We manage a range of property types.
|10||ALBURY CITY COUNCIL|
|1||EDWARD RIVER COUNCIL|
|26||BLACKTOWN CITY COUNCIL|
|12||CENTRAL COAST COUNCIL|
|85||CAMPBELLTOWN CITY COUNCIL|
|3||BLUE MOUNTAINS CITY COUNCIL|
|233||CITY OF PARRAMATTA|
|7||CITY OF WAGGA WAGGA|
|675||FAIRFIELD CITY COUNCIL|
|16||GEORGES RIVER COUNCIL|
|1||CITY OF CANADA BAY COUNCIL|
|2||COOTAMUNDRA–GUNDAGAI REGIONAL COUNCIL|
|4||GRIFFITH CITY COUNCIL|
|20||INNER WEST COUNCIL|
|523||LIVERPOOL CITY COUNCIL|
|11||PENRITH CITY COUNCIL|
|10||THE HILLS SHIRE COUNCIL|
|1||WINGECARRIBEE SHIRE COUNCIL|
|14||WOLLONGONG CITY COUNCIL|
|1||HAWKESBURY CITY COUNCIL|
Note: From 2 September 2019, we will take on more than 2,200 properties in the Maitland and Port Stephens LGAs under the NSW Government’s Social Housing Management Transfer program.
AT 30 JUNE 2019:
Delivering our services
In 2018–19, Hume has continued to deliver services that place our customers and their aspirations at the centre of each of our programs. Our specialist tenancy and asset management teams take a ‘housing-first’ approach, providing safe, secure and sustainable housing in the first instance. We then provide our customers with advice and assistance to determine their housing options and to maximise their opportunities to prosper. Our person-centered and strength-based support services enable goal setting and choices for our customers, both socially and economically. A summary of our services is provided in the table below.
A summary of Hume’s services
Benchmarking our services
Benchmarking our services ensures that we deliver a social and economic return on investment for customers, investors and government. We benchmark our services against standards provided by the National Regulator for Community Housing and the Community Housing Industry Association NSW House Keys program. We take a balanced approach by measuring our performance across our programs, our processes, our financials, and how engaged our people are. Most importantly, we measure how satisfied our customers are with the homes we provide and manage, and the services we deliver. For further information, click here.
Key financial scores
Hume Community Housing achieved a strong financial result in 2018–19, exceeding our performance targets. We are continuing to invest in our capacity to deliver housing and services while maintaining a strong financial base for our planned growth in the coming year.
The table below outlines our key financial results from the year.
Hume’s key financial results
GROWTH FORECAST TO 2025
Welcome to the Hume Community Housing Annual Report 2019. As your Board Chairman and CEO, we are pleased to present the annual report to our Members, customers, partners, stakeholders and employees.
The year in review
During the year, we implemented our Strategic Plan 2018–21. Our objectives are focused on maximising social impact through customer-driven services and the consolidation and deepening of our footprint, as well as delivering value for money through a thriving organisation.
Part of this strategy is consolidating our property portfolio and customer base in the Hunter region of NSW. We have dedicated 2018–19 to ensuring we are business-ready for the transfer of more than 2,200 homes and more than 4,000 customers to Hume from the NSW Government. Hume received the largest Australian transfer of public housing to a community housing provider under the Social Housing Management Transfer (SHMT) program. We were selected following a rigorous evaluation of our capability and capacity to deliver high quality services and demonstrated life changing results for social housing customers.
Hume, along with other community housing providers, can deliver tangible solutions to address Australia’s housing crisis. We have the sophistication to run our business commercially, whilst driving positive social outcomes. We’re confident Hume’s performance under this program will further reinforce how much community housing providers can achieve, as well as the benefits that can be delivered through a property transfer program.
Our Hunter project delivery team has worked exceptionally hard in the past year to support and deliver this exciting next chapter in Hume’s history, which begins with the opening of our Maitland office on 2 September 2019, followed by our Raymond Terrace office later in the year.
Our employees are contributing to the delivery of the SHMT program and simultaneously delivering business as usual services. It has been imperative that our growth does not come at the cost of diminished services to our existing customers. We are pleased that we have been able to deliver both growth and ongoing high performance.
Continuous improvement in customer service
The expansion of our business in the Hunter region created a pivotal opportunity for us to refine our practices and make significant improvements. To support our customers to achieve life-changing results, we need a structured, consistent approach to how we deliver support coordination across Hume—one that was scalable and replicable to accommodate further growth. Our people and culture at Hume are central to our success and growth. While we are expanding, we have continued our #ONEHUME message to ensure we remain an integrated organisation across our metropolitan and regional bases.
Throughout our expansion, we identified continuous improvement opportunities that would benefit the entire organisation. These included major IT and system improvements, as well as designing new frameworks to deliver improved customer service, performance and reporting.
Our expansion into the Hunter region brings both challenges and opportunities, and Hume has laid solid foundations for success. We will continue to apply our value for money approach to ensure long-term social and economic return on investment for customers, investors and government. Hume’s growth will allow us to achieve a predicted 30% productivity gain whilst increasing social outcomes.
Our business and operating environment
Our external operating environment continues to be exciting. During the year, there was stronger demand for affordable and social housing that rose faster than supply could match. The demand from the affordable housing market and growth of our fee-for-service offerings have created different service models and approaches, such as diversification into the project management of development and construction projects, for example, for the NSW Land and Housing Corporation (click here for further information).
Housing providers are required to demonstrate how their programs and services support people to prosper. This is achieved by supporting the transition from social housing into affordable housing to private rental and home ownership through employment and training initiatives. Governments expect demonstrable social impact in return for their investment, and we are further developing our ability to accurately report on the returns delivered through our programs. Our Board considers this to be key to Hume’s ongoing success.
During the year, our competition continued to increase, and our competitors are savvy, utilising resources like benchmarking models from international reviews to win projects. Hume is poised to take a position at the forefront of the community housing sector. The successful delivery of our Hunter region expansion will be an example of what we are capable of.
In January 2019, the National Housing Finance and Investment Corporation (NHFIC) made its first board–approved finance commitment of $35 million to Hume. We will use the loan finance to support our ongoing operations providing affordable homes and services to more than 9,000 customers. The finance represents an important milestone not only for Hume but for the entire community housing sector, which will benefit from access to lower-priced finance and greater certainty in terms of future financing costs and tenure.
Outlook for 2019–20
We look to the coming year with great anticipation as Hume continues to grow. The opening of our office in Maitland will be a significant milestone for community housing in Australia. We would like to acknowledge the NSW Department of Communities and Justice and the Land and Housing Corporation, who we continue to work with to deliver a smooth transition for our new customers.
Hume’s strategic intent is to increase the supply of a variety of social and affordable housing products. We intend to do this through our construction and development team, and through our partnerships with local developers, builders, councils and financiers. Expect to see a lot more from us in this space as we seek to provide housing options to address the needs of the communities within which we operate.
Hume has ambitious growth plans, and we believe that the SHMT project demonstrates our appetite and capacity to continue growing. Our 30-year history, expertise and skills stand us in good stead. We believe Hume will lead the way in increasing the supply of much-needed housing and social support for Australians—for many decades to come.
Since we were founded, Hume’s ethos has been centred on creating choice for our customers. In that time, we have proven ourselves to be a safe pair of hands, delivering quality tenancy and property management services. We also work with our customers to build resilience in ways that are meaningful to them and aligned with how they aspire to live their lives.
In closing, we would like to thank our customers for their contributions to our policies, processes and programs throughout the year. We also acknowledge the assistance of our more than 50 service partners who we work with to deliver our wrap-around services that help our customers to realise their goals. And lastly, we extend sincere thanks to Hume’s employees, without whom we would be unable to be the thriving organisation to which, we are so proud to belong.
CEO, Hume Community Housing
Chair, Hume Community Housing
THE AUSTRALIAN HOUSING ENVIRONMENT
AUSTRALIANS ARE HOMELESS ON ANY GIVEN NIGHT
OF AUSTRALIA’S HOMELESS ARE UNDER 25 YEARS
INCREASE IN PEOPLE AGED 55 YEARS AND OVER EXPERIENCING HOMELESSNESS IN THE PAST 10 YEARS
SLEEP IN TENTS, SEVERELY OVERCROWDED DWELLINGS, OR IN SPECIALIST HOMELESSNESS ACCOMMODATION
AUSTRALIANS ARE LIVING IN AROUND 419,000 SOCIAL HOUSING DWELLINGS
AUSTRALIANS ARE ON THE WAITING LIST FOR SOCIAL HOUSING
|1 IN 10
SOCIAL HOUSING HOUSEHOLDS ARE INDIGENOUS
|4 IN 10
SOCIAL HOUSING HOUSEHOLDS HAVE ONE OR MORE MEMBERS WITH A DISABILITY
References: Council to Homeless Persons, https://chp.org.au viewed September 2019.
7 Hamilton Road, Fairfield
Level 4, 79 George Street, Parramatta
2 Glenroy Drive, Claymore
464 High Street, Maitland
- Raymond Terrace
46 William Street, Raymond Terrace
Note: Maitland open from 2 September 2019 and Raymond Terrace to open later in 2019.