HHS 2021-2022 Annual Report

Annual Report

Our story of adapting, evolving and innovating

Acknowledgement of Country

Haven Home Safe (HHS) acknowledges Aboriginal and Torres Strait Islander peoples as the Traditional Custodians of the land and pays respect to their Elders, past and present.

HHS acknowledges the Dja Dja Wurrung people as the Traditional Owners and Custodians of the land on which our Bendigo office is located. We extend that respect to our other office locations, to the Wurundjeri people, the Wadawurrung people, the First Peoples of the Millewa-Mallee, being Latji Latji and Ngintait Traditional Owners and all Aboriginal and Torres Strait Islander People of other nations.

We acknowledge the sovereign status of Aboriginal and Torres Strait Islander Peoples and that this land has been home for over 60,000 years. We celebrate their connections to Country, knowledge and stories.

Artwork by Aunty Sharon Kirby, a proud Barkindji woman from far west NSW along the Darling River, who now lives in Mildura.

Artist statement: This painting is about reconciliation. The circles represent all our communities connecting. In the middle is our two rivers that join all our people, and the flags show us all coming together for reconciliation.

Amplifying our ability to solve complex challenges

Message from Damien Tangey, Board Chair

With a strategic focus of placing our clients at the core of everything we do, Haven Home Safe has undertaken another year of planned change and achievement.

Emerging as a stable and resilient organisation, we have focused ourselves on becoming future-ready with initiatives that will provide more homes and supports for our clients whilst delivering on critical programs for government and meeting funding, partnership and regulator expectations.

Why are we preparing for the future? This year, more than ever before, the increasing unaffordability of housing is widely recognised as a key issue not just in Victoria, but across Australia. Cost of living increases, increasing interest rates, rapidly rising construction prices, changing work environments and a range of other collective factors are driving the discussion from housing affordability to housing attainability.

At Haven Home Safe we experience this first-hand with a new range of client groups emerging who have never needed or utilised our support or housing services before.

In response to the increasing needs of people in our community, the Board has championed the growth to scale that is essential to develop partnerships of consequence and ultimately generate a pipeline of housing that will have greater impact on the communities in which we work.

Central to this is our well-established strategy of more homes and more supports through more partnerships and more capacity. This year we’ve honed our focus by aligning strategic initiatives with the areas of client at the core, focus on excellence, resource for the future, Homeless to a Home and Big Housing Build programs and certainty in delivery.

Damien Tangey, Board Chair

This emphasis challenges us to think about the impact we are having, and how we can best deliver long-term, sustainable outcomes, co-created with communities. Ultimately the greatest impact we can achieve is to match our support services with housing outcomes for an integrated client solution to assist clients to move to more sustainable independence.

With a strategic focus of placing our clients at the core of everything we do, we’re expanding the ways we can incorporate the voice of the client in our work, so we can truly listen and respond to their needs. Our brand strategy, digital transformation project and exploration of diverse partnership opportunities have set us on a trajectory towards best practice outcomes. Collectively these initiatives are designed to deliver scalable, replicable portfolio funding solutions across the housing continuum, or the destinations people can arrive at through their housing journey.

Several key partnerships have come to fruition this year with organisations that are aligned with our ambition to end homelessness and housing stress within Victoria. These partners amplify our ability to solve complex challenges and of particular focus for us, co-create deeper and more meaningful impact with First Nations people. The social value of providing housing on Country to First Nations peoples is driven by our partnerships with Dja Dja Wurrung Aboriginal Clans Corp and Mallee District Aboriginal Services. These are important steps in the right direction.

As the leader of a consortium with Mind Australia, we successfully delivered the Homeless to a Home program for the Loddon Mallee and Barwon regions and will continue to work with the Victorian Government with the welcome extension of funding for another year.

Homes Victoria’s $5.3 billion Big Housing Build investment has provided significant opportunities to increase the supply of social and affordable housing throughout the state. We’ve welcomed the opportunity to continue to strengthen this partnership by working on projects that will deliver secure and affordable homes for over 149 Victorian households.

As another year draws to a close, the increasing pressures many in the community face reinforce the need for us as an organisation to be innovative, nimble and influential. On behalf of the Board I provide thanks for the commitment and passion of the Haven Home Safe team, our partners who share our vision and our clients who inspire us daily to achieve a greater impact for more people.

Achieving longevity in client outcomes

Message from Andrew Cairns, CEO and Trudi Ray, Deputy CEO and COO

Cairns CEO

Andrew

Trudi Ray Deputy CEO and Chief Operations Officer

This process has prompted us to come together as an organisation to debate and action opportunities to improve our ways of working. We emerge from this period with positive momentum and a willingness to keep questioning how we show up to be the best possible version of ourselves.

This year our staff have come together to reflect on how we can do things better as part of co-designing our future state operating model. We understand that if we use our resources more effectively, we can achieve greater outcomes for our clients as they move through their own unique journeys throughout the housing continuum. We know we need to do more for less. We recognise that the rising demand of people seeking support from us means the status quo is the least viable option if we want to have real impact. We have confidence that our new ways of working will not only ensure we commit to our contractual agreements but will also see us achieve longevity in outcomes that meet the complex needs of our clients.

For us to have collective impact we also need to work with partners who see beyond industry boundaries and share our purpose and values. This year we’ve strengthened our partnerships strategy and set new standards of collaboration with like-minded organisations to create positive change. Of significance are our partnerships formed with Dja Dja Wurrung Aboriginal Clans Corp and Mallee District Aboriginal Services to support selfdetermination and build their capacity and capability to become registered Aboriginal community housing providers. We are developing funding solutions and innovative delivery models that go beyond the needs of today and seek to establish a pipeline of opportunities and outcomes for the Djaara and Mallee communities. This work is truly innovative, highly collaborative and one that is fuelled by purpose and a commitment to outcomes over ownership.

When people are seen and heard – when they are met where they are, they feel a strong sense of belonging. This notion underpins our placemaking framework piloted at our New Epping development that will create an activated and connected community. We look forward to seeing this come to life through the formation of a tight-knit and vibrant community as people move into their new homes next year.

This year we’ve leveraged our interoffice connections and knowledge to create a replicable framework for tenders and bids, with significant success. This approach sees us mobilise people from across the organisation to respond to funding opportunities by demonstrating how we can achieve the greatest outcomes for communities in highest need.

On top of these progressive initiatives borne from deep reflection, we’ve continued to meet our requirements as a registered, regulated and responsible profit-for-purpose organisation. As we make moves to scale up our organisation, we have taken steps to elevate the work of risk and digital services to simplify the complexities and enable a greater focus on our clients.

Finally, in a year where we’ve taken significant foundational steps to transform for the future, and housing and cost of living pressures have seen more new clients than ever before, we’ve continued to maintain our focus on getting people into homes –because we understand the effect that a safe, secure and affordable house can have on people’s lives. The deep commitment of our staff and our partners to the people we serve is unwavering. We applaud and thank everyone involved in working with us to try to end homelessness in Victoria.

Last year we reviewed how we’re meeting the expectations of the communities we serve, our partners, and our employees.

Community

This year we reviewed how we’re showing up for the people who need us most and what more we can do to support the most vulnerable in the community. We know that to truly have impact we must listen and find solutions that are not always easy or obvious.

Programs delivered with empathy and tailored to diverse needs, human-centred decision making and a holistic approach to connecting people to place is our community impact.

As a for-purpose organisation, the impact we have on communities is at the core of everything we do.

“Listening to our clients, you become aware of the strengths they have and how they use their strengths to overcome challenges. I have a client who I supported to improve their pension payments. This meant they could obtain private rental which gave them the stability to focus on their health and recovery. At the same time they received an arts grant, which they are now able to deliver on.

None of these future goals would have been remotely possible without housing, which would not have been possible without that first conversation about improving their pension. Understanding what’s important to the client helps us support their unique journey.”

~ Riva Program Coordinator Homeless Case Coordination Loddon.

Sustaining tenancies and strengthening communities

Our deep regional understanding also sees us working closer with communities to develop meaningful solutions. Trusting local knowledge and partnerships, we engage with an intergenerational view to ensure that we have a commitment to the problem we are solving beyond the transaction.

Our capability to go beyond the built form and offer wrap-around support services means the impact of our work maintains long-term tenancies and sustains tenant wellbeing within communities.

Improving outcomes for young people

With at least one third of young people experiencing homelessness within three months of leaving out of home care1, we understand the need for young people to find more support within their community.

Our Targeted Care Packages and Sidney Myer Haven program directly respond to young people facing homelessness. With a view to growing this program even further, we have received funding for two additional positions in Barwon and Northern Metro regions to provide housing for young people leaving care through head lease properties and supported tenancy management. This funding means we’ll be able to support an additional 15 young people in this capacity, a program that we hope to expand on again next year.

Sidney Myer Haven Shared Futures

Through a network of partnerships and referral points, our Sidney Myer Haven Shared Futures program helps participants thrive. Our staff are embedded in this community and committed to providing tailored support that leads to sustainable wellbeing outcomes. The combination of a safe place to live and diverse support and skills give our clients the foundations to achieve great outcomes.

Torin’s story

Program: Sidney Myer Haven Shared Futures

Torin spent two years at Sidney Myer Haven (SMH) and impressed everyone who met him with his endearing personality. During his time, Torin was working through some mental health challenges, and found comfort in creating music at SMH’s music studio with the resident music producer.

During this time, Torin honed his musical talent to the point of writing and recording structured songs. Torin and his musical talent amazed many, including Triple J’s Hack program when they visited SMH in 2022.

Torin said that living at SMH with the community of staff and other residents helped him navigate his mental health. Engaging in music making and physical activities including basketball, walks, and organised activities gave him structure and a creative outlet.

Torin successfully exited the program early in 2022 to live with a friend and take that next step of independent living. He is looking forward to building on the musical platform he has achieved through SMH and wants to finish recording his first album and then work on building his confidence to perform in front of people.

Supporting older people

Older people are seeking our services more than ever before, particularly women over the age of 50. Stories of part-time and casual work whilst caring for children and a lack of superannuation are all too common and placing our most vulnerable citizens at risk of not being able to age in their community.

Through our Housing Support for the Aged and Assistance with Care and Housing for the Aged programs we focus on providing a safety network around people. Many of the participants are older women, experiencing intergenerational entrenched homelessness. They are excluded from social and economic participation as they have missed opportunities to develop labour productivity skills.

Building connections

Building trusting relationships with residents and Supported Residential Services proprietors and staff is central to the success of our Supporting Connections Program. We support residents across five facilities throughout regional Victoria, building connections with one another and trialling initiatives such as healthy eating and oral health.

Connecting residents with their community is key to improved health and wellbeing. This year external activities returned and residents enjoyed trips to the Werribee Zoo, Hanging Rock and Hepburn Springs for picnics and bush walking.

We successfully relocated residents from Homebush Hall following the retirement of the owners. Leveraging our partnerships with other Supported Residential Services we were able to find new homes for all Homebush residents.

Older people are seeking our services more than ever before

70%

of clients who exited the ICMI program were stabilised in accommodation at the end of their support period.

Feedback from residents and proprietors has been positive with both groups feeling well-supported through our program. Our program is only one of two in Victoria and makes a huge difference in connecting residents with their local communities and having a safe and supported place to live.

Showing up for those who need us most

Housing plays a critical role in the health and wellbeing of individuals and their families and is the foundation upon which to build a better life.

We see the effect the provision of safe, secure and affordable housing can have on people’s lives through our Intensive Case Management Initiative (ICMI). This program supports adults with high and complex needs who are homeless or at risk of homelessness and have challenges navigating the services system. This year, we increased our support to 19 clients as well as providing guidance to people needing information and support but are not eligible for the program.

Over 70 per cent of clients who exited the ICMI program were stabilised in accommodation at the end of their support period, either in transitional or long-term housing or with family members. We are proud to have supported one client into a private rental.

Ginger’s story

Program: Intensive Case Management Initiative

This became even more challenging during the COVID pandemic with increased demand, diminishing supply of rentals, and less affordable rental rates. It was in this context that “Ginger” was referred to ICMI.

At that time, Ginger and her family were a fortnight away from having to vacate their rental property and had nowhere else to live. Ginger was in the process of applying for a job, but the prospective employer had learned that she had an injury and was nervous about hiring her.

We advocated to the employer to give Ginger the opportunity to provide medical evidence that would show she could manage the job. However, when this process proved to be futile, we encouraged Ginger to hold onto her other casual job and try to make herself available for more shifts as she could manage them.

When the rental tenancy concluded, we assisted Ginger and her family to pay for caravan park accommodation, which they took over to maintain themselves. We also funded some of the family’s storage costs and advocated to the Victorian and Administrative Tribunal to excuse Ginger from addressing private debts that she could not manage given her difficult circumstances.

After spending several weeks in the caravan park, Ginger and her family moved in with friends, but the situation was overcrowded. Rising tension between the families led to deteriorating mental health in Ginger and her partner, and their children. When the situation erupted into violence, we intervened to assist the family to stay in one of our crisis properties.

With Ginger proactively applying for private rentals and our advocacy to real estate agencies on her behalf, Ginger and her family were finally offered a house for rent. Our team worked with the Private Rental Assistance Program to cover Ginger’s bond and rent in advance. We also referred Ginger to a financial counselling service and an ongoing case management program so that Ginger and her family would continue to be supported to establish and maintain their new tenancy.

Securing private rental is difficult for clients who come into the ICMI program because of poor or non-existent rental histories and high rates of unemployment.

Housing first model gets lives back on track

Through our partnership with Mind Australia, we delivered the H2H program across the Barwon Southwest and Loddon Mallee regions of Victoria with significant success. The program provides a pathway for eligible people who were temporarily placed in emergency accommodation during the 2020 COVID-19 lockdown to transition from emergency accommodation into more secure and appropriate housing.

By working with other specialist agencies we were able to deliver a tailored and responsive service based on the needs of individuals, including mental health, drug and alcohol, and family violence support to help them sustain a long-term tenancy.

In the Barwon region, the H2H program had 100 per cent success in housing all clients through 131 packages, 61 tailored and targeted and 70 intensive. In the Loddon Mallee region we had a total of 106 household packages, 53 intensive and 53 targeted and tailored packages.

With a safe and secure roof over their heads and ongoing support, many of our clients have been able to take steps to get their lives back on track, make connections and be part of the community.

Steve’s story

Program: Homelessness to a Home

Steve entered the H2H program in August 2021 after a period of homelessness following a family breakdown and a sexual assault. Steve has degenerative scoliosis which was worsened by 3 years of rough sleeping and couch surfing.

We provided Steve with housing and successfully advocated for him to be offered a long term public housing property that is fitted with disability supports that will assist him to live a more comfortable and mobile life.

This sense of security and support has given Steve the stability to seek psychological support to heal from past trauma.

Lynda and Ed’s story

Program: Homelessness to a Home

When Ed was approved for a home through the H2H program, his 20 year old daughter - Lyndacame to live with him. Lynda’s relationship with her mother had broken down and when she came to live with Ed, she had no income or identification.

We supported Lynda to apply for her birth certificate, open a bank account, apply for a tax file number and her own Medicare card. She has recently been approved for a Disability Support Payment. Now Lynda would like to apply for a NDIS package.

In providing this support to Lynda, Ed is learning how to navigate support services for his daughter which will ultimately help improve both Lynda and Ed’s quality of life.

A safety net for when times are tough

With cost of living pressures and sky-rocketing rents, support programs like the Private Rental Assistance Program (PRAP) can provide a leg up for people experiencing life events or challenges that make it tough to meet their rental payments.

The program can help existing and prospective renters with one-off assistance to either maintain a current tenancy or enter the private market. Support can include assistance with completing rental applications, life skills including budgeting, support with moving costs or covering rent in advance or bonds.

2021–22 Geelong Emergency Relief program

Similarly, the Emergency Relief program offered in Geelong is there to help when people are faced with low income, the loss of a job or unaffordable rent costs. Many people on low incomes are paying over 60 percent of their earnings on rent with the small amount left, not able to cover the growing costs of necessities like food and energy bills. We see people with chronic health issues, people experiencing family violence which impacts their ability to keep their job and other people who just need some support to build their financial capability and literacy.

Peter’s story

Losing his job due to the COVID-19 pandemic made it hard to get a rental property and Peter was left feeling disheartened about finding a place to live. Peter withdrew from our support and we encouraged him to make a plan whilst he moved in with his parents to have time to think about his next steps.

After 3 months Peter reached out again, keen to find a rental property for himself and his two older children. Peter re-engaged with his employment agency and began sharing properties to inspect, and applying for them himself online. As his confidence grew, he met someone who was equally as committed to finding them a property together.

Together, Peter and his partner slept in a tent in his parents’ backyard during winter, but were still able to apply for and inspect properties.

Peter really transformed during this process, and he and his partner are now living in a rental of their own.

After a stressful relationship breakdown with the mother of his three children, Peter became severely depressed and was receiving mental health support.

Program: Private Rental Assistance Plus

Promoting dignity, independence and choice

For people sleeping rough, assertive outreach is often the best way to get assistance. Many people do not have access to phones or transport and planning for office based appointments can be impractical.

This year our Rough Sleeper Assertive Outreach Program supported over 244 people, providing a wide variety of support that is holistic, humancentred and trauma informed. This included: Crisis intervention

Mobile outreach to connect people with community and a familiar face to talk to Referrals

Emergency accommodation for respite Case management, advocacy and housing support

Material aid to improve daily living and promote dignity.

Working alongside partners Madcow and Bendigo Health, the team set up a vaccination clinic to support access to COVID-19 vaccinations. This year the clinic evolved to provide access to other vaccinations, promoting positive relationships with health service providers and emphasising the importance of health care.

Through consistent provision of support over a long period of time, the RSAP team have built trusting relationships with many clients and been able to engage them in case plans, goal setting and positive case management.

“We advocate to have every voice heard, every person to be seen and to ensure every person feels valued.”

~ Jodi,

RSAP team member.

Our housing first approach

HHS regularly interacts with all tenants even if they have low support needs. Our Community Engagement lead ensures we sustain connection and listening, providing relevant information through newsletters, text communications and surveys. We operate under the Residential Tenancy Act 1997, respecting renters’ privacy and empower their independence and capacity to self-manage.

Person-centred integrated housing and support

For all our renters, HHS’s individualised tenancy management approach responds to their needs. Our aim is to ensure all renters firstly have a stable and secure home, and secondly, have the supports and an environment of care to sustain their tenancy.

For people who have been through significant trauma or have existing supports, with their permission, we liaise with these support services, to ensure help is in place until no longer required. If they require a support service, our Tenancy Managers assist them to engage with an appropriate organisation.

We understand many of our renters will require some help to work towards stability in their housing. They may not have established rental skills or be able to initially manage their neighbour relations. Tailored support provides ongoing assistance and connections to community, and with time, these renters build capacity towards selfmanagement and self-determination in sustaining their tenancy and circumstances.

At the more complex end are people who have experienced long periods of rough sleeping or may not have been in a tenancy for a significant period. They can struggle with establishing their tenancy and may be living with PTSD and chronic mental health, experiencing general impacts of trauma, have alcohol and drug management issues, or are newly released from an institution. In such cases we connect to partner services, providing a wraparound approach to maintain their overall welfare and their tenancy.

Throughout 2022 and beyond, we are further strengthening our tenancy management approaches by creating a specific Tenancy Support Team who will provide:

secondary consultation to Tenancy Managers direct support to renters to assist in sustained engagement case coordination where supports are not in place, particularly for new tenancies, or as emergent needs are identified.

This may include aged care assessments, supporting people during a period of change of circumstance i.e., loss of job, loss of a partner, emergent health issue, mental health episode, family breakdown, family violence, degenerative disability, or other major circumstance.

We know that housing provides the foundation for people to address other aspects of their life which may be contributing to their experience of homelessness. This is why we have a Housing First approach. Housing security, where children can regularly attend and participate in school, and individuals can address health issues and attend appointments, leads to better outcomes and connections with the local community.

Supported Disability Accommodation

Research indicates that people with disabilities in Australia are at greater risk of being homeless than the general population. The highest risk groups are people with psychological, intellectual and mental health disability and those with challenges in attending school and maintaining employment. We play an important role in connecting clients with disabilities to a home and to the support they need to live as independently as possible. This year we have further refined our business model to secure our position as a Supported Disability Accommodation (SDA) provider. This will allow us more control over ensuring positive outcomes for our clients.

SDA in North Bendigo

This year we were appointed the SDA Provider, tenancy and property manager for two beautiful new properties developed by Amicus Community Services to house people with significant disability. Located in North Bendigo, the homes are designed to meet the NDIS Specialist Disability Housing (SDA) Design Standards to optimise the independence of residents and provide integrated support services within the home.

Construction of the properties was completed by the HHS development team, and was officially opened in April by Lisa Chesters MP.

Pictured above: Residents at Homebush Hall connect over lunch and activities through our Supporting Connections program.

Without Emma and Haven Home Safe, I would be on the streets or in mental health. I have gained independence, confidence and life skills to help with my future. I am honestly so blessed to have had my worker Emma. ~ HHS Client

Seeking out, hearing and acting on client voice

We recognise our clients as experts with lived experiences and our employees as experts with professional knowledge, tools and resources. Only together can we build an understanding of issues and develop impactful solutions. Feedback from clients is integral to our service delivery and continuous improvement.

During 2021-22, HHS’s focus was on improving our feedback processes for our homelessness services. The COVID-19 pandemic moved many of our support services online, so we digitised our feedback processes to ensure we could understand how the change in services was impacting clients.

This year we introduced a rolling client satisfaction survey for our support services in Bendigo, Mildura, Geelong and Preston. Through a short, easy-to-understand and translated online survey we asked questions about people’s cultural backgrounds and identities, to help us identify any challenges certain cohorts or communities may be facing. Feedback is collected during the whole year, and we invite clients to provide feedback after receiving services from us. Results are trending positive. Our staff had very high responses for being caring, respectful, good listeners, easy to work with and reliable. Wait times saw the lowest performance.

It has increased our visibility about our performance and reduced barriers to providing feedback. We intend to continue to improve this process.

This year we also analysed and reviewed our biannual renter satisfaction survey results.

To understand the top issues highlighted in the survey, we hosted a workshop which involved eight participants from both regional and metropolitan areas, aged between 25–60 to discuss complaints, maintenance, and communications. Renters’ input was captured in an engagement summary that we’ll use as part of our continuous improvement approach.

Placing the client journey at the core

We’re focused on developing a new way of working that has the client at the core of everything we do. To achieve this, our frontline teams have workshopped what a future state client journey might look like. Creating client personas and experience principles will guide our planning around how we design services into the future. With digital systems playing an integral part of our client communication, we’ve created a roadmap to ensure we can deliver client-oriented solutions that are responsive at each step of their journey with us.

Renter satisfaction survey results

Community engagement and placemaking

In addition to our grassroots activities such as Neighbour Day celebrations and partnering to deliver specific needs such as financial counselling through the pandemic, this year has seen a more strategic focus on our community engagement and placemaking capabilities.

Residents gather to celebrate Neighbour Day together.

Updating our community engagement strategy to include the IAP2 participation approach has instigated an update on our priorities in this area to include:

Client voices are captured, listened to and acted on People who use our services inform decision-making though planned consumer participation

Placemaking approaches that improve wellbeing by connecting people to place, and strengthen community network Way to address local issues with local services via community partnerships

For HHS, placemaking is a strategic focus for 2022. We recognise placemaking approaches create a connection to place and an important sense of ownership, increase inclusion, improve wellbeing, empower residents and improve safety. HHS partnered with Village Well earlier this year to conduct placemaking engagement for our New Epping affordable and social housing development.

Our New Epping Community Activation Plan has been developed through consultation with local services and place research. Through interviews and workshops, we sought insights about potential residents, community needs, what activities work well, what the risks may be and what services are on offer.

Utilising these insights we have developed a Community Activation Plan for New Epping, to ensure alongside local organisations we can provide a place-based response and our communities are established from the beginning. This approach works towards establishing good neighbourhood behaviours and community connections as renters move in. The plan can be tailored to meet the needs of future residents, with the intent to build local capacity and ownership.

We are proud to have created a Community Place Manager role to lead the implementation of the Community Activation Plan through activities, resources and partnerships.

The HHS and Village Well teams investigating public transport options as part of the community activation plan for New Epping.

Partnerships with purpose

Delivering outcomes in line with First Order principles

The current chronic shortage of housing and overcrowding affecting First Peoples across Central Victoria and the Mallee Region is contributing to stress and distress in communities. To address this we have developed partnerships with Dja Dja Wurrung Clans Aboriginal Corporation (DJAARA) and Mallee District Aboriginal Services (MDAS) to increase the supply of Aboriginal-owned and operated housing.

We extend our partnerships with a clear approach; bringing together partners that see the world the way we do, so together we can explore new ways to create impact with a shared purpose. This sees us forming an ecosystem of people and organisations with a great sense of responsibility to the people in our communities, navigating the fine balance of our economic and social impact.

We are setting the foundations to enhance partnerships and business opportunities with a mix of government and private investment. This will enable us to develop social, affordable, key worker and shared equity models that are replicable and can be developed at scale across regional and metropolitan Victoria.

This year we have forged a number of significant partnerships with Aboriginal communities and other organisations to deliver tailored outcomes for local communities. We value and celebrate all existing partners also including Hall and Wilcox, Village Well, Tank, Homes Victoria, the Department of Treasury and Finance, the Department of Families Fairness and Housing, MIND Australia, City of Greater Bendigo, City of Greater Geelong, and all of our community partners who are critical to ensuring that Haven Home Safe is able to provide housing and wrap-around homelessness supports for people if they need.

In addition to increasing the supply of housing, these partnerships create a two-way learning and development plan guided by DJAARA and MDAS’s housing strategies. That will support both DJAARA and MDAS to develop their organisational capacity and capability and achieve their goals and aspirations of becoming fully-independent, self-determined, registered Aboriginal Community Housing Providers. For HHS, these partnerships prompt us to elevate our cultural awareness and cultural safety standards across our organisation; to ensure that First Peoples receive the same level of safety and support regardless of whether they engage with an Aboriginal or Non-Aboriginal provider.

To engage with local communities about the partnerships, in the Mallee we ran a series of events across Mildura, Swan Hill and Kerang. Led by MDAS, we connected with Elders and community members about the partnership and the outcomes we are collectively seeking to achieve.

In addition, we met with a range of community organisations across the Mallee and submitted a funding proposal for the Homes for Aboriginal Victorians funding round, to provide more and improved housing outcomes for Aboriginal peoples across the Mallee.

In Central Victoria, DJAARA arranged several Wartaka meetings, an opportunity for Djaara community members and Elders to meet and discuss the partnership, proposed housing development opportunities and provide feedback to ensure that our partnership was representing the Djaara community and Djandak (Country) as determined by community.

We know that ending homelessness and housing stress within Victoria requires a wide range of skills, capabilities and supports, and a commitment to building a better tomorrow, that can only be realised through impactful partnerships.

I am proud to partner with Haven Home Safe, a local place based registered housing provider with expertise in social housing property and tenancy management to produce increased housing stock and better-quality homes for our Mob. Haven Home Safe are committed to building the capacity and capability of Aboriginal people in property and tenancy management so we can determine our own future in social housing ownership and management.

Jacki

Former

Suitable, stable, and appropriate housing is a fundamental human right and is a cornerstone requirement to closing the gap in health and social outcomes for First Nations people.

~

Turfrey

CEO of MDAS

The HHS team proudly wearing MDAS partnership jumpers featuring local Aboriginal artwork from Aunty Sharon Kirby.

Aaron’s story

Program: MDAS tenancies

Aaron, a proud young Indigenous man, came to HHS as he was living in a property after the recent passing of his grandmother. HHS worked in conjunction with MDAS in Swan Hill to ensure Aaron and his partner could stay in the house owned by his grandmother for some 20 years.

Aaron is employed as a strapper for a local horse trainer and his partner works in food service at a local club.

Aaron was very appreciative of the work done by HHS and MDAS working together to achieve stable rental. Aaron feels having a stable home gives him the opportunity to start a family of his own with his partner in the future. Aaron has a great sense of pride being able to stay at his late grandmother’s house and sees a long future in Swan Hill.

I am very grateful for the chance to be able to live and maintain a tenancy in the house my grandmother lived in for so long. After her passing I didn’t know if I would be able to keep living here but I am very happy I can. I have some great memories at this place with my grandmother.

Aaron Private Rental Assistance Program

~

Partnering to support better outcomes for women

The development, due for delivery this year, will feature a recreational and passive garden space to promote recovery and wellbeing, meeting and counselling rooms, and group work and training areas for on-site service delivery. Provision for privacy and security will be provided to enhance women’s safety with security cameras and personal security within a gated facility. This is to increase women’s support in managing unwelcome visitors or partners.

HHS will manage the properties and tenancies whilst Annie North will provide the wrap-around support through their service partners, Djirra and McAuley Community Women’s Services.

Working in partnership with Annie North, our Annie North Haven program is developing 9 units to combine a safe place to live with wrap-around support for women referred through the justice program.

Building our deep regional and rural understanding

Regional and rural councils

The social and affordable housing crisis has deeply impacted regional and rural areas in ways we have not seen before.

Over the last 12 months we established meaningful partnerships that reinforced our commitment to look at housing solutions across regional and rural Victoria. We partnered with Mt Alexander Shire Council to explore solutions suited to Castlemaine as well as with the Wimmera Development Association and Yarriambiack Shire Council.

Working with our partners in these communities, we heard stories unique to these more remote parts of Victoria. We discovered the challenge of an abundance of unoccupied houses in towns you wouldn’t expect, like Yarriambiack where 680 dwellings were unoccupied but not for sale or rent. In particular, the link between unaffordable housing in regional and rural Victoria and the inability for local businesses to attract staff has become painfully clear during and since the pandemic.

As such, we worked with these local government areas to develop tailored messaging to help understanding of the often hidden challenges of a lack of social and affordable housing to create empathy, understanding and support for the people that need assistance.

A series of community presentations in five townships across the Yarriambiack Shire promoted the changing face of social and affordable housing in regional Victoria, highlighting to the community that the people in greatest need of housing assistance are:

Women over 55; who often don’t have access to superannuation and need to secure social housing. Families escaping domestic violence; to have the support to start a new life.

Young people on casual or low incomes; the average apprentice earns just under the VHR income limits for a single person.

These messages were powerful and connected with the community members we spoke to who directly identified people they knew in the community in need of help.

HHS has long invested in regional and rural communities, before the sector was incentivised to do so. We understand the diversity and nuances within provincial, regional, rural and remote areas. This is where we live, experience and do our purposeful work.

Community partners

In addition to our Strategic Partnerships work, Haven Home Safe continued to engage and work collaboratively with our community partners across all regions.

As a testament to the strength of these relationships and the work undertaken by our local teams, we were able to mobilise an overwhelming amount of support for several funding submissions through the Big Housing Build and others, including the Geelong Affordable Housing Trust.

It is with ongoing thanks and gratitude that we recognise these partners. They include:

Anglicare Victoria Ararat Rural City Council

Barwon Child, Youth & Family Bendigo & Adelaide Community Bank

Bendigo Community Health

Bendigo & District Aboriginal Co-operative Bethany

CAFS

Catholic Care Victoria Centre for Non-Violence

City of Greater Bendigo Department of Justice and Community Safety G21

Gannawarra Shire Council

Gateway BEET Inc and Hopetoun Progress Matters

Geelong Food Relief Centre Geelong Chamber of Commerce Grampians Community Health Hands Up Mallee Primary Care Partnership

Hepburn Shire Council

Loddon Campaspe Multicultural Services

Mallee District Aboriginal Services Mallee Domestic Violence & Sexual Assault Unit Mallee Family Care MASP

Mildura Rural City Council

Mind Australia

Murtoa Progress Association Regional Development Victoria Riverlee

Rupanyup Progress Committee

Safe Place Homes Inc

Salvation Army

Southern Mallee Primary Care Partnership

Sunraysia Community Health Services

Swan Hill Rural City Council

Uniting VIC TAS

Warracknabeal Action Group

West Wimmera Health Service

Wimmera Primary Care Partnership

Woomelang and District Development Association

Strengthening our Geelong capability

HHS is the only housing association with a local physical presence. Our new Yarra Street office opened this year, well-located to provide greater access to the community seeking support. Our Geelong office is home to many teams that provide direct client support in Geelong as well as critical business enablement functions across the state. These teams are part of the Geelong community themselves and understand the importance of more affordable housing and solutions across the housing continuum.

Some of our key local partnerships include:

G21 Affordable Housing Taskforce

We have partnered with G21, as a member of their Affordable Housing Taskforce, Governance Group, and Advisory Group. In the Advisory Group, we are working to develop a research program that will inform the communications and community engagement strategy and shift community sentiment to support new social and affordable housing developments.

Geelong Zero Project

We are part of this project that brings together local organisations to reduce homelessness in the Geelong region and end rough sleeping in Geelong by 2025. Working alongside the City of Greater Geelong, Neami National, Bethany Community Support, Australian Alliance to End Homelessness and Give Where You Live Foundation; The Zero project takes a Collective Impact approach and presents a great opportunity to advocate for change.

Community support

We are thankful for the generous support we receive from the communities in which we operate, including donations and invitations to speak about the work we do at local community events.

These are just some of the acts of kindness that made a difference to our clients this year:

Corporate support

Bendigo Telco

BHCG

Commonwealth Bank Agnico Eagle

Tough Cookie Marketing

Community support

Rotary Club of Kangaroo Flat

Local government support City of Darebin

Individual support

Catherine Zoch

Chantel Hogan Sandra Semple

Verity Nicholson

Alastair Semmens

Anita Sagnol Britnee Swan CH & PR Sherlock Kate Stevenson

Paul Gallimore Tom Lane Andrew Chittenden

Commonwealth Bank award

Across Australia, Commonwealth Bank staff donate a portion of their salary to a community support fund which is awarded to various organisations through their Community Service Awards. The Swan Hill Branch selected Haven Home Safe’s Hey You-t as the winner of the Swan Hill Commonwealth Bank June Community Service Award; recognising their work supporting homeless and vulnerable people in the Swan Hill area.

Agnico Eagle

Through a multi-year partnership, Agnico Eagle have generously provided $600,000 for our Sidney Myer Haven program, enabling young people to transform their lives in significant ways.

Pictured above: Commonwealth bank Swan Hill Manager Jodie Preston and staff member Chris presenting a $500 cheque to Haven Home Safe Rough Sleeper program and the Hey You-t along with Trevor Gibbs, Rebecca Green and Goodie Hiensch.

In-kind support

Mildura Workers Club

The Mildura Workers Club through their Community Service Support program and June raffle raised $1400. The club used this money to purchase and donate goods to Haven Home Safe to support people sleeping rough.

The Lions Club of Northcote Donations of teddy bears for families and children experiencing family violence, upheaval or disadvantage.

Australian Multicultural Society Services Monthly food vouchers to the value of $500

Simply Giving

Simply Giving is a toy drive to ‘provide moments of joy to children when they need it most’. Haven Home Safe’s 2021 toy drive received over $3000 worth of donations providing more than 140 toys for children at Christmas time.

Hygiene Packs

Across Haven Home Safe’s IAP and outreach programs we support vulnerable people. Donated hygiene packs allow us to provide people with independence and dignity at a time when they need it most. Donations of packs and products come from a variety of individuals and organisations.

Advocacy

Sector education

We continue to use our voice to present new ideas, challenge existing concepts, and collaborate to advocate for a client-centred approach within the housing and homelessness sector.

With metropolitan capabilities and a regional focus, we bring a unique perspective and ensure that regional issues are part of the conversation in a sector challenged by increasing demand. This year we have contributed editorial pieces for industry magazines including Parity. Our Deputy CEO Trudi Ray is Chair of CHIA VIC and a Director with the Victorian Branch of the Australasian Housing Institute. We’re also involved with peak industry bodies including PowerHousing Australia, UDIA, Everybody’s Home, and Council to Homeless Persons.

Conferences

Our continuous practice of listening and our years of lived experience mean our organisation has an empathy for the key issues, nuances and complexities within Victoria’s regions unlike any other. It’s important to us to share these learnings by showing the human story behind the statistics and help people understand the foundational benefit housing plays in people’s health, wellbeing and community connection.

Opportunities to present at and attend conferences and panel events is one way we can ensure we are at the forefront of policy development, research and best practice as well as connecting with others in the sector. This year our CEO Andrew Cairns presented at the Hall and Wilcox panel event, sharing insights on how community housing providers, developers and financiers can work more effectively together with the government to help deliver Australia’s social economic infrastructure.

Media and social media

Working with local, state, and national media as well as our digital channels amplifies our advocacy work with a broader audience. We use these platforms to provide education and challenge stereotypes while shining a spotlight on issues of homelessness and housing. Across the year Haven Home Safe has been mentioned in media coverage over 250 times, either through proactive opportunities, interviews or partnership commentary.

As a for-purpose organisation we want a future Victoria without homelessness and housing stress. Sharing our knowledge and the voice and experience of our clients with community groups, sector partners, business and government is a key part of the work we do at Haven Home Safe.

Hall & Wilcox panel event, from L-R, Andrew Cairns, Katrina Reye, Haleh Homaei, Nathan Dal Bon, Kathryn Howard and Mark Inston.

Sustainable Futures

We approach housing with the view that we need to incorporate the voice of the client, community needs and other stakeholders to create thriving communities that strengthen and enhance diversity.

Improving quality of life through sustainable housing

We consider factors such as access to public transport and amenities, so people aren’t isolated and can participate in their communities. For the ageing and people with disability, social housing is now looking to incorporate assistive technologies to improve their quality of life.

Design principles

We have witnessed social and affordable housing evolve over the decades. The design approach to our properties ensures they integrate into neighbourhoods, meeting the character of each community through a contemporary approach to architectural design and landscaping.

This includes specific enhancements for multitenanted homes with a view to providing ample green and passive spaces and areas of congregation which might include food production areas, communal BBQ areas, vegetable growing gardens and planted fruit trees and pathways.

We build homes that meet 7-star energy efficiency standards so they are comfortable during summer and winter and aren’t an extra burden on people’s power bills. The ability to orient buildings for maximum solar efficiency is one of our assessments when deciding on the feasibility for a new project.

We aim to integrate our properties within new developments and existing suburbs so people can be part of a community, rather than on the margins.

22

homes planned for Mildura

planned for Robinvale

homes planned Kangaroo Flat 42 Sustainable Futures

9 homes planned for Ararat Annual Report Strong Communities 2021–2022

under construction in Canadian

homes designed for Horsham under construction in Tarneit

homes planned for Bendigo

for

1

As an accredited Affordable Housing Association we understand our obligations in providing access to housing outcomes - as well as facilitating an increase in housing opportunities - for all Victorians.

under construction in Epping

Influenced by both Victorian State Government policy and the needs of the local communities in which we serve, Haven Home Safe’s core deliverable is to build more housing stock across the housing continuum. This is emphasised in our long-standing, multi-year core strategic goals and priorities of ‘More Homes and More Support via More Partnerships and More Capacity.’

Annual Report Strong Communities 2021–2022 43

New Epping

Undertaken in partnership with Riverlee, this project is currently under development and will provide 151 new social and affordable homes for eligible people on the Victorian Housing Register (VHR). The development will provide high quality, architect designed and energy efficient 1 and 2 bedroom homes located in Melbourne’s northeast in Epping. The $60 million project is on target for completion early in 2023.

Big Housing Build

As part of the Big Housing Build, we have 149 new homes either under construction or in design and planning stage. These include properties in Tarneit, Horsham, Kangaroo Flat, Werribee, Preston and California Gully. The team submitted our final tender to the Regional Grants Round, bidding for 18 new projects, covering 199 properties in (Bendigo, Ballarat, Mildura, Swan Hill, Robinvale, Ararat, Creswick and Warracknabeal) with a value of around $82 million.

We are also working with Moreland Affordable Housing (MAH) on a site they own in Brunswick. This project will see the creation of an apartment complex that provides long term, stable housing for social housing eligible tenants, in which at least 50 per cent of those will be targeted to the priority waitlist.

New Housing in Canadian

HHS is proud to be helping the local Ballarat community in Canadian, through 16 new social and affordable homes funded by Homes Victoria as part of the $5.3 million Big Housing Build.

Asset Rejuvenation Program

The development of a strategic Affordable Housing Rejuvenation Plan this year articulates our policy objectives to ensure we maintain a structured discipline and review the currency and performance of our housing stock.

The plan ensures that our valuable homes are kept updated in terms of age, location, effectiveness, and condition, allowing HHS to rejuvenate, dispose and reinvest assets back into other programs and deliver more adequate housing for our clients. This program includes 88 properties over 3 years.

Through this plan, we can achieve the right balance of regulatory oversight against our ability and need to operate in a very dynamic and challenging environment.

149

Big Housing Build projects in planning, design and construction.

151

New social and affordable homes to be developed in New Epping.

88

Properties included in our Asset Rejuvenation Plan.

Images right

1. Big Housing Build, Tarneit Properties

2. Exploring the New Epping build

3. Trudi Ray, Michaela Settle MP and the Hon. Danny Pearson, Minister for Housing, inspect developments in Canadian.

Transforming

Our transformation journey began in 2021 with the intent of simplifying our services and growing our capacity to better meet the needs of the clients and communities who need us most.

This year we shifted into the continuous improvement phase, taking action to refine and simplify what we do for a better client and employee experience. This has required a careful balance of our business as usual with delivery of critical government programs whilst shaping our future organisation.

Improving the client experience

Discovery

Working with employees across the organisation we ran a series of workshops to define pain points and opportunities and identify how we could improve across our client experience, service areas, and ways of working. The outputs informed our plan to streamline and simplify the way we work, automate and optimise areas of the business and invest in core systems.

As we build on our foundations, we are embedding changes and adapting and growing across the following areas:

Service delivery Recruitment, onboarding and induction IAP process

Client onboarding Accounts payable and budgets

Operational readiness

Resourcing and capability uplift Metrics, data and reporting Service review and alignment

Client at the core

Integrated Client Services, Client Care and Service Hub

Digital enablement

Telephony upgrade

Standard operating environment build Network uplift

A workplace where everyone belongs

As such, we strive to provide a workplace where we proudly rise to the challenges, celebrate our wins, learn from our failures, and grow - together. We place importance on ensuring our organisational culture reflects diversity and inclusion, human-centred decision making and a strong sense of belonging where everyone can bring their whole selves to work.

Our work meets people where they are, respecting their experience without judgement whether they are coming to work for us, when we build homes for them or when they come to us because of homelessness and housing stress. We welcome and provide a safe space for people of diverse backgrounds, ethnicities, cultures, ages, gender identities, sexual orientations and physical abilities.

This year we focused our Diversity and Inclusion internal activities on:

Raising awareness

We hosted an internal communication campaign for staff called ‘language matters’ to support staff to navigate inclusive language practice. Employees can access the guide plus a range of resources in our online Diversity and Inclusion Hub.

Understanding our responsibility for Reconciliation

Diversity and inclusion matter greatly to Haven Home Safe, because the work we do often highlights historic systemic barriers for people who are not able to access affordable housing easily and have lower rates of sustained tenancies. For example, we know that:

1 in 6 First Nations people in Victoria access homelessness services every year (Every Aboriginal Person has a Home report).

Family and domestic violence is the leading cause of homelessness for women and children (Nowhere to go report 2021).

8.6% of homelessness services clients have disability (AIHW, people with disability in Australia).

Approximately 28 per cent of people accessing homelessness services last year were also experiencing mental health issues (Mission Australia report 2020).

LGBTIQ+ people are twice as likely as heterosexuals to experience homelessness. (Mission Australia report 2020).

Young people from refugee backgrounds are six to 10 times more likely to be at-risk of homelessness. (Mission Australia report 2020).

Older people are a new and emerging group at risk of homelessness, particularly older women with limited retirement savings. One seventh of all homelessness is experienced by those over the age of 55. (Mission Australia report 2020).

We supported 1,580 new clients this year from regional and rural Victoria.

As part of our Reconciliation Journey, we commissioned an artwork by Aunty Sharon and provided staff with Acknowledgement of Country guidance. We encouraged staff attendance at NAIDOC week events and shared Cultural Safety reflection tools for teams to think about their impact.

Expanding our knowledge

We partnered with Thorne Harbor Health to roll out LGBTIQ+ Homelessness Awareness Training, to provide insights into the disparity that exists with the LGBTIQ+ community who are experiencing homelessness.

Establishing our governance

We established an internal Diversity and Inclusion Committee to explore challenges and opportunities for maturing HHS’s approach to diversity and inclusion. The group developed an Annual Events Plan to create targeted and strategic change.

Learning from best practice

HHS proudly joined the Diversity Council of Australia, which offers all staff access to a range of training, research and resources.

Reflecting and scoping our influence

We planned our Inclusive Employment Survey, which will assist us to better understand our staff. Capturing feedback confidentially enables us to develop strategies to address invisible barriers and improve policies so they reflect the needs of our people.

People work for our organisation because they are passionate about housing as a human right and doing all they can to end homelessness.

Valuing a diverse, equitable and inclusive culture

Assessing our culture

An important part of our transformation journey is the Cultural Values Assessment we ran with employees this year.

The aim was to create a baseline understanding of what’s important to our employees now, their experience of our culture currently and our desired culture. These inputs will be used to co-create our culture moving forward, helping us reach our future vision whilst respecting and valuing where we have come from.

Flexible working arrangements are here to stay

WorkFlex was introduced in response to the end of ‘Work from Home’ pandemic orders in March 2022. Haven Home Safe’s WorkFlex allows staff to negotiate a flexible working arrangement with their manager.

WorkFlex is based on three core principles:

Our people will be able to work in a location of their choice, where they still have easy and regular access to our workplace. All roles start from a basis of flexibility, but this might mean different things for different roles, and dependent on the type of work that needs to be done.

Our people will connect in the workplace at least 40 per cent of their working week.

Finding the ‘sensible centre of flexibility’ means balancing client, business, team, and individual needs. This will look different for every person and will potentially change over time.

The introduction of WorkFlex has allowed Haven Home Safe to continue to attract, retain and support staff members who find that flexible working arrangements allows them to be the most productive versions of themselves.

Haven Home Safe, Geelong Team

Improving the recruitment and onboarding experience

Part of our continuous improvement focus has been on how we recruit for roles. This year we have simplified approval processes to advertise roles. Candidates are no longer required to complete Key Selection Criteria as part of the application process. Data indicates that organisations with KSCs can lose good candidates at this stage of the process. Instead we are placing more emphasis on the resume, the interview process and other forms of candidate assessment.

Social procurement

As a purpose driven organisation, we know that positive outcomes achieved through social procurement practices can have a lasting difference for people.

HHS is strengthening our internal commitment to supporting the employment of people from a range of vulnerable and marginalised groups and ensuring a flexible and supportive workplace through modernised employment and workplace policies.

HHS currently uses social procurement sources when available and appropriate, including services provided by both local supported employment services and multicultural services. We access businesses in the Kinaway Chamber of Commerce supplier listing and Supply Nation, and those of registered supported employment services (ADEs), as appropriate.

Workflex has meant I can balance my priorities with less stress. I use my work from home time to really focus on important tasks and look forward to connecting up with colleagues on the days I’m in the office. It feels like a better outcome for the organisation and for my wellbeing.

~ Eliza Haven Home Safe Employee

Our journey towards reconciliation

2015

The Department of Families. Fairness, and Housing (formally DHHS) established the Culturally Informed Addendum and the Aboriginal Cultural Competence Framework as part of the Human Services Standards (HSS).

This was developed by the Victorian Aboriginal Child Care Agency (VACCA) and is an evidence guide that includes practice advice and detailed examples to support improved service delivery to Aboriginal people. HHS complied with these frameworks, using a continuous quality improvement approach for the cultural competency continuum.

2016

We created a work plan incorporating recommendations from HHS’s 2015 Human Services Standards accreditation. The plan included appropriate training for Cultural Awareness and Sensitivity, reviewing culturally diverse materials and developing and strengthening networks with local Aboriginal Community Controlled Organisations.

2018

The Culture Club was created as a committee of HHS to promote and inform diversity and inclusion approaches within the organisation.

The Culture Club was endorsed by the Board and given an annual budget to support activities championing cultural diversity within the organisation.

2020

We partnered with Bendigo District Aboriginal Corporation (BDAC) on a cultural safety project to review and develop strategies, policies and practices that address unconscious bias, discrimination and racism.

The project refers to the CHIA Vic Community Housing Aboriginal Cultural Safety Framework and the Strengthening Cultural Safety of Family Violence Services Assessment Tool. We started with a gap analysis and HHS will incorporate the recommendations.

We hosted cultural awareness training with BDAC for all staff.

A Reconciliation Action Plan (RAP) Statement of Intent was created. The statement outlines our commitment to reconciliation and addressing access and equity in Housing and Homelessness services for Aboriginal and Torres Strait Islander people.

2021

HHS acknowledged National Reconciliation Week and NAIDOC Week and provided all staff with a lanyard featuring Aboriginal artwork by Jhana Gray, a Jirrbal/Kuku Yalanji artist. We added Acknowledgment of Country signs to all office entries, supplied welcoming posters by First Nation artists and an Australian Institute of Aboriginal and Torres Strait Islander Studies map to each office.

2022

HHS updated all consumer surveys to include questions about identity and can now monitor satisfaction and feedback from Aboriginal and Torres Strait Islander people.

A project was undertaken in HHS client services to add a new field on the details page of the client management system. The field asks Aboriginal and Torres Strait Islander clients which Mob they belong to.

With this information we can build a better working relationship with our First Nations clients by Acknowledging their Country, aiming to create a more culturally safe experience with HHS.

We created a cultural safety and reconciliation resources section on our intranet, including information on knowing whose Country employees are on; Acknowledgement of Country guidelines for meetings and other resources.

We also distributed tailored Acknowledgement of Country cards to each office location to provide employees with support and confidence to make an appropriate acknowledgement at the start of meetings.

We also commenced the planning, listening, learning and conversations for our Reflect RAP, with the intention to submit to Reconciliation Australia at the end of 2022.

Above Artwork by Aunty Sharon Kirby, a proud Barkindji woman from far west NSW along the Darling River, who now lives in Mildura.

Artist statement: This painting is about reconciliation. The circles represent all our communities connecting. In the middle is our two rivers that join all our people, and the flags show us all coming together for reconciliation.

Reconciliation Action Plan Statement of Intent

Haven; Home, Safe (HHS) reaffirms its commitment to Reconciliation and will work towards a Reconciliation Action Plan that commits to addressing access and equity in Housing and Homelessness services for Aboriginal and Torres Strait Islander people across our service locations. We will continue to support our Aboriginal and Torres Strait islander staff in developing their careers and expect all staff to take up opportunities we provide them to expand their knowledge and understanding of Aboriginal and Torres Strait islander people’s culture and history.

HHS recognises Aboriginal and Torres Strait Islander people as the first Australians, with a unique cultural and spiritual relationship with country. HHS also recognises the significant outcomes for reconciliation in improving the health status of Aboriginal and Torres Strait Islander people through an increase in their access to safe, secure and affordable housing.

HHS acknowledges that access to a stable home is the foundation of a good life and a just society.

A fair and efficient housing system is fundamental to improving health and education outcomes for all. HHS has commenced its reconciliation journey to further develop respectful relationships through acknowledging the urgent need for change within our organisation and within our communities.

This statement is the first step in signifying our commitment to understanding the injustices Aboriginal and Torres Strait Islander people have faced and continue to face We commit to building and fostering relationships with First Nations communities and organisations to strive to address the inequities that exist and we commit to an ongoing process of respectfully seeking advice and guidance on our practice and service delivery to provide a better experience for Aboriginal and Torres Strait Islander clients and tenants.

HHS acknowledges the Dja Dja Wurrung people as the Traditional Owners and Custodians of the land on which our head office is located. We extend that respect to the Wurundjeri people, the Wadawurrung people, the first peoples of Millewa- Mallee, being Latji Latji, Ngintait, Nyeri Nyeri and their close

neighbours the Barkandji people and all Aboriginal and Torres Strait islander people of other nations.

The Board of Directors, Executive and staff pay our respects to their Elders, past, present and emerging.

Damien Tangey Chair, Board of Directors

Ken Marchingo AM Chief Executive Officer

Defining who we are

To do this, we must have a clear definition of who we are and why we do what we do and realise a new kind of value to our stakeholders, employees and the people we serve. Our Haven Home Safe brand strategy was developed in early 2022 in partnership with Tank, through eight months of consultation with employees, the Board, clients, partners and other stakeholders.

The strategy brings together six brand pillars that will ensure alignment through marketing, culture and leadership, and form the foundation for our strategic positioning within the markets we operate in:

Human-centred decision making

Deep regional understanding

An ecosystem of impactful partnerships

Integrated housing support and services

State-wide responsiveness

A strong sense of belonging

We have commenced planning to bring these pillars to life in the work we do, the way we communicate and in our workplace approaches to leadership and culture.

Corporate identity refresh

In line with our new brand strategy, we’ve been working on a corporate identity uplift to ensure our marketing and communications collateral is consistent and professional for our clients and stakeholders, while elevating our position in the marketplace. Our refreshed design system will be rolled out in a staged approach in 2023.

Website redevelopment

Central to delivering an improved client experience, our website redevelopment project commenced this year, gathering requirements from key stakeholders ahead of content development, design and build. The project is expected to better meet the needs of stakeholders, with phase one scheduled for delivery early 2023.

As we embark into a post-pandemic operating environment, we are seeing complexities arise that have made housing affordability and accessibility more important than ever. To achieve our vision of ending homelessness in Victoria, we must remain competitive and relevant.

Compliant, regulated, responsible

A framework for a two year program of work has been developed which will focus on our processes across risk governance, assessment, alerting, culture, transformation and clients. Early successes include strengthening a whole of enterprise risk assessment for tenders and projects and a risk awareness program for all employees.

Early this year the Board approved their new three year Internal Audit program, starting with foundational issues and transitioning to a continuous improvement business environment.

HHS met all compliance obligations in 202122. We completed our triennial Department of Families Fairness and Housing (DFFH) accreditation audit against the Human Services Standards in October last year, a result of the work over many years to shift our focus from risk compliance to risk assurance. Additionally, we passed a re-certification audit for ISO55001Asset Maintenance with no non-conformances.

Finally, a comprehensive review of incident reports to end March 2022 was undertaken, showing the pandemic lockdowns resulted in a decline in incidents.

Client feedback

Human-centred decision-making requires a continuous and rigorous listening practice to base decisions on and understand the diverse needs of our clients. Our feedback system ensures feedback, complaints and appeals are captured and monitored for response within expected timeframes and client satisfaction. This year the complaints process was included as part of the Board directed audit process which will provide recommendations for further improvement.

Through our corporate services and risk area, HHS ensures it meets its regulatory requirements with a view to achieving exceptional standards. This year we engaged an external partner on our risk assurance journey to embed a mature and consistent risk culture throughout the organisation.

Financial Summary

Scan the QR code for the comprehensive financial report for the year 2021/22.

In 2021/22 we invested $1.4m in commencing our continuous improvement program. This will ensure we meet our objective of connecting people with housing options and integrated supports so they can find and keep a place to call home, as well as delivering more homes and more supports to vulnerable Victorians through developing partnerships and capacity.

Through our continuous improvement program we will achieve our objectives with a focus on clients at the core, excellence in service delivery, resourcing for the future, ensuring certainty in delivery and enhancing our employee experience.

Within the continuous improvement environment, HHS has delivered a strong financial result for the year with a total comprehensive income of $76,924,536. This result includes an increase in the Fair Value of our affordable housing portfolio of $57,997,285 bringing the total portfolio to $448m. Total assets now stand at $485,586,246 and net assets of $401,911,339.

Grant funding increased 36% with the rollout of the Victorian Government’s Homelessness to Homes program as well as additional support funding to assist our clients and renters facing hardship due to the COVID-19 pandemic.

HHS rental income remained steady at $17.8m (2021 $17.7m).

Looking forward, HHS will continue to invest and enhance partnerships and business opportunities with a mix of government and private investment to develop social, affordable, key worker and shared equity models across regional Victoria.

In 2021/22 Haven Home Safe started on a journey of transformation and continuous improvement.

With increasing challenges faced by more people in the community trying to secure affordable housing, we have recognised the need to transform what we do.

National Rental Affordability Scheme

Summary of 2021-22 achievements:

The team submitted 1,346 claims with the Federal Government. 255 of these lodgements relate to HHS owned properties. The remainder (1,091) are owned by external investors.

The Federal Government have so far assessed and paid around $7.5M for 900 of these lodgements.

Received $13M subsidy from both Federal and State Governments. The subsidies were promptly passed onto the investors in accordance with National Rental affordability Scheme (NRAS) guidelines.

The team worked closely with over 60 estate agents to collect the documentation to provide submissions to the Federal Government.

Provided continued guidance to the Estate Agents and Property Managers on the rules underpinning NRAS.

Worked closely with Real Estate agents to fill vacancies within the NRAS properties. Our turnaround time for eligibility assessment of an applicant is 24-48 hours.

Continued relationship building with 204 new investors who came across from another Approved Participant in 2020.

Well informed and satisfied investor base through efficient communication channels and robust systems and processes.

Effective management of investor expectations.

Worked with the Federal and State Governments on the amendments to Residential Tenancy Act 1997 pertaining to operations of the National Rental Affordability Scheme (NRAS).

Haven Home Safe is the second largest NRAS approved participant in Victoria. The scheme is a partnership between the Federal and State Governments to invest in affordable housing for low and moderate income earners.

Our Board

Our Board of Directors bring independent commitment to guide and drive the organisation forward. With strong governance, they guide our organisational strategy, keep us accountable and strengthen our ecosystem of partnerships through their extensive and impactful connections.

Damien Tangey Chair

Appointed 6 December 2018

Damien is the founder of Birchgrove Property, a Bendigo based business specialising in residential development in regional Victoria. He has significant experience in the property sector and a strong understanding of the tiers of policy, regulation and market forces defining settlement patterns and the housing delivery and affordability framework in Victoria.

Damien is a Director of the Victorian Planning Authority and is also President of the Bendigo Senior Secondary College Council. A past President of the Urban Development Institute of Australia (VIC), he was also Vice President of the UDIA National Council and has been a member of the Loddon Mallee Regional Development Australia Committee.

Appointed 1 November 2010

Ken was until his retirement a Partner at AFS and Associates accounting practice. He was a chartered accountant with 34 years in public accounting and served for 11 years as a Director on the Haven Home Safe Board. Ken was co-opted to the Board in November for twelve months.

Jan Boynton Director

Appointed 4 May 2015

Jan is an independent executive consultant with over 25 years’ experience at Executive and CEO level in local and state government and the nonprofit sector across regional Victoria.

Director

Appointed 14 September 2014

David is a former North East Housing Service Director and London Business School graduate with extensive skills in strategy development and implementation. With over 20 years’ experience in Corporate Governance in Australia and a number of countries in Asia, David provides management consultancy to businesses looking to improve their top and bottom lines.

Appointed 6 April 2017

Warwick is highly respected across the disability sector and is a Director of National Disability Services. Warwick served as the CEO of MORIA Disability and Youth services for 24 years and is now the CEO of Bayley House.

Director

Appointed 6 December 2018

Gerard has significant experience in community engagement, change management, organisation development, policy facilitation and program evaluation. With an extensive career in Local Government, Gerard is currently CEO with Bendigo Community Health Services, and was previously CEO with Mildura Regional City. Gerard is a people-oriented leader, committed to ethical stewardship and social justice with outstanding contemporary teambased leadership, communication, analytical and creative problem-solving skills.

Appointed March 2021

Michael has senior management experience at both the corporate and board level in property, finance and construction, including 15 years of experience in social, affordable and disability-related housing.

Melanie Rogers Director

Appointed 29 February 2012

Melanie Rogers is an experienced governance and HR/IT executive with many years’ experience in local government and community sector. Melanie is also a Trust Member of the Geelong Cemeteries Trust.

Jan Snell Director

Appointed 7 February 2019

Jan has had a long and distinguished career in the Victorian Public Service and has held a number of senior executive positions, more recently Deputy Secretary, North Division, Department of Health and Human Services. She is a Fellow of the Australian Institute of Company Directors. Jan has delivered services to Victorian communities for many years and in 2015 received a Public Service Medal in recognition of this work.

Anne Terry Director

Appointed March 2021

Anne has senior commercial, financial, governance, risk and legal executive experience with several ASX100 companies including Macquarie Capital, Kennelly Constructions and Lend Lease.

Ken Belfrage Director

Warwick Cavanagh Director

Gerard Jose

David Brant

Michael Page Director

Our Executive

The Haven Home Safe Executive Team are specialists in their respective fields and bring extensive experience to their roles. The team leads our 200 employees to deliver on our purpose to provide hope care and help to prevent homelessness, end housing stress and sustain Victoria’s regional communities.

This year the organisation took steps to simplify its structure to ensure we can continue to deliver on the needs of our clients, meet government priorities and prepare for future growth. From 24 January 2022, People and Culture, Finance and Corporate Services were repositioned into one business unit. These changes impacted two Executive Directors, Paul Sommerville and Kerri Carr. Paul made the decision to resign, finishing up with HHS after 24 years of service. Kerri Carr stepped into the role of Head of Risk Assurance, bringing her expertise into this critical area.

Andrew brings a wealth of experience across multiple industries, including banking, finance, IT, engineering and public infrastructure systems. Bringing a strong vision and collaborative leadership, Andrew has extensive connections throughout regional and metropolitan Victoria, and works closely with local government, industry and community bodies. Andrew is currently a Director on the Board of Melbourne Water.

Trudi Ray Deputy CEO and Chief Operations Officer

Trudi’s extensive knowledge of the housing and homelessness sector, coupled with her deep regional connections and commitment to social justice drives HHS’s successful delivery of integrated homeless supports and housing. Responsible for the growth and delivery of our housing support services and extensive housing portfolio, Trudi is a strong advocate for community housing and the positive impact it has on the health, wellbeing and economic participation of vulnerable Victorians. Trudi is also Chair of CHIA Victoria and a Victorian Director of the Australian Housing Institute.

Andrew Cairns CEO

Boyd, Executive Director, Business Transformation

Angela is a dynamic and valuesdriven transformation specialist known for her creative, collaborative and pragmatic leadership style. Her career spans the fields of Finance, Risk Management and Culture and Leadership Development. Angela has been the Director of 3rdi Consulting for the past 17 years, where she has advised and led many organisations on their transformation journeys, including Victoria Police, the Australian Red Cross, Australia Post and Medibank.

Bernie is a passionate executive with a career spanning a diverse range of industries and work environments, from professional services to heavy industry. With 28 years in the People and Culture area, Bernie has a strong track record of supporting people through change, transformation and building capacity. Bernie has successfully led multidisciplined business functions, bringing his diverse experiences and insights to enable better business outcomes.

Chief

Corporate Officer (until 24 January 2022)

Kerri is responsible for managing the organisation’s risk assurance, digital technology, business systems, quality systems, legal, insurance, regulatory compliance, strategic procurement and OH&S programs. She also provides support to the Board Risk Committee. Kerri is focused on ensuring the organisation has the tools and resources to deliver the best possible outcomes for our clients and staff.

Blake Hogan Executive Director, Development and Asset Services

At HHS, Blake drives economic and strategic planning to deliver a pipeline of growth projects and has been instrumental in the development of significant projects including New Epping. With a background in finance, investment banking, sales and trading and corporate advisory, Blake’s success in delivery is underpinned by a strong understanding of regional communities.

Sommerville, Chief Financial Officer (until 24 January 2022)

Paul manages financial risk and leads the Finance team and NRAS Compliance Teams. Paul guides our financially sustainable business model whilst working closely with Operations to deliver on our purpose and secure growth opportunities in order to ensure long-term organisational success.

Paul

Bernie Moss

Executive Director, People and Culture, (and Finance and Corporate Services from 24 January 2022)

Kerri Carr

Angela

Financial Indicators 1994–2022

Staff # 26 26 32 36 44

Operating grants and other income 1,706,221 2,098,134 2,421,898 3,196,537 3,904,108

Capital Grants 10,393 29,946 12,550 93,490 51,860

Total Income $ 130,000 0 0 0 1,716,614 2,128,080 2,434,448 3,290,027 3,955,968 2003 2004 2005

Staff # 45 51.2 52 56.4 59 65 75.06 97.5

Operating grants and other income 4,390,319 4,406,012 4,596,871 4,969,769 6,228,132 8,106,766 9,786,205 11,242,882

Capital Grants 27,535 30,443 3,049,965 8,543,732 12,675,129 30,081,093 27,190,892 54,093,373

Total Income $ 4,417,854 4,436,455 7,646,836 13,513,501 18,903,261 38,187,859 36,977,097 65,336,255 2011 2012 2013 2014 2015 2016 2017

Staff # 98 99 101 94.5 113.8 116.9 116

Operating grants and other income 14,430,087 16,721,608 22,941,628 25,673,660 25,081,778[2] 28,362,715 31,676,347

Capital Grants 34,961,687 18,453,697 3,384,711 1,269,407 910,410 231,085 5,916,589

Total Income $ 49,391,774 35,175,305 26,326,339 26,943,067 25,992,188 28,593,800 37,592,936 2018 2019 2020 2021 2022

Staff # 137 147[1] 155.9 171.73 172.42

Operating grants and other income 42,688,447 38,767,125 37,702,013 91,235,001 108,790,341

Capital Grants 3,225,225 3,928,980 3,637,333 1,344,116 18,916,859

Total Income $ 45,913,672 42,696,105 41,339,346 92,579,117 127,707,200

Assets 1994–2022

Net Assets 297,003 350,715 392,646 570,457 766,254

AHA Properties (incl SDA owed) 0 0 0 0 0

THM/General Lease/ Olympia/Moving On/SDA Managed 180 180 210 215 215 Total 180 180 210 215 215

Total Assets 642,004 791,340 1,042,312 1,090,327 1,317,554 2003 2004 2005 2006

Net Assets 932,196 1,122,331 4,204,198 12,585,246 25,932,731 57,361,203 84,477,349

AHA Properties (incl SDA owed) 0 0 0 35 71 221 434

THM/General Lease/ Olympia/Moving On/SDA Managed 215 223 223 223 230 230 200

Total 215 223 223 258 301 451 634

Total Assets 1,526,776 1,746,061 5,344,915 14,235,421 27,458,004 63,541,749 91,857,071 2010 2011 2012 2013 2014 2015 2016

Net Assets 143,895,221 179,248,068 192,868,117 195,868,699 215,806,576 223,892,963 229,797,009

AHA Properties (incl SDA owed) 524 725 919 1036 1001 1004 1016

THM/General Lease/ Olympia/Moving On/SDA Managed 208 208 208 210 210 544 573 Total 732 933 1127 1246 1211 1548 1589 Total Assets 155,283,417 215,097,450 247,304,742 256,982,644 278,123,883 283,942,120 289,738,587 2017 2018 2019 2020 2021 2022

Net Assets 240,249,789 256,671,918 267,738,882 278,683,561 324,986,803 401,911,339

AHA Properties (incl SDA owed) 1044 1014 1015 1041 1066 1058

THM/General Lease/ Olympia/Moving On/SDA Managed 571 619 624 886 1161 1207 Total 1615 1633 1639 1927 2227 2265 Total Assets 300,316,139 324,185,164 326,875,055 355,289,165 407,524,276 485,586,246

Operating grants and other income Capital Grants

AHA Properties (inc SDA owed) THM/General lease/Olympia/ Moving On/SDA Mnaged Total

Total Assets 1998–2022