Providing Homes Improving Lives Strengthening Communities
At Northern Rivers Housing we acknowledge the Widjabul Wia-bal people of the Bundjalung Nation (Lismore) and the Minjungbal people (Tweed), Nganduwal dialect tribal group and the Arakwal, Gumbaynggirr and Yaegl people who are the traditional custodians of the land that comprises the Northern Rivers, where we operate.
Table of Contents
CHAIR AND CEO’S REPORT
OUR BOARD OF DIRECTORS
OUR EXECUTIVE LEADERSHIP
OUR COMMUNITY SERVICES
OUR IMPACT - HUGH AND ANTHONY’S STORY
OUR PEOPLE
OUR ASSETS
OUR PROGRAMS
OUR IMPACT - CHRIS’ STORY
OUR IMPACT - TRISH’S STORY
DELIVERING NEW SUPPLY
OUR SUSTAINABILITY
NRH
Chair and CEO’s Report
As we reflect on the 2023–24 financial year, we are filled with a strong sense of accomplishment. Across all levels of Northern Rivers Housing (NRH), we have delivered exceptional outcomes through our diverse support programs and services, all while expanding housing supply. Our team has been relentless in the commitment to understanding and meeting the needs of our clients, ensuring they receive the best possible support.
The past year is particularly meaningful as it marks NRH’s 40th anniversary as a community housing provider in the Northern Rivers region. From our humble beginnings, we have grown into an organisation that touches many lives, impacting our community in substantial ways and demonstrating our commitment to providing not just housing but also security and support.
Renewed Values and Strategic Pathway
In partnership with our Board and staff - this milestone year has also seen us reflect deeply on our core values. Together, we renewed these values, embedding our commitment to residents, our community, and each other. These principles serve as our guide through challenges and growth, shaping our approach to teamwork, innovation, and resident-focused service:
• We help people home
• We embrace the challenge
• We build with heart and balance
• We strive for better
• We are sustainable beyond any individual or building
These values are more than words; they are the foundation that shapes our daily actions and decisions, ensuring we remain focused on delivering meaningful, lasting outcomes for our communities.
In the 2023-2024 year, NRH also developed a new Strategic Pathway for 2024-2027. This pathway outlines our key priorities, ensures effective resource allocation, and strengthens our operational capabilities. It also fosters alignment across the organisation, guiding us as we adapt to changing circumstances and work together
with staff, stakeholders, and partners to achieve our shared objectives. The Strategic Pathway is centred on five key principle objectives:
1. Regional Supply 2. Customer Impact
Operational Readiness
Financial Excellence 5. Sustainable Housing
R ising to Meet Unprecedented Challenges
The Northern Rivers region continues to face a severe housing crisis, compounded by the lasting effects of the 2022 f oods, which displaced thousands and strained housing availability. In response, N RH has been active y managing seven Community Villages (CVs) across the region. While CVs offer essential relief, they are only a temporary solution. To provide long-term stability, we are working closely with the Reconstruction Authority, Homes NSW, and various support organisations to create a clear, supportive pathway for CV residents to transition into secure and permanent housing.
This complex task requires coordinated effort across all stakeholders to ensure residents experience minimal disruption. Together, we are working to provide clarity, confidence, and certainty, ensuring that al invo ved understand and feel supported throughout this journey
Innovative Growth in Housing Delivery
To address the critical housing shortages in the Northern Rivers, NRH launched New Generation Housing, an innovative modular construction initiative designed specifically for our region. In partnership with private sector leaders, this project introduces advanced, offsite-built homes that offer a resilient, cost-effective, and sustainable solution. These homes address not only immediate housing needs but are also built with an eye toward lasting quality and environmental sustainability.
New Generation Housing goes beyond traditional modular construction, providing a scalable, efficient approach that mitigates common delays in on-site builds. By leveraging this approach, we are creating new housing that sets a standard for affordability, resilience, and with quality and environmental sustainability in mind. We see this project as not only an answer to current housing demands but as a foundation for long-term stability, offering residents security and a place to call home.
In addition, we opened a new head office in Lismore, which strengthens our capacity to support tenants and build connections with local partners. Located at the heart of our service area, this office demonstrates our commitment to being present and accessible to those who rely on us.
Financial Strength and Strategic Partnerships
NRH’s financial health remains robust. Through careful planning, disciplined resource management, and a commitment to sustainability, we achieved a net surplus of $5.2 million this year, bringing our balance sheet to a net asset position of $30.7 million. This financial strength empowers us to reinvest in housing initiatives, upgrade technology, and invest in workforce development.
With a 12% increase in rent revenue and a doubling of management fee income, our diverse revenue streams position us well for both short-term needs and long-term growth. This financial stability ensures that NRH can remain responsive to the evolving housing challenges in our region and make a tangible impact in addressing these issues.
Our partnerships play a vital role in our success. We are grateful for the unwavering support of our community partners, stakeholders, and the NSW State Government. Their collaboration has been instrumental in our efforts to address the housing crisis and develop innovative, impactful solutions for our residents. We are committed to nurturing and strengthening these relationships as we look ahead to future opportunities to expand our impact.
Our People and Partners
Our achievements this year are a direct result of the dedication, resilience, and hard work of our exceptional team. To our staff, we extend our deepest thanks for your commitment to NRH’s mission. Your efforts have allowed us to provide not only housing but also hope and stability to our residents.
To our NRH Board of Directors, we thank them for their vision and guidance. Your leadership has been invaluable in navigating complex challenges, ensuring NRH remains focused on our mission and ready to seize new opportunities. We would like to extend special thanks to Jan Mangleson, who will retire as an NRH Board Member at this year’s Annual General Meeting. Jan’s tireless service since 2012 has made a lasting impact on the people she has worked with and those we work for. We wish her all the best in her retirement.
Finally, we recognise and thank our community partners and stakeholders. Your support has been essential to NRH’s journey and success. Together, we are making a lasting, meaningful difference in the Northern Rivers, working toward a future where safe, affordable housing is within reach for all.
Looking Forward
Reflecting on this past year, we are both proud of our progress and motivated by the challenges and opportunities that lie ahead. With a strong financial foundation, innovative projects like New Generation Housing, NRH is well-positioned to continue making strides in housing solutions and support services. We look forward to building on these achievements, strengthening partnerships, and embracing the future with a focus on resilience and positive change for the Northern Rivers community.
Robyn Hordern, Chair
Craig Brennan, CEO
Our Board of Directors
Robyn Hordern
Chair of the NRH Board; Chair of the Alliance Social Enterprises Company Ltd (ASE)
Joined the Board: November 2012
Carolyn Parker
Vice Chair of the NRH Board; Chair of the Audit, Finance & Risk Management Committee; Tenant Council Representative
Joined the Board: May 2009
Janice Mangles on OAM MAICD
Joined the Board: November 2012
Anders Halvors en OAM MAICD
Joined the Board: July 2005
R ichard Burns Company Secretary
Appointed: November 2019
Our Executive Leadership
Philip Belletty Chair of the Property & Development Committee
Joined the Board: November 2017
Margaret Kaszo
Joined the Board: November 2016
Craig Brennan Chief Executive Officer
Martin Laverty Chief Financial Officer
Carly Bairstow Executive Manager, Partnerships, People and Customer Experience
Timothy Stanton-Humphreys Executive Manager, Asset Management and Property Development
Ray Mackeen
Executive Manager, Housing Services
Mara Ochoa
Executive Manager, Program Management, Performance and Risk
For detail on the qualifications and experience of our Board of Directors and Executive Leadership, refer to the NRH website at www.nrh.org.au
Delivery of modular housing at Casino
Our Community Services
Enhanced Portfolio Management and Tenant Support Initiatives in 2024
In 2024, significant strides were made in the management of our housing portfolio with the introduction of a comprehensive Accountability Framework. This framework was implemented to enhance transparency and to drive improvements for both business and tenant outcomes. By establishing well-defined performance metrics and conducting regular data reviews, we now have an effective system to monitor progress and performance across our housing services. This enables timely course corrections, encourages efficient management practices, and supports continuous improvement in service delivery.
A major operational enhancement was the shift from a fixed rent review system to a more flexible rolling rent review process. Unlike the previous system, which reviewed rents at fixed intervals, the rolling process allows for adaptive rent adjustments aligned with current market conditions and tenant needs. This adjustment has spread the rent review workload over a six-month period, easing operational pressure and enabling the tenancy management team to carry out all aspects of their role consistently throughout the year without deferring other critical activities.
In addition, we implemented an invoice reminder process alongside the introduction of an Intensive Housing Officer role, both of which have proven to be effective in reducing arrears and supporting tenants at risk of losing their tenancies. The reminder system proactively notifies tenants of upcoming payments, minimising missed payments and improving overall financial accountability. Meanwhile, the Intensive Housing Officer provides focused support to tenants in challenging situations, offering guidance and resources to help them sustain their housing.
This dual approach—combining proactive reminders with dedicated tenancy support—has not only reduced financial arrears but also helped accelerate the application process for prospective tenants. By ensuring that vacancies are filled more quickly and efficiently, we are able to provide housing to those in need faster and maintain the highest possible occupancy rates, enhancing our service delivery and contributing to a stronger housing ecosystem in the region.
“We love our home and understand how blessed we are.”
OUR IMPACTHUGH AND ANTHONY’S STORY
Hugh, a tenant in Byron Bay since 2017, found refuge with NRH after facing the threat of homelessness as a survivor of domestic violence. Despite ongoing health challenges, Hugh radiates positivity, and three years ago, his partner Anthony joined him in their NRH home, where they live with their three beloved dogs. They have become model tenants, meticulously caring for their home, paying rent in advance, and fostering a warm, welcoming environment for neighbours and NRH staff alike. Hugh and Anthony embody gratitude for the stability provided by NRH, recognising how secure housing has impacted their lives.
Our People
As defined through our Strategic Pathway, the dynamic nature of our operational landscape and the challenges in our industry call for adaptability and readiness to expand services. Achieving this necessitates the efficient utilisation of people and resources, and attraction of people who align with our vision, values and purpose, and strong partnerships.
As our role in regenerating our community becomes increasingly critical, we are focused on ensuring that we have excellent systems, practices and a culture driven by clear purpose.
Investment in People
Our efforts to enable and support thriving residents and communities through the Community Villages Program has led to expansion within the Community Engagement Team, and other growth areas such as People and Culture, and Business Services (Finance). We also saw the introduction of specialist roles to ensure responsiveness to community needs through an Intensive Housing Officer, and good governance – by engaging a dedicated Executive leader in risk and safety.
Investment remained healthy in learning and development, together with programs to support good team cohesiveness and wellbeing – to illustrate just over $160,000 was invested in our people and for each week of the year approximately 12 hours of training was procured.
Business Systems that enhance accountability and efficiency
The new cloud-based, integrated Human Resources Information System (HRIS) was a key investment in the year. The launch of ELMO represents a foundation system transformation that will contemporise many aspects of the way in which NRH operates as a business – in turn enabling better services to our community. The system has automated and streamlined workflows from hire to retire of our workforce and is scalable for future requirements – importantly, employees are able to engage in a more contemporary way with aspects of their employment.
Cultivating a culture driven by clear purpose
This year we embarked on a project renewing the Values and establishing the practical application of these – translating them into day-to-day actions. It was essential that the renewal was delivered through a co-design process with all staff, thereby ensuring the Values are more than words on a page or poster/ branding on the wall.
The renewal will ensure that the behaviours NRH wants from its team are explicit, visible and understood by everyone at NRH. Importantly, the new values need to be meaningful and reflect the aspirational culture and personality of NRH.
Developing and strengthening strategic partnerships
Improving the management of business critical partnerships is essential for us to be able to effectively take hold of new commercial opportunities as they arise, contribute to the delivery of affordable and social housing infrastructure, deliver core services, and create value for the direct benefit of our residents and community.
New partnerships to attain sustainable growth to provide more housing were brokered and will remain a key focus for the year ahead.
NUMBER
SPEND ON EMPLOYEE EXPENSES AND WELLBEING
$65,257.18
$39,722.77 SPEND ON LEARNING $55,260.97 SPEND ON SUBSCRIPTIONS 636.3 HOURS OF TRAINING PROCURED
14
Our Assets
Over the past 12 months, NRH has achieved outstanding advancements in our Asset Maintenance Program. The organisation successfully secured $1.9 million in government funding through the ‘CAPX works’ initiative, which has been instrumental in facilitating essential property upgrades. This investment enables NRH to enhance the quality and condition of its property assets, ensuring the portfolio remains compliant with industry standards while providing vital housing for the region.
During this period, NRH conducted 860 Property Assessment Surveys - generating crucial data on the current status of the portfolio. This information allows NRH to accurately prioritise maintenance works and allocate resources effectively.
NRH further enhanced the Strategic Asset Management Plan in response to evolving community needs, housing industry advancements, and regulatory expectations. This Plan outlines the approach to maintaining, developing, and optimising NRH’s property portfolio, incorporating the latest asset management tools, data analytics, and sustainable practices. NRH aims to create a flexible and resilient asset management framework, emphasising preventative maintenance, lifecycle analysis, and environmental sustainability, while also supporting the community’s changing demographics and housing demands.
PROPERTY LOCATIONS
In the years to come, the Plan will prioritise the following:
• Sustainability: Integrating eco-friendly materials and energy-efficient technologies to reduce the environmental footprint and promote long-term resilience.
• Innovation and Data-Driven Decision-Making: Utilising advanced asset management software and predictive analytics to streamline maintenance, forecast needs, and make proactive investment decisions.
• Community Engagement and Inclusivity: Engaging tenants, stakeholders, and community partners to align services with local needs and aspirations, ensuring properties remain accessible, safe, and supportive.
• Partnerships and Funding Opportunities: Expanding collaborative efforts with government bodies, private organisations, and non-profits to leverage additional funding and deliver affordable housing solutions more effectively.
16 BATHROOMS REFURBISHED
12 ROOFS REFURBISHED
23 HOT WATER SYSTEMS SERVICED
1000+ SMOKE ALARMS SERVICED
YEAR OF CONSTRUCTION
4815
4666 MAINTENANCE REQUESTS RECEIVED MAINTENANCE REQUESTS RESOLVED
Our Programs
Community Villages
NRH manages seven Community Villages across the Northern Rivers region, providing critical support to individuals and families facing housing insecurity. These villages serve as a stable and supportive environment for residents, many of whom have experienced displacement due to the 2022 floods.
NRH’s role includes overseeing day-to-day operations, ensuring the villages are maintained, and coordinating with local councils and the NSW Reconstruction Authority to align services and policy settings. NRH is committed to offering wrap-around support for residents, working closely with social services and community partners to connect individuals with resources that promote long-term stability. Through careful management, NRH strives to foster a sense of community within these temporary accommodations, helping residents transition to more permanent housing solutions and improve their overall wellbeing.
Together Home
The goal of Together Home is to transition people onto a trajectory away from homelessness and into long-term stable housing, while improving participants overall personal wellbeing.
Throughout 2023–2024, NRH served an average of 28–29 clients monthly, offering casework to secure High Needs Packages that facilitated successful NDIS applications. Several clients, particularly from Tranches 2 and 3, have exited the program after stabilising or transitioning to NDIS-funded support. Despite complex needs among some participants, most have successfully maintained their tenancies. The program’s client base shifted from approximately 30% ATSI individuals at the start of the period to around 48% by the end of the financial year.
In late 2023, NRH reviewed the Together Home Program to enhance client support. In May 2024, in ensuring continuity of support for clients, enhancing clients’ outcomes, and taking hold of the expert skills of a local provider, NRH engaged Momentum Collective to deliver specialist support services.
Working to coordinate and strengthen relationships between the various services involved in a person’s support plan, including disability supports, Momentum Collective teams now work alongside Tenancy Managers of NRH to sustain strong tenancies within housing in the Northern Rivers of NSW.
NRH Scholarship
Established in 2014, the NRH Scholarship Program helps tenants reduce the financial strain of education for themselves or their children and supports ambitions in sports and the arts. This program fosters community growth by enabling tenants to pursue opportunities that enhance social and economic engagement. Since its inception, NRH has awarded $84,400 in scholarships, witnessing the inspiring progress of many recipients.
The Scholarship Program’s goals are to:
• Encourage NRH tenants and their children to pursue education and achieve their dreams
• Support tenants with costs related to education, sports, or the arts
• Help tenants improve their personal circumstances
• Assist in securing or sustaining employment
In the 2023-2024 financial year, NRH awarded ten scholarships totalling $8,400 across these categories.
Sebastian and Michael
Sebastian has been a dedicated caregiver for his mother for over 12 years and used his scholarship for driving lessons to obtain his license. Gaining his license will allow him to better support his mother and improve his future employment prospects.
SEBASTIAN:
“The funds helped me take driving lessons. I’m confident I’ll have my license by Christmas.”
Michael, a talented tennis player and part-time carer for his mother, has used his scholarship to cover tennis-related expenses like shoes, equipment, and tournament fees, helping him pursue his dream of a professional tennis career.
MICHAEL:
“The funds helped me continue my tennis lessons and compete on Saturdays.”
Sandra, Charli, and Samuel
Sandra, a single mother of two, has used her scholarship to pursue qualifications in business and legal services while balancing caregiving responsibilities. Her daughter Charli received funds for swimming and dance lessons, enabling her to participate in these activities without straining the family’s finances. Charli is also active in her school’s friendship group, promoting inclusion and support for local initiatives. Her son Samuel’s scholarship funded an iPad for his learning and a school uniform, boosting his confidence and sense of belonging.
SANDRA:
“The Scholarships from NRH have eased financial pressures, enabling us to focus on education and growth that enrich our family’s future.”
“It’s been good to not have to be concerned about rental security and have a place where there is not heavy traffic and close to amenities, that was a particular gift. All those factors have made this a place where I can heal from trauma’s of the last couple of years.”
CHRIS
Delivering New Supply
“After battling it out going from place to place, I ended up in Murwillumbah and I absolutely loved it. I volunteered for community service and I made so many friends. Here in the village I’ve met so many people, like minded people who come from every walk of life and we’ve bonded so well. ”
The 2023-2024 financial year has seen NRH make significant strides in expanding its property development efforts, focusing on building a sustainable pipeline of housing supply to meet the growing needs of our community. The need for affordable, high-quality housing has never been more pressing, particularly in the Northern Rivers region, which faces unique challenges related to population growth, natural disasters, and housing affordability. With these challenges in mind, NRH has embraced innovative approaches to property development.
Creating a Housing Supply Pipeline
N RH’s housing supply pipeline focuses on del vering a diverse range of housing types, including affordable rental properties and new generation housing, to cater to the varying needs of the local population. By establishing this pipeline, NRH is positioning itself to respond proactively to both the regional housing demand and the broader housing crisis affecting the state.
New Generation Housing
A standout initiative for NRH in 2023-2024 has been the introduction of our New Generation Housing model. This innovative approach to affordable housing incorporates modular construction methods, enab ing quicker, more cost-effective de ivery of high-quality homes. Our first New Generation Housing project, located in Casino, will deliver n ne two-bedroom units built offsite These homes will offer a modern, energy-efficient des gn that ensures ong-term durab lity whi e maintaining affordabi ity
Our Grafton project is also underway – delivering 24 units in partnership with our development partner –Anglicare NorthCoast.
New Generation Housing is not only a practical response to the housing crisis but also part of N RH’s broader strategy to embrace sustainable building practices These homes are designed to be energy-efficient and environmentally friendly, ensuring that they have a minimal ecological footprint while providing a safe and comfortab e living environment for residents
Looking Ahead
As NRH continues to grow, our focus on property development will remain integral to our mission of providing affordable housing for the communities of the Northern Rivers. With a strong property development pipeline, the successful rollout of New Generation Housing, and a deep understanding of the complexities of the region, NRH is poised to deliver meaningful change in the local housing market.
Our Sustainability
FINANCES
The 2023-2024 financial year marked a period of significant growth for NRH, reinforcing and allowing an expansion of our commitment to supporting the communities we serve across the Northern Rivers region of NSW.
Our net surplus for the year was $5.2 million, a result that strengthened our balance sheet and increased our net asset position to $30.7 million. This solid performance highlights our financial resilience, underpinned by a strategic focus on financial excellence and sustainability.
The successful financial year included a 12% increase in rental income compared to the previous year, along with a 100% growth in management fees, contributing to our diversified revenue streams. These strong financial results not only reflect NRH’s continued growth but also provide us with the capacity to invest in critical initiatives that will enhance both our operations and the services we deliver to our residents.
Looking forward, the financial outcomes of 2023-2024 create a solid foundation for NRH to expand housing availability in our region, with new developments planned for the near future. The surplus also allows for targeted investments in three key strategic areas:
1. Learning and Development – To build the capability of our staff, strengthen our workplace and culture ensuring that our team has the skills to meet future challenges.
2. Policy and Operational Enhancements – To drive greater operational efficiency, streamline processes, and improve service delivery.
3. IT Systems and Infrastructure Improvements –To continue the modernisation of our technology platforms, ensuring we can provide seamless and innovative services to our residents.
These investments will enable NRH to not only maintain financial stability but also enhance our ability to deliver better outcomes for our residents, ensuring sustainable and impactful growth for years to come.
A complete set of financial statements are available on request.
RISK
The 2023-2024 financial year has also seen a significant number of changes in the safety and risk space.
As NRH moves to review and update processes and systems for the management of risk in the organisation, with changes being introduced aimed at ensuring improved compliance and oversight.
Importantly, an assessment of the cost effectiveness and suitability of the compliance and assurance programs identified that NRH could benefit from moving towards the use of other systems that would better meet the needs of the organisation.
This is a summarised version of our financial statements –a full copy including the accompanying notes is available by contacting Northern Rivers Housing.
The North Coast Community Housing Company Limited (trading as Northern Rivers Housing)
Statement of Profit or Loss and Other Comprehensive Income For the Year Ended 30 June 2024
Other comprehensive income
Items that will not be reclassified subsequently to profit or loss
Items that will be reclassified to profit or loss when specific conditions are met
Total comprehensive income for the year 5,240,398 6,130,794
Statements
The North Coast Community Housing Company Limited (trading as Northern Rivers Housing)
Statement of Changes in Equity For the Year Ended
The North Coast Community Housing Company Limited (trading as Northern Rivers Housing) ABN
