Annual Report 2021

ACKNOWLEDGMENT OF COUNTRY

Hume Community Housing acknowledges Aboriginal and Torres Strait Islander Australians as the original custodians and occupants of this land including the Dharawal, Cabrogal, Gadigal, Wonnarua, Worimi, Awabakal peoples and the Darung Nation whose traditional lands Hume operates within.

We pay our respects to elders past, present and emerging, and acknowledge the longstanding relationship that the original custodians continue to have with this country and its peoples.

HUME’S RECONCILIATION VISION STATEMENT

Our vision for reconciliation is to enable and build social equality by working in and with community to create opportunities for Aboriginal and Torres Strait Islander people.

We aspire to see our country healed and acknowledged as a nation where all have opportunities to prosper.

We must be proactive in what we can do to support Aboriginal and Torres Strait Islander people to succeed and prosper on their terms. To do this, we must recognise inequality and injustice. We must also recognise the disproportionate disadvantage endured by Aboriginal and Torres Strait Islander people. We must acknowledge their rightful place in their own country.

RECONCILLIATION ACTION PLAN

During 2020-21, the Reconcilliation Action Plan was discussed and developed via collaboration with community and employees. It will be officially launched in the 2021-22 Financial Year.

Artwork by proud Gomeroi man and talented artist Jakeob Watson was commissioned for our Maitland office and chosen as the cover image of Hume’s Reflect Reconciliation Action Plan.

Front page: Customer Hima with her son at a Hume Community Cohesion event

Children get creative at one of Hume’s Community Cohesion team events

AT A GLANCE HUME

> Housing is a HUMAN RIGHT

> HOMELESSNESS is an experience not an identity

> HOUSING continuum – enabling people to prosper

> PERSON-CENTRED case management

OUR PRINCIPLES

> RESPECT for customers rental income through wise investment

> HOUSING quality and condition is a determinant of customer health and wellbeing

CREATORS OF CONNECTIVITY

BUILDERS OF RESILIENCE

OUR VALUES CHAMPIONS OF CHANGE DETERMINED TO SUCCEED

WE ARE CHAMPIONS OF CHANGE

> We advocate for those who are marginalised

> We create freedom through choice

> We drive continuous improvement

> We develop through self-reflection

> We inspire others to action and change

WE ARE CREATORS OF CONNECTIVITY

> We are passionate about people, families and communities

> We bring people together

> We support and encourage community empowerment

> We practice social justice

> We enable social inclusion

> We celebrate diversity

WE ARE BUILDERS OF RESILIENCE

> We step up to the challenge and make a positive impact

> We strive for balance and perspective

> We enjoy a laugh

> We take time to be grateful

WE ARE DETERMINED TO SUCCEED

> We do what is right

> We are dynamic, resourceful and efficient

Hume Community Housing builds connected and vibrant communities by...

• Developing and providing a wide range of high-quality housing solutions.

WHAT WE DO

• Designing and delivering sector leading ‘wrap around’ support services for customers and communities.

> We deliver positive social, environmental and financial outcomes

> We get results

> We rigorously deliver value for money

> We make decisions that ensure longevity

Our point of difference

We use our expertise and community networks to partner with specialists and customers to find real solutions to help change people’s lives.

We deliver value for money to our customers, government and investors by solving complex social needs.

OVERVIEW OUR HISTORY

Our housing options

TRANSITIONAL HOUSING

Our transitional and temporary housing provides short to medium term accommodation for those deemed homeless, and support customers in finding a long-term home. Our supported housing and housing independence programs also help secure appropriate, sustainable, long-term accommodation.

SOCIAL HOUSING

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

HOUSING FIRST

We deliver a housing first model, Together Home, funded by the NSW Government targeted to break the cycle of long-term homelessness

AFFORDABLE HOUSING

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

YOUTH HOUSING

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

SUPPORTED HOUSING

We partner with specialist homelessness services to provide a safe stable home and personalised support for vulnerable people.

HOUSING FOR PEOPLE WITH A DISABILITY

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

SENIORS’ HOUSING

We provide housing for people over 55, focusing on outcomes we know are important to them.

PRIVATE RENTAL ASSISTANCE

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

How we deliver

CUSTOMER SERVICE CENTRE

We strive to provide a customer experience that instils high trust in Hume and minimal customer effort to resolve inquiries from first contact.

HOUSING OPTIONS

Our customer-focused housing-first approach aims to match a customer’s needs with the right housing while supporting them through the process of securing a home.

CUSTOMER ACCOUNTS MANAGEMENT

Our financial inclusion strategy supports customers in meeting financial commitments, including rent and utilities.

HOUSING AND COMMUNITIES

We provide professional housing management services and community cohesion programs creating vibrant connected communities.

SOCIAL OUTCOMES

We enable customers to prosper through customer independence planning, offering improved access to services and tailored programs to meet the needs of youth, seniors and Aboriginal and Torres Strait Islander customers.

CONSTRUCTION, DEVELOPMENT AND ASSET MANAGEMENT

We build, develop and offer project management services for the development and construction of properties. We provide robust asset management services delivering quality homes and value for money.

2021

HUME Hume commences tranche two of the Together Home program supporting long term homeless with housing and support services.

HUME succeeds in its application for just under $4 million in stimulus funding from the NSW State Government to upgrade 70 social housing properties in the Hunter region.

HUME prepares to take over maintenance management of 2,200 social housing properties in the Hunter from the NSW Government’s Land and Housing Corporation (LAHC) commencing 1 July 2021.

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HUME commences the development of a Customer Experience Strategy to improve customer experience and service delivery.

HUME receives $1.1 million from the NSW Government over two years to house and support people sleeping rough in Southwest Sydney, making Hume part of the government’s state-wide Together Home Program.

HUME is the first community housing provider to be approved for a loan from the National Housing Finance and Investment Corporation.

HUME welcomes 4,000 customers across the Hunter region as part of the Social Housing Management Transfer Program. Our offices are opened in Maitland and Raymond Terrace.

HUME is awarded the largest social housing management transfer in Australia of more than 2,000 properties located in the Hunter region of NSW. Our flagship development of 60 units and a brand-new office was also opened this year.

HUME attains full registration as a provider of Specialist Disability Accommodation under the National Disability Insurance Scheme (NDIS).

HUME attains Tier 1 status under the National Regulatory Scheme for Community Housing. Our first community centre in Telopea is also opened this year.

HUME secures further National Rental and Affordability Scheme (NRAS) allocations bringing the total to 512.

HUME takes on management of 152 units at Telopea, creating a mix of social and affordable housing. Our office in Claymore is also opened this year.

HUME secures 260 National Rental Incentives through round four of the National Rental Affordability Scheme.

HUME introduces its Temporary Accommodation Program in partnership with the NSW Government.

HUME is the first organisation to be recognised for its three-year accreditation status against the National Community Housing Standards and having 500 properties under management.

HUME Community Housing is formed by the amalgamation of Fairfield Rental Housing Co and Liverpool Rental Housing Association.

Welcome to Hume’s 2021 Annual Report. We are pleased to present this year’s report to our members, customers, partners, employees, and other stakeholders.

This year demanded equal measures of adaptability and resilience from the Hume team, and they continued to be unrelenting in their commitment to providing quality housing and support for our customers. COVID-19 has challenged our lives and the absolute necessity of having a safe and secure home, a true measure enabling a person’s health and welling has never been more pronounced. The volatile housing market has laid bare the shortage of affordable, suitable rental accommodation, as well as the tenuous nature of life as a tenant in a COVID-19- world.

Throughout the year we also made a concerted effort to remain closely engaged with our customers and communities and managed to deliver many innovative programs and support. Read more about how we have supported communities on page 34.

Homelessness, housing instability, rising property prices fuelling higher rents and greater competition with dwindling affordable rental housing, particularly in regional areas, have posed significant challenges for the customers we serve. Increased poverty, unemployment, and family violence have also taken a particular toll on the women and children we support.

Considering challenges to the operating environment, we refined our five-year Strategic Plan 2020-25 to address demands arising from COVID-19 while ensuring we remained focused on our core purpose of ‘creating opportunities for customers to prosper’.

We chose to accelerate, pause, or suspend specific strategic initiatives due to the economic landscape and changing government priorities, in order to take advantage of new funding opportunities aimed at reducing homelessness and improving the standard of our property portfolio.

This report highlights our progress aligned with our 2021 strategic plan under our three key strategic pillars: Achieving profitable and diversified Growth; Maximising Social Impact; and strengthening Hume’s reputation as a Thriving Organisation that remains a safe pair of hands for our government agency and investor partners. We are an organisation that has proven it’s resilience throughout the challenges of Covid-19.

We are pleased to share our progress and importantly our customers stories, that bring our strategies and intentions to life.

Housing and homelessness

At Hume, we have several principles to which we adhere, two of those are, housing is a human right and homelessness is an experience not an identity. We

focussed on supporting customers at every step to assist and enable them to achieve stability and a long-term housing future.

As of 30 June 2021, we had 4,493 tenancies and were able to achieve social impact by providing housing security for close to 9,000 customers. During the 202021 financial year we also signed up 869 new tenancies and welcomed 1,892 new customers, while acquiring 78 new properties to help house people in need. Supporting people moving out of homelessness was an important focus in 2020-21. Through our Housing Independence Program, 44 families secured medium -term accommodation and support and 33 of these families were able to transition into long-term affordable housing. Under Hume’s Temporary Accommodation Program, 339 households experiencing homelessness were housed and 60% built capacity to transition from homelessness into more stable accommodation. Hume has had a particular impact in the Hunter area, where we established services in 2020. Our Housing Options team supported 1,067 regional customers to access temporary accommodation over the 2020-21 Financial Year when regional housing supply was under pressure due to the supply shortage and escalating rents. Vacancy rates in the private market were under 1% throughout the year.

At the end of June 2020, Hume received $1.1 million from the NSW Government under Together Home funding. The $122.1m program aims to transition people onto a trajectory away from homelessness and into long-term stable housing. Alongside stable housing, the program aims to address people’s support needs, build individual capability and capacity, and foster connections to their community.

This year, Hume has supported 14 customers living in Sydney’s West with fast-tracked access to long-term affordable housing as consistent with ‘Housing First’ principles. This is through the NSW Government’s Together Home program (see page 26). One year later, all 14 customers remain housed and engaged with support – a strong result when working with people with a range of requirements. In 2021 Hume secured additional funding of $2.9 million over two years, commencing 1 July 2021, to expand the program in South Western Sydney and into the Hunter.

Hume has established a reputation for managing complex change. This year, we were awarded an Australasian HR Award for Change Management for our work transferring more than 2,200 NSW Government social housing properties and welcoming more than 4,200 customers to Hume under the Social Housing Management Transfer Program. Orchestrating our best practice change management continued in 2021 as we successfully delivered major maintenance projects while managing pandemic restrictions.

We successfully designed and amalgamated a multi-trader maintenance service across our metropolitan and regional portfolio of close to 4,500 homes. We welcomed and inducted four new maintenance contractors, integrated their IT systems, trained our employees in new systems, and ensured customers were communicated with and supported to adapt to the new service.

Property Condition

This year we also secured a stimulus grant of just under $4 million from the NSW Government Land and Housing Corporation to improve the liveability of social housing. There were 70 homes in the Hunter region among those acquired under the Social Housing Management Transfer (SHMT) and identified as in urgent need of repair. This was an incredible team effort, working at break-neck speed to meet a hard deadline with just 70 days to transform 70 homes. We particularly want to acknowledge the project team, contractors, and customers who partnered to achieve such important results (see customer stories on pages 16 and 18).

However despite this investment, and Hume’s multi-million dollar contribution in 2021, the number of poor condition homes in the SHMT regional portfolio remains of significant concern and a challenge for Hume. Another of Hume’s operating principles is housing quality and condition is a determinant of customers health and wellbeing. There is a sizable investment required in the portfolio to ensure the property condition is complementary to enhance our customers health and well being. The aging property portfolio is also no longer fit for purpose, nor does it meet the needs or amenities required by future demand.

We focussed on supporting customers at every step to assist and enable them to achieve stability and a long-term housing future.

A safe, well-maintained home and a quality customer service experience are ranked as a high priority by our customers. Customers now have an improved experience, as Hume now delivers the repairs service for the SHMT portfolio, enabling us to derive value-for-money as well as improved visibility and oversight to support future Asset Maintenance Planning (see also page 32). We intend to work with government, to consider the opportunities to create improved and appropriate homes for our regional customers now and into the future.

Customer Experience excellence

During 2020-21, Hume launched its Customer Experience Strategy, an initiative in our strategic intent pillar, Social Impact. We successfully designed and implemented a four-year Customer Experience Strategy and early insights are now transforming service delivery outcomes and improving customers’ overall experience when dealing with Hume. Importantly our customers voice will be reflected in our service and program design and our customers’ experience has governance oversight by our Customer Experience board sub committee.

Through this strategy, we intend to transform customer experience in the sector. Learn more on page 42.

Governance and compliance

Hume’s commitment to enhancing our capabilities as a high-performing and thriving organisation was a significant focus this year. We undertook a comprehensive external Governance Review in July 2020, resulting in a series of governance recommendations.

These included strengthening our Enterprise Risk Management Framework alongside a review of our risk management, both completed in April 2021. A project to establish a more robust Compliance Framework and reporting process was commissioned in December 2020 and a senior compliance adviser was employed in January 2021 to commence work on the design and implementation of the Framework alongside our board directors’ involvement.

A project to implement a contract management module, which will complement the Compliance Project and allow Hume to better manage its contractual compliance obligations, also began in January 2021 and is ongoing, as are improvements to

Nicola Lemon - CEO

Nicola Lemon CEO

Robert Vine - Chair CEO

Hume’s policies and procedure. Under the People and Culture Sub-Committee, a series of enhancements to the performance of the Board were delivered including updated position descriptions of Chair and Non-Executive Director positions, process design for succession planning, and Board diversity recruitment guidelines.

Technology

Hume’s ongoing rapid adoption of technology has provided business continuity and greater flexibility this past year. We implemented Freshdesk software which utilises the channels our customers use, including Facebook Messenger, WhatsApp, and online web chat to ensure we remain accessible whether working in the office or remotely. We further enhanced our employee’s agility using Workplace and boosted Zoom functionality to support improved remote collaboration, live Town Halls and online polls to help employees collaborate and connect.

Our People

The strength of Hume’s results this year can be attributed to our employees and our enduring #OneHume culture. We were reassured to see 99% of employees indicating they were aligned with Hume’s purpose and values in our Employee Opinion Survey. We were also proud to secure a number of awards, including the Outstanding Employer Award in the 2021 Hunter Diversity and Inclusion Awards, an important accolade in recognition of our first full year of operations in the region.

This year we took proactive steps to safeguard the well-being and mental health of our team with an increased promotion our Employee Access Programs. The Programs offer employees and their families a range of well-being and support services including one-on-one counselling and wellbeing coaching sessions. Our employees are passionate about social justice and support of those who are vulnerable. We ensure we remain focused on ensuring they maintained their wellbeing and a positive work life balance.

Changes to our Executive Team

A strategic focus for Hume is diversified growth. This year, we bolstered expertise in our Executive Team with the appointment of a new Executive Manager, Assets and Growth – Michael Clark – and support staff (see page 58). Our Executive Manager, Customer Service – Andrea Richie – left us at the end of June 2021 and a new Executive – Victor Prasad – commenced on 2 August 2021. Hume continues to be a responsive partner to the Government at all levels and work in partnership with the sector and stakeholders. During the year, we showcased our capability and demonstrated results positioning us to work effectively to achieve positive economic, social, and environmental outcomes through affordable rental housing.

Outlook for the year ahead

• Reinforcing our position in New South Wales by deepening and consolidating our footprint to increase our portfolio of social, affordable, and Specialist Disability Accommodation homes by 2025.

• Driving a construction pipeline of development projects, provision of fee for service property and tenancy management services for private and public landlords, and build-to-rent schemes financed by the private sector.

• Investing in housing for people with disabilities to solidify Hume as NSW’s leader in Specialist Disability Accommodation.

• Cementing relationships via our Stakeholder Engagement Strategy to promote and secure investment in affordable housing and building on Hume’s reputation as a trusted expert.

• Executing the next phase of Customer Experience Strategy to embed a customer-centric culture across Hume and our contractors, whilst delivering a technology-enabled workforce supporting personalised services to customers.

• Improving the collection of feedback, data, and insights to inform continuous enhancements to customer experience and measurement of social impact using data and research.

• Continuing to demonstrate value-for-money through a progressive and high achieving organisation.

• Safeguarding our employees and customers as we work within the pandemic restrictions.

We would like to close by thanking Hume’s employees, the sector leading housing professionals whose support and care for our customers is often above and beyond the call of duty, and our volunteer customer representatives for their enthusiasm and support.

Lastly a huge thank you to the agencies, partners, and suppliers who have helped us deliver on our purpose again this year……your support is always invaluable.

OUR AND THEIR CUSTOMERS STORIES

Nicola Lemon CEO Robert Vine CHAIR

Hume is committed to ensuring a positive customer experience at every step. We understand the importance of customer interaction and aim to deliver quality service, be transparent and accountable, and ensure we listen to our customer’s voice.

At Hume, we value our customers and respect their diversity. Recognising and understanding the needs of our customers helps us to offer safe, secure, and sustainable housing – and keeping within our principle of housing being a human right. Along with appropriate support services driven by a person-centred informed approach, we can provide our customers with a genuine opportunity to prosper.

OUR CUSTOMERS

A HOME OF INDEPENDENCE COURSES GOOD FOR YOUR HEALTH

Neale and Kerry are the happiest they have been in decades knowing their 46-year-old daughter Kirstie has finally found a home that offers her independence, security, and a brighter future.

Kirstie has lived with a range of physical and intellectual disabilities since birth. In her twenties, Kirstie suffered a near-drowning incident which she survived but had to spend a week on life support and suffered additional brain damage and health complications.

“Kirstie lived with us up until her late twenties. At the time we were considering her long-term care needs as we were not getting any younger. Our daughter is very vocal, enjoys conversing and spending time with people, and has independent living skills, so we felt

she would be happy in a group home environment”, told Neale.

Unfortunately, finding a home that was suitable for Kirstie and provided the right level of care and combination of residents proved to be difficult.

Kirstie lived in 12 homes for over ten years, which was troubling for the family.

“There were many issues particularly around the compatibility of residents and their disability needs, plus the constant turn-over of staff made it hard for Kirstie to build relationships and sustain trust,” said Kerry. The constant changes and inconsistent care support saw Kirstie’s mental health spiral.

“She became increasingly anxious and unhappy, and we were genuinely worried for her future,” said Neale. The turning point came when Neale and Kerry decided to move Kirstie’s NDIS support package over to Global Disability Services. Kirstie was eligible for Specialist Disability Accommodation (SDA) under her plan and the couple were shown a self-contained modern villa, one of in a complex of four located in the Hills District. The complex comprises of shared communal spaces for the residents and is one of Hume’s SDA group homes. Better still, the villa is close to Neale and Kerry’s home as well as younger sister Loren’s home. Since the move into her new home, the change in Kirstie has been profound. She loves her private villa, which features a compact lounge and kitchen, bedroom with ensuiite, plus a private courtyard.

“For the first time ever, Kirstie can choose when she wants to socialise with the staff and residents in the shared kitchen or play table tennis in the communal courtyard,” said Kerry, “she is also able to retreat to her private space to enjoy peace and quiet whenever she wants.”

Kerry and Neale are proud to watch their daughter adapt to her new home and establish the solid routines she needs to live well. They are most impressed with the boost in Kirstie’s happiness and decline in her anxiety.

On the transformation in Kirstie, Kerry said: “She is the one we knew was in there but could not come out. We are finally at peace that she is safely set-up for her future.”

Kirstie enjoys weekend visits home to spend time with her family and the transformation has made these occasions even more special.

“It’s reassuring to know she has a home with excellent support onsite while being able to live life on her terms more than ever before,” said Neale.

“We couldn’t be happier with every aspect of her home and care.”

Affordable rental housing customer and mother, Hima thanked Hume in 2020-21 for helping her through a difficult time. Not only did she secure a home that was affordable for a single mum, Hume also introduced her to Sydney based community program called FoodLab.

Hume’s Community Cohesion Officer Sarithya Tuy is passionate about his role of connecting customers to their communities and provides valuable advice and information to the customers who engage with him.

“Every week I share information and programs that can potentially change customers lives, as in this case, where Hima joined Food Lab, met mentors and made new friends who’ve been really good for her,” he said.

Hume’s Community Cohesion Team supports customers in a variety of ways, from creating fun and engaging events to help build customers’ social and economic capacity. In Hima’s case it gave her the opportunity to delve into the possibility of building her own food business she could run from home. Hence FoodLab was such a great introduction.

FoodLab Sydney is a food entrepreneurship program for food lovers from all walks of life, backgrounds, cultures, ages, and experiences including hardships, so was perfect for Hima who said she loves cooking

“I’m glad Hima found something she enjoys doing. The FoodLab program helped build her confidence to meet new people and get involved with community,” Sarithya said.

Hima said had been experiencing stress, anxiety and depression, before she secured a home with Hume and said the programs introduced to her were a godsend and gave her goals.

“When I saw Sarithya’s email about the free FoodLab program on how to cook and start a food business, I jumped at it,” Hima said.

“The people at FoodLab took a genuine interest in me, teaching me how to create an Instagram page and connected me to mentors like Ravi Kumar, from Parliament on King, who has helped me with finetuning recipes and how to start a small business including market stall and making food from home with little money.

“From the moment joined the Hume community I have had lots and lots of support and I encourage all customers to get involved in the great range of programs on offer. Whenever I have sought support and advice, Hume have been there for me,” Hima said.

“I would also really like to thank other Hume team members Samuel Beyene for his help in finding me my home, and to Sylvania Hanna who helped me sort out my mental health issues, guiding me and checking up on me, whilst arranging appointments with Bankstown Community Health Centre.”

Dress for Success was also another great support for Hima who recommends the corporate clothing service to any women looking at getting back on their feet and into work, which is, she said, where she plans on heading and kickstarting her career again.

OUR CUSTOMERS A CLEAN SLATE LEADS THE WAY HOME A HOME FOR 2021

Janine has lived in her 40-year-old house in Raymond Terrace for 16 years. Her social housing property is home to her, and once to her children, now grown up and living their own lives.

Today she lives with dog Pongo, in a home she is now proud to welcome friends and family into. Before this was not the case.

When the last of Janine’s four children left home, her empty nest truly engulfed her. What had once been a bustling full house was now quiet and a propensity to collect and store things that Janine had struggled with most of her life grew progressively worse, eventually making the home off limits to almost everyone –including her family.

Janine was fostered at a young age and when she became a mother herself, was victim to years of domestic violence. Fortunately, she was able to move into social housing and despite many challenges managed to successfully provide her children with a positive and supportive homelife.

“My kids are good people, but they were always a little ashamed of the state of the house and growing clutter, but the empty nest syndrome really hit when my son left home,” she said.

“I was just so depressed. I used to cry every day and I was ashamed a lot. I just could not get beyond the house. Everything piled up and it kept getting worse.”

The fact that her grandchildren also did not want to come and visit her cluttered home, which meant she always had to go to them, made the situation more stressful and painful.

But things are different today. Now in her sixties, there is light at the end of the tunnel. Janine is turning her life around. She has found a way back to home.

This was because her house was chosen for renovation in the latest New South Wales Government stimulus program, applied for by Hume Community Housing which manages social housing in the Hunter on behalf of the NSW Land and Housing Corporation (LAHC), which owns Janine’s property. The works commissioned by Hume commenced during April 2021.

“My house needed a lot of major maintenance work, but this could not happen with all the mess, so it spurred me on to take action,” she said.

“I worked really hard because I realised more than ever that I wanted to change how I lived, it was time!” Janine declared.

Janine worked with Hume to get things done. Hume provided a shipping container to move all her furniture into and a skip to throw things out. Slowly but surely, she has cleared her house, with only a few boxes left to deal with.

Janine had her house painted, new carpets and a new kitchen done. The garden also received a new fence.

“This is the first time in eight years I have slept in a bed, first because slept on the lounge to give my kids a bed, and second because the bedroom was inaccessible due to all the clutter,” Janine said.

“Sleeping in my own bed is simply amazing - now I love it!”

Janine plans to have the family for Christmas dinner as she continues to get more done.

“I am so grateful to Hume Housing because they never judged me,” she said.

“All the workers were lovely too. have not felt so positive for a long time. It’s wonderful – I have a new lease on life!”

The kitchen is a particular joy and Janine now loves to sit at the kitchen table doing a jigsaw and having a cuppa.

“Getting a home in time for Christmas and 2021 is the best present for my family, and just two weeks before the school summer holidays,” said single mother of three Jade, who was provided a home through Hume and in partnership with Carries Place at the end of 2020.

Carrie’s Place is a domestic violence and homelessness service that Hume works with on a regular basis up in the Hunter region. It has provided support for women, children and men in the Maitland and Lower Hunter region for over 30 years.

Originally from Sydney, Jade moved up to the Hunter with her first daughter over 20 years ago to live in Booragul, where her relationship with the region began. Later she moved to Tweed Heads, met her husband, and had two daughters. This is when her life began to shift. The result was a move to Northern Queensland experiencing domestic violence and ultimately, homelessness.

“When I first met my husband, there was an instant spark, we had a good laugh and got on well, but six months later I found out he was still married after saying he was divorced, so we split up,” she said.

“However, three years later he came back into my

life after he really had split up, and this was also after my mother had passed away, leaving me some money. I should never have reconnected with him, but love is blind.

“He was supportive during this difficult time and romanced me. I then decided to spend the money on land in Northern Queensland where we built a house and had our two children,” said Jade. The control then increased. As did domestic violence and psychological abuse, eventually taking its toll on Jade and her daughters.

“As t the situation became impossible, it was my eldest daughter, who was living back in the Hunter, suggested I return,” she said.

By the time Jade made it back to the Hunter she had lost her home and her financial foothold. Fortunately, Jade turned to Carries Place and then Hume for a solution.

Domestic violence is the leading cause of homelessness for women, children and young people. Hume’s partnership with Carrie’s Place means that local women and children can access our Temporary Accommodation Program, receive support to maintain their new tenancy, while continuing to receive specialist domestic violence support so they can remain safely housed with a pathway to safe longer-term housing.

OUR CUSTOMERS A FAMILY HOME WITH HISTORY GETS A FACELIFT

At 91 years young, Kathleen is a bit of a legend as the first public housing resident in her street. She has lived in her Rutherford home for 65 years, raising a family here with her late husband Laurie.

This property was renovated in 2020-21 thanks to Hume Community Housing’s successful application for a nearly $4 million government stimulus grant to upgrade 70 social housing properties it manages in the Hunter region.

Here Kathleen’s family lived through the famous 1955 Maitland floods which threw the family’s life into chaos. Husband Laurie was in the army at the time and called on to help during the floods and then work in the area, so they needed housing.

“It all happened so fast, we were up to our waists in water and for two weeks Laurie was gone helping to find people. It was a very difficult time,” Kathleen said.

Help came on 9 June 1955 when Laurie signed the lease for a shed on Bruce Street, East Maitland, which they made home for a while. Then, just over a year later, on 10 September 1956, he signed the tenancy for their brand-new home in Thompson Street, Rutherford.

It was here that the family grew, and like many devout Catholic families of the time, it did quite a bit! In the end Kathleen and Laurie raised four boys and four girls in the three-bedroom home.

Kathleen’s daughter Kayleen remembers it well and recalls they had great fun but had to be organised.

“We had four girls in bunks in one room and the four boys in bunks in the other! We all got along and enjoyed our lives growing up I couldn’t fault it,” she said with a big smile.

Kathleen is also the eldest of 13 children, so she had excellent training for her role as a mother of eight and is proud of all her children who have all done well in their lives.

But over the 65 years with many feet up and down the floorboards and boisterous youth, bouncing onto walls, the house which watched these children grow, saw a much wear and tear. By 2021 a facelift was in order. Although some work had been done in the past, this was a long time ago.

The major renovation Hume completed this year included new carpets, windows, a new kitchen and importantly a new bathroom – especially designed to suit Kathleen’s mobility needs as she aged. There is also a new fence earmarked for the back yard.

“Mum loves the kitchen, which she got to choose the colours and finishes. On the first day she washed up three times because having two sinks is such a novelty!” said Kayleen.

“But it’s the bathroom that’s the star! The original bath and shower were awkward for Mum at 91, so they removed the bath and now it’s a safe walk-in shower, and I can get in there too to help her if and when that is needed,” she said.

“There were of course delays and issues that took place during the job, and I checked on the work daily and often saw things that needed fixing, and these were addressed.”

As for Kathleen, she is very happy with her new home.

“It’s like a new broom! I just hope I live long enough to enjoy it!” she laughed.

OUR HOMES

HOMES FOR PEOPLE WITH A DISABILITY

As one of NSW’s leading Specialist Disability Accommodation (SDA) providers, Hume has continued its responsibility to keep its customers safe and supported in their homes throughout a very challenging period in 2020-21 with the COVID-19 pandemic.

Although COVID-19 brought its difficulties, it was a great opportunity to work with our customers, and their National Disability Insurance Scheme (NDIS) providers to maintain a continuity of supports whilst we mitigated risk and modified our services. We are proud of how Hume, and our partners in Supported Independent Living (SIL) were able to quicky adapt to a new way of working together for the benefit of our customers, many of whom are especially vulnerable to the virus.

Despite the various restrictions on group home visitations, we were able to successfully welcome seven new SDA customers into our portfolio. Prior to living with Hume, many of these customers were housed in environments that did not cater to their disability support or property design requirements, such as hospitals, respite facilities, and even shelters. Hume welcomed these customers to a place that they can now call home and can be provided the care they need by their NDIS funded supports. Through ongoing engagement with our customers and partners, we were also able to provide four existing customers with the opportunity to find more suitable housing solutions within our own portfolio. This demonstrates the benefit of having a diverse range of housing options, at scale, with reputable partners.

With the support of our partners, and the use of remote technology, Hume’s Housing People with a Disability (HPWD) team was able to meet with customers and partners over 160 times to maintain a continuity of tenancy and property management services. Providing our customers access to the necessary repairs and maintenance to keep them safe in their homes, modifying the property as their support needs changed, all while providing them with the support they need for a successful tenancy (see Kirstie’s story on page 14).

Hume has continued in its quest to get to know customers to ensure the services we provide are person-centred and meaningful for every individual. We worked in collaboration with our SIL partners to gather key information on our customers’ specific requirements for our maintenance services. We have now amended our response times, communication and access to home requirements, and with the use of Freshdesk our customers and partners are able to have more visibility over the progress of their requests. Even while most of our homes were in state enforced lockdowns and only essential maintenance was able to be completed, we were still able to complete over 2,000 responsive maintenance work orders and 41 home modifications. We ensured our customers were afforded safe and secure environments while adapting the property to their changing support needs.

With the launch of our first formal HPWD survey underway, we captured key information from our customers that have participated so far. The purpose of the survey was to not only to capture satisfaction, but to gain an understanding of what our customers consider most important to them.

How we support people with disability into SDA accommodation

of customers feel safe in their homes

of customers are happy with the people they live with

of customers are happy with the way Hume communicates with them

of customers are happy living in their neighbourhoods

WALKING IN THEIR SHOES

Employee Anne Mathur

When displacement, homelessness and poverty define your early life, some people develop a natural empathy for those facing similar situations.

For Anne Mathur, Hume’s Senior Customer Support Coordinator in the Together Home program, her early life experiences prompted her to “reach out to the most vulnerable and make a positive difference in their lives”.

Hume’s Together Home program is possible thanks to NSW Government funding of $1.1 million over two years to support people sleeping rough in Southwest Sydney. The program is designed to transition people in NSW away from homelessness and into long-term stable housing, while improving wellbeing.

Anne’s role is to link wrap around support services for homeless customers to address their individual needs and capabilities, building their capacity and Independence, while helping them to achieve their goals, rebuild their lives and connect to their family and their community.

“Together Home customers are housed in leasehold properties which Hume leases from the private rental market, with customers receiving intensive support for two years. It’s so wonderful to see how people benefit from having their own home and a place to rest their head without worry,” Anne said.

The Together Home program has already had a profound effect on customer’s lives, interrupting years of intermittent and unstable housing and rough sleeping. Wrap-around support has also linked people with a range of specialist services like the National Disability Insurance Scheme/Mental Health services/ Aboriginal Chronic Care Program.

Anne has helped reunite families including one woman who had lost touch with her parents but was desperate to reconnect.

“Her goal was to see her parents again, which finally took place when we found her a home and her parents came to visit. It was very emotional for them to see their daughter safely housed. I was really happy as I knew how important it was for them all,” said Anne.

Anne understands the trauma many customers face because she was displaced as a child.

Born in Burma – known now as Myanmar the family escaped persecution fleeing to India with nothing. Anne was only a baby at the time, but still recalls her early life living in tents on refugee camps in India.

“I saw my father and mother struggle, it was hard to watch but it built some key values in me – to champion resilience, build connections, adapt to change and focus on success,” she said. These are the very values that Hume promotes.

Anne has since accumulated several degrees including a Master of Arts, Bachelor of Arts, and a Master of Philosophy, from Delhi University, India where she was awarded a Gold Medal from the Vice President of India.

Anne married, moved to Australia and had two children.

Anne’s love of community also extends outside her work. In 2019 she was awarded Volunteer of the Year in the North-West Sydney electorate. She was also named Woman of the Year in 2018 and Hills Shire Citizen of the Year in 2017.

OUR PROGRAMS

OUR PROGRAMS

MINIMISING HOMELESSNESS

During 2020-21, Hume continued to provide a range of services and supports to people seeking a pathway out of homelessness.

Hume’s services in the metropolitan region include the Housing Independence Program (HIP) providing transitional housing, the Temporary Accommodation Program (TAP) providing a short-term housing option which is a much more appropriate option than traditional motel accommodation, and the newly funded Together Home initiative of two year housing and intensive support for rough sleepers.

In the Hunter, Hume’s Housing Options (HOPS) team manages temporary accommodation funding to house people in short term accommodation. Through its TAP, Hume engages with customers in TA to ensure they have access to further support where needed to obtain longer term housing. The HOPS team also distributes Start Safely subsidies to people who are homeless due to domestic and family violence to enable them to access private rentals.

Together Home

At the end of June 2020, Hume received $1.1 million from the NSW Government over two years to house and support people sleeping rough in Southwest Sydney making Hume part of the government’s state-wide Together Home program. Together Home is a $122.1m program that aims to transition people onto a trajectory away from homelessness and into long-term stable housing, while improving overall personal wellbeing. Housing and support are provided through the program, which aims to address people’s support needs, build individual capability and capacity, and foster connections to community.

During 2020-21, we provided 14 housing and support packages for these people, with housing provided by Hume headleasing –– from the private rental market and then sublettting the property to the customer for up to two years. Hume elected to directly provide the support component in line with its existing Customer Support Coordination Model, which mean this customer cohort have full time Customer Support Coordinators dedicated to their support.

Hume successfully supported these 14 people to rapidly access long-term affordable housing as consistent with the Program’s ‘Housing First’ principles which see housing as the first step in support and acknowledge that social services and care are all part of housing stability and quality of life. An additional customer was

76%

60%

2528

1067 146 of families accessed medium term accommodation and support and moved into long-term affordable

also absorbed into the program after becoming a household member with a customer on the program. Of the 15 people referred, 14 remain housed and engaged with support.

The Together Home program has had a profound effect on customer’s lives, interrupting years of intermittent and unstable housing and rough sleeping. Wrap-around support has linked people with a range of specialist services including six people referred to the NDIS, with five approved and one pending application. Customers were also supported to reunite with family members, with one stating: “it is my dream to meet my parents.” This and other customer dreams have become reality.

Private rental assistance – ‘Start Safely’

Start Safely is a private rental assistance product we offer via the Housing Pathways program of the Department of Communities and Justice (DCJ) to assist customers experiencing family or domestic violence, and as a result experience homelessness or are at risk of becoming homeless.

Support is provided through a rental subsidy where customers pay 25% of their income in rent. Alongside the subsidy is brokerage of up to $2,000 per customer to assist with essential household items or to purchase goods for study or employment opportunities.

Customers are supported throughout their tenancy to sustain and rebuild their lives and recover from

the trauma of violence. Hume has witnessed many individuals who, with the assistance of the subsidy and support from DCJ’s Special Homeless Services, have managed to leave a violent, often life-threatening situation, to move into a private rental where they are safe and free from violence. Then they can move forward. Many customers have told Hume that without this assistance they would not have been able to leave and are very thankful.

For example, we had a customer who with the support of her domestic violence support workers, obtained employment and with the assistance of the subsidy was able to save a deposit and secure a mortgage to buy her own home. This customer saved the money she was not having to pay towards her rent for the deposit. The customer has now left the program and moved into her very own home.

Start Safely subsidies at Hume commenced this year (2020-21) with 146 still active at the end of June 2021.

Temporary Accommodation Program (TAP)

Temporary accommodation can be the steppingstone to finding a more stable home. Hume’s TAP provides short-term (less than 28 days) accommodation for people experiencing homelessness who would otherwise be housed in motels with limited facilities, especially for families. This year, TAP was also adapted to receive referrals directly from Link2Home, the NSW Government’s state-wide homelessness information and referral telephone service, which has proved invaluable. For example, one single mum and her six children were housed on a Friday morning, preventing them from being less secure in a motel over a weekend. In addition, over the Christmas period, two Hume properties were used by elderly Hume customers when their homes were damaged by fire.

Our TAP property numbers were reduced by three over 2020-21 when they were handed back to DCJ ready for redevelopment. This illustrates the challenge and quality of older housing stock nearing end of life. Hume’s TAP staff endeavour to ensure repairs are carried out when needed and furniture is replaced to enable the best possible experience for families needing this short-term option. To enhance the quality furnishings, Hume worked with not-for-profit, The Generous and the Grateful to source high-quality beds and other donated items.

This year we continued to help reduce homelessness by providing temporary accommodation for 339 households experiencing homelessness, with 201 or 60% of TAP customers having a positive exit from homelessness and into a home or more suitable accommodation.

It is important to highlight that these results were achieved in collaboration with our local NSW

DCJustice colleagues, local support services and via strategic relationships with real estate agents. During the COVID-19 pandemic services continued and support was given in ways above and beyond shelter, such as home effects and food.

Hume’s HOPS team, in regional NSW only, also facilitated 1,067 instances of temporary accommodation and addressed a further 2,528 inquiries. 340 339

75

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or at risk of homelessness, including rough sleepers, in order to stabilise their lives and get them back on their feet.

Our teams provide person-centred, trauma-informed support, and customers are case-managed and linked with specialist services if they have complex needs. Support is also provided to the customer throughout their tenancy period so they can build their living skills, sustain a tenancy, secure private rental or seek social housing.

45

11

This year HIP continued to provide a pathway out of homelessness for 44 households with 73% of HIP customers moving from homelessness to affordable and stable accommodation (see HIP data). The program utilises DCJ SWS and St George Community Housing vacant properties awaiting redevelopment to house people experiencing homelessness. The program’s Housing Independence Officers assist people to develop their tenancy management skills and source longer term housing options. Where no other support service was in place, such as a Specialist Homeless Service, Hume’s HIP Officer provided case management support. Our HIP relies on working in partnership with Uniting, Neami National, St Vincent de Paul, Wesley Mission and Tharawal.

Our survey of HIP customers showed a high satisfaction with the service and a reduction in the average length of stay enabling more families to access the service. The average stay for HIP was also reduced from approximately one year to six months.

The Carinya program

Carinya is a Hume funded program that partners with two leading local domestic violence and specialist homelessness services – Port Stephen’s Family and Neighbourhood Services and Carrie’s Place Domestic Violence and Homelessness Service.

The programs support women and children who are experiencing homelessness due to domestic and family violence by providing stable, long-term housing and a place for families to rebuild their lives.

Caseworkers from domestic violence and specialist homelessness services play an important role in providing support to women in navigating services, building individual capabilities and capacity, and to foster connection in the community. This year,

Housing Independence Program (HIP)

Hume’s HIP provides an innovative solution to vacant homes and has operated since 2009. The Program helps reduce homelessness and effectively uses properties that may have otherwise been overlooked. This is a ‘housing first’ approach for people effected

Hume’s Housing Options (HOPS) team and Property Coordinator sourced eight properties for the program in the private rental sector and secured three-year leases. The program also saw eight women and their children successfully housed with the goal of the tenancy being transferred into the customer’s name at the end of two years.

Customers secured accommodation and support through the Together Homes program. Customer Ruby is now benefitting from a second year in stable housing.

Affordable Housing

This year, Hume’s Affordable Housing Program has faced challenges with COVID-19 and housing market pressures (see bar chart). Despite these we were still able to successfully house 121 customers in 2020-21 including eight customers in receipt of the NSW Government’s Rent Choice subsidy which is a private rental subsidy that helps customers pay rent for up to three years under the affordable housing program (see Hima’s story on page 15).

A major strategy to counteract COVID-19 restrictions and to ensure people could access affordable housing, was developing sustained open home videos, which provided virtual 360-degree tours so potential customers could view properties online and introduced Docu-Sign to enable remote approvals. These were promoted on Hume’s website and social networks as well as advertised on Domain and Realestate.com.au with success. For those in self isolation or did not feel comfortable attending inspections, our teams conducted a ‘live open home’ using Facetime or Zoom to schedule a virtual private view of the property.

Ensuring communities stayed connected through 2020-21 was at the forefront of our work. An example is among our Armenian community living in Hume’s Telopea development. Here an Armenian social worker was provided via a partner organisation to work with

customers to ensure they remained connected and socially included. Hume wrote up their story and also arranged for this to be shared on SBS Armenian radio.

Supported Housing

Hume’s Supported Housing program is a transitional housing approach aimed at breaking the cycle of homelessness. To make this work, Hume collaborates with over 21 support agencies in Western and Southwest Sydney to provide 12-18 months of accommodation to customers who are working their way out of experiencing homelessness. Hume manages 149 properties within the program and support partners provide customers with person-centred case management support every step of the way.

During 2020-2021, 103 households including families with children, young people, people exiting incarceration, or living with mental illness bypassed experiencing homelessness and entered our Supported Housing program. During the same year, 95 households transitioned from the program with a 74% rate of positive housing outcomes: 22% obtaining private rental, 2% entering affordable housing, and 19% moving to social housing. Our customers are supported along this journey to learn tenancy management skills, independent living skills and access other appropriate support services. Eligible Attendees Open

OUR HIGHLIGHTS

Hume’s business strategy through to 2025 is designed to align with three core pillars against which we measure progress and success.

The three pillars represent growth, social impact, and thriving organisation and each year’s progress is measured against these (see page 48).

INTRODUCING HUME’S STRATEGIC PILLARS GROWTH

Growth – deepen and consolidate our footprint in NSW with profitable, diversified asset growth. The realisation of this growth will be commensurate with the plan to enable scale in specific geographies to ensure a range of service can be locally informed and driven.

Social Impact – maximise its impact through customer driven services that can change lives. The main ways to change lives are to help customers transition through the housing continuum, or bypass social housing altogether; increase economic and community participation, support customers’ children into employment, support sustained tenancies, and engage customers to work on their own independence plan.

Thriving Organisation – ensure Hume delivers value for money by being a high achieving and progressive operations. This can be done by increasing employee engagement and culture with a higher constructive style, reducing unit costs through efficiency gains, like utilising new technologies and increaseing stakeholder engagement to achieve these goals.

Assets major projects

Assets and Growth are responsible for Hume’s property portfolio, maintenance management and new business development and acquisitions, so they play a leading role in ensuring customers have liveable, quality homes.

During 2020-21, Hume’s Assets and Growth team delivered two major projects in the Hunter region focusing on environmental sustainability and property upgrades. This encompassed the fitting of solar panels to selected properties and major renovations on others, all executed successfully.

Another key change was implementing a competitive procurement process to engage four companies to provide a multi-trader maintenance service delivery process spanning the Sydney Metropolitan region and the Hunter region embracing Maitland and Port Stephens local government areas, where Hume manages 2,206 social housing properties. This resulted in Hume appointing Willowdene Pty Ltd and the Assetts Group Pty Ltd to provide maintenance in the Metropolitan area and Kingston Building Pty Ltd and Programmed Facilities Management Pty Ltd in the Hunter. The new contracts provide value for money by way of improved quality management processes, comprehensive reporting requirements, and improved integration of IT systems providing Hume with real time information on work-order status. The new maintenance structure importantly contributes to a well-designed customer service experience. There are also additional obligations for contractors to meet social outcomes measures aimed at providing employment and well-being opportunities for Hume customers.

Environmental sustainability

Since 2008, Hume has had strategic objectives to reduce fuel poverty because we understand that many factors impact a home’s affordability in addition to the rent customers pay. To meet our strategic intent, Hume installed solar photovoltaic systems on 68 sites in our regional area in the suburbs of Raymond Terrace and East Maitland to reduce fuel poverty. These systems, costing $233,000, will decrease grid consumption energy costs for customers by around $800 a year, a significant reduction for customers on limited incomes. This initiative also contributed to our obligations under the Social Housing Management Transfer (SHMT) Program Level Agreement in relation to environmental sustainability and the management of regional dwellings.

Housing upgrades in the Hunter

In February 2021, Hume successfully secured $3.6M + GST grant funding from the NSW Government’s Land and Housing Corporation (LAHC) to upgrade nearly 70 occupied and aging homes in Raymond Terrace, Metford, and Rutherford in the Hunter region. This was the largest capital replacement program Hume has ever delivered and was completed in only 12 weeks on 26 June 2021. The chosen contractors, Kingston Building Pty Ltd, O’ Donnell Hanlon Pty Ltd, and RTC Pty Ltd, replaced 44 kitchens, 33 bathrooms, 49 complete sets of windows, 30 fences, 56 new floors and carpets, 56 internal redecorations, and 30 electrical upgrades.

In all 85% of the works focused on the buildings’ interiors and we negotiated with customers on a broad range of needs to ensure the works were completed in

time. This was challenging, and our Assets and Growth, Customer Experience, and Housing and Communities teams worked closely with contractors and customers to deliver on time. Given property condition is a social determinant to health and wellbeing, Hume saw this as an excellent opportunity to improve customers’ situations.

See Janine and Kathleen’s stories on pages 16 and 18.

Growth in Hume’s property portfolio

In December 2019, Hume was named a partner in the Communities Plus redevelopment of Telopea, working with LAHC and Frasers Property Australia to transform the north-western suburb into a dynamic integrated community.

The redevelopment will have up to 4,500 new homes, including new affordable and social housing properties. It will be a master-planned neighbourhood with new amenities, more transport links, a mixture of high-quality housing types and improved access to health, education, and jobs. Hume will deliver services including youth and seniors’ housing, women and children’s accommodation, education, training and employment services, rental sustainment and tailored

support to transition out of social housing and into private rental housing. Frasers Property Australia are progressing the planning process with Parramatta City Council and the Department of Planning and Environment. This major urban renewal project will be delivered over the next 15-20 years.

As part of our strategic plan, we also updated our growth strategy to highlight a range of initiatives to increase our portfolio of social, affordable, and Specialist Disability Accommodation homes by 2025. Hume is also in the process of identifying other areas of housing growth which capitalises on our knowledge, experience and core capabilities.

Hume will continue to look for construction opportunities via a pipeline of development projects, provision of fee for service property and tenancy management services for private and public landlords, and for build to-rent schemes financed by the private sector. Core to our growth ambitions will be developing relationships with State and Local Governments, large and small developers, and other organisations seeking to invest in affordable housing.

Kingston tradie works on new window frames for one of Hume’s properties being upgraded

Customer numbers and tenancies

Housing is critical to supporting individuals and building communities, playing an essential role in maintaining the health and wellbeing of all Australians. A lack of affordable housing can place households at risk of experiencing housing stress, which impacts on employment, education and social security.

At Hume we believe that housing is a human right, and we are proud to play a role in supporting customers as they move through the housing continuum. As of 30 June 2021, we had 4,493 tenancies with 8,925 customers. During the 2020-21 financial year, we signed up 869 new tenancies and welcomed 1,892 new

SOCIAL IMPACT

Hume has implemented a dedicated team to broaden the scope of its social impact. The two Social Outcomes teams in regional and Sydney metropolitan areas were recruited in early 2020 and consist of five Program Officers and four Customer Support Coordinators. Program Officers design and deliver programs for the priority cohorts of youth, seniors, Aboriginal and Torres Strait Islander people, and Customer Support Coordinators provide person-centred care to Hume customers who need support to achieve their goals.

This year, Hume also began the complex work of designing its Outcomes Framework, to demonstrate our positive impact on the lives of our customers. The first phase we developed this year identified our core outcomes, indicators, data sources and analytics, and we purchased software to enhance our data driven approach. We will continue to work on the Outcomes Framework and a second phase in 2021-22 aims to broaden the social outcomes; ensure data compliance and build an evidence-based culture. To this end, Hume engaged specialist expertise to validate our progress from For Purpose Evaluations.

Customer Support Coordination is an additional support Hume provides to customers who have unmet needs, aspirations and goals. Our Customer Support Coordinators provide person-centred, customer-led, strength-based, and trauma-informed assistance to customers requesting additional support.

To help deliver this service, in 2020 Hume recruited four Customer Support Coordinators with specialist case coordination skills, two in metro Sydney and two

customers through our various programs (see pages 25-28). Hume also acquired 78 new properties to help house people in need. The portfolio growth reflects the commencement of the Together Home Program and Carinya Program. Hume expanded its Affordable Housing Program taking on 18 dwellings during the year via fee for service arrangement for a developer in Hall Street Auburn, and five units in Arbutus Street, Canley Vale. The provision of affordable housing is important form of accommodation for low-income key workers and serves as a steppingstone for many of our social housing customers to transition into the private rental market. In total Hume manages 263 affordable housing units for private owners and/or developers.

most common support needs are for assistance in managing their mental health, physical or chronic health, economic issues, social connection and addiction.

In the year, Customer Support Coordinators collaborated with customers, external services and other Hume officers to create positive customer outcomes. This collaboration was key to these successes. Some examples of the services they provided include:

• Customers linked to Customer Support Coordinators were identified at property sign-up, making sure customers are supported and have someone to trust and reach out to while they settle into their home, helping avoid potential crisis situations occurring early in their tenancy.

• The Coordinators built trust with customers by attending joint home visits with Neighbourhood Officers and customers who may be particularly vulnerable, building rapport and empowering customers to self-refer when ready to access support.

in the Hunter in regional NSW. See the bar graph for how how many customers were supported during the year.

Customer support achievements

During the past 12 months, 116 customers were referred to the program, with 89 customers receiving support that connected them to the services they needed typically within three to six months. Of the customers who received support, 35% are working towards or have achieved their goal and a further 65% are being supported by appropriate external services.

Customers have asked and received support to manage more than 17 different needs, ranging from assistance with domestic and family violence, to transitioning out of social housing and accessing employment. Customers’

• They also worked with organisations such as NDIS providers, domestic and family violence organisations and welfare services to support customers achieve goals such as building their capacity to continue living independently.

Tenancy sustainment

Tenancy sustainment is fundamental to resolving homelessness, so addressing chronic housing instability and improving tenancy sustainment rates is at the heart of Hume’s values. We are committed to supporting our customers to ensure they are happy and healthy in their homes and recognise that customers may experience times when they need extra support, especially when facing financial hardship, ill health and traumatic life events (Tenancy Sustainment Opportunities to Prosper diagram on page 35).

To do this, we use our person-centred case management approach, and our neighbourhood teams focus on sustaining tenancies and working with customers as challenges arise. We aim to allocate the right property to our applicants, help new customers settle into their homes and communities, provide practical help to prevent rental debt and offer practical support when a customer is at risk.

During 2020-21, Hume’s Tenancy Sustainment Coordinators (TSC) provided one-to-one person-centred support to 145 vulnerable customers, of these 71 were referred to external support. Our TSC worked holistically with household members when tenancies became at risk with an average length of intensive support of four months. From internal referrals, the highest need for support related to financial assistance at 32%, with 18% of our TSC customers requiring assistance with mental health, and 9% with domestic and family violence.

The TSC often supports customers with high needs until they can access an appropriate external support service.

They are provided with links to external services, one-on-one support with hoarding disorder, financial literacy and living skills training, and how to foster increased feelings of safety and participation in the community. In all, 71 external referrals were completed with 29 customers referred to external financial support, including financial counselling, brokerage and food banks.

In total, seven customers were supported to obtain NDIS packages, 21 accessed external support to improve mental health, eight households were linked to family and youth services, and 13 households accessed external support in relation to domestic violence.

Community cohesion – building strong communities

At Hume, a key aim is to ‘create opportunities for people to prosper by creating vibrant and connected communities’ and our Community Cohesion teams do

just that. By working in partnership with customers, local services, and government agencies, we can create cohesive communities (see chart on page 39 for how this process works). In 2020-21, we held events both in the Sydney Metropolitan and Hunter regions from community mini expos to murals.

CUSTOMERS WHO ENGAGED IN COMMUNITY COHESION PROGRAMS

COMMUNITY COHESION - METRO

1193

COMMUNITY COHESION - REGIONAL

621

In the Sydney Metropolitan region, our Community Cohesion team delivered 80 events, engaging 621 customers online and in local communities, focusing on community safety, community development, education, recreation and mental and physical health. This included targeted events for our seniors, youth, and families.

One extremely well attended event was a mini expo held at Fairfield Youth and Community Centre where attendees engaged with service providers to hear presentations on how to access NSW Government’s savings and rebates, while meeting members of their community. This and other similar events were supported by the Cabra-Vale Diggers with a grant of $10,000. Other events included fun trips and those that engaged all involved.

In the Hunter region, Hume facilitated 183 different activities involving 1,193 customers. These were a great success with Hume team members also joining in, along with 233 different people from other community organisations and services in the area.

Activities ranged from a home ‘Spring Clean’ – where Hume provided skip bins and rubbish removal at six different streets in Woodberry and Tenambit – to after school activities run for children in our neighbourhoods. An event that really engaged the kids and community was the Churchill Crescent Mural in Rutherford which was the result of a collaboration between Hume, arts facilitators UP&UP, local schools. and residents, including youth who attended mural workshops. The final result was spectacular.

Churchill Crescent Mural Project

Michael Foulkes, General Manager, Cabra-Vale Diggers, Walter Robinson OAM JP, Director, Cabra Vale Diggers, Lindsay Sharp, Director, Cabra-Vale Diggers and Hume’s Community Cohesion Officer, Sarithya Tuy.

OUR HIGHLIGHTS

COVID-19

The COVID-19 pandemic presented many challenges to get people together at community events, so this meant we needed to be creative in designing safe and meaningful ways to connect.

Our Santa Street Tours in December were a great way to reach out to families in a safe way by touring the streets, hailing Christmas tunes, and handing out gift bags to children over two days, which the children welcomed and enjoyed. A great deal of fun was had by all involved, even though it poured with rain on day one!

As our customers have told us that they love a competition, the ‘Through the Lens’ digital inclusion competition gave customers the opportunity to enter a photograph that represented what home means to them. Over 30 customers submitted a photograph with a sentence about what home meant to them and were showcased in an online exhibition.

First prize winner Karen said that home was “a place that gave me my life back. I feel free after being homeless for so long”. Karen received a $250 voucher

for a professional portrait session with family or friends with Creative Collective Photography at a location of her choice.

Second and third runners up Nicholas and Zhavia, and Zahliya received $150 shopping vouchers.

Fouth and fifth runners up were Annette and Rhiannon who received $100 worth of photo equipment.

Hume played a major role in supporting the Maitland Community Drug Action Team (CDAT), a local group that drives alcohol and other drugs education, and health awareness for children, young people, families, and their communities. The initial project produced digital messages to increase awareness of the harms associated with the use of alcohol and other drugs in the community. A Facebook page was created as well as a service directory to emergency food, financial, mental health, and helpline support. The success of this pilot project secured a Local Drug Action Team grant of $10,000 to further this important work throughout 2021-22.

How the community cohesion and neighbourhood engagement process works

INPUTS ACTIVITIES OUTPUTS OUTCOMES IMPACT

Community

Cohesion Officers

Program Officers

•Cohorts

•Seniors

•Aboriginal & Torres Strait Islander

•Youth

Community needs identified

ASB / other data

Partnerships / networks

Customer engagement activities

•BBQs

•Clean up days

•School holiday programs

Identify community needs / strengths

•Customer consultations

•Community meetings

•Individual customer conversations

•Tenants Voice

Creating / delivering programs

•Social outings

•Community meetings

•Community events

•The Collectives

•Mental Health First Aid customer training

•Shared spaces enhancement

Partnership / Stakeholder engagement

Neighbourhood plans

Letting Stratagy

# of group activities and participants

#of neighbourhood improvements completed

#and participation in Tenant’s Voice consultations

Participation in group meetingsThe Collectives

# of training initiatives provided to customers

Improved community amenity

Increased neighbourhood safety

Improved community pride

Increased community participation

Proud, connected and confident communities

Santa street tours

Winner Karen outside her home

Through the Lens competition entries

OUR HIGHLIGHTS

Aboriginal and Torres Strait Islander program

Koori Kinnect, which are monthly social gatherings with local Aboriginal and Torres Strait Islander women, were well-received and numbers continue to increase. The group of Aunties, nurtured by Hume’s Program Officer for Aboriginal and Torres Strait Islanders, also gained increasing community interest, particularly with local schools and partner organisations such as Carrie’s Place. The group’s community-led approach now sees a local Aboriginal Elder and Hume customer assuming leadership within the group and proudly encouraging others to join. Several participants and key Hume employees were interviewed by Port Stephens Council, with the plan being to contribute towards a film being created to display the program’s initiative of culturally safe, community connectedness borne of community funding grants.

Carinya program

In April 2020, Hume committed $185,000 to provide housing for women and children experiencing homelessness after the trauma of domestic and family violence.

Carinya is a supported, transitional housing program implemented in Maitland and Port Stephens. Hume headlease properties for a three-year period, providing a safety net for the customer to pay an initial rent reflective of social housing rates. The family transitions over the three years to pay the full market rent and take on the lease independently.

Alongside our partner organisations, Port Stephens Family and Neighbourhood Centre and Carrie’s Place, Hume have committed the resources of a Housing Options Officer, Neighbourhood Officer, Property Coordinator and Finance Officer to facilitate the program.

Once in a safe and stable environment, families in the Carinya program are encouraged and supported with study and employment goals.

There are currently eight families living in Carinya properties. One customer has reported that it is the first time in 17 years that they have had a safe place to live. Two customers have also commenced study at TAFE and are well on their journey to improved economic security.

‘Phone a Buddy’ pilot program

The Phone A Buddy pilot program was set up in early 2020 when the first COVID-19 lockdowns took place for our customers over 55 in the Hunter. This was a way to help combat community disconnection associated with self-isolation and social distancing. Here are some interesting facts on the program, which was continued for 2020-21:

• 45 initial program participants (37 females and eight males)

• 93% of participants live alone

• At the end of the program, 29% of final participants felt less lonely than they did at the beginning

• 70% of final participants say they will continue the relationship with their buddy post program

• 91% of final participants either intend to or will consider participating in the Phone a Buddy program if offered again.

During a non-restricted time, Hume hosted outdoor morning teas at Maitland and Port Stephens to celebrate the end of the pilot. The gatherings were an opportunity for some buddy pairs to meet face to face for the first time, and for others to consolidate friendships, and/ or meet someone new. Both events were lots of fun, conversation and laughter flowed easily, phone numbers were swapped, and invitations extended.

Smartphone Skills 4 Seniors (SS4S)

In early 2021, two SS45 workshops were held in Raymond Terrace and Nelson Bay to help develop seniors’ Smartphone skills and improve their use of this

technology. These were followed by mentor sessions where customers were met individually for three one-on-one sessions.

The workshops were approached in a fun way to ensure participants were not too overwhelmed and could grasp the technology basics at their fingertips. Those running the workshops said attendees connected well, shared some laughs, and helped each other out while learning new skills. A great sense of camaraderie was built. The SS4S workshops were funded and supported in-kind by local bowling clubs, a $1250 donation from the Good Things Foundation and $1641 from Port Stephens Council.

Youth program

Youth Week is a national event which provides an opportunity for young people to have their voices heard on issues of concern, showcase their talents, and celebrate their contribution to their community. In 2021, Hume decided to host a COVID-19 safe event that would create a space for engagement with young people across Maitland and Port Stephens. Hume youth were given the opportunity to showcase their talents and promote a positive image in the community via submission of artwork, on a medium of their choosing. Nearly 20 young people provided artistic contributions for the Youth Art Competition where Hume customers were engaged to vote on the artworks and prizes were sourced for the winners. Zines were also produced which showcased a compilation of all artworks submitted and then distributed to Hume customers to promote a positive image of Hume Youth.

Safe, secure housing is fundamental to people’s health and wellbeing. It is recognised that DFV is the leading cause of homelessness.

There is little integration between the DFV response and the wider housing system, therefore women leaving violent relationships are routinely unable to obtain long term, safe, affordable, accessible and appropriate housing.

Expenditure on direct housing provision has been replaced by a focus on the provision on individual subsidies. These are not always effective in tight and costly rental markets (current vacancy rate of 0.4% in Hunter Region).

As a result, housing options are limited with safety and security for women and children not assured.

HEADLEASED PROPERTIES

Hume to headlease eight (8) private rental properties for a three (3) year period

HUME RESOURCES

• Funding for Rents

• Housing Options Officer

• Property Coordinator

• Neighbourhood Officer

• Customer Accounts

• Finance Officer

FORMAL SUPPORT PARTNERSHIP

Partnership with Carries Place and Port Stephens Family and Neighbourhood Service –specialist DFV and Supported Housing Services in Maitland and Port Stephens

PROVISION OF SECURE HOUSING

Addition of 8 dwellings available in the Maitland / Port Stephens region for women and children who are subjected to violence in their homes.

PATHWAYS

Provision of a clear pathway between social housing and stable rental in private market through rent tapering at 12, 24, and 36 month milestones.

WRAP AROUND SUPPORT

Ongoing case work to address legal, financial, counselling, housing stability, emergency relief and other support needs, ensuring development and implementation of customer independence plan

SHORT TERM OUTCOMES

Immediate increase in the number of properties in Maitland and Port Stephens to house women and children subjected to family and domestic violence in their homes.

Provision of a safe and stable alternative to being homeless or living in unsuitable motel temporary accommodation sites.

Women and children supported by Carinya receive support to enable them to make choices to enhance their safety and wellbeing.

Women and children living in Carinya homes, maintain stable accommodation and are able to explore pathways to permanent housing in a timely and supported way.

LONG TERM OUTCOMES

Women and children subjected to domestic violence in their homes are safe and can access the support they choose.

Women and children subjected to domestic violence in their homes are safe and have sustainable living arrangements.

Customer Experience Project

Our Customer Experience vision is to deliver a sector leading service that is integrated, empowering, proactive and reflects purpose and core values.

We are focused on improving the customer and employee experience to meet growing expectations.

During 2020-21 Hume initiated the Customer Experience Project which began in October 2020. The Project was part of Hume’s customer experience improvement initiatives, aimed at transforming service delivery outcomes and customers’ overall experience when engaging with Hume. The project was designed to build skills and experience across Hume in human centred design thinking and informed the development of Hume’s Customer Experience Strategy.

The Project deliverables were an Insights Report detailing the current experience of customers and employees and outlining opportunities for improvement, a Customer Experience Maturity Model, and the Customer Experience Operations Plan.

The Insights Report and the Maturity Assessment have

also informed the development of the Customer Experience Strategy. Through customer and employee interviews, a deep understanding of the current experience of Hume customers, employees, and partners through the identification of pain and positive points also sought to understand the motivators and drivers which influence perceptions and behaviours, whilst discovering customer and employee needs, preferences and ideas about how these could be met in the future.

From the research findings, Hume created a series of personas and pathways supported by quotes from customers and employees. Each persona illustrated a Hume customer group and is based on how they experience Hume services . The intention behind creating these personas and mapping their interactions with Hume, was to illustrate gaps in our service delivery and highlight how we might deliver more holistic support to our customers; possible roll-on effects of decisions to other parts of the business; and how we might streamline and automate our processes.

Hume is now actively rolling out its four year customer Experience strategy.

Hume is a high-achieving organisation committed to delivering value for money while focusing on working smarter and cost-effectively to enable us to grow and support more customers.

This year, and under the influence of COVID-19, we strived to uphold this value through employment and operational strategies.

Employment update

Wellbeing plus work, health, and safety were a key focus for Hume during the year because of the COVID-19 pandemic effects across the board. We responded by supporting our employees with a range of virtual initiatives including frequent ‘All Team’ meetings, sending gifts to employee’s homes, a trial of group supervision for key roles and leaders and participated in a friendly step challenge against other community housing providers, where Hume employees ended up winners.

In 2020-21, as Sydney faced its second major lockdown, the People and Culture and IT teams worked hard to enable 100% of employees to work from home. Flexibility arrangements continue to be in place for most of our workforce and this includes work from home arrangements, temporary change to working hours and compressed working schedules. In terms of gender split in the organisation for executive, senior leadership, senior management and general positions, plus the number of Aboriginal and Torres Strait Islander employees, the data is as below.

Value for money

In keeping with Hume’s strategic pillar of achieving a ‘Thriving Organisation’, we invested in and delivered a new Human Resource Information System (HRIS). This supported our agile workforce by providing them with online and self-service access to their leave, pay and people related processes. This technology and digital enablement have also allowed the People and Culture, Finance and IT teams to streamline processes and be able to better focus on high value activities due to the automation of manual processes, data collection and reporting. This year we have also adapted some of our people practices, particularly for recruitment where we have targeted passive candidates to broaden our candidate pool in an increasingly competitive candidate market and implemented further recruitment tools such as online testing.

In the coming year, we will continue to roll out more modules of the new HRIS so that we achieve greater efficiencies in the streamlining of processes, service delivery, and creating a more positive internal customer experience.

Hume also expanded its flexible work options to ensure we respond effectively to a workforce at different life stages and provide greater choice and flexibility to employees. Hume ran a series of education sessions of flexible work arrangements for managers and employees. Many employees worked from home during the pandemic and had access to agile technologies, flexible ways of working, and access to regular communication through Workplace and regular team catchups.

OPERATIONS

PERFORMANCE AND Advocacy

Hume was active in promoting a stronger community housing sector capable of responding to the challenges of addressing housing affordability and homelessness. We advocated on behalf of vulnerable residents and communities within government, industry and the private sector in line with our belief in housing as a human right and in accordance with our strategic intent.

Panel presentations by CEO Nicola Lemon at the 6th Annual Affordable Housing Development and Investment Summit promoted economic recovery via investment in affordable housing and backed a united sector call for more investment in social housing. Ms Lemon also featured in a panel discussion at AHI’s Inspire Summit focusing on Covid-19 challenges for CHP’s and opportunities emerging from the pandemic.

Hume’s CFO, Sean Parker, presented to fund managers from ESG investment firm Pendal Group, on how access to NHFIC funds has improved both Hume’s financial effectiveness and delivered social impact to Hume’s customers. Hume has worked with Pendal the past

year to promote and encourage the benefits of responsible investing.

Hume’s first year of operations in the Hunter region were promoted by senior leaders at the Maitland Small Business Summit. The session discussed how, with strong local partnerships, Hume’s growth into the region has generated significant social outcomes including reducing homelessness, supporting families impacted by domestic violence, boosted community participation, stimulated employment and created economic activity for local partners and businesses.

Hume’s strategy to excel as a thriving organisation included a presentation to an international audience on behalf of The Centre for Partnerships and the Northern Housing Consortium (UK). As a participant in the Graduate Employment (GEM) Programme, Hume delivered a case study in best practice remote working during COVID-19, and more locally CEO Nicola Lemon gave a video presentation to Fairfield Council on how to effectively consult with service providers and identify collaborative strategies to address community needs during challenging times.

Hume’s Sally Regan and Michele Whitbourne presented at the Maitland Small Business Summit

OUR STRATEGIC PLAN TO 2025

Hume has three strategic pillars informing our work through to 2025. In 2020-21 Hume worked to achieve the following objectives within each pillar.

1 2 3

GROWTH SOCIAL IMPACT THRIVING ORGANISATION

Achieve profitable diversified growth

• Housing First Program – Together Home Program implemented in Southwest Sydney in 2020, expanding to 51 property and support funded packages implemented throughout 14 Packages in 2020 and expanding to 37 packages, with 10 in the Hunter region.

• Increase in human resources and capacity in Assets and Growth

Maximise social impact through customer driven services that change lives

• Invested further in the development of Hume’s Outcomes Framework program through building a data warehouse, undertaking international research and embedding key principles into program designs

• Utilised the LAHC stimulus funding to upgraded 70 homes in 70 days in the Hunter, improving the lives of all involved

• Strengthened the localised service delivery model through achieving the goals of the Neighbourhood Plans in collaboration with customers and community partners.

• Designed and implemented a Partnership Tool Kit strengthening commitment by all stakeholders to aligning goals and working collaboratively for stronger community outcomes

• Finalised a sophisticated Whole of Location Service System plan building Hume’s connections with key stakeholders in the Hunter region and embedding our leadership and advocacy approach

• Designed and delivered community connection programs building cohesion, capability and capacity, particularly with younger community members

• Tackled social isolation with creative solutions, engagement of customers in the design of programs and developing mentors to ensure sustainability

• Supported customers to prosper through many different Hume and partner services

• Improved communication with customers online and face to face with community pop up information centres on key subjects

CUSTOMER FEEDBACK

A survey was sent to 3,974 households covering all programs excluding temporary accommodation and Housing for People with Disability, with 1,120 (28%) responses received.

The percentages represent customers who indicated their satisfaction with the subject listed.

Deliver value for money through a progressive and high achieving organisation

• Improved IT platforms to improve communications across the board, as well as employee collaboration

• Introduced Innovative Customer Contact Centre technology – ticketing system, enhancing online engagement and first contact resolution

• Technology driven efficiencies and simplification of processes driving improvements in the bottom line

• Ensuring value for money to increase re-investment in customers and their homes

• Working within the community housing sector to offer leadership and support to others

• Multi-trader maintenance implemented for Metro and planned for Regional for 2021-22

• Won the Outstanding Employer Award in the 2021 Hunter Diversity and Inclusion Awards

• Won Australasian HR Best Change Management Award 2020

Overall satisfaction with Hume remains stable with 78% of customers happy with the services we provide, which is above the National Regulatory Scheme for Community Housing (NRSCH) benchmark of 75% across the board. The results for the 2020 Annual Customer Survey must be viewed in the context of the substantial changes Hume experienced inside 12 months, as we doubled in size, there were natural disasters with bushfires and floods and a worldwide pandemic. All these events have required additional support to our customers and an allocation of resources, in addition to substantial change for both employees and customers. The 2020 survey is the first year that the customers who were part of the

SHMT Tranche 2 transfer were included in the process. The integration of new stock and customers will take time and we recognise that our rapid growth may have also had some impact on existing customers, as we underwent a period of change. Until July 2021 Hume had minimal influence over the repairs and maintenance process in the regional areas. Repairs and maintenance are consistently rated as one of our customers top areas of concern. All these events have had an impact on Hume’s satisfaction scores, especially in the repairs space, complaints handling and an overall impact on return rates.

As an organisation we are committed to building strong relationships with our customers and the survey results will allow us to target customer priorities in both the regional and metro areas.

Throughout its operations in 2020-21, Hume also worked with many partners to support our customers in a variety of ways (see page 69 for full list of support partners).

OPERATIONS AND PERFORMANCE

IT SYSTEMS

Highlights 2020-21

• Successfully integrated four new multi-trade contractors

• Implemented a new computer platform called Folio to manage risks, contracts and compliance

• Implemented much of Hume’s IT roadmap such as refreshing the entire network backbone to better support working remote working.

• Set up 24-hour security operations and deployed new standing operating environments to on-board employees quickly

• New DocuSign, water billing, and payroll systems implemented

During 2020-21, Hume’s IT Systems have received a variety of upgrades and enhancements to help improve customer experience and management of important documentation.

New maintenance contract integrations

Hume successfully completed IT integrations with four multi-trade contractors for the Sydney metropolitan and Hunter regional areas – AGS and Willowdene for metropolitan areas, plus Programmed Facilities Management and Kingston Building for the Hunter. The key challenge was to get four different systems to talk to Hume’s system, and where 1each contractor has a unique system and workflow. The greatest challenge was creating an integration that would satisfy four separate system requirements and accommodate up to 13 different types of data, for example, notification of completion, completion of works, message, extension of times, appointment schedule, appointment reschedule, work health and safety report, quote, invoice and warranty reports.

When a customer enquires about their repair, we can provide an accurate update on the status of the work immediately, a task that previously took up to three days.

The integration took around three months, and provides Hume and its customers real-time updates at every stage on all customer repairs and maintenance work as it occurs. Other benefits include an overall improved customer experience for quality assurance checks of all repairs and automated processing of invoices.

Folio enhancements for compliance

Hume has implemented a computer platform called Folio to look after contract management and compliance, which will complement Hume’s management of its obligations. A compliance register was uploaded to Folio and compliance obligations will be assigned through this system to compliance obligation owners.

Folio was selected as the compliance management system because Hume uses Folio for risk and incident management and can link compliance obligations with risks, contracts, and incidents recorded in the system. It also has a workflow functionality, allowing compliance obligation owners to receive scheduled notifications when compliance tasks are due. Folio is easy to use and has a customisable reporting system and dashboard functionality.

IT Roadmap results

Hume’s IT roadmap is an ongoing rolling plan which is developed every three years, with 2020-21 being its final year and the next three years being planned in 2021-22. The list of initiatives and priorities IT will set out to achieve underpin our strategic initiatives and ensure systems are reliable, secure, and meet the needs of the organisation.The key elements of the IT Roadmap and its results during this past financial year were as follows:

• Refreshed Hume’s entire network backbone to better support working remote working.

• Implemented a Security Operations Centre for 24hour monitoring to improve security while preventing, detecting, analysing, and responding to cybersecurity incidents.

• Deployed a new Standard Operating Environment to allow for automated and rapid deployment of new computers to new starters and hardware replacements.

• Established a new data warehouse and created the new role of Data Manager and Data Business Partner to lead a dedicated reporting and data function within the IT Team.

• Developed an in-house water billing system that automatically processes water bills from Sydney Water and Hunter Water and efficiently calculates tenant recharges.

• Implemented and rolled out a new HRIS and Payroll system via and an outsourced payroll for improved process efficiency and less manual intervention.

• Implemented DocuSign for Digital signatures on Lease Packs and tenant lease renewals allowing for remote signups.

Freshdesk integration

Freshdesk is a software system created by Freshworks, which Hume introduced at the start of COVID-19 in early 2020 so Hume teams could remotely support customers. As the benefits of this new system were quickly realised, it has now become embedded in our operational systems.

Freshdesk is a ticketing system and categorises customer requests, interactions, and activities, prioritising them based on type. Service level agreements are also automatically applied in the system, and these measure the time it takes to resolve customer queries to ensure a timely service. This way efficiencies and response times can be measured. During the year, Hume successfully onboarded all customer-facing roles and neighbourhood officers onto the new system enabling prioritisation and central management of all customer requests.

Risk management and compliance at Hume was boosted with the implementation of Folio software.

OPERATIONS AND PERFORMANCE

COMMUNICATIONS AND MARKETING

Highlights 2020-21

Social media

• Social media growth up 40%

• Hume’s media coverage increased 80%

• Crisis Communications Plan and training implemented

• Facebook affordable rental awareness campaign supported occupancy levels

• Introduced SDA electronic newsletters to engage stakeholders and promote vacancies

Hume’s LinkedIn profile increased 40% from 1,404 to 1,965.

Facebook followers increased from 1,802 to 2,460 or 38% advertising reached of 135,502 people and 63,300 link clicks. The top Facebook boost post had a reach of 7,569, which promoted Hume’s Livechat feature on the website.

Twitter grew 780 to 838 followers – an increase of 7%.

Instagram following increased to 345.

Internal communications

168 active users and

160 engaged users

(those who interact regularly by posting and commenting) and several live employee events held during COVID-19 work at home orders.

External communications

13 proactive stories about customers and staff in the news.

A top post reaching 5,156 people with 1,151 post engagements and 276 reactions.

SOCIAL MEDIA

Facebook advertising reached:

135,502

2460

838

Communications’ response to COVID-19

Creating and distributing targeted communications for employees, customers, partners, and other stakeholders during the COVID-19-19 pandemic was a focus

Customer communications

Four issues of HumeLife magazine engaged stakeholders. An innovative new audio files concept called “read-a-letter” was introduced to help customers experiencing literacy challenges.

Employee communications

Employee were kept informed and engaged while working remotely. Workplace Special interest Groups were introduced to foster social interaction online for a remote workforce with 155 employees participating.

eviction moratorium together with listing strategies to fill vacancies and support customers retain tenancies during COVID-19 were implemented.

Marketing

Marketing activity on social media was undertaken throughout the year to fill vacant affordable rental properties and drive awareness of eligibility for affordable rentals.

Virtual inspection video tours were created to increase uptake in affordable housing vacancies and to eliminate face-to-interactions during COVID-19.

An affordable housing campaign was created and promoted via Facebook to raise awareness of community housing and Hume. The campaign explained is eligibility requirements to access rental accommodation that is up to 25% less than market rate.

7569

345

EMPLOYEE COMMUNICATIONS

1168

127,685 Facebook up 1802 to or 38% employees on Workplace (99%)

160 engaged users (96% of activated users)

1262

Comprehensive communication plans to support employees understand and adopt change were implemented throughout the year and contributed to the successful delivery of these projects.

OUR

AWARDS

2021 ZEST Awards

Instagram 0 to 345 Instagram followers in 2021 messages were sent by 184 people

21,764

Top Facebook boosted post reached reactions were made by 176 people Twitter followers up 7% from 780

posts were made by 101 people

A suite of dynamic and entertaining video communications was rolled out to assist employees to understand and support important projects and initiatives.

Stakeholder Engagement and Communications

Communications supported a raft of stakeholder engagement activities, providing videos, presentations, and speaking notes to promote Hume services, expertise, and results. These included profile-raising at the Maitland Business Chamber Sponsorship, pa presentation profiling the use of National Housing Finance Investment Corporation bonds to drive social impact to Pendal Group and ESG Fund Manager and the development of an Induction Presentation to onboard contractors by educating them about our values, operations and expectations.

We supported important programs including the first Market Rent Review for Hunter customers. We took steps to develop local MP communications to educate and engender confidence in Hume’s approach to introducing Market Rent Review in the Hunter region successfully mitigated complaints.

We supported landlords using electronic direct mails and letters notified them of changes to the National Rental Affordability Scheme, COVID-19 updates, and the

(won) 2021 ZEST Hall of Fame: Dusanka Mrdjenovic

2021 Hunter Diversity and Inclusion Awards

(won) Outstanding Employer: Hume Community Housing

2020 Australasian HR Awards

(won) Best Change Management Strategy: Social Housing Management Transfer

(shortlisted) Employer of Choice: Hume Community Housing

2020 PowerHousing Awards

(shortlisted) Rising Star: Jasmine Tarabay

OPERATIONS AND PERFORMANCE

GOVERNANCE FINANCE AND PEOPLE

AND CULTURE

Highlights 2020-21

• Employee Opinion Survey, recorded 99% of employees as aligned with our purpose and values.

• Won Outstanding Employer Award in the 2021 Hunter Diversity and Inclusion Awards.

• New (HRIS) launched to enable employees to manage their leave, pay and expense requests.

• Adapted learning and employee onboarding to create blended online and virtual experiences.

• Boosted focus on wellbeing plus Work Health and Safety during global pandemic.

As an inclusive organisation, Hume surveys all employees to gather feedback on their experience and thoughts as employees, using an Employee Opinion Survey (EOS). Highlights from the EOS include sector leading scores such as:

95%

99%

of employees believe in the overall purpose of Hume of employees believe in the values of Hume participation rate

91%

• Developed and rolled out our own training in Customer and Employee Incident Reporting across the organisation, enabling us to better address and manage risk.

• Revamped our corporate induction to create 12 virtual sessions for new starters to incorporate subjects including operations, wellbeing, work, health and safety, values, performance and behaviour fram work, our Reconciliation Action Plan (RAP), and incident reporting. This provided new employees with the best possible start at Hume.

90%

98% of employees stated their co-workers give them help and support of employees stated they like the work they do

Hume was the first Australian Community Housing Provider (CHP) to complete the United Kingdom based Graduate Employment (GEM) Programme. Three Hume employees qualified for the Level 4 Certificate in Housing (QCF) qualification from the Chartered Institute of Housing – a qualification that takes up to 12 months to achieve and cannot be acquired in Australia. This international experience not only provided networking opportunities with organisations from CHPs across the United Kingdom, Hong Kong, and Canada, it also allows Hume to be a GEM for life and allow them to participate in special research projects. In this vein, Hume continued its contributions to the international housing sector by participating in an international research project paper on remote working which was released in May 2021. Hume also undertook learning initiatives across the year, with a focus on employee wellbeing and further enabled them to continue providing excellent customer services These included:

• Revamping our Core Learning Modules focused on quality, corporate and work health, and safety learning in preparation for the launch of our new Learning Management System (LMS) in late 2021.

• Continued development of technical learning modules in consultation with internal subject matters experts, to further increase the capacity of our front-line team members in supporting customers.

• Investment in training for front-line employees to enhance the customer experience with external experts in the areas of cultural awareness, de-escalation techniques, domestic violence, accidental counsellor, trauma informed practice, NSW Civil and Administrative Tribunal (NCAT) training. These sessions were revamped to be delivered in a COVID safe manner for relevant employees regardless of their work location.

Our employees continued to access our two wellbeing and employee assistance providers and took an active role in role in maintaining their wellbeing, accessing tools and resources, webinars and coaches. The usage and take up of our employee assistance program (EAP) services reflects worldwide employee and community trends, particularly in year two of the global pandemic.

Hume was delighted to be named Best Change Management Strategy in the 2020 Australasian HR Awards, a national award that recognises excellence and innovation in shaping, managing, and influencing organisational change. This award was in recognition of the work that went into ensuring our organisation and people were equipped for the management transfer of over 2,000 social housing properties in late 2019.

This year we celebrate the following employees who reached significant long service milestones with Hume:

5 years service Lauren Burgess, Veronica Tedone, Keelin Owen-Taylor, Alison Ora, Sririsay Vukovic, Lara Hook, Michelle Kemp, Sarithya Tuy. 10 years service Julie Bojarski, Noha Gabriel. 15 years service Vivian Lisciotto.

OUR MANAGEMENT AND ACCOUNTABILITY

Hume is a registered Tier 1 Community Housing Provider (CHP) and operates under the regulations required by the National Regulatory System for Community Housing (NRSCH).

It is a requirement of NRSCH that Hume operates in accordance with a code of governance that is consistent with the Australian Securities Exchange (ASX) Corporate Governance Principles.

The ASX describes corporate governance as ‘the framework of rules, relationships, systems and processes within and by which authority is exercised and controlled in corporations.’ It encompasses the mechanisms by which Hume, and those in control, are held to account. As a not-for-profit organisation, Hume is not a listed entity, therefore ASX’s Corporate Governance Council recommendations may not the relevant or appropriate to Hume’s circumstance. However, our Board believes that Hume must provide the same robust governance framework and operate in accordance with the principles of the ASX’s Corporate Governance Council Corporate Governance Principles and these have been included into Hume’s governance principles below.

1. Purpose and strategy

2. Roles and responsibilities

3. Board composition

4. Board Effectiveness

5. Risk Management

6. Performance

7. Accountability and transparency

8. Stakeholder engagement

9. Conduct and compliance

10. Culture

Our corporate governance framework provides effective, sustainable operations and continuous improvement. Our services and infrastructure are provided reliably, efficiently, and effectively with the appropriate quality levels of service to customers and stakeholders.

We remain solvent and comply with all legislative, financial, ethical, and contractual obligations. We build corporate awareness as a shared responsibility of directors, management, and employees to uphold the values and purpose of Hume.

We identify resources and operational capabilities to ensure effective corporate governance processes align with best practice.

Our Board

The Hume Community Housing Board of Directors is structured around principles of good governance. We are governed by an independent skills-based board that has up to 10 directors. Our directors have experience and skill sets that support the scale and scope of our business as well as our planned growth. The Board is committed to strong governance, community spirit and advocacy for those who require assistance. Hume’s directors provide skills and expertise in governance, legal, risk and compliance, information technology, marketing, property development, financial management, human resources, community services, urban planning, housing, disability services and asset management.

As on 30 June 2021, Hume’s directors were:

• Jayson Bricknell

• Phillip Hepburn

• Robyn Parker

• True Swain

• Larraine Eddy

• Sue Holliday

• Nathan Rees

• Robert Vine (Chairperson)

Information about each of our directors is included on page 62.

Our Board undertakes annual reviews of its performance to ensure that it is performing to its maximum effectiveness and the appropriate governance arrangements are in place. In addition to a skills matrix and annual skills gap analysis, all directors are encouraged to attend training and professional development courses, as required, at Hume’s expense. We recognise that while our Board of Directors are ultimately responsible for corporate governance, good corporate governance is a shared responsibility. Members of the Board, CEO and Executive Team and our employees have a responsibility to ensure that Hume is well governed.

All employees and directors must comply with Hume’s code of conduct. Our Board attendance is detailed opposite.

BOARD PATRON: PAT MARTIN

Patricia Martin OAM, Dip.E, Dip. ME, JP, MAHI, MOAA has been involved with Hume’s operations for the last 21 years including serving a 17-year term as President of the Hume Board before her appointment as Board Patron in 2007. Pat has also served terms as President of the Fairfield Community Resource Centre as well as the NSW Federation of Housing Association. Pat owned and operated a successful travel study company, Cindela Consultants, which coordinated study visits to and from Japan for government officials in the areas of retirement, stock exchange and police and fire brigade. Pat is also a former secondary teacher with 15 years teaching experience. In 1982, Pat was awarded the Medal of the Order of Australia (OAM) for her service to youth welfare. Pat is a current member of the Australasian Housing Institute and member of the Order of Australia Association.

OUR GOVERNANCE COMMITTEES

First Name Last Name Title Board Meeting (inc. Special Board Meetings)

Held Attended

Larraine Eddy Director 8 7

Robert Vine Chair 8 8

Susan Holliday Vice-Chair 8 8

True Swain Director 8 8

Nathan Rees Director 8 8

Phillip Hepburn Director 8 8

Jayson Bricknell Director 8 8

Robyn Parker Director 8 8

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

• Governance, Audit & Risk Committee

• People and Culture Committee

• Growth, Development & Sustainability committee

• Customer Experience Committee

Each committee has a charter and is chaired by a non-executive director. Each committee is entitled to obtain professional advice at Hume’s expense. Table 2 shows our governance subcommittees, their membership and functions, and the number of times they met during the year.

This Committee assists the Board with the following functions: Ensuring good corporate governance and processes.

Reviewing and approving Hume’s budgets, financial statements, accounting policies and the control environment.

Ensuring compliance with legislation, oversight of risk management and internal control policies.

Monitor solvency of Hume.

The purpose of the Committee is to assist the Board to discharge its obligations in respect of.

The appointment, performance and remuneration of Directors, including the Chief Executive Officer.

Setting Hume’s overall People & Culture policies.

The purpose of the Committee is to assist the Board in the development and implementation of Hume’s growth strategies and make recommendations to the Board with respect to investments in such growth strategies as well as oversee the Hume sustainability strategy.

The purpose of this committee is to assist the Board to understand and give the necessary priority to the needs and expectations of Hume’s customers.

Members

Jayson Bricknell (Chair)

Robert Vine

Phillip Hepburn

Nathan Rees Robert Vine (Chair)

Jayson Bricknell

Robyn Parker

Larraine Eddy

True Swain (Chair)

Nathan Rees

Phillip Hepburn

Robert Vine

Sue Holliday

Robyn Parker

Robert Vine

True Swain

Larraine Eddy

Number of meetings 7 4 6 6

GOVERNANCE AND FINANCE

Risk management

Hume has a risk management framework in place for the identification and effective management of risk consistent with AUS/NZ ISO 31000:2018.

The CEO is responsible for completing the risk matrix to assess risks and potential risks effecting Hume. Hume is not exposed to material environmental or social risks. Internal controls are in place to mitigate against any material business risks. Risks of strategic, financial, and operational natures are reviewed on a regular basis by the Audit and Risk Committee, which makes recommendations to the Board.

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

Compliance framework

Hume has established a Compliance Management Framework that enables the organisation to demonstrate its commitment to complying with relevant laws, including regulatory requirements, industry codes and organisational standards of good governance, best practices, ethics and community expectations.

It has been developed with reference to AS ISO 19600:2015 Compliance Management Systems.

The management of compliance obligations at Hume is based on the ‘three lines’ model of risk management. Inherent in this model is the separation of the audit and management functions, and the relationship between each and with the Board.

The Board is ultimately responsible for organisational compliance. As delegate of the Board, the Governance, Audit and Risk Committee is responsible for:

• effective oversight of the compliance management system

• monitoring how actual or potential non-compliance is addressed and rectified

• reporting to the Board as appropriate

• receiving internal audit reports.

Internal audit

Internal Audit is delivered through the Legal, Risk and Compliance function and provides assessment and assurance to the Board, the Governance, Audit and Risk Committee and Executive Team regarding the effectiveness of Hume’s Enterprise Risk Management Framework and the effectiveness of controls. The

work of this function allows for continuous improvement of the Enterprise Risk Management Framework and Compliance Framework and the strengthening of controls.

Accountability and transparency

Hume has compliance procedures in place to ensure timely and balanced disclosure of information, in line with the Registrar, Legislation, Australian Charities and Non-profits Commission, and Australian Securities and Investments Commission funding body requirements. Our Company Secretary is responsible for ensuring that necessary steps have been taken within Hume and that they are brought before the Board for discussion, and subject to amendment, approval.

Culture of acting lawfully, ethically and responsibly

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

These policies include:

• Code of Conduct

• Standards, Ethics and Values Statement

• Conflict of Interest Policy

• Whistle-blower and Employee Disclosure Policy

• Fraud and Corruption Prevention Policy

• Gifts and Hospitality Policy.

These policies are developed in accordance with our values (which are based on the principles of social justice and ethics), and in line with legislative requirements.

Hume employees are expected to always operate in a professional manner, with a customer-focused approach. Our governance policies clearly set out the expectations for behaviour to ensure that conduct and decision making are consistent with our values and uphold our reputation.

Privacy

During 2020–21, Hume had one privacy incident that, as a precaution, was reported to the Office of the Australian Information Commissioner. The incident involved a potential breach of a contractor’s IT system. Hume’s IT security processes proved effective, and its systems were not compromised.

Approach to human rights

Through our corporate values, Hume advocates for those people in society who have been marginalised.

To that end, we embrace the tenets behind the Black Lives Matter movement and believe in championing equality for all.

We acknowledge the marginalisation of Aboriginal and Torres Strait Islander people and the gap in outcomes

for them compared to the general Australian population. During the year, Hume developed a draft Reconciliation Action Plan (RAP) to further our commitment to Australia’s Aboriginal and Torres Strait Islander communities. For more information, see page 1.

Racism is never acceptable, and we all have a responsibility to stand up against it. Our organisation committed to preventing racism and participated in the ‘Racism: It stops with me’ campaign in 2020.

Board and management accountability

GOVERNANCE AND FINANCE

EXECUTIVE LEADERSHIP TEAM

Our Executive Team is passionate about Hume, the role it plays to improve people’s lives and the creation of communities where people want to live. The team has a depth of experience to guide Hume into the next stage of its growth, sustainability, and delivery.

NICOLA LEMON

BA (Hons), LLB, MAICD Chief Executive Officer

Nicola is focused on building a more equitable world—one where those most vulnerable have access to safe, secure housing and services to enable them to prosper, contribute to their community and assume their meaningful place in society.

She positions Hume as a profit-for purpose organisation, in the conviction that community housing providers must be outstanding business organisations. Since her appointment in 2008, Nicola has forged a thriving organisation, one that is financially sustainable,

SEAN PARKER CA, AGIA

Chief Financial Officer and Company Secretary

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

He has strong finance and risk management skills and recent experience includes strategy and business development responsibilities with a positive impact on stakeholder value. He is experienced in property funds management and previously had responsibility for large scale financing as well as mergers and acquisitions.

He was also responsible for acquisition and development of childcare centres as part of a senior management role with a premium childcare provider. Sean was elected to the Tharawal Housing Aboriginal Corporation Board in September 2019. Sean is also Chairman of the Board of Gowrie NSW, a leading provider in early learning. Sean has led Hume’s business continuity planning team in responding to the COVID-19 pandemic.

In May 2020, towards the end of our previous financial year, our Chief Operating Officer, Julie Bojarski, took a sabbatical and was replaced by David Ballhausen until she returned in early 2021.

focused on business growth, innovation, commitment to purpose, and accountability. Nicola champions consultation with customers, employees, and partners to foster continual organisational and industry improvement. She is committed to providing holistic, long-term solutions that support education, and well-being. Equipping people with a roof over their heads, as well as opportunities to improve their economic and social wellbeing, has seen record numbers of Hume customers successfully navigate their way into private housing, secure jobs, volunteering opportunities, and improved social outcomes.

She has been a member of the Board of PowerHousing Australia since 2012 and has been the Chairperson since 2016. Before joining Hume, Nicola held roles in housing associations in the United Kingdom. She has led regeneration projects, large-scale real estate renewal programs, new-build constructions, and service delivery design projects.

MICHAEL KOURAKISCA, MBA, B. Ec, Grad Cert Public Sector Mgmt, Grad Dip Secondary Education and Training Executive Manager, Assets Growth and Manager Strategic Projects (from October 2020)

Through this experience Michael has strengths in identifying and developing partnerships with key and likeminded organisations to grow housing opportunities for target customer groups. Prior to joining Hume, Michael was involved in the $700 million Westwood Urban Renewal Project, the largest urban renewal project involving social housing ever undertaken in Australia.

At the end of October 2020, Michael made a career move to have a take on a new role at Hume with a more project focus, entitled Manager Strategic Projects.

MICHAEL CLARK Executive Manager, MBA Assets Growth

Michael has 25 years’ experience in both the private and public sectors and a career experience that spans New Zealand, the United Kingdom and Australia.

Michael has held senior leadership roles for the past 17 years covering multiple property services and functions in private consultancy,local government and state government sectors.

Michael brings a wealth of experience in change leadership, developing and implementing long term strategic plans and implementing best practice operating models to ensure delivery of strategic objectives. This has led to building significant development pipelines and projects, and improvements in performance, better social outcomes and healthier financial returns.

Michael is a qualified property professional and holds a Master of Business (MBA) from Southern Cross University in NSW.

JULIE BOJARSKI

Alumni 2015 Sydney Leadership, Social Leadership Australia Chief Operating Officer

Julie’s key strengths are her advocacy for customers and leadership of teams to provide high-quality frontline customer service and innovative partnerships and programs.

Since 2011, Julie has led Hume’s operations portfolio through a period of dynamic change and growth. Her leadership has resulted in improved customer service and collaboration with stakeholders and partners, ensuring Hume delivers innovative services and programs to the most vulnerable community members.

She has embedded a strengths-based approach to challenging our customers and the community to work together on social justice issues and community cohesion projects. Julie has extensive experience in local government, including in community services, asset management, leasing of community buildings, and early childhood services.

Julie took a period of extended leave in 20/21 returning 15 January 2021.

SHARN CHISHOLM

Dip. HRM Executive Manager, People, Culture and Communications

Sharn joined Hume in 2019, bringing with her an impressive record of strategic business outcomes for some of Australia’s largest ASX companies and non-profit organisations. Sharn is a resilient, values driven, empathetic leader, who is committed to building and sustaining high-performance cultures. She draws on her expertise to serve as a creative disrupter, positively challenging the status quo to propel an organisation forward. Sharn’s experience in delivering complex programs, such as large start-ups and mergers and acquisitions, is underpinned by an innate understanding of an organisation’s capacity and readiness for growth and change.

Sharn is an influential all-rounder, working collaboratively to design, develop and implement innovative communication, marketing and people-centric strategies and programs that will deliver long term transformational growth, while ensuring organisational and financial sustainability. In her spare time Sharn volunteers her expertise to Inala Disability Services.

ANDREA RITCHIE Certificate in First Line Managing, Chartered Management Institute Executive Manager, Customer Experience

Andrea is a highly experienced executive manager with expertise in Australia’s community housing sector and the UK’s government housing and homelessness sector. She has proven ability achieving results, whilst demonstrating strong leadership skills in a dynamic and complex environment. In Andrea’s seven years at Hume, she has served as Acting Chief Operating Officer, Executive Manager, Performance Analytics and Business Process Improvement, and was appointed to lead Hume’s Social Housing Management Transfer project. This was the largest transformation project in Hume’s history and its success draws on Andrea’s extensive experience in project management, change management and team building. In 2019, Andrea was appointed Executive Manager, Customer Experience, a new division in Hume focused on delivering service excellence that includes front line services based on customer need and a low effort, high trust customer experience.

Andrea left Hume on 28 June 2021 for new endeavours interstate and was replaced by Victor Prasad, Executive Manager Customer Experience on 2 August 2021.

Michael joined Hume in 2016. He has specific experience in the delivery of urban renewal projects across Australia and the management of housing portfolios to maximise economic, social and physical outcomes.

FINANCIALS

HUME PARTNERS 2020-21

• Allambi Care

• Anglicare

• The Benevolent Society

• Bonnie Women’s Support Services

• Carrie’s Place

• Centrelink

• Cerebral Palsy Alliance

• Claymore Action Group

• Co-Care NDIS provider

• Compass Housing Services

• Core Community Services

• Craze Lateral Solutions

– Dr. Leanne Craze

• Daystar Foundation

• DigiHouse

• Dundas Area Neighbourhood Centre

• Generous and the Grateful

• Habitat for Humanity

• Hears to Home, NDIS provider

• Hunter New England Mental Health Service

• Infoxchange

• Kari Aboriginal Resources

• Kingston Building Australia

• Land and Housing Corporation NSW

• Legal Aid

• Life Without Barriers

• Liverpool Migrant Resource Centre

• Liverpool Neighbourhood Connections

• Liverpool PCYC

• Macarthur Homelessness Steering Committee

• Macarthur Real Estate Project

• Maitland Neighbourhood Centre

• Mai-Wel

• Mindaribba Local Aboriginal Land Council

• Mission Australia

• National Rugby League (NRL)

• NEAMI National

• Northcott

• Not For Profit Alliance

• NSW Department of Communities and Justice

• O’Donnell & Hanlon

• Partners in Employment

• Port Stephens Family & Neighbourhood Services

• Programmed

• Royal Rehab

• RTC Group

• Samaritans

• Save the Children

• Seed Harvest Spoon

• Small Shift

• South West Mental Health – Liverpool

• St Vincent De Paul Society NSW

• South Western Sydney TAFE

• Sydney Self Defence

• Telopea Connections

• Tharawal Aboriginal Housing Corporation

• The Collectives

• The Smith Family

• The Uniting (Campbelltown)

• Ungooroo Aboriginal Corporation

• United Way Australia

• Warlga Ngurra

• Wellways

• Wesley Mission

• Western Sydney Partners in Recovery

• Western Sydney University

• Westfield Liverpool

• Whitelion

• Willowdene

• Women’s Homelessness Service

• Woodberry Family Centre

• Yfoundations

• Yourtown

DIRECTORS’ REPORT - 30 JUNE 2021

The directors present their report, together with the financial statements, on Hume Community Housing Association Company Limited (referred to hereafter as ‘registered entity’ or ‘Hume’) for the year ended 30 June 2021.

Directors

The following persons were directors of the registered entity during the whole of the financial year and up to the date of this report, unless otherwise stated:

• Robert Vine

• True Swain

• Phillip Hepburn

• Nathan Rees

• Susan Holliday

• Larraine Eddy

• Jayson Bricknell

• Robyn Parker

Objectives and strategy for achieving the objectives

The registered entity has a strategic plan (2020-2025). The objectives of the strategic plan are to consolidate and deepen our footprint, maximise social impact and develop a thriving organisation.

The registered entity’s activities resulted in the continuation of the registered entity’s Tier 1 registration by the NRSCH and produced a surplus that will be used

to further the registered entity’s long-term objectives.

Ongoing assessments have been undertaken to determine the impacts that the Coronavirus (COVID-19) pandemic has had, or may have, on the company. This consideration extends to delivery of services, impact on customers, staffing and geographic regions in which the entity operates. Based on current assessments there does not currently appear to be either any significant impact on the financial statements or any significant uncertainties with respect to events or conditions which may impact the entity unfavourably as at the reporting date or subsequently as a result of the COVID-19 pandemic.

Principal activities

During the financial year the principal continuing activities of the registered entity was the provision of tenancy and property management services, as well as providing a wide range of housing options and support services to improve housing security and reduce homelessness.

Performance measures

The registered entity measures its performance by meeting the objectives established in the annual business plan and departmental service delivery plans to deliver the strategic objectives.

Key performance indicators are also established and monitored both internally and as a comparison to external benchmarks. Hume’s performance for 2021 is reported in the 2021 Annual Report.

INFORMATION ON DIRECTORS

ROBERT VINE

Dip.Mngmt. Grad Dip. HR, MAICD

Chairman, Member of Governance, Audit and Risk Committee; Growth, Development & Sustainability Committee; People and Culture Committee; and Customer Experience Committee

Robert Vine has served 19 years on the Hume Board including a two year spell as Chairman before being

appointed again to the Director position in 2012 after a three year break.

Robert has been involved in “Not for Profits” management since 1972 culminating in retirement as CEO of one of the State’s largest groups of Co-operative Housing Societies.

With tertiary qualifications in Management, Human Resource Planning, Accounting and Financial management Bob brings to Hume an all-round raft of experience. Still serving on the NSW Government Co-operatives Advisory Board he is actively involved in the provision of affordable housing.

SUSAN HOLLIDAY

GAICD, BA (economics), MPhil (town and country planning) FPIA, CPP, GAICD, BA (Economics), MPhil (Town and Country Planning)

Deputy Chair, Chair of Customer Experience Committee, member of the Growth, Development & Sustainability Committee; Life Fellow, Planning Institute of Australia

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

TRUE SWAIN

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

Director, Chair of Growth, Development & Sustainability Committee and Member of Customer Experience Committee

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

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

In his current executive position, as a Director at Taronga Zoo Conservation Society Australia, True is accountable for a $300+ million transformational property development program that is being progressively delivered across both metropolitan and regional sites. The above professional experience is underpinned by multiple tertiary qualifications, including Juris Doctor, Master of Business Administration, Masters of Property Development, Graduate Certificate in Commercial Arbitration, Bachelor of Construction Project Management and Graduate of Australia Institute of Company Directors course.

True is an experienced senior executive manager and director, who has a wealth of professional property development, project management, risk management, corporate governance and business expertise, in both

LARRAINE EDDY

JP

Director, Member of People and Culture Committee and Customer Experience Committee

True is passionate about providing quality homes and services that enables Hume’s Customers to prosper. True was elected to the Hume Board in March 2014.

Larraine Eddy holds a Certificate in Welfare as well as an Advanced Certificate in Working with Older People. Larraine has over 23 years’ experience working with older people and for the last 18 years has been advocating housing issues for the aged community through the “Assistance with Care and Housing for the Aged” Program in NSW.

Larraine has held a position on the Hume Board since 2005 (Larraine previously held a position on the Hume Board from 1998-2003) and is an active member of People and Culture committee and Customer Experience committee.

PHILLIP HEPBURN

B EC, LLB, LLM, Grad Dip Company

Secretarial Practice

Director, Member of Growth, Development & Sustainability Committee and Governance, Audit & Risk Committee

Phillip has extensive experience in setting up legal, governance and compliance functions, advising Boards

JAYSON BRICKNELL

B Ec, GAICD

Director, Chair of Governance, Audit & Risk Committee and member of People and Culture Committee

Jayson is an experienced Financial Services executive with broad business experience across a number of disciplines. He has specific expertise and a proven track

THE HON. NATHAN REES

Director, Member of Growth, Development & Sustainability Committee and the Governance, Audit and Risk Committee

on all aspects of legal and compliance issues. Phillip was previously General Counsel and Group Secretary at Stockland where his role also included providing commercial and legal advice on business and property acquisitions and sales, and on all aspects of property development and capital management activities undertaken by the organisation.

Phillip has extensive experience in management across the property, banking, retail and agricultural sectors and has also acted as a mentor to senior executives. Phillip has a strong interest in the areas of Board governance, risk and compliance. Phillip was elected to the Hume Board in February 2016.

THE HON. ROBYN PARKER

GAICD, JP

Director, Member of Growth, Development & Sustainability Committee, People and Culture Committee and Customer Experience Committee

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

followed by four years as the Member for Maitland. Robyn chaired many Parliamentary Inquiries and was the NSW Minister for the Environment and Minister for Heritage (2011-2014).

Since leaving politics, Robyn has been appointed as a non-executive Director to a number of environment, education and for-purpose organisations.

Commercially focused and community driven, Robyn brings to Hume in-demand capabilities of leading transformation and applying the right level of strategic thinking required as the organisation embarks on a bold future

record in customer experience, program and project management for system deliveries, stakeholder engagement, transformation programs, operational performance improvement, growth and strategy definition and execution (including mergers and acquisitions).

His experience includes 10 years with Westpac Group, 2 years with Third Horizon Consulting, 15 years with Macquarie Bank and over 5 years with Arthur Andersen & Co and PricewaterhouseCoopers. In his current role with Westpac as a Director, Product and Service Development, he is responsible for designing and delivering the digital experience on a large Home Ownership transformation program.

Jayson was elected to the Hume Board in March 2017.

Robyn served in the NSW Parliament for twelve years serving first as a Member of the Legislative Council,

MEETINGS OF DIRECTORS

In particular, as a long-term resident Robyn has a unique, strong and well-established network of contacts and relationships coupled with a deep understanding of the Maitland and Port Stephens LGAs and their people which was invaluable in Hume’s transition to manage over 2,000 homes under the NSW FACS Social Housing Management Transfers program.

Robyn was elected to the Hume Board in February 2019.

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

Nathan served in the NSW parliament 2007-2015, including as Premier of NSW, Minister for Water, Minister for the Arts, Minister for the Central Coast and Minister for Emergency Services. He was the member for the Western Sydney seat of Toongabbie. He has a passion for Western Sydney and social justice.

Nathan was elected to the Hume Board in February 2017.

Contributions on winding up

In the event of the registered entity being wound up, ordinary members are required to contribute a maximum of $20 each. Honorary members are not required to contribute.

The total amount that members of the registered entity are liable to contribute if the registered entity is wound up is $260, based on 13 current ordinary members. This report is made in accordance with a resolution of directors.

On behalf of the directors

23 September

23 September

FINANCIALS

The above statement of profit or loss and other comprehensive income should be read in conjunction with the accompanying notes. The above statement of financial position should be read in conjunction with the accompanying notes.

Hume Community Housing Association Company Limited

Statement of changes in equity

For the year ended 30 June 2021

The above statement of changes in equity should be read in conjunction with the accompanying notes.

Hume Community Housing Association Company Limited

Statement of cash flows

For the year ended 30 June 2021

The above statement of cash flows should be read in conjunction with the accompanying notes.

Hume Community Housing Association Company Limited

Notes to the financial statements. For the year ended 30 June 2021

Note 1. Summary of Significant Accounting Policies

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

Basis of preparation

These general purpose financial statements have been prepared in accordance with Australian Accounting Standards – Reduced Disclosure Requirements and Interpretations issued by the Australian Accounting Standards Board (‘AASB’) and the Australian Charities and Not-for-profits Commission Act 2012, as appropriate for not-for-profit oriented entities.

The financial statements, except for the cash flow information, have been prepared on an accrual basis and are based on historical costs, modified, where applicable, by the measurement at fair value of selected non-current assets, financial assets and financial liabilities. The amounts presented in the financial statements have been rounded to the nearest dollar.

New, revised or amending Accounting Standards and Interpretations adopted

The registered entity has adopted all of the new, revised or amending Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (‘AASB’) that are mandatory for the current reporting period. Any new, revised or amending Accounting Standards or Interpretations that are not yet mandatory have not been early adopted.

Critical accounting judgements, estimates and assumptions

The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the reported amounts in the financial statements. Management continually evaluates its judgements and estimates in relation to assets, liabilities, contingent liabilities, revenue and expenses. Management bases its judgements, estimates and assumptions on historical experience and on other various factors, including expectations of future events, management believes to be reasonable under the circumstances. The resulting accounting judgements and estimates will seldom equal the related actual results. The judgements, estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below.

Estimation of useful lives of assets

The registered entity determines the estimated useful lives and related depreciation and amortisation charges for its property, plant and equipment and finite life intangible assets. The useful lives could change significantly as a result of technical innovations or some other event. The depreciation and amortisation charge will increase where the useful lives are less than previously estimated lives, or technically obsolete or non-strategic assets that have been abandoned or sold will be written off or written down.

Employee benefits provision

The liability for employee benefits expected to be settled more than 12 months from the reporting date are recognised and measured at the present value of the estimated future cash flows to be made in respect of all employees at the reporting date. In determining the present value of the liability, estimates of attrition rates and pay increases through promotion and inflation have been taken into account.

Fair value of owned properties

Critical estimates are made by the Directors in respect of the fair value of investment properties and land and buildings. The fair value of these investments are reviewed regularly by Directors with references to independent property valuations and market conditions existing at reporting date, using generally accepted market practices.

Fair value of leased property

The fair value of leased property that is classified as investment property has been determined with reference to the present market rental earning capability under the leasehold interest, including for the non-cancellable period plus any further option to renew which is likely to be exercised. Management has determined that this amount reasonably approximates the carrying amount of the lease liabilities at the reporting date.

Application of portfolio approach to private-market leases and sublease

classification

The Company has applied a portfolio approach to account for its leases of private-market residential property that are used by the Company as investment property. The Company earns rental income from these leased properties by entering into sublease arrangements with social housing tenants. Management has determined that the leased property comprises a population of leases with similar characteristics and reasonably expect that the effects on the financial statements of applying a portfolio approach will not differ materially from applying the standard to the individual leases in the portfolio. The lease term in the portfolio has been determined based on a historical analysis of property usage from the portfolio, and the Company’s social housing supply commitments. The lease term is calibrated based on the Company’s right to enforce the continued use of the properties to provide social housing. The subleases are classified for accounting purposes based on an assessment of the risks and rewards associated with the right of use asset arising from the leasehold interest, and not on the underlying property itself. Management has determined that the subleases should be classified as operating leases because the Company does not transfer substantially all the risks and rewards associated with the right of use asset to its social housing tenants. Consequently, the right of use asset is not derecognised in the financial statements.

Lease term

The lease term is a significant component in the measurement of both the right-of-use asset and lease liability. Judgement is exercised in determining whether there is reasonable certainty that an option to extend the lease or purchase the underlying asset will be exercised, or an option to terminate the lease will not be exercised, when ascertaining the periods to be included in the lease term. In determining the lease term, all facts and circumstances that create an economical incentive to exercise an extension option, or not to exercise a termination option, are considered at the lease commencement date. Factors considered may include the importance of the asset to the company’s operations; comparison of terms and conditions to prevailing market rates; incurrence of significant penalties; existence of significant leasehold improvements; length of funding associated with the lease; and the costs and disruption to replace the asset. The Company reassesses whether it is reasonably certain to exercise an extension option, or not exercise a termination option, if there is a significant event or significant change in circumstances.

Incremental borrowing rate

Where the interest rate implicit in a lease cannot be readily determined, an incremental borrowing rate is estimated to discount future lease payments to measure the present value of the lease liability at the lease commencement date. Such a rate is based on what the company estimates it would have to pay a third party to borrow the funds necessary to obtain an asset of a similar value to the right-of-use asset, with similar terms, security and economic environment.

Employee benefits

Short-term employee benefits

Liabilities for wages and salaries, including non-monetary benefits, annual leave and long service leave expected to be settled within 12 months of the reporting date are measured at the amounts expected to be paid when the liabilities are settled.

Other long-term employee benefits

The liability for annual leave and long service leave not expected to be settled within 12 months of the reporting date are measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.

Defined contribution superannuation expense

Contributions to defined contribution superannuation plans are expensed in the period in which they are incurred.

Goods and Services Tax (‘GST’) and other similar taxes

Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the tax authority. In this case it is recognised as part of the cost of the acquisition of the asset or as part of the expense.

Notes to the financial statements. For the year ended 30 June 2021

Note 2. Revenue and Other Income FINANCIALS

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the tax authority is included in other receivables or other payables in the statement of financial position.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the tax authority, are presented as operating cash flows.

Commitments and contingencies are disclosed net of the amount of GST recoverable from, or payable to, the tax authority.

Current and non-current classification

Assets and liabilities are presented in the statement of financial position based on current and non-current classification.

An asset is classified as current when: it is either expected to be realised or intended to be sold or consumed in normal operating cycle; it is held primarily for the purpose of trading; it is expected to be realised within 12 months after the reporting period; or the asset is cash or cash equivalent unless restricted from being exchanged or used to settle a liability for at least 12 months after the reporting period. All other assets are classified as non-current.

A liability is classified as current when: it is either expected to be settled in normal operating cycle; it is held primarily for the purpose of trading; it is due to be settled within 12 months after the reporting period; or there is no unconditional right to defer the settlement of the liability for at least 12 months after the reporting period. All other liabilities are classified as non-current.

Income tax

As the registered entity is a charitable institution in terms of subsection 50-5 of the Income Tax Assessment Act 1997, as amended, it is exempt from paying income tax.

Comparative figures

Where required by accounting standards, the comparative figures have been reclassified to conform to change in presentation for the current financial year.

Change in accounting policy

During the year, the Company changed the accounting policy for land and buildings held as property, plant and equipment to be accounted for using the revaluation method. The carrying value of the land and buildings in prior reporting periods were considered to be consistent with the fair value of the land and buildings and therefore there were no impacts as a result of the change in accounting policy on the financial statements of the Company. The amended accounting policy has been further detailed below in Note 8.

Recognition and Measurement

Rental revenue is recognised on a straight-line basis over the term of the lease, except when an alternative basis is more representative of the pattern of services rendered through the provision of the leased premises.

Revenue for services delivered in accordance with contracts with customers is recognised over time when the services are delivered or transferred to the customer or beneficiaries. When the service contract is executory in nature, the Company recognises revenue upon invoice if the right to invoice corresponds directly with the value transferred to the customer or beneficiaries through the Company’s performance to date.

For other contracts with customers, revenue is recognised when the Company transfers control of the sufficiently specific performance obligations identified from the contract. When the Company’s programmes and arrangements are not accounted for as contracts with customers, the Company accounts for the arrangement as a grant or contribution. For grants and contributions that are funding arrangements, the Company recognises the funds at the earlier of receipt of the funds or when the Company’s entitlement to invoice the grantor is established. For grants and contributions of property, the Company recognises the asset when title transfers or vests, or when a lease of the property commences. The asset provided by the grantor is recognised at fair value and the Company recognised any related amount at the same time as follows:

• A contractual obligation to repay any of the contributed funds that the Company cannot avoid is recognised initially and subsequently accounted for as a financial liability.

• An obligation to make lease payments is recognised and subsequently accounted for as a lease liability.

• A transfer of funds to enable the Company to procure new housing supply that will be recognised as property by the Company is recognised as a liability and subsequently recognised as other income when the property is acquired or constructed.

• Any residual is immediately recognised as other income.

Interest income is recognised as it accrues using the effective interest method.

Social housing subsidy program interest income relates to Hume’s financial interest in this completed program and is recognised in the periods when they are earned. Amounts receivable under this program were settled by transferring rights to property title and this has been separately disclosed in Note 9.

General Community Housing Assistance Agreements with the NSW Government in respect of social housing and the Social Housing Management Transfer (SHMT) program are considered to be service concession arrangements.

Service concession arrangements are accounted for as contracts with customers and revenue is recognised when the services are delivered or transferred to the customer or beneficiaries. Revenue is presented net of any payments that are made by the Company to the customer, including payments that are structured as lease payments under a CHLP.

Hume Community Housing Association Company Limited

Note 3. Expenses

Surplus before income tax includes the following specific expenses:

SHMT project expenses represents costs incurred in relation to 2,209 properties being transferred under the Social Housing Management Transfer program. Property rectification expenses represent the remediation costs incurred on investment properties, see Note 9.

Note 4. Cash and cash equivalents

Cash amounts restricted and held as cash on deposit was $7,208,542 as at 30 June 2021 (2020: $7,142,039) and are classified as other financial assets, see note 5.

Recognition and Measurement

Cash and cash equivalents includes cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value.

Note 5. Other financial assets

Recognition and Measurement

Other financial assets include term deposits held with financial institutions with original maturities of greater than three months.

Note 6. Current assets – trade and other receivables

Note 8. Property, plant and equipment

Recognition and Measurement

Other receivables are recognised at amortised cost, less any provision for impairment. The allowance for expected credit losses assessment requires a degree of estimation and judgement. It is based on the lifetime expected credit loss, grouped based on days overdue, and makes assumptions to allocate an overall expected credit loss rate for each group. These assumptions include recent revenue experience and historical collection rates. The company has increased its monitoring of debt recovery as there is an increased probability of customers delaying payment or being unable to pay in the current environment relating to COVID-19. The impacts of COVID-19 has been considered when determining the Company’s expected credit loss provision for the year.

Reconciliations

Reconciliations of the written down values at the beginning and end of the current financial year are set out below:

Note 7. Other assets

Recognition and Measurement

Payments made for deposits and costs for the development of investment properties are recognised as other assets when the payments have been made.

Recognition and Measurement

Land and buildings are stated at fair value, less subsequent depreciation and impairment for buildings. Any accumulated depreciation at the date of revaluation is eliminated against the gross carrying amount of the asset and the net amount is restated to the revalued amount of the asset. Increases in the carrying amounts arising on revaluation of land and buildings are reflected in other comprehensive income through to the revaluation reserve in equity.

During the year the land and buildings were independently valued by Jones Lang LaSalle. The valuation was based on the fair value. The valuations were conducted during the Covid-19 period and reflects the impact of the pandemic on the Directors’ valuation adopted. The valuation resulted in a revaluation increment of $1,469,610 being recognised for the year ended 30 June 2021 (2020: $nil). Refer to Note 9 for further details.

Plant and equipment and furniture and fittings are stated at historical cost less accumulated depreciation and impairment. Historical cost includes expenditure that is directly attributable to the acquisition of the items. For assets in the course of construction, no depreciation is applied until the asset is complete and is put into use by the registered entity.

Depreciation is calculated on a straight-line basis to write off the net cost of each item of property, plant and equipment over their expected useful lives using the following rates per annum:

The residual values, useful lives and depreciation methods are reviewed, and adjusted if appropriate, at each reporting date. An item of property, plant and equipment is derecognised upon disposal or when there is no future economic benefit to the registered entity. Gains and losses between the carrying amount and the disposal proceeds are taken to profit or loss.

Estimation of useful lives of assets

The registered entity determines the estimated useful lives and related depreciation and amortisation charges for its property, plant and equipment and finite life intangible assets. The useful lives could change significantly as a result of technical innovations or some other event. The depreciation and amortisation charge will increase where the useful lives are less than previously estimated lives, or technically obsolete or non-strategic assets that have been abandoned or sold will be written off or written down.

Note 9. Investment properties FINANCIALS

* In December 2017, the NSW Government strengthened the fire safety laws with the introduction of the Building Products (Safety) act 2017. During 2018, the registered entity undertook a fire risk assessment of its investment property portfolio which identified certain non-compliance. The director’s valuation as at 30 June 2020 takes into account the estimated costs of remediation less any expected recoveries from third parties in determining fair value and as such the net provision for remediation works was recognised as a fair value decrement to the valuation in the comparative period.

Recognition and Measurement

Investment properties principally comprise freehold land and buildings (comprising owned property and leased property) held for long-term rental and capital appreciation that are not occupied by the registered entity. The Company leases property from landlords to provide affordable housing to customers and building space for its offices. Investment properties are initially recognised at cost, including transaction costs and costs of finance, and are subsequently remeasured annually at fair value. Movements in fair value are recognised directly to profit or loss. The basis of the valuation of investment properties is fair value, being the amounts for which the properties could be exchanged between willing parties in an arm’s length transaction, based on current prices in an active market for similar properties in the same location and condition, subject to similar leases and takes into consideration occupancy rates and returns on investment.

During the year a proportion of the owned investment properties were independently valued by Jones Lang LaSalle. The valuation was based on the fair value.

The valuations were conducted during the Covid-19 period and reflects impact of the pandemic on the Directors’ valuations adopted. The valuation resulted in a revaluation decrement of owned investment properties of $2,117,944 being recognised for the year ended 30 June 2021 (2020: $668,247).

Fair value of investment properties

Fair value hierarchy

The following tables detail the registered entity’s assets and liabilities, measured or disclosed at fair value, using a three level hierarchy, based on the lowest level of input that is significant to the entire fair value measurement, being:

Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilities that the entity can access at the measurement date

Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly

Level 3: Unobservable inputs for the asset or liability

Reconciliation

Reconciliation of the fair values at the beginning and the end of the year are set out below:

There were no transfers between levels during the financial year.

The carrying amounts of trade and other receivables and trade and other payables are assumed to approximate their fair values due to their short-term nature.

The fair value of financial liabilities is estimated by discounting the remaining contractual maturities at the current market interest rate that is available for similar financial liabilities.

When an asset or liability, financial or non-financial, is measured at fair value for recognition or disclosure purposes, the fair value is based on the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date; and assumes that the transaction will take place either: in the principal market; or in the absence of a principal market, in the most advantageous market.

Fair value is measured using the assumptions that market participants would use when pricing the asset or liability, assuming they act in their economic best interests. For non-financial assets, the fair value measurement is based on its highest and best use.

Valuation techniques that are appropriate in the circumstances and for which sufficient data are available to measure fair value, are used, maximising the use of relevant observable inputs and minimising the use of unobservable inputs.

Recognition and Measurement

For leases where the Company is a lessee, the Company recognises a right of use asset and a lease liability at the lease commencement date, except if the lease has a lease term that is equal to or less than 12 months at the lease commencement date, or is a lease of a low value asset.

The lease liability is initially measured as the present value of the net lease payments that are not settled at commencement date, discounted using the interest rate implicit in the lease or the Company’s incremental borrowing rate.

Interest is recognised on the lease liability using the effective interest rate method and the lease liability is subsequently reduced when lease payments are made.

Leased properties that are held to earn rentals from community housing tenants are classified and measured as investment property.

Rental income is recognised as income on a straight-line basis.

Note 10. Right-of-use assets

Note 11. Trade and other payables

Recognition and Measurement

These amounts represent liabilities for goods and services provided to the registered entity prior to the end of the financial year and which are unpaid. Due to their short-term nature they are measured at amortised cost and are not discounted. The amounts are unsecured and are usually paid within 30 days of recognition.

Rents in advance represent rental revenue received where the performance obligations of the contract have not yet been satisfied.

Grant income represents grants received and deferred until the point at which the performance obligations of the contracts have been fulfilled.

Note 12. Employee benefits

Note 14. Borrowings

Recognition and Measurement

Borrowings are initially recognised at the fair value of the consideration received, net of transaction costs. They are subsequently measured at amortised cost using the effective interest method.

On 19 March 2019 the Company entered into $35m loan facility agreement with National Housing Finance and Investment Corporation under Affordable Housing Bond Aggregator (ABHA). The facility has a 10 year term expiring on 19 March 2029 with interest only payable monthly. The interest rate is fixed at 2.93%.

The bank borrowings are secured by first mortgages over the registered entity’s land and buildings. The loan balance must not exceed 45% of the secured property value.

Note 13. Lease liabilities

Note 15. Contingent liabilities

There are three security deposit guarantees in respect of properties managed or tenanted by the entity: $66,800 in respect of the Parramatta office (2020: $65,294), $111,559 in respect of the Pembroke Street Boarding House (2020: $97,000), $13,033 in respect of the Merrylands property (2020: $12,567) and $75,167 in respect of Maitland office (2020: $74,250).

Note 16. Commitments

Reconciliations

Reconciliations of the liabilities for the right of use assets at the beginning and end of the current financial year are set out below:

Note 17. Related party transactions

Key management personnel Compensation

The aggregate compensation made to directors and executives as key management personnel of the registered entity is set out below:

As at 30 June 2021 Hume Community Housing Association Company Limited had no commitments (2020: nil). 2021 2020

Aggregate compensation

Note 18. Financial Risk Management

The main risks the entity is exposed to through its financial instruments include credit risk, liquidity risk and market risk consisting of interest rate risk.

In the directors’ opinion:

• the attached financial statements and notes comply with the Australian Charities and Not-for-profits Commission Act 2012, the Australian Accounting Standards - Reduced Disclosure Requirements, the Australian Charities and Not-for-profits Commission Regulation 2013 and other mandatory professional reporting requirements;

• the attached financial statements and notes give a true and fair view of the registered entity’s financial position as at 30 June 2021 and of its performance for the financial year ended on that date; and

• there are reasonable grounds to believe that the registered entity will be able to pay its debts as and when they become due and payable.

Signed in accordance with a resolution of directors. On behalf of the directors Robert Vine DIRECTOR

Note 19. Events after the reporting period

No matters or circumstances have arisen since 30 June 2021 that have significantly affected, or may significantly affect the registered entity’s operations, the results of those operations, or the registered entity’s state of affairs in future financial years.

Note 20. Economic dependency and Member’s guarantee

Economic dependency

The registered entity is economically dependent on the NSW State Government and the Federal Government for significant financial support in the form of subsidies and grants to assist in the delivery of affordable and social housing to the community.

Members’ guarantee

The registered entity is incorporated under the Australian Charities and Not-for-profits Commission Act 2012 and is an entity limited by guarantee. If the registered entity is wound up, the constitution states that each member is required to contribute a maximum of $20 each towards meeting any outstanding and obligations of the entity.

At 30 June 2021 the number of members was 13 (2020: 21).

Tel: +61 2 9251 4100

Fax: +61 2 9240 9821 www.bdo.com.au

Level 11, 1 Margaret St

Sydney NSW 2000 Australia

INDEPENDENT AUDITOR’S REPORT

To the members of Hume Community Housing Association Company Limited

Report on the Audit of the Financial Report

Opinion

We have audited the financial report of Hume Community Housing Association Company Limited (the registered entity), which comprises the statement of financial position as at 30 June 2021, the statement of profit or loss and other comprehensive income, the statement of changes in equity and the statement of cash flows for the year then ended, and notes to the financial report, including a summary of significant accounting policies, and the responsible entities’ declaration.

In our opinion the accompanying financial report of Hume Community Housing Association Company Limited, is in accordance with Division 60 of the Australian Charities and Not-for-profits Commission Act 2012, including:

(i) Giving a true and fair view of the registered entity’s financial position as at 30 June 2021 and of its financial performance for the year then ended; and

(ii) Complying with Australian Accounting Standards – Reduced Disclosure Requirements and Division 60 of the Australian Charities and Not-for-profits Commission Regulation 2013.

Basis for opinion

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the Financial Report section of our report. We are independent of the registered entity in accordance with the auditor independence requirements of the Australian Charities and Not-for-profits Commission Act 2012 (ACNC Act) and the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Other information

Those charged with governance are responsible for the other information. The other information obtained at the date of this auditor’s report is information included in the registered entity’s annual report, but does not include the financial report and our auditor’s report thereon.

Our opinion on the financial report does not cover the other information and accordingly we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial report, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report or our knowledge obtained in the audit or otherwise appears to be materially misstated.

If, based on the work we have performed on the other information obtained prior to the date of this auditor’s report, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Responsibilities of responsible entities for the Financial Report

The responsible entities of the registered entity are responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards – Reduced Disclosure Requirements and the ACNC Act, and for such internal control as the responsible entities determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error.

In preparing the financial report, responsible entities are responsible for assessing the registered entity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the responsible entities either intends to liquidate the registered entity or to cease operations, or has no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the registered entity’s financial reporting process.

Auditor’s responsibilities for the audit of the Financial Report

Our objectives are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion.

Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report.

A further description of our responsibilities for the audit of the financial report is located at the Auditing and Assurance Standards Board website

http://www.auasb.gov.au/Home.aspx) at: http://www.auasb.gov.au/auditors_responsibilities/ar4.pdf

This description forms part of our auditor’s report.

BDO Audit Pty Ltd

Elysia Rothwell DIRECTOR

Sydney, 23 September 2021

BDO

022 870

member of a national association of independent entities which are all members of BDO Australia Ltd ABN 77 050 110 275, an Australian company limited by guarantee. BDO Audit Pty Ltd and BDO Australia Ltd are members of BDO International Ltd, a UK company limited by guarantee, and form part of the international BDO network of independent member firms. Liability limited by a scheme approved under Professional Standards Legislation.

GLOSSARY

affordable housing

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

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

The Collectives

Community Cohesion team

A lived-experience hoarding support group that meets at Hume’s Parramatta office and discusses strategies on helping loved ones with hoarding disorder.

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

complex cases Significant health, social or behavioural issues or a combination of these, that need to be taken into consideration when supporting a customer to achieve an outcome.

customer support plan

Disability Service Provider

fee-for-service home

housing continuum

Housing Options

Housing Pathways

NSW Housing Register

placemaking

PowerHousing Australia

service agreement

shared areas

A tailored plan created for customers that targets the achievement of housing stability.

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

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

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

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

A common housing register for applications seeking social housing assistance.

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

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

An important network of 32 community housing providers across Australia that allows members to collaborate and share knowledge.

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

Areas of a Specialist Disability Accommodation property that are not someone’s designated bedroom or the staff office space.

social housing Housing to help people on very low to low incomes.

Social Outcomes Framework

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

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

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

tenancy sustainment

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

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

ABBREVIATIONS

AHBA Affordable Housing Bond

CEO Chief Executive Officer

CHIA Community Housing Industry Association

CPA Cerebral Palsy Alliance

DCJ Department of Communities and Justice

EOS

Employee Opinion Survey

FaCS Family and Community Services, former NSW Department of Justice

HIP Housing Independence Program

HOPs Housing Options program

HPWD Housing for people with disability

LAHC Land and Housing Corporation NSW

LGA Local Government Area

NDIS National Disability Insurance Scheme

NHFIC National Housing Finance and Investment Corporation

NRSCH National Regulatory Scheme for Community Housing

OCI Organisation Culture Index

P&C People and Culture

SDA Specialist Disability Accommodation

SHCIF Social Housing Community Improvement Fund

SHMT Social Housing Management Transfer

TAP Temporary Accommodation Program

WHS Work Health and Safety

YHOP Youth Housing Options Program