Research from the Australian Housing and Urban Research Institute (AHURI) in 2024 revealed that ‘lower-priced rentals now make up only 13% of private rental stock –down from 60% just 25 years ago.’
What is our approach to solving the problem?
Through our core activities, Hume will:
› deliver safe, secure and affordable housing for people facing homelessness or housing insecurity
› provide tenancy management, property management and referrals for wraparound services to individuals and families at risk of, or experiencing, homelessness or housing insecurity
So that our customers:
› can find a home and are no longer homeless or at risk of homelessness
› can access wrap-around support, allowing them to sustain their tenancy and improve their personal wellbeing
Which enables our customers to:
› live securely in their home and recover from crisis or instability
› become increasingly empowered to access opportunities that enhance their independence
And ultimately:
› build stronger connections within their community
› experience increased safety, security, social connection, wellbeing and life satisfaction
Housing need is greater than ever.
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 return to homelessness
Customer
outcomes
Finding my home
Provision of temporary and transitional accommodation, rental subsidies and pathways to long-term housing
TENANCY MANAGEMENT
Affordable, social, HPWD and transitional accommodation
Tenancy sustainment and support coordination
Wellbeing for seniors and customers living with a disability
PROPERTY & ASSET MANAGEMENT
Housing amenity impacts well-being
Access to opportunities
Place-based initiatives to connect customers to community
No return to homelessness Housing meets customer needs Improved wellbeing Safety and connection Reduced disadvantage
Empowered to access opportunities
Hume Outcomes Framework
Hume has developed an Outcomes Framework to capture the changes experienced by individuals, families, groups and communities through the services and programs we offer.
Our framework aligns Hume’s approach to service delivery with the domains of the NSW Government Human Services Outcomes Framework, ensuring that we deliver evidencebased outcomes that meet the expectations of program funders and impact investors.
The framework establishes a baseline for measuring our outcomes, with a focus on demonstrating progress and meaningful change in the years that follow.
Home Safety Social and community Health
Customers increase their tenancy management skills
Customers sustain their tenancy
Customers live in housing that meets their needs
% customers decrease instances of property care issues
% customers decrease instances of arrears
% of customers with a tenancy at immediate risk
Average length of tenancy
% housing is deemed appropriate for customer needs
# transfers completed for certain conditions
% over/under occupancy
Customers progress on the housing continuum (Ending homelessness)
Customers live in housing in good condition
Customers are safe in their homes/neighbourhood
Customers can access the services they need Increased community participation
Customers increase their wellbeing
Education and skills
Improved access to education
Empowerment
Customers contribute to Hume’s service design
Provision of temporary accommodation
Positive exit from homelessness (HIP, SH, THP)
Positive exit from social housing
Entry into social housing from homelessness
% of customers who are satisfied with the condition of their home
% maintenance/Increase in property condition
% customers who feel safe in their home/ neighbourhood
Repairs completed within timeframes
Total # of referrals by service type
% customers with improved Personal Wellbeing
Index score
# of children engaged in The Smith Family
– Learning for Life program.
% of customers who contribute to Hume’s service design
Social impact highlights
89%
of properties benchmarked as well maintained or maintained
63
Personal Wellbeing Index score
+10%
people housed in temporary accommodation (HOPS – 534 up from 488)
+9%
customers’ tenancy management skills (Property Care Rating – 90% up from 81%)
+7%
customers live in housing that meets their needs (92% up from 85%)
+7%
customers who feel very safe in their home and neighbourhood (83% up from 76%)
+4–7%
positive exits from homelessness (TAP –67% up from 60% ; HIP – 63% up from 59% )
+2%
people moving out of homelessness and into Hume social housing (32% up from 30%)
+2%
number of referrals to access support services (305 up from 299)
Our social impact performance
Finding my home
Hume provides a range of services for people experiencing homelessness, focusing on ensuring that they can successful transition out of it. Our services include access to:
› temporary accommodation, including ‘meanwhile use’ – utilising properties that would otherwise be vacant.
› rent arrears assistance (for individuals in private rentals, experiencing housing stress)
› rental subsidies through the Start Safely program (for those escaping domestic and family violence)
› transitional accommodation with support
› Housing First model via the Together Home program.
HOW WE KNOW WE MADE A DIFFERENCE
› Number of people housed in temporary accommodation.
› Percentage of positive exits from homelessness:
percentage of people who exit homelessness and transition directly to private rental, bypassing social housing.
› Number of people entering social or affordable housing from homelessness.
Homelessness to home
Case study
In the Maitland and Port Stephens areas, Hume’s Housing Options Program (HOP) provides essential services to customers at risk of or experiencing homelessness via access to emergency temporary accommodation and rent choice subsidies.
These customers are often individuals who have experienced domestic violence, exited prison, faced major financial setbacks, dealt with illness or job loss, or endured relationship breakdowns. They reach us through the Governments Link to Home service, by walking into a Hume office, or through outreach support services in the area.
In FY24 Hume has seen a big increase in the need for temporary accommodation, as rent prices continue to rise and vacancies remain low. Some customers apply for 40–50 properties within a two week period, facing repeated rejections and losing hope. At the same time, average waits for those on t he social housing priority list have increased from six months to over three years.
“
I wanted
to give up.
Applying
for
up to
fifty houses
a
fortnight
and continually getting knocked back was destroying me. Hayley
was the first person to really listen. I was anxious before my first appointment with Hayley, but she made me feel comfortable and I knew she wanted to help. She let me vent and share my story. I felt safe with her.
High demand for help in finding a home
When a customer experiencing homelessness contacts Hume, we listen with the goal of making them feel that their story matters. We work with the customer to create a Temporary Accommodation Case Plan and offer support, such as:
› empowering customers to take the lead in securing housing
› referrals to financial counselling
› assistance in setting up a profile on realestate.com.au
› providing printed listings of available private rentals
› help completing social housing applications
› advocacy with temporary accommodation providers and real estate agents
› subsidies for temporary accommodation
› access to brokerage services to cover rent arrears
› providing non-perishable food items and hygiene products, or a referral to receive these.
Living in my home
At Hume, we understand that once people secure affordable, long-term housing, they may still need additional support to thrive in their homes. Our customers often face challenges related to poverty, trauma, health issues, disability, social isolation and aging in place. Our service model is multi-faceted and includes:
› wellbeing visits from Neighbourhood Officers (NHOs) including referrals to external support
› support coordination from Tenancy Sustainment Officers
› specialist Neighbourhood Officers for seniors
› early engagement on arrears
› rent review education
› assistance with transfers to more suitable accommodation
› home modifications
› responsive repairs
› planned works programs
› common area management.
HOW WE KNOW WE MADE A DIFFERENCE
Our customers:
› live in housing that meets their needs –
reduction in overcrowding
fewer requests for transfers
› reduce arrears and property care issues
› build tenancy management skills
› feel safe in their homes
› experience improved wellbeing
› are more satisfied with the condition of their home
› improve their Property Assessment Score (PAS).
Secure and affordable housing
OF ‘AT-RISK’ TENANTS SUSTAINED THEIR TENANCY 83% OF CUSTOMERS FEEL VERY SAFE AT HOME
~70% OF CUSTOMERS ARE SATISFIED WITH THE CONDITION OF THEIR PROPERTY, REPAIRS AND MAINTENANCE SERVICES, THEIR NEIGHBOURHOOD, AND LIFE
Case study
The Housing and Impact Team is committed to visiting every affordable and social housing customer at least once a year for a wellbeing visit.
During these visits, the Neighbourhood Officer assesses property care and discusses additional support needs.
One customer, with a history of addiction, trauma and physical disability, initially resisted access to certain areas of his home during visits. After several attempts, a trusting relationship based on empathy and nonjudgemental support was established.
Eventually, the customer permitted access to previously closed-off areas, which were found to be in an extreme state of disrepair, endangering his tenancy.
The customer agreed to work with the team and a Tenancy Sustainment Coordinator to address these issues. Achievable goals were agreed to help tackle underlying problems including mental health challenges and physical disability. Despite slow progress, including health setbacks and hospitalisation, the Hume team ensured ongoing customer support.
One significant breakthrough was securing NDIS support for the customer after several previously denied applications.
With ongoing support from Hume, the customer was able to reduce his alcohol intake and make substantial progress in cleaning his home. He is now eligible for a transfer to a ground-floor property that better suits his physical needs. After years of deteriorating health, the customer has made positive strides and is on the path to improved wellbeing.
A
relationship built on trust supports customer wellbeing
“
Sylvia has helped me so much ... she fought for me to have NDIS approved and has helped with my NDIS plan. I am so grateful. If it wasn’t for her support, I wouldn’t be on such a positive path to recovery.
Tenancy Sustainment customer
Joining my community
Many Hume customers live side by side, in neighbourhoods and communities, but that doesn’t necessarily mean they feel connected or safe. We recognise our role in creating safe spaces, fostering community connections and enhancing access to opportunities. Our goal is to support our customers’ prosperity by:
› engaging in placemaking and community cohesion activities
› forming partnerships and networks to enhance access to support services.
HOW WE KNOW WE MADE A DIFFERENCE
Our customers:
› feel safe in their neighbourhoods
› are connected to the support they need
› increase their participation and connection within the community.
Supporting community connections
Some of our programs and projects SDA support
HuMen
100+ PARTICIPANTS
100% IMPROVED COMMUNITY CONNECTIONS
85% IMPROVED ABILITY TO COPE WITH FUTURE CHALLENGES
Community Cohesion Seniors Hubs
2,989 CUSTOMERS
OVER 55
60 ‘SAFEGUARD’ VISITS
Dignity in Crisis
12 FAMILIES HOUSED ESCAPING DOMESTIC VIOLENCE
80% NOW IN PRIVATE RENTALS
Community events
200+
COMMUNITY EVENTS ACROSS SYDNEY AND THE HUNTER
2,000+ CUSTOMERS ATTENDED
Case study
Growing our customers voices and connecting them to services
As part of Hume’s Community Cohesion Strategy, we host customer meetings, providing residents with opportunities to voice their concerns, provide feedback and ideas, and connect with one another.
Following COVID-19 lockdowns and staffing changes, participation in meetings declined, with customers reporting that the meetings could be more proactive. In response, Neighbourhood and Community Cohesion Officers collaborated to transform the meetings into mini-community expos. They invited community agencies to these miniexpos; including Dundas Area Neighbourhood Centre, Hope Connect Telopea, Veolia Waste Services, Services NSW and the Salvation Army.
The new format focused on proactive conversations, with service providers addressing issues including budgeting, physical activity, social interaction and mental health. It empowered customers by connecting them with resources and support tailored to their needs.
This shift led to a significant increase in attendance, with over 40 customers participating in each quarterly meeting, compared to previous attendance numbers in the teens.
“I like coming to the expos because I get to be social and meet new people and hear about what’s going on at Hume and in my community. Also, it’s important to me to be able to feel like I’m contributing. I need information about health and wellbeing especially as I’m aging and I’m caring for my mother. I need to know what services I can access.
Fairfield Customer Expo attendee
Amplifying social impact through partnerships
While Hume’s primary purpose is to provide safe, secure and affordable homes, we know many customers suffer temporary crisis, ongoing trauma and/or entrenched disadvantage. They require additional support to sustain their tenancy and gain the stability they need to be able to focus on their broader wellbeing.
LEARNING FOR LIFE
The Smith Family Learning for Life program works in partnership with families to support a child’s education and increase their chance of success at school. It includes a dedicated Family Support Partnership Coordinator, access to educational programs and scholarship money for school-related expenses.
>$12k
CONTRIBUTED THROUGH WORKPLACE GIVING
15
OUR TARGET FOR NUMBER OF CHILDREN IN THE PROGRAM OVER 3 YEARS
Real-life impact
Improves:
› SCHOOL ATTENDANCE
› EDUCATIONAL OUTCOMES
This year, Hume established two targeted partnerships to support families at increased risk, with a philanthropic employee financial giving program that Hume matches dollar for dollar, up to our funding goal.
HOMEWARD BOUND
Hume will partner with Ronald McDonald House by supporting families with seriously ill children to tackle the challenges they face when they transition from Ronald McDonald House but have no home to go to. Together we will set them on a path to sustainable housing with financial assistance for rent, bond and moving costs.
>$14k
CONTRIBUTED THROUGH WORKPLACE GIVING
4
OUR TARGET FOR NUMBER OF FAMILIES SUPPORTED EACH YEAR
Real-life impact
Prevents:
› HOMELESSNESS
› SEPARATION OF FAMILIES
Next steps
Hume is enhancing our social impact in three focus areas
1
NO RECURRING HOMELESSNESS
We identify people with histories of chronic, repeat homelessness then link them to housing and/or specialised support. We do this by:
› analysing relevant data to improve our practice of working with customers to minimise recurring homelessness
› identifying customers who return to Hume’s homelessness programs and developing actions to reduce the likelihood that they will return again
› exploring ‘meanwhile use’ of otherwise vacant properties for short to medium term accommodation
› partnering to prevent homelessness –Ronald McDonald House – enable pathways to affordable housing from RMH if a family may become homeless because they needed to stay close to their sick child.
2
IMPROVING WELLBEING FOR SENIORS AND PEOPLE WITH A DISABILITY
We do this by:
› exploring strategic partnerships to deliver in-house occupational therapy services (wholistic assessment of customers) –benchmark assessment of all customers
› data-gathering exercises to identify customers who have a disability and/or are ageing in place and assess how well their housing is meeting their needs
› training all employees delivering tenancy management on both the NDIS and My Aged Care service systems.
3
EMPOWERING CUSTOMERS THROUGH BETTER OUTCOMES
We do this by:
› partnering with The Smith Family to enable pathways for our customers into their Learning for Life program
› exploring the development of a social enterprise to employ customers
› investigating social procurement opportunities to embed customer employment and training pathways into our multi-trader agreements.
Environmental impact at Hume
Our key objectives
Hume’s key objectives are aligned to our overarching strategic pillars of Growth, Social impact and Thriving organisation. This ensures we can create and report on stakeholder value.
› Ensure Hume properties are safe, clean and habitable.
› Improve the environmental sustainability of existing properties and operations.
› Integrate environmental and social considerations into design, construction and operation of all new developments.
Our sustainability framework
The framework sets out how Hume can contribute to reducing its impact on the environment, both on a day-to-day operational basis and via initiatives that can be undertaken over the longer term. Hume considers climate change (carbon emissions), resource management (supply chains, waste, water) and ecology (local community environment and land use).
Climate change can be described as the phenomenon that occurs from the accumulation of greenhouse gases (including carbon dioxide, nitrous oxide and methane) in the atmosphere. The Greenhouse Gas (GHG) Protocol categorises greenhouse gas emissions by ‘scopes’.
The framework sets out how Hume can reduce its impact on the environment.
Scope 1
Direct emissions from entity-controlled sources (this includes emissions from fuel combustion processes). For Hume this includes emissions from our motor vehicle fleet.
Scope 2
Indirect emissions from the generation of electricity, steam, heating and cooling consumed by the entity. For Hume the biggest area is electricity in our offices.
Our framework recommends continued focus on carbon emissions, water usage and waste generation.
Scope 3
Includes all other indirect emissions that occur in an entity’s value chain. For Hume, this includes:
› emissions generated by our employees getting to and from work –upstream activities
› emissions generated by Hume customers in the homes we provide –downstream activities.
Scope 3 is the most difficult to measure for many organisations. Downstream activities are generally outside of Hume’s operational control and benefits gained accrue to the customer.
Our framework recommends that existing properties should be made safe, clean and habitable as a priority.
Read more about sustainability in the following pages.
Environmental Policy
Hume acknowledges the environmental impacts its business model has on humans, natural resources and ecosystems. We have developed an Environmental Policy that outlines our material environmental impacts and risks and our approach to managing them. We aim to meet the expectations of customers, communities, employees and other stakeholders – including philanthropic or government investors. To meet our environmental commitments, Hume will take action across our property portfolio and in new developments.
PROPERTY OPERATIONS
Assess energy efficiency and implement targeted actions for improvement.
› Take a value for money approach.
› Improve energy efficiency by installing rooftop solar panels, heat pumps and other energy saving devices – safety, cleanliness and habitability of existing properties will be a priority.
› Conduct water efficiency assessments and take targeted remedial action by installing water efficient fixtures.
› Engage with customers through education programs on energy and water efficiency, and recycling.
› Undertake climate risk assessments for all owned properties in our portfolio and develop a climate resilience action plan.
DEVELOPMENTS
› Engage contractors on the use of environmentally sustainable building materials where this is practically and financially feasible.
› Integrate environmental considerations into construction activities by specifying that contractors manage wastewater, energy use, contamination and waste on our development sites.
› Work with development partners so we can measure operational emissions for all new buildings.
› Incorporate sustainable design within new developments by installing energy and water efficient devices and seek best practice building rating certifications including Green Star and the Nationwide House Energy Rating Scheme (NatHERS).
Environmental Strategy
ESG sector-wide coverage will soon be a standard requirement, recommended by lenders. It will feature external verification. Hume is working closely with SGS Economics, the community housing sector, partners, customers and employees to progress the development and implementation of our first ESG strategy in readiness for external verification.
Our environmental impact performance
Climate and carbon
In line with our Sustainability Framework, we identified material GHG emissions sources from our office locations across Scopes 1 and 2.
GHG emissions were the direct result of:
› fleet vehicles and the Hume bus (fuel usage).
We plan to transition to electric vehicles as we renew leases, subject to understanding how recharging would operate.
GHG emissions from the indirect consumption of ‘an energy commodity’ in our office locations came from:
› electricity usage
› potable water usage
› waste generation.
So far, we have:
› established key objectives
› developed an environmental inventory and baseline dashboard to track environmental indicators
› collated baseline data for three years to assist with initial analysis
› developed inventory and a baseline report, which are under consideration.
SOME EARLY POSITIVE OUTCOMES
› We know that electricity consumption generates ~97% of our total GHG emissions.
› We are seeing a gradual decline in electricity consumption and GHG emissions.
› By closing our Parramatta and Claymore offices, we reduced electricity consumption.
We are also developing a pilot to measure and reduce Scope 3 emissions from customers’ homes, working with partners to fund and fit solar panels and batteries on 1,275 properties. The baseline virtual powerplant data will inform us of current energy consumption levels, with the use of solar energy decreasing emissions in the future. This infrastructure is expected to reduce ongoing energy costs for customers.
We will be assessing risks from climate change. Properties in wildfire and flood zones will be sold and funds used to create additional properties, as part of our wider Regional Portfolio redevelopment program.
Hume has over 71 green spaces
including community and rooftop gardens
Green building
Hume has over 71 green spaces including community gardens and commercial rooftop gardens across homes and complexes.
We will have clear guidelines for all future developments. A draft of Hume Housing’s design principles and requirements is currently out for consultation. Our environmental performance principles include the following.
Waste and water
Our water management strategy is due for release by the end of 2024. It defines targets and performance measures that Hume will report against. Our Charles Street development, currently underway, meets the BASIX target of 40 for water use. We continue to install water efficient shower heads across the portfolio.
Waste management is also part of our new procurement contract criteria, with weightings given to suppliers as part of the tender and selection process. Hume’s preferred builder for a new development confirmed that around 90% of waste produced on site could be recycled or converted to recovered resources. Our waste management strategy is also due for release.
PRINCIPLE ACTION
Passive design
Net zero
NatHERS
BASIX
Healthy homes
Maximise northern orientation of living spaces, calibrate eaves and solar shading on eastern, western and northern facades
Relate glazing design to orientation
Use deciduous trees for shading in communal areas, do not locate deciduous trees near gutters, drains and private open spaces
Position windows to improve airflow and capture prevailing breezes
Optimise roof design to accommodate future solar panels
Preference electricity as the power source for normal operational energy requirements for new developments
Aim for ‘net zero ready’ homes: high-performance homes with a level of energy efficiency that minimise annual energy consumption and allow offset by a renewable energy system
Target minimum 7 Star NatHERS for each dwelling
Higher NatHERS ratings are encouraged
Daylight
All new dwellings and significant modifications must comply with BASIX
Note: tenant supplied appliances (fridge, dishwasher, microwave, washing machine and dryer) cannot be included in BASIX calculations
Use products that are low-VOC and low-allergenic with high recycled content
Ensure adequate air flow to limit mould, maximising the number of dwellings that are naturally cross-ventilated, i.e. dwellings where openings are in facades facing alternate aspects to maximise wind exposure, include natural ventilation to wet areas where possible
Plan for retrofit of air conditioning (AC) to living area and main bedroom, where not required by design brief.
Varied, quality daylighting is essential in all dwellings to provide amenity
Ensure 70% of dwellings receive a minimum of 2 hours solar access to living spaces and private open space), and exceed this standard where possible
Avoid any dwellings receiving less than 15 min of solar access to living areas and private open space
Provide adequate passive shading devices to control seasonal solar access and glare to maximise resident comfort
Ensure adequate daylighting to common areas to eliminate artificial lighting during the day
Next steps
Our top three projects are guided by environmental and sustainability policies
1
PROGRESS THE REGIONAL REDEVELOPMENT PILOT
We are currently divesting properties in designated wildfire and flood zones. This will enable us to:
› reduce climate risks for customers
› build more homes for people in need.
2
PROGRESS THE RENEWABLE ENERGY PILOT
The pilot project aims to provide solar panels and batteries for 1,275 homes. This means:
› less customer GHG emissions
› reduced energy costs for customers.
3
APPLY OUR NEW DESIGN STANDARDS FROM 2025
We’ll be applying our new design standards to all new homes and properties from 2025. The outcome will be more efficient structures with less environmental impact.
We’re working with partners to fund and fit solar panels and batteries at 1,275 properties.
Governance impact at Hume
Governance framework
The Hume Group’s corporate structure is headed by the Hume Board which oversees the boards of its subsidiaries and various governance committees. The Group’s structure includes five wholly owned subsidiaries, incorporated to support growth and development projects. These are registered with the Australian Charities and Not-for profits Commission (ACNC) and two are also recognised as Tier 2 CHPs under the National Regulatory Standards for Community Housing (NRSCH). We have applied to register the remaining three.
The Hume Group also has four governance committees that oversee strategic business operations:
› Governance, Audit and Risk Committee
› People and Culture Committee
› Growth, Development and Sustainability Committee
› Customer Experience Committee.
The Group has a dedicated business unit for governance, risk and legal management – led by a member of the executive leadership team. This unit is staffed with specialist professionals whose expertise ensures that governance, risk management and legal compliance are effectively integrated into our strategic operations, aligning with overall business objectives.
The Hume Group Charter establishes a framework that promotes high standards of corporate governance across the Group by clarifying the Group’s structure, governance principles, roles and responsibilities, due diligence processes, company secretarial accountability and directors’ access to independent advice. The Charter is publicly available on the Hume website, reinforcing a commitment to transparency and accountability.
The Hume Group’s Delegations of Authority Policy outlines matters that the Board decides on and the delegation process to governance committees and management. This ensures efficient decision-making and accountability.
Hume manages 149 governance and operational policies and procedures. The Policy Review Framework plays a crucial role in driving effective policy development, review and implementation. Over the last 12 months 31 policies were reviewed with 54 under review of which 15 were new policies. This highlights our strong commitment to continuous improvement and innovation.
People and Culture Strategy
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. Here’s a snapshot of our workforce data, and from our 2023–24 Employee Opinion Survey (EOS).
EOS SNAPSHOT
92%
ENJOY THE WORK THEY DO 89%
EMPLOYEE ENGAGEMENT SCORE 96%
UNDERSTAND AND ARE INSPIRED BY HUME’S SOCIAL PURPOSE 85%
WORKFORCE DATA
12.5% EMPLOYEE TURNOVER (VOLUNTARY)
173 FTE EMPLOYEES
$180k TRAINING EXPENDITURE
FEEL ABLE TO WORK FLEXIBLY 94%
FIND CO-WORKERS HELPFUL AND SUPPORTIVE 92%
FEEL PROUD TO TELL PEOPLE THEY WORK AT HUME 93%
BELIEVE HUME IS INCLUSIVE
Our governance impact performance
Corporate and governance
As a Tier 1 registered CHP, Hume adheres to the NRSCH. As noted above, we are also a registered charity with the ACNC. We hold Public Benevolent Institution status with the Australian Taxation Office.
Our registration as a Specialist Disability Accommodation (SDA) provider with the NDIS Quality and Safeguards Commission is maintained. We consistently meet compliance requirements.
MODERN SLAVERY AND ETHICAL STANDARDS
The Hume Group is committed to managing risks associated with modern slavery in our operations and supply chains. Our dedication to probity is underscored by our comprehensive procurement policy. To further ensure responsible practices, we have developed a detailed supplier questionnaire for use during development procurement to evaluate and mitigate potential risks associated with modern slavery.
Our procurement policy also features special provisions to increase engagement of Aboriginal and Torres Strait Islander organisations, reflecting our commitment to reconciliation. We diligently report on these efforts through the Hume Reconciliation Action Plan, reinforcing our resolve to uphold strong ethical practices and responsible supply chain management.
CODE OF CONDUCT AND OTHER POLICIES
The Hume Group demonstrates our commitment to principle-driven action through a comprehensive Code of Conduct. The Code outlines clear expectations for ethical behaviour and professional integrity from employees and directors. All must sign their agreement and adhere to the Code consistently.
To support the Code, we have robust reporting mechanisms, including a Fraud and Corruption Prevention Policy and a Whistleblowing Policy. These are designed to address, report and resolve instances of illegal or unethical behaviour and governance issues.
Our whistleblowing procedures provide a secure, confidential channel for reporting concerns, with safeguards against retaliation. The process is supported by an external service provider to ensure impartiality and confidentiality if required. Although no reports have been received so far, this proactive approach reflects our commitment to transparency and accountability.
Effective stakeholder engagement is essential for enacting strong governance. The Hume Group is developing and implementing a comprehensive stakeholder engagement strategyto support our governance impact. New stakeholder management software enables us to map and analyse stakeholder interactions and engagement including tracking and visualising corporate interactions such as tenders and development projects Systematic monitoring of our engagement efforts also provides data to inform our strategies. offering valuable insights to better understand stakeholder interests and concerns.
RISK AND COMPLIANCE MANAGEMENT
The Hume Group employs a robust enterprisewide Risk Management Framework to identify, assess, and mitigate risks across all operational and strategic areas. This framework integrates risk management into our decision-making.
In FY24, Hume’s risk appetite was updated to align with our strategic objectives and market conditions. Risk registers, detailing identified risks and mitigation strategies, are reviewed quarterly with oversight by the Hume Board.
Our internal audit program, a vital element of the Hume Group’s risk management strategy, successfully completed 22 audits in FY24. These focused on compliance and control effectiveness, uncovering 60 opportunities for improvement. By the end of the financial year, 65% of these issues were resolved, with many processes vastly improved. The internal audit team does follow-up audits to ensure that all remaining recommendations are implemented and risks mitigated. This demonstrates our continued dedication to continuous improvement and best practices.
The Compliance Management Framework ensures that we meet legislative, regulatory and contractual requirements. A two-tier attestation process in FY24 confirmed zero non-compliance on our 386 legal and contractual obligations. Our Resilience Framework, supported by comprehensive Business Continuity Planning training and simulations, enhances organisational resilience and continuity when there are disruptions.
Board HUME BOARD
To effectively govern the organisation and serve the best interests of our customers and communities, our Board must bring a well-balanced mix of skills, expertise, experience, diversity and independence. This fosters strong governance, objective decision-making and innovative approaches that drive long-term success.
The Hume Group takes a merit-based approach to Board appointments, reflecting our commitment to good governance. A skills matrix is used to identify the competencies and behaviours required so each member contributes valuable and relevant expertise and Hume benefits from informed, strategic direction and oversight. We are also committed to aligning the make-up of our Board and governance committees with the diversity in the sector and communities where we operate, including gender and cultural representation.
The Board seeks to ensure that Hume has the wide range of skills and perspectives necessary to steer the company, address complex challenges, adapt to evolving organisational need and address ESG impacts. This can involve calling on internal and external expertise to assist Hume to create strategies that maximise benefits to the communities we operate in and to the Hume Group.
Employee wellbeing
At the Hume Group, we foster a workforce aligned with our core values and the behaviours essential to delivering exceptional services to our customers. We aim to attract and retain top talent, which is crucial for our continued success and service excellence.
In line with the Workplace Gender Equality Act 2012, Hume, as a non-public sector employer with 100 or more employees, submits an annual report to the Workplace Gender Equality Agency. This report is based on six gender equality indicators (GEIs).
Targeted training programs, including in leadership across all levels of management, and mandatory training through the People and Culture department, support continuous employee development. Annual 360-degree reviews for executives and performance evaluations for the Hume Board enhance leadership effectiveness and promote high governance standards across the organisation. The outstanding results from our employee opinion survey led to Hume receiving a 2024 Change Champions Award
Next steps
Hume remains steadfast in our commitment to the ongoing enhancement of governance practices, and ongoing continuous improvements across our operations.
Our governance impact focus areas
1
REGULAR REVIEW OF COMPLIANCE STANDARDS AND REGULATIONS
› Staying abreast of and meeting the demands of increased regulatory oversight in a dynamic and evolving sector.
2
UNDERSTANDING THE IMPACTS OF NEW TECHNOLOGIES
› Focusing on understanding and addressing governance impacts resulting from new technologies including AI.
3
GROWING OUR UNDERSTANDING OF ALL STAKEHOLDER GROUPS
› Further enhancing stakeholder management capability and process to understand and support all stakeholder groups – from customers, through to how best to work with government and influence policy.
Sustainable development goals
In 2015, the United Nations adopted 17 Sustainable Development Goals (SDGs) as part of a global call to end poverty, protect the planet and ensure all people enjoy peace and prosperity by 2030.
The SDGs recognise that action in one area affects outcomes in others, and that development must balance social, economic and environmental sustainability.1
The SDGs provide an excellent framework for Hume to align our organisation’s impact goals with, as we contribute to a more sustainable future. We aim to ensure that our operations and impact metrics positively contribute to the SDGs below by improving outcomes on the listed indicators.
By 2030
11 SUSTAINABLE CITIES & COMMUNITIES
Target 11.1: ensure access for all to adequate, safe and affordable housing and basic services and upgrade slums.
Target 11.7: provide universal access to safe, inclusive and accessible, green and public spaces, in particular for women and children, older persons and persons with disabilities.
Environmental, social and governance (ESG) principles are the three pillars of sustainability. Hume reports against these, because they offer a quantifiable, measurable framework for assessing the value we create outside financial performance. They guide our efforts to improve lives by creating a pipeline of community housing that is sustainable into the future, while demonstrating accountability along the way. Hume is now in our second year of reporting against the Community Housing Industry Association’s (CHIA’s) ESG standards.
Currently, CHPs report against 46 standards in a voluntary capacity and to self-certify. You can read our latest CHIA Standards ESG Report in Hume’s Annual Report 2023–24
1. https://www.undp.org/sustainable-development-goals
12 RESPONSIBLE CONSUMPTION & PRODUCTION
Target 12.2: achieve sustainable management and efficient use of natural resources.
Target 12.5: substantially reduce waste generation through prevention, reduction, recycling and reuse.
16 PEACE, JUSTICE & STRONG INSTITUTIONS
Target 16.6: develop effective, accountable and transparent institutions at all levels.
Target 16.7: ensure responsive, inclusive, participatory and representative decision making at all levels.
Our impact partners
Hume is proud of the impact we deliver and we do not achieve this alone.
We currently partner with over 100 organisations who share our vision and are eager to work with us to do more.
› 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
› 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
We work 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.
› 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)
Contact us
If you are inspired by the impact Hume is making, please connect with us to discuss your goals and explore mutual partnership opportunities.
Email us: impact@humehousing.com.au
Call us: 1800 004 300
Hume Community Housing Impact Report 2024
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 report at the various stages of the production process. Your assistance is greatly appreciated.
PROJECT MANAGER: Linda Browne. DESIGN, LAYOUT & EDITING: Andrew Pegler Media.
Hume Community Housing 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