DOCSLIB.ORG

Creating Homes, 30 Years On

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Creating Homes, 30 Years On Creating Homes, 30 Years On... St George Community Housing Limited Annual Report 2015 SGCH is a Tier One Community Housing Provider (CHP) renowned for its ability to deliver on its vision of “better lives, stronger communities through affordable, quality housing”. In our 30th year of operation, SGCH has cemented its reputation as a leading CHP, by demonstrating an enduring commitment to customer service and maintaining a steadfast focus on delivering innovative Social and Affordable Housing solutions. In addition to our core housing services, SGCH partners with government agencies, support partners and other organisations to provide a range of training, education, employment and community engagement opportunities for our tenants. In 2015, SGCH provided homes to over 8,300 people in 4,300 homes, resulting in it being recognised as one of Australia’s largest CHPs. While we now operate in 24 local government areas across metropolitan Sydney, our head office remains in the St George heartland – our place of origin. We acknowledge the traditional owners of this land, the Biddegal clan of the Eora nation. 2 SGCH Annual Report 2015 SGCH Annual Report 2015 3 Contents Chair’s Report 6 Our Properties 48 CEO Report 8 Pipeline Properties 50 Our Achievements 10 Affordable Housing 52 Awards and Recognition 12 Developments Scheduled for Completion in 2017 57 In the Media 13 Improving Environmental Outcomes 58 SGCH Outcomes: How we’ve Helped in 2014/2015 14 Improving Outcomes for Local Communities 62 Corporate Developments 16 Our Team 66 Our Tenants 20 Farewell Nazha 70 Tenant Satisfaction Survey Results 22 Directors’ Report 76 Tenant Advisory Group 24 Discussion and Analysis of the Summary Financial Statements 88 Supporting our Tenants 26 Summary Consolidated Statement of Profit or Loss Our Partners 28 and Other Comprehensive Income 89 Connect 5 , Initiatives for Aboriginal People 32 Summary Consolidated Statement of Financial Position 90 Initiatives for Youth 34 Summary Consolidated Statement of Changes in Equity 91 Initiatives for Seniors 38 Summary Consolidated Statement of Cash Flows 92 Initiatives for People with Disability 40 Notes to the Summary Financial Statements 93 Initiatives for Families 42 Directors’ Declaration 95 Homelessness Initiatives 44 Independent Auditors Report 96 4 SGCH Annual Report 2015 Our Vision Better lives, stronger communities through affordable, quality housing. Our Purpose To provide social and economic opportunities through secure, affordable and sensitively managed housing for people on low and moderate incomes. Our Values Our Performance Support Our Strategic Plan evolves every year and is treated as a living document by the Board, executive and SGCH staff. A business environment that is caring and provides This process ensures we appropriately focus our priorities support and encouragement to everyone involved in the and direction for the next three years whilst adapting to management, delivery and use of our services. the reality of an ever changing environment. Accountability From 2015-2018, we will have four key result areas that drive our performance: Being transparent and accountable to our stakeholders for our actions and decisions, and being collectively and Customer Focus individually professional in the way we conduct our business. Customer priorities, satisfaction and impact Respect Sustainable Business For the unique contribution of our staff and partners, Operational excellence, efficiency and scalability and for clients, whatever their circumstances, as well as a willingness to listen to and gain understanding of others. Leadership Integrity Reputation, brand positioning, influence and growth Being honest, open and appropriate in our People & Organisational Culture communications with others, understanding and meeting Alignment and performance our governance and management responsibilities. Strategic Directions Our customers are at the heart of everything we do. We will continue to appropriately balance mission We will continue to lead and innovate, maintaining and margin. We will build social capital and cultivate our personalised approach to customer service. We thriving communities. aim to be the best at the things that matter most to our customers. SGCH Annual Report 2015 5 Chair’s Report After 30 years of operation, at SGCH, we fully accept that change is a constant. While we knew that this year would be bigger than ever as we celebrated our 30th anniversary, none of us could have foreseen the significant changes we would face in 2015. In April, our Chief Executive Officer, It is a testament to the way Nazha On that note, I am pleased to say Nazha Saad began extended leave empowered and championed her that after completion of our 2015 after receiving a diagnosis of cancer. team that in her absence, SGCH Tenant Satisfaction Survey, our Understandably, this news came as a continued to do exactly as she had overall tenant satisfaction rating huge shock and we found ourselves asked and expected – that is, increased from 79% in 2013 to 84% - personally and collectively grieving, continued with business as usual - the highest overall tenant satisfaction missing the presence of our delivering high quality housing rating since 2011. In addition, our formidable leader and dearly loved solutions and services to our 2015 Staff Satisfaction and friend. tenants, and achieving excellent Engagement Survey saw us achieve results across the board. an engagement score of 80% and an Since July 2007, Nazha has led our overall satisfaction rating of 86% - our organisation in an exceptional As challenging as it has been, it has highest satisfaction score to date. manner and achieved phenomenal been a successful financial year. results - growing the organisation During 2014/2015 we achieved an The efforts of our organisation were three-fold, and expanding our operating surplus of $10.4M (2014: recognised with a number of awards property portfolio from around $7.2M) and our 1,429 owned this year. A highlight for us was 1,300 properties to over 4,300 today, properties increased in value by receiving The Community Sector housing over 8,300 people. $55.5M. We ended the year with a Banking Housing Impact Award for healthy cash position of $35.9M For the team at SGCH however, the work of our Sustainable (2014: $28.3M) and enhanced costs Tenancies team and the development Nazha has done so much more than to rental income ratios. that. She has built, nurtured and led of our Vulnerability Assessment Tool. an incredibly strong culture and To ensure SGCH continues to deliver The tool allows us to respond quickly invested in SGCH’s future leaders. on our strategic objectives around to the many complex needs tenants Her vision, passion, leadership and customer focus, business growth may have and fix issues before they determination have made an and sustainability, we completed a affect a tenant’s wellbeing or health. indelible and invaluable impact on review of SGCH’s organisational Another personal highlight for me our organisation, as well as on each structure and made some changes. was attending the celebration of our of us personally. This included establishing a new inaugural Affordable Housing Customer Service Division to ensure development at Belmont Street, Nazha is like none other – she is that we are consistently delivering Sutherland in August. This incredibly intelligent and focused, the best possible customer service development was made possible unceasing in her determination, and to our tenants and applicants. unparalleled in her ability to achieve from the $61 million debt facility that social outcomes through effective We also established a Group SGCH secured in 2014 from Westpac. business and commercial practices. Business Initiatives Division to focus Stakeholders from government, For all her brilliance, her heart for on future business growth, business industry bodies and private business others is what truly characterises excellence and improvement. We are gathered with us in hard hats on the her. She has never lost sight of who confident that these changes will Sutherland construction site to we are, why we do it and the position us for further success and celebrate our shared vision of more privilege that it is to serve. better outcomes for our customers. affordable housing coming to fruition. 6 SGCH Annual Report 2015 Our overall tenant satisfaction rating Another focus for us was the founding member, with fewer than In August 2015, we were saddened establishment of SGCH 25 properties in our portfolio and to announce her official resignation Sustainability, our new subsidiary only two staff. It has been an as CEO. To say that she will be company that will deliver projects absolute pleasure to celebrate the sorely missed is a gross to increase energy efficiencies and history and success of our understatement. We can however reduce our carbon footprint. In organisation on many occasions this take heart that a strong, September we announced that year; at our Senior’s ‘Golden Age of passionate, high-achieving team SGCH tenants would benefit from a Cinema’ event at George St will remain her legacy, and we $60 million finance deal with the Cinemas; our ‘Super Special Big Day thank her for that. Clean Energy Finance Corporation Out’ at Madame Tussauds, WILD (CEFC) to build new energy-efficient LIFE Sydney Zoo and SEA LIFE Let me close by also thanking Affordable and Social Housing Sydney Aquarium; our ‘Staff Shindig’ Trevor Wetmore, who has been dwellings. This is an Australian first. event at Centennial Park and our acting as CEO since Nazha began Not only will these energy-efficient ‘30th Anniversary Celebration’ at her leave. This was no mean feat dwellings result in savings for our NSW Parliament House. It certainly and we thank Trevor and the tenants on their energy bills, they has been a big year! executive team for their leadership will also reduce our operational and commitment to our costs - meaning that at the end of In closing, I would like to take this organisation through such a the day we will have more money to opportunity to thank my fellow difficult time.
Load more

Recommended publications
  • Annual Report 2017-18 02 | Annual Report 2017-18
    Annual Report 2017-18 02 | Annual Report 2017-18 ACKNOWLEDGEMENTS We acknowledge that we work on Aboriginal land and that sovereignty was never ceded. We pay our respects to elders past, present, and future, and extend this respect to all Aboriginal and Torres Strait Islander people. We celebrate diversity in all forms and believe diversity amongst our staff makes Yfoundations a more effective organisation. Yfoundations acknowledges that our efforts towards inclusivity and solidarity must be ongoing and always evolving. We always welcome feedback from the sector and community members. Thank you to all the workers striving to create a future without youth homelessness. 03 | Annual Report 2017-18 CONTENTS Yfoundations in 2017/18...............................................................04 President's Report.........................................................................05 CEO Report.....................................................................................06 Projects and Policy........................................................................07 Health Report.................................................................................09 Financial Overview.........................................................................10 Our Staff........................................................................................13 Our Board.......................................................................................14 Members and Supporters..............................................................15
    [Show full text]
  • Redressing the Balance an Economic and Social Analysis of Dress for Success Sydney’S Employment Interventions
    Redressing the balance an economic and social analysis of Dress for Success Sydney’s employment interventions Olav Muurlink Stephen Iles Katie Allan Stephanie Macht Central Queensland University Centre for Tourism & Regional Opportunities Redressing the Balance 1 Redressing the balance an economic and social analysis of Dress for Success Sydney’s employment interventions . A/Prof. Olav Muurlink Stephen Iles Katie Allan Dr. Stephanie Macht - Redressing the Balance 3 © 2019 Olav Muurlink, Stephen Iles, Katie Allan, Stephanie Macht Published by CQUniversity Australia Centre for Tourism and Regional Opportunities School of Business and Law Published in Brisbane. ISBN 978-1-921047-55-8 Cover photo of a seedpod, unknown photographer, released under Cre- ative Commons CC0, from https://pxhere.com/en/photo/1488659 Redressing the Balance C4 ACKNOWLEDGEMENTS Beyond the authorial team, this report would not have happened but for matchmaking between the Cranfield Catalyst chief executive John Hosie (who has since retired) and director Lindsay Graham. The Cranfield Cata- lyst is an organisation that aligns neatly with Central Queensland Univer- sity’s social innovation mission. The Catalyst, and it’s UK ‘parent’ the Cran- field Trust helps to align not-for-profits with the expertise that sometimes is missing at board level in the sector but can be found (believe it or not) in universities such as CQU. Once introduced to Dress for Success Sydney, the research team received great co-operation from DFS’s chief executive (also since retired—believe me, pure coincidence) Ursula McGeown, and the team at DFS Sydney. The team—and their clients—trusted us with sensitive information required to produce the report.
    [Show full text]
  • Annual Report 2012/13
    Annual Report 2012/13 NSW Women’s Refuge Movement Inc. ABN 51 326 110 595 For a copy of the full Financial Report or additional copies of this report, please contact us. Office of the NSW WRM PO Box 3311 REDFERN NSW 2016 Email: [email protected] Telephone: 02 9698 9777 Graphic design Erin Snelgrove | [email protected] | 0410 421 901 Contents Letter from the Chief Executive Officer 2 Our Herstory 4 In Memorium 5 Our Principles 6 Working Party 8 Business Centre Report 10 Office Report 11 Managed Services Bathurst Women & Children’s Refuge 16 Bourke Women & Children’s Safe House 22 Delvena Women’s Refuge 26 Dolores Single Women’s Refuge 30 Elsie Women’s Refuge 34 Forbes Women’s Refuge 40 Kempsey Women’s Refuge 44 Wagga Wagga Women & Children’s Refuge 52 Wilcannia Women & Children’s Safe House 58 Wimlah Women & Children’s Refuge 62 Woy Woy Women & Children’s Service 70 Consolidated Independant Auditor’s Report 72 Acknowledgments 94 NSW Women’s Refuge Movement Annual Report 2012/13 NSW Women’s 1 Letter from the Chief Executive Officer This year has been filled with family violence. Thanks go to those opportunity and change. women who went before us - the change agents who built the NSW Most importantly, I believe we Women’s Refuge Movement - we have achieved clarity of purpose. stand on a proud foundation. I commenced the privileged role of CEO in September 2012 and Members also supported the full have led the team through a truly separation of the organisation’s transformative phase.
    [Show full text]
  • Over 180 Organisations Urge Treasurer Frydenberg Not to Cut $56
    Media release – Melbourne, February Over 180 organisations urge Treasurer Frydenberg not to cut $56 million from homelessness services Homelessness services across the country, including domestic and family violence crisis accommodation services, are set to have over $56 million cut from their budgets by June 2021 unless the Federal Government agrees to fully fund services. Homelessness Australia Chair Jenny Smith says “In the last financial year, three in every four people using homelessness services were women and children, many of whom were fleeing family violence. “Cutting $56.7 million from homelessness services means there will be more than 500 fewer frontline workers. That will result in more women and children who are fleeing violence and who need help being turned away, putting them at risk of returning to violence or ending up on the street. “Last year, over 95,000 people missed out on getting support because the resources just weren’t there. Of the 260 people services had to tragically turn away each day, two-thirds of them were women and girls. Over 180 CEOs from front line homelessness services and other sector organisations have signed a joint letter to Treasurer Josh Frydenberg, calling on him to reinstate the scheduled budget cuts before the Federal Budget in May. Homelessness Australia Chair Jenny Smith says cutting funding for services just as demand soars is short sighted and heartless. “Homelessness services are already bracing for a huge rise in demand when the JobSeeker payment is drastically reduced at the end of March. Cutting service capacity right when more people will need support, is put simply, cruel,” Smith says.
    [Show full text]
  • Annual Report
    Annual Report 2013/2014 Domestic Violence NSW Service Management Limited ABN 26165400635 2013/2014 ANNUAL REPORT Domestic Violence NSW Service Management Contents Message from the Board ............................................................................................. 2 Retired Chair’s Report ................................................................................................. 3 General Manager’s Report .......................................................................................... 5 What is DVSM? ........................................................................................................... 7 The Way We Work ...................................................................................................... 8 Our Board ................................................................................................................. 10 DVSM Services ......................................................................................................... 12 2013-14 Services Snapshot ................................................................................... 12 Bathurst Women’s & Children’s Refuge .................................................................. 12 Bourke Women & Children’s Safe House ............................................................... 13 Delvena Women & Children’s Refuge ..................................................................... 13 Dolores Single Women’s Refuge ............................................................................ 14 Elsie
    [Show full text]
  • Annual Report 2
    2015-16 ANNUAL REPORT 2 Homelessness NSW Annual Report 2015-2016 3 2015/16 Annual Report Table of contents CEO’s Report 6 From the Chair 7 From the Treasurer 8 Board of Management 9 Policy Council 10 Staff 11 2015/16 highlights 12 Policy and Research 13 NSW Homelessness Industry & Workforce Development Strategy 23 Sydney Women’s Homelessness Alliance (SWHA) 31 Homelessness NSW’s members 34 Auditor’s statement 38 4 Who we are Homelessness NSW is a peak not for profit organisation that operates as a peak agency for its 170 member organisations to prevent and reduce homelessness. Our members include small, locally based community organisations, multiservice agencies with a regional reach and large State-wide service providers. Katherine McKernan CEO, Minister Hazzard and Anna Bligh, CEO of YWCA NSW 5 Our Vision: A NSW where no one is homeless or at risk of homelessness. Our purpose What we do To advocate and provide leadership on We develop and assess policies that impact on homelessness issues across NSW and to support homelessness and its risk. effective service delivery to those who are homeless or at risk of homelessness. We advocate to Governments, business and the broader community to improve policy and program Our strategic goals for 2012-16 initiatives that affect homelessness - A stronger focus on the prevention of We provide extensive information and education homelessness about the causes of homelessness and the diverse program and service delivery approaches that are - An increased organisational capacity and taken to tackle it;
    [Show full text]
  • 2019-20 Volume 3 Funds Granted to Non-Government Organisations
    2019—2020 Department of Communities and Justice CommunitiesAnnual Report & Justice Volume 3 Funds granted to non-government organisations Contents 1. State Outcomes delivered by the Department of Communities and Justice 4 2. Enable people with disability to live independently 5 3. Resilient to disasters and emergencies 6 4. Effective and efficient resolution of legal disputes 7 5. Maintain rights and records 8 6. Build inclusive communities 10 7. Breaking the cycle of reoffending 30 8. Protect children and families 32 9. Provide a safe and affordable place to live 60 Department of Communities and Justice Annual Report 2019—20 | VOLUME 3–FUNDS GRANTED TO NON-GOVERNMENT ORGANISATIONS 3 1. State Outcomes delivered by the Department of Communities and Justice Enabling people with disability to live independently This outcome supports the transition of clients to the National Disability Insurance Scheme and more inclusive communities. Resilient to disasters and emergencies This outcome delivers emergency management to enhance response and recovery efforts and build community resilience. Effective and efficient resolution of legal disputes This outcome supports the administration of courts and tribunals and the delivery of legal services in New South Wales. Maintain rights and records This outcome provides client services, including support for victims and vulnerable people. Build inclusive communities This outcome delivers community support to increase community participation and promote social harmony and cohesion. Breaking the cycle of reoffending This outcome supports and manages adult and juvenile offenders in correctional centres, and in the community. Protect children and families This outcome supports the safety and wellbeing of vulnerable children, young people and families.
    [Show full text]
  • Women's Refuges Under Going Home Staying Home, September, 2014
    Women’s Refuges under Going Home Staying Home, September, 2014 – Jozefa Sobski for WEL NSW Background Women’s refuges were part of a system of support for women and/or their children fleeing domestic violence. There may have been as many as 90 women’s refuges and related women’s specific services across NSW. An estimated 700 Housing properties were allocated to them as crisis and transitional accommodation. The women’s refuges arose out of community need and were embedded in their communities using a network of services and support. The Going Home Staying Home reforms have destroyed this system rather than building on its strengths and improving its capacity and capability. They were not just services for homeless women and/or their children. The first women’s refuge was established in March, 1974 in Westmoreland Street, Glebe. Elsie Women’s Refuge was a response to the needs identified by women at a forum: Women Against a Violent Society held on 10th March that year in Sydney. Since that time women’s refuges have grown in number and the service and support provided by them and their geographical reach has significantly expanded from crisis accommodation and support to counselling, needs and risk assessment, referral and longer term housing assistance. Models of service have varied from one organisation to another in different locations responding to local needs and priorities. No doubt there have been capacity and quality differences in services depending on resources, governance, ethos, experience and local conditions. There is accommodation support listed on the web for women with and without children, for pregnant women, for Aboriginal and Torres Strait Islander women, for women escaping domestic violence, for women with drug and alcohol issues, for NESB and CALD women as well as women with a mental illness or physical disabilities.
    [Show full text]
  • Annual Report 2
    2018-19 ANNUAL REPORT 2 Homelessness NSW Annual Report 2018-2019 3 2018/19 Annual Report Table of contents CEO’s Report 6 From the Chair 7 From the Treasurer 8 Board of Management 9 Policy Council 10 Staff 11 2015/16 highlights 12 Policy and Research 13 NSW Homelessness Industry & Workforce Development Strategy 23 Sydney Women’s Homelessness Alliance (SWHA) 31 Homelessness NSW’s members 34 Auditor’s statement 38 4 Who we are Homelessness NSW is a not for profit organisation that oper- ates as a peak agency for its 120 member organisations to prevent and reduce homelessness across NSW. Our members include small, locally based community organisations, multi- service agencies with a regional reach and large State-wide service providers Katherine McKernan CEO, Minister Hazzard and Anna Bligh, CEO of YWCA NSW Our Vision: 5 A NSW where no one is homeless or at risk of homelessness. A NSW where there is affordable and safe housing for all with access to a range of community and support services. Our purpose What we do To advocate and provide leadership on homelessness issues across NSW and to support We develop and assess policies that impact on effective service delivery to those who are homelessness and its risk. homeless or at risk of homelessness. We advocate to Governments, business and the Our strategic goals for 2017-20 broader community to improve policy and program initiatives that affect homelessness; Homelessness NSW is committed to working to halve homelessness in NSW by 2025. We provide extensive information and education about the
    [Show full text]
  • Funds Granted to Non Government Organisations
    Funds granted to non government organisations 2011–12 Funds granted to non government organisations 2011–12 The Department of Family and Community Services delivers a wide range of services in partnership with the non government sector. In 2011–12 FACS granted more than $2.5 billion to over 3,000 community-based services. This contribution is expected to grow over the next four years in response to reforms of current disability and out of home care services. FACS recognises the essential role that non government organisations (NGOs) play in providing vital services to people in need. NGOs are uniquely positioned to connect with clients at a local level and to understand the issues they face. They deliver the combined advantages of providing greater flexibility for clients, increasing economic and social benefits by attracting community resources, and supporting vulnerable people to have a say in issues which affect them. The Department also invests substantial resources into building the capacity of the non government sector so that it can continue to deliver high quality services and grow to meet future challenges. From 1 October 2011, Housing NSW’s asset functions transferred to the Department of Finance and Services. There were no funds granted to non government organisations by Businesslink in 2011–12. Contents Aboriginal Housing Office 2 Community Services 3 Ageing, Disability and Home Care 38 Housing NSW 75 Office for Ageing 78 Women NSW 79 2 Department of Family and Community Services Aboriginal Housing Office Operating Subsidies
    [Show full text]
  • 2018/19 Annual Report
    2 0 1 8 / 1 9 A N N U A L R E P O R T 02 | Annual Report 2018/19 ACKNOWLEDGEMENTS We acknowledge that we work on Aboriginal land and that sovereignty was never ceded. We pay our respects to Elders past, present, and future, and extend this respect to all Aboriginal and Torres Strait Islander people. We celebrate diversity in all forms and believe diversity amongst our staff makes Yfoundations a more effective organisation. Yfoundations acknowledges that our efforts towards inclusivity and solidarity must be ongoing and always evolving. We always welcome feedback from the sector and community members. Thank you to all the workers striving to create a future without youth homelessness. 03 | Annual Report 2018/19 CONTENTS About Yfoundations............................................................................................................... 04 President's Report.................................................................................................................. 05 CEO's Report............................................................................................................................ 06 Yfoundations Over the Years.............................................................................................. 07 Yfoundations in 2018/19..................................................................................................... 08 ReCharge 2019....................................................................................................................... 09 Juvenile Justice........................................................................................................................
    [Show full text]
  • SHC19 Homeless Services Guide Book
    2 SYDNEY 3 SYDNEY HOMELESS CONNECT 2019 HOMELESS SERVICES GUIDE 2019 HOMELESS SERVICES GUIDE 2010 -2019 10 YEARS OF CARE & 2 19 PRACTICAL SUPPORT HOMELESS SERVICES POWERED 100% GUIDE BOOK BY VOLUNTEERS, DONATIONS & KINDNESS. SYDNEY HOMELESS CONNECT sydneyhomelessconnect.com/get-help In this guide: Crisis Care 7 Emergency Support 14 Drop-in Centres 22 Directories & Apps 34 Employment 40 Events 50 Financial Assistance 52 Food 58 2 19 Health 70 HOMELESS SERVICES Housing 84 Legal Services 93 GUIDE BOOK Pets 104 Support 108 THIS GUIDE IS NOW ONLINE AT www.sydneyhomelessconnect.com/get-help/ Wellbeing 116 Aboriginal & Torres Strait Islander 122 LGBTIQ+ 128 Refugees & New Arrivals 132 Seniors 138 Women & Girls 142 Youth 156 The information in this booklet is not intended to be a definitive guide to homeless services, but we hope you find it helpful. 6 7 CRISIS NUMBERS LINK2HOME - 1800 152 152 HOMELESSNESS INFORMATION LINE Police / Ambulance / Fire A statewide telephone service providing information, Emergency - CALL assessment and referral to specialist homelessness services, temporary accommodation and other appropriate services for people who are homeless 000 or at risk of homelessness. Link2Home 1800 152 152 Link2home also provides information about homelessness services across NSW for specialist Police 131 444 homelessness service providers and homelessness advocates acting on behalf of clients. Lifeline 13 11 14 Phone: 1800 152 152 24 hrs a day, every day of the year. Kids & Youth Helpline 1800 55 1800 www.housing.nsw.gov.au [email protected]
    [Show full text]