NSW Aboriginal Housing Office Annual Report 07/08
NSW Aboriginal Housing Office Annual Report 07/08 NSW Aboriginal Housing Office Level 6, 33 Argyle Street Parramatta NSW 2150
Phone: 02 8836 9444 Fax: 02 9635 3400 Email: [email protected] Web: www.aho.nsw.gov.au
BUSINESS HOURS: 9am to 5pm Monday to Friday excluding public holidays.
ISSN 1442-9624
Cover Image: The Miller family with Trevor Pattern (Mindaribba LALC), Doug Gordon (Cardiff Property Services) and their new home. The painting, by Lorraine Brown and artists from the Coomaditchie Artists Cooperative is titled, “Campsites and Walking trails of the East Coast Kooris”. This painting represents the connection of the Aboriginal Missions stretching from La Perouse to Nowra and showing how we are all connected. This artwork was created as part of a series of panels that were on display outside the Wollongong City Art Gallery for the 1993 World Indigenous People’s Conference.
DISCLAIMER: Any representation, statement, opinion or advice, expressed or implied in this publication is made in good faith but on the basis that the State of NSW, its agents and employees are not liable (whether by reason of negligence or otherwise) to any person for any damage or loss whatsoever which has occurred or may occur in relation to that person taking or not taking action in respect of any representation, statement or advice referred to above. Annual Report 2007/2008
Contents
2 Letter to the Minister
3 Aboriginal Housing Office (AHO) role
4 Chairperson’s report
6 Chief Executive Officer’s report
8 The Board
10 Significant Achievements 2007/08
12 Finance Summary
13 Report on Key Performance Areas 13 Housing Services 14 Strengthening Aboriginal Housing Sector Capacity 16 Relationship Management 17 Corporate Capability
18 Regional reports 19 Regional Acheivements 20 Northern Region 21 Sydney/South Eastern Region 23 Western Region
26 Financial reports
36 Appendices
56 Contact details
57 Index of tables
57 Index
1 The Hon. David Borger MP Minister for Housing Parliament House Macquarie Street SYDNEY NSW 2000 31 October 2008
Dear Minister
Aboriginal Housing Office 2007/08 Annual Report
I am pleased to submit the Annual Report for the Aboriginal Housing Office (AHO) for the year ending 30 June 2008, for tabling in Parliament. The Report was prepared in accordance with the provisions of the Annual Reports (Statutory Bodies) Act 1984 and is submitted in accordance with Section 9A of that Act. Our Report details the achievements of the AHO and provides all required statutory and financial information. Following the Report’s tabling in Parliament, it will be available for public access on the AHO website www.aho.nsw.gov.au Yours sincerely
Russell Taylor Chief Executive Officer Aboriginal Housing Office
2 Financial Report 2007/2008
Aboriginal Housing Office (AHO) role
The AHO is a statutory authority, established under the NSW Aboriginal Housing Act 1998 to provide housing assistance for Aboriginal and Torres Strait Islander peoples1 and increase the range of housing choices, especially for those most in need.
In addition, the AHO manages and coordinates an annual capital works program, along with developing and implementing financial and resourcing strategies.
Underpinning all planning is a strong commitment to the principles of self determination and self management, articulated through inclusive, fully consultative planning. At the same time, the AHO actively promotes employment opportunities for Aboriginal people, both within the AHO and through opportunities for tradespeople and trainees with contracted Aboriginal and non-Aboriginal building companies.
The AHO is committed to the primary aim of The State Plan – A New Direction for NSW to deliver better results for the people of NSW. This Plan is committed to ‘strengthening Aboriginal communities’ and provides an overarching influence and direction in all planning and service delivery.
The Vision of the AHO The AHO’s vision is that all Aboriginal people living in NSW will have access to appropriate, affordable, quality housing. We will achieve this vision by ensuring that we continue to provide support to a sustainable housing sector through accessible, culturally appropriate and affordable housing for the Aboriginal people of NSW.
1 In this Annual Report the term Aboriginal means Aboriginal and Torres Strait Islander peoples.
3 Chairperson’s Report
The Aboriginal Housing Office (AHO) 2007/08 Annual Report highlights the achievements, the challenges and the plan to implement major reforms across the Aboriginal community housing sector in NSW.
We at the AHO have been challenged in our plans to grow the number of houses for our people and are putting in place strategies to address the long term repairs and maintenance needs of Aboriginal community housing.
We know that the NSW government and the Australian government accept that there are very high housing needs for ALL Aboriginal people in NSW. It is critical that all Governments work collaboratively with the AHO to support our efforts to address the acute needs within the sector.
The AHO commissioned the NSW Aboriginal Social Housing Needs Gap 2006-2011 Report and this Report identifies that NSW has, and will continue to have, a large number of Aboriginal people especially young Aboriginal families. These people/ families will be severely disadvantaged in gaining access to housing. The robust data provided in the Report identifies the unmet housing needs.
Overcoming the tremendous disadvantage experienced by Aboriginal people in relation to housing, health, employment and education, to mention but a few is a priority for State and Federal governments. Appropriate housing and related infrastructure services are pivotal to improving the well-being of Aboriginal people. This Annual Report provides an important insight into the scale of funding required in remote, rural and urban areas of NSW in order to close the gap between the supply of social housing and the demand for it.
Even with such funding uncertainty, it is pleasing to note that the AHO has continued to focus on improving the housing conditions of Aboriginal people in NSW by delivering both a capital program for new houses and a repairs and maintenance program to improve existing housing. Just as important the AHO has remained focussed on the very essential work of reforming the Aboriginal housing sector.
Our strategic priorities have always been to ensure there are sustainable services, sustainable growth and sustainable assets within the NSW Aboriginal community housing sector. We remain on track to achieve these priorities through our reform agenda.
Reform in our sector is a long, hard process that requires constant and sensitive engagement with our diverse communities and organisations and a willingness and capacity on our part,
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representing the government, to engage with communities The Board dedicated its time this past year to influencing and negotiate and implement locally appropriate strategies. people from all sections of government and non Self-determination and self-management is critical to government agencies and advising that the AHO is facing achieving genuine reform of the sector. up to the challenges in Aboriginal housing and that the AHO is best positioned with the skills, competence and This year the AHO has achieved a 10-year milestone. We character required to give leadership to the substantial believe that we have made much headway in reforming changes that are needed. I thank the Board members for the Aboriginal community housing sector and lifting their commitment and participation. the standard of AHO properties (formerly Housing NSW), but that there is still much work ahead to do. As for any Over the coming 12 months the AHO will continue to agency, we will continue to strive to improve our service build partnerships and identify practical steps to ‘close the delivery of programs to the sector. I am confident that gap’ on Aboriginal housing inequality. We are committed overall our legislation and governance is sound and that to work with governments, Aboriginal organisations and our community accepts our organisation’s roles and overall communities and many other groups in order to improve directions. An important part of our administrative model the housing circumstances for our people. is that we have an effective regional presence in the areas where Aboriginal people are concentrated in NSW and a planning process that engages and consults with the community through our Regional Aboriginal Housing Committees.
We are blessed to have many committed workers at the Tom Slockee AHO and I thank them for their diligence and persistent and Chairperson hard-working efforts. An example of their good work is the NSW Aboriginal Housing Office Board NSW Standards for Governance and Management of Aboriginal Housing. The AHO and the NSW Aboriginal housing sector achieved a national first in the development of governance and management standards specifically designed for the Aboriginal housing sector of NSW. The standards establish the type and quality of services expected of an Aboriginal Community Housing Provider.
5 Chief Executive Officer’s Report
The 2007/08 year under review has been one of great uncertainty for the NSW Aboriginal Housing Office (AHO) and has required significant effort to ensure that our activities have continued to be focused on improving the living conditions of Aboriginal people in NSW. In my contribution to this Report, I will highlight some of the significant issues and outcomes we have achieved.
As noted in last year’s Annual Report, the NSW and Australian Governments are re-negotiating the funding arrangements for Aboriginal housing in NSW following the expiry of both the Indigenous Housing Infrastructure Agreement (IHIA) and the Commonwealth State Housing Agreement (CSHA) on 30 June 2008. While negotiations are still continuing, the AHO has been advised by the Australian Government that funding as per the expired IHIA and CSHA would be provided for a further six months.
During the negotiations regarding the future funding of Aboriginal housing, it is clear that the Australian Government is still focused on providing funding only for remote Aboriginal communities. This type of geographically targeted funding severely disadvantages the Aboriginal people of NSW. It seems that the Australian Government is reluctant to acknowledge the fact that NSW has the largest percentage of Aboriginal people of any state or territory (31 per cent), but receives only 6 per cent of available Aboriginal specific housing funding. The view that mainstream public housing and the private sector are able to meet the housing needs of Aboriginal people in NSW is not one supported by available data and the increasing length of public housing waiting lists and the significant levels of discrimination faced by Aboriginal people when trying to secure and maintain private rental tenancies.
As well, this position does not acknowledge the data that supports the significant levels of social disadvantage endured by Aboriginal people, such as: • 84 per cent of Aboriginal people live in urban areas (Sydney and regional towns and cities) with just over 31 per cent of those living in Sydney; • Aboriginal population growth rates are more than double those for the total Australian population; • Aboriginal people are three times as likely as non-Aboriginal people to be living in large households – 9 per cent live in households with six or more people, compared to 3 per cent of the non-Aboriginal population; • Aboriginal households in NSW have very low rates of home ownership (36 per cent compared to 63 per cent of the total population); and, • one third of Aboriginal people live in social housing, compared to 6 per cent of the total NSW population.
With the increasing Aboriginal population in NSW (forecast to reach some 153,000 by 2009) the AHO will continue to face significant challenges to meet the increased need for housing, including social housing and housing-related services.
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Without significant further investment in the Aboriginal The AHO has continued to pursue the strong sector reform housing sector, Aboriginal people in NSW will remain a agenda which was detailed in last year’s Report. The severely disadvantage section of our community, particularly AHO Sector Strengthening Strategy has continued to be a enduring high levels of homelessness, overcrowding, lack of significant focus of our work to reform the sector. Details of job opportunities, lower levels of health and education as work undertaken in this regard during the year are outlined compared to the general community. It is difficult to sustain in this Report. adequate levels of health, education and job opportunities if suitable and secure housing is not available. The issues I have raised provide some insight into the complex and constantly challenging issues in which the It is pleasing to note that NSW Government agencies support Aboriginal housing sector in NSW must operate and the AHO’s position on ensuring that there is an adequate continue to provide housing services to one of the most and fair distribution of Aboriginal specific housing funds disadvantaged groups in our community. across all sectors of the Aboriginal community in NSW, not just to those areas that are considered to be remote. In dealing with the extremely broad range of issues and challenges, I express my deep appreciation for the strategic Even during this time of great uncertainty for the AHO, direction and support provided by the AHO Board and, in we have continued to deliver significant program particular, Chairperson Tom Slockee, and all members of our achievements to address Aboriginal housing need in NSW. Regional Aboriginal Housing Committees. This support has In meeting housing need we have provided an additional been invaluable and has assisted the AHO to ensure that its 36 homes to the sector, complemented by the completion policies and programs are developed to meet community of substantial upgrading to 270 existing AHO owned homes expectations as much as is possible. and the delivery of significant maintenance and repair effort to another 974 community managed homes during I have also relied on the support of the AHO staff and our the year. For more information about the AHO program senior leadership team led by Deputy CEO, Allen Hedger, achievements, elements and associated expenditure levels who have continually shown a high level of commitment please refer to the details shown elsewhere in this Report. to achieving sustained positive outcomes in the quality and availability of Aboriginal housing for the Aboriginal citizens Underpinning such program activity and consistent of this state. with the NSW Government’s aspirations for its Aboriginal citizens articulated through the NSW State Plan, the AHO Finally, I thank the former Minister, the Hon Matt Brown and has been able to create employment opportunities in our the current Minister, the Hon David Borger for their support program delivery through contractual arrangements with of both the AHO, as an agency within his Ministerial portfolio various Aboriginal and non Aboriginal building companies and of myself, as AHO CEO. Such support is very much and with other mainstream builders who utilize Aboriginal appreciated by me, by all AHO staff, by the AHO Board and employment. Within our program effort, Aboriginal people more broadly by the NSW Aboriginal housing sector. were employed in the construction or upgrading of some 260 dwellings and maintenance of some 195 dwellings. As CEO, I take much pride in our ability to leverage these significant employment achievements through our modest program capacity.
The AHO has continued to focus its activities and efforts Russell Taylor to meet the objectives and projects identified in the NSW Chief Executive Officer State Plan. To this end, during the year, the AHO completed Aboriginal Housing Office a revision of our planning processes and documentary framework and such effort will be reflected in future AHO Corporate, Strategic and Business Plans for the 2008/09 year and beyond.
7 The NSW Aboriginal Housing Office Board
Rev. Thomas Slockee Chairperson Tom was the inaugural Chairperson of the NSW Aboriginal Housing Board, from 1998 until 2000. He is a member of the Noonuccal people and the Bundjalung Nation and currently lives on the NSW South Coast.
Tom has been a member and Chairperson of the Southern Area Health Service, including as Chair of the Service’s Strategic Planning Committee and has been a Board member of Aboriginal Hostels Ltd.
Mr Russell Taylor Chief Executive Officer - Ex-Officio Member A Kamilaroi man, Russ was raised and educated in Sydney. He gained extensive management experience in a range of positions in the finance and banking sector as well as in ATSIC and the former Aboriginal Development Commission. Russ has been Chief Executive Officer of the AHO since October 2003. Prior to this appointment, he headed the Australian Institute of Aboriginal and Torres Strait Islander Studies.
Tertiary qualifications include a Master of Business Administration (MBA) Degree as well as a Graduate Diploma in Public Sector Management from the University of Technology Sydney and a Graduate Diploma in Arts (Anthropology) from the Australian National University, Canberra.
James Allen Board Member Jim is the former Chairperson of Batemans Bay Local Aboriginal Land Council. He currently manages the Murra Mia Tenant Advice and Advocacy Service which assists tenants and communities with their dealings with landlords and the Consumer Traders and Tenancy Tribunal and is a current member of the Housing Appeals Committee.
8 Annual Report 2007/2008
Robert Carroll Andrew Hegedus Board Member Board Member Robert was born in Narrandera and Andrew works as an advisor and is a member of the Wiradjuri Nation. consultant to many Aboriginal He has been a member of the AHO organisations. He has been the Board since 2003. He has lived in Chairperson of Yarrawarra Aboriginal Griffith for the past 23 years. He Corporation on the NSW North Coast has served on the Binaal Billa ATSIC and has held positions on various Regional Council and is a former Council Chairperson. Boards, including the NSW TAFE Commission Board. Robert has advocated for Aboriginal rights at local, state, national and international forums and has lobbied both Lois Towney State and Federal governments to be more responsive and Board Member accountable to Aboriginal people on a range of social issues. He has held positions on various bodies such as the NSW Lois is a current member of the AHO’s Aboriginal Land Council, the Wiradjuri Regional Aboriginal Many Rivers Regional Aboriginal Land Council and the Indigenous Land Corporation. Housing Committee. She is currently employed as coordinator of the Michelle Craig Koompahtoo Local Aboriginal Land Council in Newcastle. She has been a Board Member Board member of the Western Aboriginal Legal service in Michelle is currently employed as Dubbo and the Gilgandra District Hospital. Housing coordinator by Bungree Aboriginal Corporation on the NSW Central Coast. She has been the Chairperson of the Lower Many Rivers Aboriginal Housing Providers Forum and has been responsible for coordinating the Bungree Aboriginal Corporation repairs and maintenance program to their assets.
Cathy Craigie Board Member Cathy is a Gamilaroi and Anaiwan woman from Northern NSW (Moree and Armidale). She is a founding member of the Gadigal Information Service (Koori Radio) and a former Director of the Aboriginal and Torres Strait Islander Arts Board (Australia Council). Cathy has coordinated skills programs for Aboriginal people and has assisted with the establishment of health clinics on Aboriginal reserves in NSW.
9 Significant Achievements 2007/08
During what has proved to be a very challenging year the Aboriginal Housing Office (AHO) has achieved significant progress in its reform program. The following is a snapshot of the significant achievements against AHO’s Key Performance Areas.
1. Housing Services • constructed 36 dwellings (15 in rural and remote and 21 in major urban centres); • 270 AHO homes upgraded; • 974 Aboriginal community owned/managed dwellings repaired under the Repairs and Maintenance Community Assets Program (RaMCAP); • seven AHO dwellings sold to tenants; • opened accommodation for Elders in the Western Region; • housed some 2,000 Aboriginal people1; • spent some $5.5 million on undertaking repairs and maintenance to community managed properties. (Funding agreements for these works commit Aboriginal Community Housing Providers (ACHPs) to improving their housing and property management capacity); • participated in the second national survey of tenants of State Owned and Managed Indigenous Housing; • based on results of the State-wide Condition Assessment Survey, continued to ensure that repairs and maintenance funds are directed effectively and project management costs are lowered; and • included employment of Aboriginal people in the construction or upgrading of some 260 dwellings and also in maintenance contracts with Aboriginal and non-Aboriginal contractors for some 195 dwellings.
2. Strengthening Aboriginal Housing Sector Capacity • the Minister for Housing launched the NSW Standards for Management and Governance in Aboriginal Housing, a first of its kind in Australia; • released the Sector Strengthening Strategy – Consultation Draft; • conducted State wide consultations on the Sector Strengthening Strategy – Consultation Draft at which over 120 ACHPs were represented; • held workshops on annual registrations and expressions of interest for funding for ACHPs; • commissioned research on the capacity of ACHPs and completed by Murdoch University;
1 The AHO has taken into consideration the average number of occupants of its dwellings rather than the number of registered tenants.
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• enhanced the application of mandatory key performance indicators for management of rental dwellings by ACHPs; • developed and implemented a License of Copyright Agreement for the Certificate IV Community Services (Social Housing); and • developed a Grants Administration System for implementation during 2008/09.
3. Relationship Management • consolidated planning and community consultation through the Regional Aboriginal Housing Committees (RAHC); • the AHO’s Aboriginal Housing Information Service unit dealt with over 900 client inquiries, 100 more than 2006/07; • continued the partnership with Housing NSW for comprehensive tenancy and property management; and • commenced negotiation for a Memorandum of Understanding with the NSW Aboriginal Land Council (NSWALC).
4. Corporate Capability • completed Aboriginal housing needs research project; • lead the NSW Public Sector in overall employment of Aboriginal people and in the number of senior staff; and • 61 per cent of permanent and temporary positions within the AHO are filled by Aboriginal people.
11 Finance Summary
Funding sources for Aboriginal Housing Application of Funds Program 2007/08 The following table broadly depicts the use of AHO’s The following tables detail sources of funding by the pooled funds. NSW Government, the Australian Government and other sources. Expenditure category $’000 AHO planned maintenance 7,912 Source of funds $’000 ACDP 7,000 1. NSW Government HACP 12,591 CSHA State matching – base funding 6,671 (metropolitan) RaMCAP 5,530 GST compensation/other 1,180 Other programs 8,175 ACDP funds 7,000 Acquisitions and construction 14,295 Sub TOTAL 14,851 Sub Total 55,503 AHO operating costs 7, 886 2. Australian Government TOTAL 63,389 Tied – ARHP 18,650 Contribution to AHO operating costs 4,437
CHIP funds 13,250 Acronyms
HIHI funds 2,400 ACDP Aboriginal Communities Development Program Sub TOTAL 38,737 ARHP Aboriginal Rental Housing Program CHIP Community Housing and Infrastructure 3. Other sources of funds $’000 Program Rental income 5,790 CSHA Commonwealth/State Housing Agreement Interest income 3,275 GST Goods and Services Tax Proceeds from asset sales 2,800 HACP Housing for Aboriginal Communities Program Other 117 HIHI Healthy Indigenous Housing Initiative RaMCAP Repairs and Maintenance Sub TOTAL 11,982 Community Assets Program
TOTAL 65,570
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Report on Key Performance Areas
The AHO has embarked on a number of reforms that are designed to improve the efficiency and effectiveness of the Aboriginal housing sector.
A key reform is the Sector Strengthening Strategy. This Strategy has been developed to build the financial viability of the sector along with improved governance and asset and tenancy management. The Strategy will result in a rationalisation of the overall number of Aboriginal Community Housing Providers (ACHPs) managing properties and tenancies. 5 years of AHO Dwelling Growth 1. Housing Services A total of 36 dwellings funded under the Aboriginal Housing Program 4400 were completed in 2007/08. A further 47 sales contracts were exchanged in May and June 2008 for the acquisition of dwellings. Contracts will be settled and the dwellings prepared for occupation in the early months of 2008/09. This will provide some 270 Aboriginal people with access to 4350 new housing.
A total of some $7.9 million was spent on planned repairs and maintenance of AHO dwellings and a further $5.5 million on repairs 4300 and maintenance of community owned dwellings in 2007/08. Some 5,360 Aboriginal people were provided with access to improved living elling Numbers conditions as the result of these works.
Dw 4250 Since it was established, the AHO has remained committed to fostering Aboriginal employment by supporting the engagement of Aboriginal builders, using mainstream building contractors with Aboriginal employees, and supporting builders who use Aboriginal contractors. 4200 During 2007/08 Aboriginal tradespeople, employed by Aboriginal and 2003/04 2004/05 2005/06 2006/07 2007/08 non-Aboriginal builders, built or upgraded some 260 dwellings and Financial Years provided maintenance to a further 195 dwellings.
Survey of Tenants of State Owned and Managed Aboriginal housing The second National Social Housing Survey of Tenants of State Owned and Managed Indigenous Housing (SOMIH) was conducted in 2007/08. The Survey was funded by all State jurisdictions and conducted under the auspices of the Housing Ministers Advisory Committee and the Australian Institute of Health and Welfare. The Survey, undertaken by Roy Morgan Research Ltd, collected information on how satisfied SOMIH tenants were with their housing and with the services provided by Housing NSW under the terms of a management agreement with AHO.
Some key findings of the survey were that: • 59 per cent of tenants surveyed were satisfied with the level of services provided; • 80 per cent of tenants indicated that household dwelling needs were met. However, only 46 per cent of surveyed tenants were happy with the condition of their homes;
13 • there were no significant differences in the level of forums with broad support expressed for the suite of satisfaction of SOMIH and mainstream public housing initiatives outlined in the Strategy. Aboriginal tenants in overall service satisfaction, and emergency and day-to-day maintenance and non- The forums provided valuable feedback on ways to improve maintenance services; and the policy framework and a number of implementation issues, which are being considered in developing the final • SOMIH tenants are significantly more likely to be satisfied Strategy document. with services overall (59 per cent) compared with 44 per cent for Aboriginal public housing tenants, although In addition to the release of the Sector Strengthening these tenants’ level of satisfaction with the overall Strategy – Consultation Draft, the AHO developed a series of condition of the home (46 per cent) was significantly Fact Sheets on key aspects of the proposed improvements less compared to public housing tenants (57 per cent). to the Sector. These included Fact Sheets on the Service Improvement System, Accreditation, and the NSW Standards The survey provides data for two of the 11 core national for Governance and Management of Aboriginal Housing. indicators, collected under the Commonwealth State Housing Agreement, as well as the National Reporting Further Fact Sheets will continue to be developed during Framework. 2008/09 as part of continued communication with the Sector. Aboriginal Housing Information Service (AHIS) Housing Management Review Framework To support improved housing outcomes for Aboriginal people, the AHO’s AHIS was established to provide During 2007/08, the AHO finalised the Housing assistance to Aboriginal people across a broad range of Management Review Framework. This included a review housing related issues. and use of evidence based methodology and assessment tools based on the NSW Standards for Governance and AHIS dealt with just under 900 enquiries in 2007/08, Management of Aboriginal Housing and was designed compared to some 800 enquiries in 2006/07. to enable assessment of the performance of ACHPs against the Standards. The key areas include: AHIS continued to further develop partnerships with financial management and viability; government and non-government providers of Aboriginal • housing and provided links and feedback to AHO business • tenancy and property management; units, the Board, committees, government agencies, • governance; and Aboriginal tenancy advisory services, tribunals, Ombudsmen • management practices. and clients of Aboriginal housing services. Information is gathered through a review of organisational 2. Strengthening Aboriginal Housing policies and records, in addition to face to face interviews Sector Capacity with Board members, management and staff.
Aboriginal Community Housing A program of Housing Management Reviews of more than Sector Strengthening Reforms 150 ACHPs commenced in April 2008 based on the Housing Management Review Framework with approximately a The Sector Strengthening Strategy - Consultation Draft was quarter of the program completed by 30 June 2008. The released in April 2008 to both inform stakeholders of and Reviews have been conducted by an independent review promote feedback on the proposed improvements to the team. sector being set by the AHO. Initial consultations with the Sector around the Strategy where concluded in June 2008 The Reviews, planned to be completed in 2008/09, will with the AHO successfully convening nine information give a snapshot of the performance and capabilities of and feedback forums across the state. A total of 120 ACHPs the Aboriginal community housing sector as a whole and including Local Aboriginal Land Councils attended the inform tailored responses to the needs of individual ACHPs.
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The Service Improvement and Accreditation System The study identified management and organisational The NSW Standards for Management and Governance in strengths and weaknesses of ACHPs and also outlined policy Aboriginal Housing are based on the National Standards implications of the research findings. Measures required to but were tailored by the AHO to the Aboriginal community address the viability of ACHPs were recommended and housing sector. The Standards were launched by the have been taken into account in formulating the AHO’s Minister for Housing at a meeting of the AHO Board in Sector Strengthening Strategy. June 2008. NSW Aboriginal Dwelling Needs Gap The Standards provide a benchmark for good practice in This project, which was conducted by the AHO in the Aboriginal community housing sector and foster a collaboration with Housing NSW has projected the culture of continuous improvement. Implementation of the Aboriginal dwelling needs gap for the period 2008-2011. system will commence in 2008/09 following completion of The projection provides an evidence-based indication of all Housing Management Reviews the scale of Aboriginal dwelling needs in terms of both the number of dwellings and the amount of funding required Consolidated Aboriginal Housing to address the gap. Management Services The AHO first established consolidated Aboriginal housing The report is a valuable resource that can inform policy management services in 2002/03 as a means of aggregating development and planning and is also available for state existing Aboriginal community housing providers into a and national discussions and negotiations on the scale and larger service to enable improved management of tenants challenge of Aboriginal housing. and properties and to improve viability in the sector. These Some factors determining the extent of Aboriginal dwelling Services involved a participatory, negotiated process need include population growth and the expected where all arrangements were agreed by providers wishing increase in households, homelessness, insecure housing, to participate. Three Services, referred to as Management overcrowding, severe un-affordability, and the number of Models, were fully established by 2003. dwellings in need of replacement. Over time the areas for improvement of the new models The first draft of the Housing Needs Analysis was completed emerged and the AHO has since 2003 worked to transition in May 2008 with completion expected in late 2008. the Management Models into a more robust service which was re-branded as a Regional Aboriginal Housing NSW Aboriginal Population Projections Management Service (RAHMS). Factors in determining the need for Aboriginal housing In 2007/08, the AHO finalised a model constitution, using a include population growth and the expected increase skills based governance framework, for the new RAHMSs, in households, homelessness, insecure housing, commenced work on a funding formula which would drive overcrowding, affordability, and the number of dwellings efficiencies, developed criteria for the selection of Board needing replacement. The needs gap is the difference members and successfully commenced the transitioning between Aboriginal social housing need and Aboriginal of three existing Management Models into RAHMSs. social housing supply. It is expected that accommodation would be supplied by State owned and managed Aboriginal Scoping Capacity of Aboriginal Community housing (AHO) properties managed by Housing NSW, the Housing Providers (ACHPs) Aboriginal community housing sector and mainstream Murdoch University, contracted by the AHO, completed public and community housing. a capacity study of six ACHPs, The project was designed to support AHO’s work on sustainability of the Aboriginal housing sector by providing an understanding of the issues faced by ACHPs.
15 The results of population projections1 indicate an 3. Relationship Management accelerated growth for the Aboriginal population of NSW The AHO places great importance on its relationships and during the next 15 years. The total Aboriginal population partnerships with all stakeholders in the NSW Aboriginal is expected to grow from some 148,200 in 2006 to nearly community housing sector, including other Government 200,000 in 2021. The rate of population growth will continue agencies, both State and Federal. This is evidenced by our to increase, from 1.6 per cent in 2006 to 1.9 per cent in 2011, commitment to consult with the Aboriginal community to 2.1 per cent in 2016 and 2.2 per cent in 2021. As a result through our Regional Aboriginal Housing Committees of this momentum, the population doubling time will (RAHCs) on all significant program and policy matters. decrease from 49 years in 2006 to 34 years in 2021. The AHO works in close cooperation with the Department There will be more Aboriginal people in the working age of Aboriginal Affairs (DAA) in relation to Two Ways Together. group of 15 to 64 years, where the proportion of persons During 2007/08, the AHO also worked closely with DAA on in this group will increase from 58.1 per cent in 2006 to 61.7 the planning and future delivery of a specific project aimed per cent in 2021. at addressing shortfalls in municipal services such as, water Projection results indicate an increase in the number of and sewerage infrastructure needs in discrete communities. households from 57,200 to nearly 77,200 in 2021. This is It is expected from 2008/09 that some $1.26 million pa will an increase of some 19,900 households or 34.8 per cent be provided to these communities. (average 2.3 per cent per year) implying over 1,300 new Under the Aboriginal Community Development Program demands for housing annually during the next 15 years. (ACDP) housing and infrastructure is being provided This increasing Aboriginal population in NSW will place to 22 discrete communities, with the AHO assisting the significant demands on the limited availability of Aboriginal DAA to secure housing assets acquired under ACDP and housing in NSW. also to ensure that Aboriginal housing providers in those Commonwealth Rental Assistance communities were eligible for funding and had appropriate (CRA) for AHO Properties housing management services in place. The AHO has been working with Housing NSW to support The NSW Aboriginal Land Council (NSWALC) is a key the implementation of a rental assessment which determines stakeholder in the AHO’s improvements to the Aboriginal the level of CRA applicable to AHO properties managed by community housing sector as around 60 per cent of the Housing NSW. A research project was commenced in late sector is made up of Local Aboriginal Land Councils 2007/08 to identify the business requirements and costs to (LALCs). The AHO works in close association with NSWALC modify Housing NSW’s systems to support this initiative. and LALCs on housing related issues including sector strengthening. There will be ongoing collaboration with It is expected that the system development and other NSWALC as sector reform is further progressed taking into business requirements will take 12 months to implement. account recent amendments to the Land Rights Act. This will then enable the collection of CRA. The CRA received will support the provision of additional repairs and During 2007/08, the AHO continued its working partnership maintenance to AHO properties. with Housing NSW through a Service Agreement for the provision of tenancy and housing related services. Under this 1 In the absence of Indigenous population projections based on Service Agreement, Housing NSW provides comprehensive the 2006 Census, AHO initiated the conduct a series of population tenancy management and property management services projections by Dr Noor A Khalidi, an “in-house” professional for some 4300 AHO owned properties across the State. demographer. These projections have been reviewed by researchers on the subject, Dr John Taylor, Centre for Aboriginal Economic Policy Also under this partnership, the AHO’s expectations on the Research (CAEPR), Australian National University and Dr Tom Wilson, quality of service to Aboriginal people are articulated to Principal Demographer, Department of Planning NSW. The AHO is pleased to note that the outcome of these projections have been Housing NSW and their contractors. Regular and detailed used by many departments and agencies. reporting enables the AHO to monitor tenancy and property issues. While joint agency meetings are conducted regularly
16 Annual Report 2007/2008
to ensure interagency cooperation, representatives of the 2005-2008 Indigenous Housing Infrastructure Agreement. AHO and Housing NSW also attend management meetings The 2007/08 mid-year report includes a financial report, and forums across the State, further creating opportunities performance against targets, and progress on the Healthy for better communication and outcomes. The meetings Indigenous Housing Initiative. and forums were supported by a significant input from Regional offices. As mentioned earlier, the AHO has a “fee for service agreement” for tenancy and property management The AHO has continued its partnership with Indigenous services with Housing NSW. Under this Service Agreement Business Australia (IBA) to provide incentives for tenants of monthly and quarterly reports are provided on a wide AHO owned properties to purchase the property in which range of matters including the level and nature of tenant they live. These incentives include access to IBA home loans, complaints received, rent collections and other financial stamp duty exemption and assistance with legal costs. data, level of maintenance expenditure and maintenance Under this Home Ownership Scheme five AHO owned service standards and reasons for delays in the re-letting properties were purchased by tenants during 2007/08. of vacant properties. The reports are reviewed by the AHO to ensure that service provision by Housing NSW is in 4. Corporate Capability accordance with the agreement. In the NSW public sector, the AHO has the highest Business Partnership employment ratio of Aboriginal people and the highest As part of its shared service arrangements, the AHO also rate of Aboriginal people in senior management. The partners with Service First (formerly Central Corporate AHO supports the principle of providing employment and Services Unit), a business arm of the Department of career opportunities for Aboriginal people. 61 per cent of Commerce, which provides financial, human resource and permanent and temporary positions within the AHO are information technology services. filled by Aboriginal people.
To further open employment opportunities for Aboriginal Community Open Forums people, in 2007/08 the AHO introduced an Aboriginal During the year, the NSW AHO Board held a number Temporary Employment Register. Aboriginal people are of meetings in regional locations. At each of these able to submit their resumes for inclusion in the Register meetings, a community open forum was held with for consideration for temporary assignments. As a result, invitations being issues to all AHO tenants, tenants of there are 24 resumes registered in the areas of general community managed housing providers and other administration, policy and specialist advice. In 2007/08, stakeholders. The forums include representatives from three registered temporary staff completed assignments in the AHO and Housing NSW. The AHO’s Aboriginal general administration. Housing Information Service responded to questions from tenants and community members. These open The AHO’s Occupational Health and Safety Committee has forums provide the Board with open and frank feedback representatives from all work locations and full details of regrading its policies and programs as well and significant the Committee’s achievements in 2007/08 are recorded in housing issues that are being encountered by Aboriginal Appendix 25. people in the area.
The AHO also maintains a consultative program through During 2007/08, community open forums were held in a Joint Consultative Committee, which meets regularly Dubbo and Griffith, with a tenant forum also being held to disseminate information and provide opportunities for in Port Macquarie. A total of approximately 100 people dialogue on human resource issues. attended the 3 forums. Program Reporting and Monitoring The AHO completed a 2007/08 mid-term performance and financial report on achievements and progress of programs to the Australian Government, in compliance with the 17 Regional Reports
Aboriginal Housing Office (AHO) Regions Lismore
Tibooburra Moree Inverell
Bourke COFFS HARBOUR
Walcha
TAMWORTH Cobar Nyngan Coonabarabran Northern Broken Hill Region Muswellbrook Taree Menindee DUBBO
Condobolin Newcastle
Katoomba WENTWORTH PARRAMATTA Cronulla Balranald Wollongong
Wagga Wagga NOWRA Queanbeyan Western Sydney-South Batemans Bay Region Albury Eastern Region
REGIONAL OFFICES
Eden Aboriginal population in NSW by Region*
AHO Region Aboriginal population Percentage of NSW ABS Indigenous Regions 2006 census Aboriginal population Northern 60,053 39 Coffs Harbour Tamworth Sydney/South Eastern 56,423 37 Queanbeyan Sydney Western 36,422 24 Bourke, Dubbo, Wagga Wagga Total 152,898 100
* Source: ABS, 19 August 2008, Experimental Estimates of Aboriginal and Torres Strait Islander Australians, June 2006.
18 Annual Report 2007/2008
Regional acheivements
Role of AHO Regional Offices The main responsibility of the AHO’s Regional offices is to provide support to the Aboriginal community housing sector through a range of activities including: • engagement of the Aboriginal community in housing activities; • facilitating the annual registration of Aboriginal Community Housing Providers (ACHPs); • overseeing compliance assessment and monitoring of ACHPs; • assisting to deliver the AHO’s capital and maintenance programs; • liaison with State and Federal Government agencies and non government agencies on housing related matters; • development of Regional Aboriginal Housing Management Services (RAHMS); and • contributing to the capacity building of ACHPs. Regional offices also provide strategic and administrative support to Regional Aboriginal Housing Committees (RAHCs) in their role to identify local community perspectives on housing matters.
Through Regional forums AHO’s Regional staff engage with ACHPs and Aboriginal people as well as other government and non-government agencies. This interaction involves Regional AHO staff in improving community services while delivering key elements of the NSW Government’s Two Ways Together initiative and the NSW State Plan.
The following are some of the achievements of the AHO’s Regions during the year:
Northern
Sydney/South Eastern Regions
Western
AHO 0 500 1000 1500 2000 Dwellings in NSW Dwelling Numbers
19 Northern Region
The Northern Region covers approx 170,000 square kilometres and extends from the eastern coast line, from Gosford to Tweed Heads and inland north to Moree, Mungindi and inland south to Muswellbrook and then the Hunter Valley.
The major services and housing demand centres for Aboriginal families are Armidale, Coffs Harbour, Lismore, Newcastle, Moree, Port Macquarie, Tamworth and Tweed Heads.
The Region continues to have strong population growth with demand on housing continuing to increase and exceed supply.
There are some 1,685 properties owned by ACHPs and 1,570 owned by the AHO within the Region.
Some of the Region’s achievements during the year include: Mr Ken Craig Regional Manager • improved access to housing by purchasing four dwellings and completing construction of five dwellings; • improved housing standards of the Aboriginal housing sector by granting some $848,600 to nine ACHPs for repairs and maintenance of community housing; • facilitated training and employment opportunities in construction for Aboriginal people by engaging 3 Aboriginal building enterprises to deliver some of the AHO’s capital and maintenance programs in the Region; • further reformed and increased sustainability of the Aboriginal housing sector by holding workshops on policy and rent setting for 25 ACHPs; • ensured effective program planning and policy consultation through the Northern RAHC; • facilitated the registration of some 70 organisations as housing providers, including planning for the evaluation of the management of all ACHPs against the AHO’s mandatory Restoration of key performance indicators; and dwelling was funded through the Asset • the Region held a Sector Strengthening Strategy seminar to advise ACHPs on the future Management program direction and challenges of the social housing sector.
20 Annual Report 2007/2008
Sydney/South Eastern Region
The Sydney/South Eastern Region covers some 69,150 square kilometres and extends from the greater metropolitan area of Sydney to the Blue Mountains, the Illawarra, along the south coast to the Victorian border and west to the southern tablelands, circling the Australian Capital Territory (ACT) to Yass and parts of the Snowy Mountains.
The Region is, in many aspects, complex and diverse: it is governed by some 44 Local Government Areas, contains 14 Indigenous cluster areas and spreads across three Housing Services Divisions of Housing NSW.
There are also some jurisdictional issues relating to Wreck Bay, which is a Federal responsibility and cross border migration issues relating to ACT population seeking housing in neighbouring Queanbeyan. These matters will be subject to ongoing discussions with the ACT Government during 2008/09. Ms Jenny Brown Regional Manager Although small in geographical comparison to the other Regions, Sydney has the highest Aboriginal population in NSW around 31 per cent while the South Eastern has the smallest percentage of 6 per cent. While there are four discrete communities, at Coomaditchie, Jerrinja, La Perouse and Wallaga Lake there are also very long term established communities at Redfern, South West Sydney (Campbelltown, Liverpool) and Western suburbs (Mount Druitt, St Mary’s).
Many parts of the Region experience significant housing affordability stress particularly in parts of Sydney and Wollongong as well as other centres such as Batemans Bay and Queanbeyan. This presents particular challenges to the Region’s ability to meet the high demand for affordable housing.
In 2007/08, there were 35 registered ACHPs in the Sydney/South Eastern Region managing around 820 community owned housing assets, along with Housing NSW which manages some 1,680 AHO owned properties.
The Region is involved in a number of significant redevelopment projects being undertaken by Housing NSW which involve AHO owned properties. The most significant is the Bonnyrigg Estate Project which involves a staged replacement of 833 public housing properties (24 are AHO owned) through a Public Private Partnership contract between Housing NSW and Bonnyrigg Partnerships. Regional staff meet regularly with the consortium and provide assistance to AHO tenants and community members involved in the redevelopment.
From 2008 and beyond the Regional focus will be to implement the AHO Sector Strengthening Strategy reforms by: • delivering on the outcomes of the Housing Management Reviews; • supporting providers through the accreditation process; and • supporting South Eastern Aboriginal Regional Management Services (SEARMS) in their effective provision of property management and tenancy services to local contracted ACHPs.
21 • held three Sector Strengthening Strategy seminars, attended by representatives from some 40 ACHPs, to advise ACHPs on the future direction and challenges of the social housing sector; • supported new tenancies for several families with complex needs or disabilities in Batemans Bay, Queanbeyan and Ulladulla; • participated in the establishment of a Human Services Accord project in the Sydney suburb of Lidcombe to A new dwelling constructed assist young women to reconnect with support services at Batehaven. in their communities; • undertook an analysis of the Aboriginal housing sector to assess where supply and demand are highest and Some of the Region’s achievements during the year identify suitable locations for the possible establishment include: of a RAHMS; and • improved access to housing by purchasing 14 dwellings • became a signatory partner to the Joint Guarantee and completing construction of one dwelling; of Services Eastern Suburbs Memorandum of • improved housing standards by granting some $1.4 Understanding. million to 18 ACHPs for repairs and maintenance of community housing; South Eastern Aboriginal Management Services (SEARMS) • provided support to the Bonnyrigg partnership redevelopment project; SEARMS was established in 2003 as part of an AHO initative to improve governance and provide specialist support for • further reformed and increased sustainability of the ACHPs in south eastern NSW. SEARMS is fully functional and Aboriginal community housing sector by presenting relies on funding from the AHO to continue its operations. workshops on rent setting and policy development to 26 ACHPs in partnership with government agencies and The primary activity of SEARMS has been the provision community organisations; and management of secure, affordable and culturally appropriate housing for Aboriginal people on behalf of its • facilitated training and employment opportunities in client organisations. It achieves this by providing a planned construction for Aboriginal people by engaging four approach to asset management and tenancy services to Aboriginal building enterprises to deliver some of the contracted ACHPS. AHO’s capital and maintenance programs in the Region; It is managed by committed and qualified staff led by the • ensured effective program planning and policy General Manager and an all Aboriginal Board and continues consultation through the Southern RAHC, formerly the to forge ahead with its aim to be the best housing and Sydney and South Eastern RAHCs; project management organisation in the State.
• increased sustainability of asset management by SEARMS is currently managing 153 properties. During maintaining some 48 heritage affected dwellings, the 2007/08 reporting period, SEARMS carried out repairs predominantly in the older Sydney areas; on 124 properties. These repairs consisted of responsive, cyclical and planned maintenance.
22 Annual Report 2007/2008
Western Region
The Western Region covers a very diverse area of approximately two thirds of the state on a land mass extending from the Queensland border to the Victorian and South Australian borders. The Region covers areas along the lower half of the Great Dividing Range, in places such as Lithgow and Tumut, to the almost desolate red soil desert conditions in the west at places such as Broken Hill and Tibooburra.
The Region contains a number of significant remote Indigenous communities such as Enngonia, Goodooga and Weilmoringle.
In recent times there has been significant population growth in the Region as well as a population shift to the larger regional centres due to lack of support services in remote areas and to gain access to educational and employment opportunities. This has placed greater stress on housing availability and waiting lists in the regional centres while at the same time reducing demand in the remote communities. Mr Tony Flick Regional Manager There are some 45 registered ACHPs in the Region managing around 1,600 community owned housing dwellings while the AHO owns some 1,140 dwellings.
Some of the other challenges facing the Region include the roll out of the Sector Strengthening Strategy. It is proposed to transition the business of the current Mid Lachlan Management Service at Parkes and develop a Regional Aboriginal Housing Management Service (RAHMS) in Dubbo.
Some of the Region’s achievements during the year include: • improved access to housing by purchasing seven dwellings and completing construction of five dwellings; • improved housing standards by allocating of RaMCAP funding of $3.1 million to 24 ACHPs for repairs and maintenance of community housing; • facilitated training and employment opportunities in construction for Aboriginal people by engaging four Aboriginal building companies to deliver some of the AHO’s capital and maintenance projects in the Region; • undertook 10 community consultations on AHO’s Sector Strengthening Strategy. The consultations also provided information on proposed RAHMS, as well as explaining accreditation standards and housing management reviews; • facilitated the attendance of 34 people, 17 of which are employed by ACHPs in their completion of a Certificate IV in Governance; • secured two registered training organisations to deliver the Certificate IV Community Services (Social Housing) HOME course;
23 • ensured effective program planning and policy Mid Lachlan Aboriginal Housing consultation through the Western RAHC, formerly the Management Cooperative Ltd (MLAHMC) Binaal Billa and Mardi Paaki RAHCs; MLAHMC was formed in 2004 to provide housing • four priority communities in the Region were identified management services for Aboriginal housing providers in in 2007/08 to receive new housing (Bathurst, Dubbo, the central west of NSW. It is currently situated in Parkes and Griffith and Wagga Wagga); provides property management services to participating ACHPs that are located in the geographical area bounded • six workshops were held to help ACHPs meet the annual by Goodooga in the north, Wagga Wagga in the south, registration criteria; and Lithgow to the east and Cobar to west. MLAHMC is also fully functional and also relies on funding from the AHO to 86 community visits were made by staff across the Region • continue its operations. in 2007/08 to provide assistance to ACHPs ranging from registration to rent setting workshops. As part of the AHO’s Sector Strengthening Strategy of achieving skilled based RAHMS the AHO has been working Murdi Paaki Regional Housing Corporation with MLAHMC to establish a more centrally based new Limited Western RAHMS located in Dubbo and based on a new constitution that also reflects a skills based governance Murdi Paaki Regional Housing Corporation Limited was structure. established and supported by the former Aboriginal and Torres Strait Islander Commission in 1997 and is currently based in Broken Hill. Its first task was to rescue the housing assets of many small ACHPs in towns scattered across the far west of NSW. It continues to receive funding support from the AHO. Murdi Paaki is fully functional and relies on funding from the AHO to continue its operations.
Murdi Paaki manages dwellings on behalf of ACHPs in Collarenebri, Walgett, Menindee, Dareton, Enngonia and Weilmoringle.
The AHO has supported Murdi Paaki to become a RAHMS by providing funding for its administration as well as funding for repairs and maintenance of houses owned or managed on behalf of other ACHPs. At the end of the financial year Murdi Paaki owned 174 dwellings and managed a further 91 dwellings on behalf of ACHPs.
24 Annual Report 2007/2008
New Elders accommodation in Wellington Nginha dyirribang yinaa ngurang Six two-bedroom dwellings in Wellington on the Macquarie River east of Dubbo were designed and constructed to meet the needs of Elders and were built Tom Slockee, by the AHO under its Housing Aboriginal Communities Chairperson of the Program. The AHO ensured that the selected builder AHO Board with tenant had an Aboriginal employment component within their Dulcie West and Western contract. This allowed for two Aboriginal youths to be Regional Manager Tony Flick at the official involved in the project, enabling them to complete their opening of new Elders apprenticeships. accommodation in Wellington. A name for the project was selected after consultation with the local community. The name selected was Nginha dyirribang yinaa ngurang – meaning “This old man and woman camp”. A plaque was unveiled at the ceremony by the AHO Chairperson.
25 NSW Aboriginal Housing Office Financial Report for the Year ended 30 June, 2008
26 Financial Report 2007/2008
Aboriginal Housing Office Statement by Board Members
Pursuant to Section 41C of the Public Finance and Audit Act 1983, we declare that in our opinion:
(a) the Financial Statements exhibit a true and fair view of the financial position and financial performance of the Aboriginal Housing Office for the year ended 30 June 2008;
(b) the accompanying financial statements have been prepared in accordance with the provisions of the Public Finance and Audit Act 1983, the Public Finance and Audit Regulation 2005 and the Treasurer’s Directions; and
(c) we are not aware of any circumstances which would render any particulars included in the financial statements to be misleading or inaccurate.
Thomas Slockee Chairperson 14 October 2008
Robert Carroll Board Member 14 October 2008
27 Aboriginal Housing Office Income Statements for the Year Ended 30 June 2008
Consolidated Parent
2008 2007 2008 2007 Notes $’000 $’000 $’000 $’000 Revenue Rental income 26,423 24,726 26,423 24,726 Interest 2(a) 3,275 1,750 3,275 1,750 Grants and contributions 2(b) 53,588 60,677 53,588 60,677 Sundry income 2(c) 6,992 18,613 6,992 18,613
Total Revenue 90,278 105,766 90,278 105,766
Gain / (loss) on disposal 3 (8,194) (1,923) (8,194) (1,923) Other gains / (losses) 4 (636) (1,040) (636) (1,040)
Expenses Employee related 5(a) 7,425 6,755 7,425 6,755 Other operating expenses 5(b) 2,479 2,559 2,479 2,559 Depreciation and amortisation 5(c) 6,420 5,575 6,420 5,575 Housing program ‑ other expenses 6 39,122 29,663 39,122 29,663 Property expenses ‑ rental program 5(d) 20,633 20,911 20,633 20,911 Total Expenses 76,079 65,463 76,079 65,463
SURPLUS FOR THE YEAR 5,369 37,340 5,369 37,340
The accompanying notes that form part of these financial statements, can be downloaded from www.aho.nsw.gov.au
28 Financial Report 2007/2008
Aboriginal Housing Office Statement of Recognised Income and Expense for the Year Ended 30 June 2008
Consolidated Parent
2008 2007 2008 2007 Notes $’000 $’000 $’000 $’000 Net increase / (decrease) in property, plant and equipment asset revaluation reserve 9,833 27,608 9,833 27,608 TOTAL INCOME AND EXPENSE RECOGNISED DIRECTLY IN EQUITY 9,833 27,608 9,833 27,608 Surplus for the year 5,369 37,340 5,369 37,340 TOTAL INCOME AND EXPENSE RECOGNISED FOR THE YEAR 15 15,202 64,948 15,202 64,948
The accompanying notes that form part of these financial statements, can be downloaded from www.aho.nsw.gov.au
29 Aboriginal Housing Office Balance Sheet as at 30 June 2008
Consolidated Parent
2008 2007 2008 2007 Notes $’000 $’000 $’000 $’000 ASSETS
Current Assets Cash and cash equivalents 7 53,853 43,196 53,853 43,196 Receivables 8 2,095 1,241 1,387 723 Other 12 1,111 931 - - Total Current Assets 57,059 45,368 55,240 43,919
Non‑Current Assets Property, plant and equipment Land and Buildings 9 892,896 879,074 892,896 879,074 Plant and Equipment 9 1,295 1,617 1,295 1,617 Capital Work in Progress 9 9,511 9,162 9,511 9,162 Total Property, plant and equipment 9 903,702 889,853 903,702 889,853 Intangible assets 10 356 476 356 476 Total Non‑Current Assets 904,058 890,329 904,058 890,329 Total Assets 961,117 935,697 959,298 934,248
Current Liabilities Payables 13 21,830 12,231 23,584 13,718 Provisions 14 1,953 1,641 - - Total Current Liabilities 23,783 13,872 23,584 13,718
Non‑Current Liabilities Provisions 14 1,770 1,445 150 150 Payables 26 43 26 43 Total Non‑Current Liabilities 1,796 1,488 176 193 Total Liabilities 25,579 15,360 23,760 13,911 Net Assets 935,538 920,337 935,538 920,337
EQUITY Reserves 15 385,883 376,050 385,883 376,050 Accumulated funds 15 549,655 544,287 549,655 544,287 Total Equity 935,538 920,337 935,538 920,337
The accompanying notes that form part of these financial statements, can be downloaded from www.aho.nsw.gov.au
30 Financial Report 2007/2008
Aboriginal Housing Office Cash Flow Statements for the year ended 30 June 2008
Consolidated Parent 2008 2007 2008 2007 Notes $’000 $’000 $’000 $’000 CASH FLOWS FROM OPERATING ACTIVITIES Receipts Rental program 24,938 25,171 24,938 25,171 Interest 3,275 1,750 3,275 1,750 Sundry income 59 364 59 364 Total Receipts 28,272 27,285 28,272 27,285 Payments Rental program (20,690) (20,911) (20,690) (20,911) Employee related and other expenses (11,068) (7,949) (11,068) (7,949) Housing program (27,812) (37,401) (27,812) (37,401) Total Payments (59,570) (66,261) (59,570) (66,261) Cash Flows From Government Government grants 53,588 60,677 53,588 60,677 Net Cash Flows From Government 53,588 60,677 53,588 60,677 NET CASH FLOWS FROM OPERATING ACTIVITIES 18 22,290 21,701 22,290 21,701 CASH FLOWS FROM INVESTING ACTIVITIES Proceeds from sale of Land and Buildings 2,800 637 2,800 637 Purchases of Land and Buildings, Plant and Equipment and Infrastructure Systems (14,433) (14,978) (14,433) (14,978) NET CASH FLOWS FROM INVESTING ACTIVITIES (11,633) (14,341) (11,633) (14,341) NET INCREASE IN CASH 10,657 7,360 10,657 7,360 Opening cash and cash equivalents 43,196 35,836 43,196 35,836 CLOSING CASH AND CASH EQUIVALENTS 7 53,853 43,196 53,853 43,196
The accompanying notes that form part of these financial statements, can be downloaded from www.aho.nsw.gov.au
Aboriginal Housing Office Notes accompanying and forming part of the Financial Statements for the Year Ended 30 June 2008 Complete Financial Statements for the accounting period covered by this Annual Report are available from the AHO Head Office. Statements may also be downloaded from the AHO website www.aho.nsw.gov.au, or by direct enquiry to the AHO during Office Hours.
31 Aboriginal Housing Group of Staff Statement by Board Members
Pursuant to Section 41C of the Public Finance and Audit Act 1983, we declare that in our opinion:
(a) the Financial Statements exhibit a true and fair view of the financial position and financial performance of the Aboriginal Housing Group of Staff for the year ended 30 June 2008;
(b) the accompanying financial statements have been prepared in accordance with the provisions of the Public Finance and Audit Act 1983, the Public Finance and Audit Regulation 2005 and the Treasurer’s Directions; and
(c) we are not aware of any circumstances which would render any particulars included in the financial statements to be misleading or inaccurate.
Thomas Slockee Chairperson 14 October 2008
Robert Carroll Board Member 14 October 2008
32 Financial Report 2007/2008
Aboriginal Housing Office Group of Staff Income Statement for the Year Ended 30 June 2008
2008 2007 Notes $’000 $’000 Revenue Personnel Services 2 7,425 6,722
Total Revenue 7,425 6,722 - - Expenses Employee related expenses 3 7,425 6,722 Total Expenses 7,425 6,722
SURPLUS/(DEFICIT) - -
The accompanying notes that form part of these financial statements, can be downloaded from www.aho.nsw.gov.au
Aboriginal Housing Office Group of Staff Statement of Recognised Income and Expense for the Year Ended 30 June 2008
2008 2007 Notes $’000 $’000 Surplus / (Deficit) for the year - - TOTAL INCOME AND EXPENSE RECOGNISED FOR THE YEAR - - Accumulated Funds - - - -
The accompanying notes that form part of these financial statements, can be downloaded from www.aho.nsw.gov.au
33 Aboriginal Housing Office Group of Staff Balance Sheet as at 30 June 2008
2008 2007 Notes $’000 $’000 ASSETS
Current Assets Receivables 4 3,618 2,695 Other 5 1,111 931 Total Current Assets 4,729 3,626 Total Assets 4,729 3,626
Current Liabilities Payables 6 1,156 690 Provisions 7 1,953 1,641 Total Current Liabilities 3,109 2,331
Non‑Current Liabilities Provisions 7 1,620 1,295 Total Non‑Current Liabilities 1,620 1,295 Total Liabilities 4,729 3,626 Net Assets - - Accumulated funds - - Total Equity - -
The accompanying notes that form part of these financial statements, can be downloaded from www.aho.nsw.gov.au
34 Financial Report 2007/2008
Aboriginal Housing Office Group of Staff Cash Flow Statement for the year ended 30 June 2008
2008 2007 Notes $’000 $’000 CASH FLOWS FROM OPERATING ACTIVITIES Net Cash Provided / (Used) by Operating Activities - -
NET CASH FLOWS FROM OPERATING ACTIVITIES 8 - -
CASH FLOWS FROM INVESTING ACTIVITIES
Net Cash Provided / (Used) by Investing Activities - -
NET INCREASE (DECREASE) IN CASH HELD - - Opening cash and cash equivalents - -
CLOSING CASH AND CASH EQUIVALENTS - -
The accompanying notes that form part of these financial statements, can be downloaded from www.aho.nsw.gov.au
Aboriginal Housing Office Group of Staff Notes accompanying and forming part of the Financial Statements for the Year Ended 30 June 2008 Complete Financial Statements for the accounting period covered by this Annual Report are available from the AHO Head Office. Statements may also be downloaded from the AHO website www.aho.nsw.gov.au, or by direct enquiry to the AHO during Office Hours.
35 Appendices
1. Organisational Chart 37 27. Guarantee of Service and 52 Consumer Response 2. Aboriginal Housing Office Board 38 28. Review of Credit Card Use 52 3. Regional Aboriginal Housing Committees 39 29. Payment Performance Indicators 52 4. Senior Executive 40 30. Investment Management Performance 53 5. Chief Executive Officer and Senior 41 Executive Performance 31. Response to Significant Audit Reports 53 6. Executive Remuneration and 41 32. Events with a Significant Effect on the 53 Senior Executive Service Succeeding Year After the Balance Date 7. Human Resources 41 33. Liability Funds Management 53 8. Legal Change 41 34. Risk Management 54 9. Privacy and Personal Information 41 35. Insurance Activities 54 10. Statement of Affairs 41 36. Controlled Entities 54 11. Freedom of Information 42 37. Major Assets/Land and 54 Disposals and Acquisitions 12. Participation in Significant Committees 43 38. Major Assets other than Land Holdings 54 13. Significant Committees 45 Established and Abolished 39. Price Determination Method 54 14. Organisations Registered 45 40. Research and Development 54 15. Operational Grants 47 41. Electronic Service Delivery 54 16. Major Works in Progress 48 42. Energy Management 55 17. Repairs and Maintenance 48 43. Waste Reduction and Purchasing Policy 55 Community Assets Grants 44. Publications 55 18. Housing and Land – Acquisition/ 49 45. Cost and Availability of Annual Report 55 Construction Grants 19. Consultancies 49 20. Overseas Travel 49 21. Equal Employment Opportunity 49 22. Disability Action Plan 51 23. Ethnic Affairs Priority Statement 51 24. NSW Government Action Plan For Women 51 25. Occupational Health and Safety 51 26. Code of Conduct 52
36 Annual Report 2007/2008
Appendix 1: Organisation Chart
The Hon David Borger MP Minister for Housing Minister for Western Sydney
Mr Tom Slockee AHO BOARD Chairperson, AHO Board
Northern RAHC
Mr Russell Taylor Chief Executive Officer Western RAHC
Mr Allen Hedger Mr Tony McGlynn Deputy Chief Southern RAHC Corporate Council Executive Officer
Mr Les Evans Aboriginal Community Act/Director, Housing Providers Statewide Housing Services
Ms Claire Croumbie-Brown Act/Director, Policy & Strategic Development
Mr Joseph Stanecki Director, Corporate Services
Ms Jenny Brown Regional Manager Sydney/South Eastern Region
Mr Ken Craig Regional Manager Northern Region
Mr Tony Flick Regional Manager Western Region
37 Appendix 2: Aboriginal Housing Office (AHO) Board In accordance with the NSW Aboriginal Housing Act 1998 (the Act) and working in close consultation with the Aboriginal providers across the State, it is an important role of the Board to advise the NSW Minister for Housing on policies and strategic direction.
It is also important for the Board to oversee governance of the AHO to ensure that statutory compliance and performance is achieved.
Membership In accordance with the Act, the Minister for Housing determines the composition of the Board appointing a Chairperson and members who must be Aboriginal and represent the community on a wide range of Aboriginal issues. The Chief Executive Officer (CEO) of the AHO is also a Board Member but has no voting rights.
2007/08 Board Members
Name Status Appointed on Completion date James Allen Current 01/10/2007 Current Robert Carroll Current 1/9/2005 Current Michelle Craig Current 01/10/2007 Current Cathy Craigie Current 01/10/2007 Current Andrew Hegedus Current 01/10/2007 01/09/2008 Des Jones Former 1/9/2005 30/09/2007 Keith Morgan Former 1/12/2006 30/09/2007 Margaret Patterson Former 1/12/2006 30/09/2007 Geoff Scott Former 1/9/2005 30/09/2007 Thomas Slockee (Chairperson) Current 01/10/2007 Current Russell Taylor(AHO CEO and Current 13/10/2003 Current Ex Officio Member) Lois Towney Current 01/10/2007 Current Ann Weldon (Past Chairperson) Former 1/9/2005 30/09/2007
38 Annual Report 2007/2008
Board Meetings Appendix 3: In 2007/08 there were eight AHO Board meetings, one Regional Aboriginal Housing Committees being an induction for new Board Members in October (RAHCs) as at 30 June 2008 2007. The following table shows the attendance of each All Chairpersons are selected from membership of the Board Member and the AHO CEO as ex officio member. AHO Board.
Name No. of Meetings Western RAHC meetings attended Robert Carroll – Co-chair eligible during to attend 2007/2008 Cathy Craigie – Co-chair William Bates – Wilcannia Carol Dunlop – Broken Hill James Allen 6 6 Kerrie McBride – Lightning Ridge Robert Carroll 8 8 Greg Murray – Albury Michelle Craig 6 6 Angelia Ralph - Orange Steve Ryan – Dubbo. Cathy Craigie 6 6 Andrew Hegedus 6 6 Northern RAHC Lois Towney - Chairperson Des Jones 2 1 Brian Allen - Tamworth Keith Morgan 2 2 Edward Briggs - Armidale Margaret Patterson 2 2 Trevor Kapeen - Maclean Margaret Patterson - Guyra Geoff Scott 2 2 Pamela Paulson – Foster Tom Slockee 6 6 Beverly Simon - Noraville Russell Taylor (AHO CEO 8 7 Southern RAHC and Ex Officio Member) Jim Allen – Co-chair Lois Towney 6 5 Michele Craig – Co-chair Ann Weldon 2 2 Rhonda Cruse – Illawarra Barbara Fitzsimmons – Blacktown Darryl Hamilton – St Clair Helen Martin – Queanbeyan Neville Moore – Eden Bunja Smith – Tarago.
39 Appendix 4: Name: Joseph Stanecki Senior Executive as at 30 June 2008 Position: Director, Corporate Services (Dip Bus Studies, Grad Dip PSM) Name: Russell Taylor (Grad Dip Public Commenced: February 2008 Sector Mgt, Grad Dip Arts, MBA) Joseph Stanecki has worked in a number of agencies in Position: Chief Executive Officer, SES Level 4 Victoria and NSW in roles that encompass finance and Commenced: October 2003 accounting, business systems, taxation, management, and Russ has been Chief Executive Officer of the AHO since company secretarial and administration. In NSW he has October 2003. Prior to this appointment, he headed the worked with the Benevolent Society, the Department of Australian Institute of Aboriginal and Torres Strait Islander Commerce and Sydney University. Studies. Russ is also a former Director of the Australian Indigenous Leadership Centre and a former member of the Name: Tony McGlynn (Dip Law SAB) Governing Council of the University of Canberra. Position: Corporate Counsel Commenced: April 2006 Name: Allen Hedger Tony McGlynn has extensive experience with over 30 Position: Deputy Chief Executive Officer SES Level 2 years in legal and senior management positions in the Commenced: September 2005 NSW Government, mostly in planning, natural resource Allen Hedger has worked in public administration within management and Premier and Cabinet portfolios. He has the Senior Executive Service over the past 20 years in a steered major legislation reforms for the water industry, broad range of State and Federal Government portfolios directed water licensing, river operations and natural including policy and program delivery. Allen has held resources data management, and coordinated the National Management responsibilities within the Federal privatisation of the State’s irrigation schemes. He has been Government portfolios of Housing and Law and Justice. a member of various interstate working groups and inter- departmental review groups and steering committees. Senior Management team Name: Ken Craig Name: Les Evans (B Build, M. Mgt (Public Sector)) Position: Regional Manager, Northern Position: Director, Statewide Housing Services Commenced: August 2001 Commenced: May 1999 Ken Craig’s public service career includes administration Les Evans worked in civil engineering before commencing a roles at the Department of Agriculture, the Ministry of career in the public service that included Quantity Surveyor Aboriginal Affairs and Housing NSW where he managed with the Department of Public Works, managing capital projects and programs involving Aboriginal and mainstream works for TAFE, and positions with the Housing NSW. housing organisations. Ken has links to the Gumbainggirr Name: Claire Croumbie-Brown (BA, Grad.Dip Ed. MSP) and Bundjalung people. Position: Director, Policy and Strategic Development Name: Jenny Brown (BA Social Arts) Commenced: January 2008 Position: Regional Manager, Sydney South Eastern Claire Croumbie-Brown has extensive experience in social Commenced: October 2004 housing in NSW, having worked for Housing NSW, as well Jenny Brown has worked with all tiers of government, as developing health policy and planning for Aboriginal including the former Aboriginal and Torres Strait Islander people in the NSW Department of Health. Commission as a senior project officer responsible for the South Eastern Region and at the national office in the Indigenous Rights Section. She is a Wandi Wandean woman from Nowra.
40 Annual Report 2007/2008
Name: Tony Flick Appendix 8: Legal Change Position: Regional Manager, Western Commenced: November 2001 There were no departures from Subordinate Legislation Act Tony Flick has worked with the AHO in the Western Region in 2007/08 where he has been involved in the continual improvements to the Aboriginal housing sector. Appendix 9: Privacy and Personal Information Appendix 5: The Privacy and Personal Information Protection Act 1998 Chief Executive Officer and Senior Executive provides for the protection of personal information and Performance the privacy of individuals generally. The Act establishes a number of information protection principles. Performance Statement of Chief Executive Officer Name: Russell Taylor The AHO did not receive any queries or complaints under Position: Chief Executive Officer Part 53 of the Privacy and Personal Information Act 1998, the Commenced: 13 October 2003 same number as in 2006/07.
As part of his ongoing management, Mr Taylor holds a Appendix 10: Statement of Affairs performance agreement with the Minister for Housing which includes regular and ongoing reviews of performance. Structure and functions of the AHO The AHO’s organisational structure is shown at Appendix Mr Taylor’s administration and leadership has delivered the 1. The AHO has State-wide coverage and responsibility to Aboriginal Housing Office’s key activities and achievements deliver a sustainable NSW Aboriginal housing sector by: as outlined in this report. • planning and developing programs and services to assist Appendix 6: Executive Remuneration and Aboriginal people in meeting their housing needs; Senior Executive Service • delivering those programs and services; and There were no Senior Executive Service Officer positions at Grade 5 or above. (Nil 2006/07.) • evaluating those programs and services from time to time in order to determine whether they continue Summary of Senior Executive Service (SES) Officers to effectively meet the housing needs of Aboriginal people. Level 2007/08 2006/07 Its role and functions are further detailed throughout this Male Female Male Female Annual Report. SES 4 1 0 1 0 SES 2 1 0 1 0
Appendix 7: Human resources Human resources at 30 June
Established positions 2007/08 2006/07 2005/06 2004/05 Actual number of staff 69 72 74 64 Full time 66 67 73 62 Part time 3 5 1 2
41 How members of the public are affected • auditors’ reports; The AHO serves the public by: • budget, financial statements and annual reports of the AHO; • increasing the number of dwellings available to address code of conduct; Aboriginal housing needs; • • delegations; • improving the condition of the housing stock used to • records stored in files relating to property and operations address Aboriginal housing needs; of the AHO; • increasing the capacity of Aboriginal Community • organisational structure; and Housing Providers (ACHPs); • policies. • researching demographic and other trends to gauge Records of permanent value are transferred to the State future needs; records Authority for preservation under the State Records Act 1998. • providing the training tools and means for improving the technical, governance and management skills of Personal records, health records and other privacy issues those providing housing services; are dealt with in accordance with the Privacy Personal Information Protection Act 2002. • continuous improvement of its policies, procedures and programs; Members of the public can contact the AHO to clarify which documents may be available. • ensuring that Aboriginal persons are engaged in the work of both the AHO and the bodies funded through All publications produced in 2007/08 are listed in Appendix the AHO; and 44. • focusing on the extremes of poverty and homelessness when allocating AHO funds and addressing assistance Appendix 11: Freedom of Information (FOI) priorities for the Aboriginal community. Arrangements can be made to obtain copies of or inspect available documents at the AHO by contacting the FOI How the public can participate officer. Formal requests made under the Freedom of The public can participate directly in the AHO’s work Information Act for access to documents should be sent by participating in the RAHC’s, the community forums to the FOI officer and accompanied by a $30 application conducted by the AHO Board, and specific consultative fee. People wishing to be considered for a reduction in processes arranged by the AHO. Members of the public can fees should set out reasons in their applications. Persons also make comments directly to the AHO by writing to the holding a current health care card are eligible for a 50 per CEO or the Chairperson of the AHO Board. cent reduction.
Documents of the AHO The AHO did not receive any Freedom of Information requests in 2007/08 (One in 2006/07). The AHO’s policies, forms and other publications can be accessed via its website www.aho.nsw.gov.au. The AHO holds other documents such as research reports, administrative policies, accounts and transaction records. The main documents that are available include: • advisory brochures and documents; • agenda items, minutes and business papers of all AHO Board meetings;
42 Annual Report 2007/2008
Appendix 12: Participation in Significant Committees
Russell Taylor Aboriginal Community Development Program Steering Committee Chief Executive Officer CEO Network Australian Bureau of Statistics (ABS) Advisory Group on Aboriginal and Torres Strait Islander Statistics (AGATSIS) Australian Institute of Aboriginal and Torres Strait Islander Studies (AIATSIS) - Research Advisory Committee Australian Housing and Urban Research Institute (AHURI) – Member of Research Advisory Committee Two Ways Together Coordinating Committee (TWTCC) University of Technology Sydney Council Allen Hedger NSWALC and AHO Joint Policy Group Deputy Chief Executive Officer Program Monitoring and Management Committee Redfern Waterloo Authority, Human Services Ministerial Advisory Committee Two Ways Together Coordinating Committee (TWTCC)
43 Board Committees
Committee Membership AHO Lead Terms of Reference
Finance Robert Carroll (Chair) Director Corporate To oversee the strategic direction of Tom Slockee Services financial planning and risk management Andrew Hegedus Lois Towney Audit Robert Carroll (Chair) Director Corporate To oversee and guides AHO on statutory Tom Slockee Services compliance, risk management Andrew Hegedus Lois Towney Sector Reform All Board members Deputy CEO To provide advice on the delivery of a Committee Director Policy sustainable Aboriginal housing sector RAHMS and Strategic in accordance with the objects of Regulation Development the Aboriginal Housing Act 1998 and Legislative consistent with the AHO’s vision Changes Policy Program Long Term Tenure Strategic Planning Michelle Craig (Chair) CEO To assist the AHO to pursue a co-ordinated Business Plan Jim Allen Deputy CEO and consultative approach with key partners Program Cathy Craigie Director Corporate to implementing Sector Reform and Management Services improving Indigenous housing outcomes and Review Director Statewide Housing Services Director Policy and Strategic Development Employment Michelle Craig (Chair) Director Statewide To assist in the development of strategic and Training Jim Allen Housing Services options for improving employment and Cathy Craigie training opportunities in construction and project maintenance and management Policy and Nominated as required CEO To assist in identifying research Research needs and priorities and drafting the AHO’s research agenda and provide a review function of outcomes Communications Cathy Craigie Deputy CEO To develop and monitor AHO and AHO Strategy Robert Carroll Director Policy Board strategies for communicating with Committee Jim Allen and Strategic internal and external stakeholders Development
44 Annual Report 2007/2008
Appendix 13: Significant Committees Appendix 14: Organisations Registered Established or Abolished Northern Region During 2007/08 the following committees were established Amaroo Local Aboriginal Land Council or abolished. Anaiwan Local Aboriginal Land Council • the Many Rivers and Kamilaroi Regional Aboriginal Arakwal Aboriginal Corporation Housing Committees (RAHCs) were abolished and the Armidale Local Aboriginal Land Council Western RAHC was established; Ashford Local Aboriginal Land Council • the South Eastern and Sydney RAHCs were abolished Awabakal Local Aboriginal Land Council and the Southern RAHC was established; Bahtabah Local Aboriginal Land Council • the Binaal Billa and Murdi Paaki RAHCs were abolished Birpai Local Aboriginal Land Council and the Western RAHC was established; Birrigan Gargle Local Aboriginal Land Council • the Communications Strategy Committee was Bogal Local Aboriginal Land Council established; Booroongen Djugun Aboriginal Corporation Bowraville Local Aboriginal Land Council • the Sector Reform Committee has been retitled the Sector Strengthening Committee; and Bundjalung Tribal Society Limited Bungree Aboriginal Association the Policy Review Committee has been retitled Policy • Bunjum Aboriginal Cooperative Limited and Research Committee. Bunyah Local Aboriginal Land Council Burabi Aboriginal Corporation Casino Boolangle Local Aboriginal Land Council Coffs Harbour and District Local Aboriginal Land Council Cooramah Housing & Enterprise Aboriginal Corporation Dorrigo Plateau Local Aboriginal Land Council Forster Local Aboriginal Land Council Glen Innes Local Aboriginal Land Council Goodagan Aboriginal Corporation Grafton Ngerrie Local Aboriginal Land Council Gungyah Ngallingnee Aboriginal Corporation Gunida Gunyah Aboriginal Corporation Guyra Local Aboriginal Land Council Hunter Valley Aboriginal Corporation Jali Local Aboriginal Land Council Jana Ngalee Local Aboriginal Land Council Kookaburra Aboriginal Corporation Koompahtoo Local Aboriginal Land Council
45 Kurrachee Cooperative Society Limited Sydney/South Eastern Region Macleay Aboriginal Housing Co-operative Limited Aboriginal Dance Theatre Redfern Mara-Mara Community Incorporated Aboriginal Housing Company Min Min Aboriginal Corporation Bangee Ngurra Aboriginal Corporation Mindaribba Local Aboriginal Land Council Batemans Bay Local Aboriginal Land Council Mingaletta Aboriginal & Torres Strait Islander Corporation Bega Local Aboriginal Land Council Nambucca Heads Local Aboriginal Land Council Billong Housing Aboriginal Incorporated Narrabri Local Aboriginal Land Council Bodalla Aboriginal Housing Company Ltd Moombahlene Local Aboriginal Land Council Bodalla Local Aboriginal Land Council Moree Local Aboriginal Land Council Boomerang Meeting Place Incorporated Moych Aboriginal Corporation “Swamp” Browns Flat Aboriginal Corporation Mrangalli Aboriginal Corporation Budawang Aboriginal Corporation Mulla Nulingah Aboriginal Corporation Cobowra Local Aboriginal Land Council Mungindi Local Aboriginal Land Council Deerubbin Local Aboriginal Land Council New England Aboriginal Corporation Dharawal Aboriginal Corporation Community Association Ngulingah Local Aboriginal Land Council Eden Local Aboriginal Land Council Nulla Nulla Boongutti Aboriginal Corporation Gandangara Local Aboriginal Land Council Nungaroo Local Aboriginal Land Council Gunangarah Housing Aboriginal Corporation Nungera Cooperative Society Limited Illawarra Aboriginal Corporation Pilliga Local Aboriginal Land Council Illawarra Local Aboriginal Land Council Purfleet Taree Local Aboriginal Land Council Jerrinja Local Aboriginal Land Council Quirindi Aboriginal Corporation La Perouse Local Aboriginal Land Council Red Chief Local Aboriginal Land Council Mac Silva Centre Aboriginal Corporation Tamworth Local Aboriginal Land Council Merrimans Local Aboriginal Land Council Toomelah Local Aboriginal Land Council Metropolitan Local Aboriginal Land Council Tweed Aboriginal Cooperative Society Limited Mogo Local Aboriginal Land Council Tweed Byron Local Aboriginal Land Council Munjuwa Health Housing & Community Unkya Local Aboriginal Land Council Aboriginal Corporation Uralla Aniwan Aboriginal Corporation Ngalawi Housing Cooperative Limited Wahgunyah (Housing) Aboriginal Corporation Ngunawal Housing Aboriginal Corporation Walhallow Aboriginal Corporation Ngunnawal Local Aboriginal Land Council Walhallow Local Aboriginal Land Council Onerwal Local Aboriginal Land Council Wanaruah Local Aboriginal Land Council South Eastern Aboriginal Regional Management Services Cooperative Wandiyali Aboriginal & Torres Strait Islander Incorporation Twofold Aboriginal Corporation Wee Waa Local Aboriginal Land Council Ulladulla Local Aboriginal Land Council Wormi Local Aboriginal Land Council Ulladulla Pejar Aboriginal Corporation Yaegl Local Aboriginal Land Council Wagonga Local Aboriginal Land Council
46 Annual Report 2007/2008
Western Region Walgett Local Aboriginal Land Council Baradine Local Aboriginal Land Council Warramunga Community Advancement Barriekneal Housing & Community Limited Cooperative Society Ltd Bathurst Local Aboriginal Land Council Warren Macquarie Local Aboriginal Land Council Bogan Aboriginal Corporation Weilmoringle Local Aboriginal Land Council Boomerang Housing & Advancement Corporation Ltd Weilwan Local Aboriginal Land Council Brewarrina Local Aboriginal Land Council Wellington Local Aboriginal Land Council Broken Hill Local Aboriginal Land Council West Wyalong Local Aboriginal Land Council Collarenebri Local Aboriginal Land Council Woomera Aboriginal Corporation Condobolin Local Aboriginal Land Council Young Local Aboriginal Land Council Coonabarabran Local Aboriginal Land Council Appendix 15: Operational Grants Coonamble Local Aboriginal Land Council Cowra Local Aboriginal Land Council Operational grants are provided to organisations to help them carry out their established purpose or specific Cudjallagong Aboriginal Corporation programs, and may contain conditions relating to the Cummeragunja Local Aboriginal Land Council conduct or activities of the organisation. Currently, the AHO Dareton Local Aboriginal Land Council funds four organisations to provide management services Deniliquin Local Aboriginal Land Council to smaller organisations that do not have the required Dubbo Koorie Housing Aboriginal Corporation capacity to manage their portfolios. Dubbo Local Aboriginal Land Council Table 1: Operational Grants Gilgandra Local Aboriginal Land Council Hay Local Aboriginal Land Council Organisation 2007/08 2006/07 Mid Lachlan Aboriginal Housing $’000 $’000 Management Cooperative Ltd excluding GST excluding GST Menindee Local Aboriginal Land Council Macleay Aboriginal 585 419 Miyagan Aboriginal Development Housing Association Incorporated Association Multi-Purpose Allira Gathering Association Incorporated Co-operative Ltd Murdi Paaki Regional Housing Corporation Limited Mid Lachlan 838 1,032 Murrawari Aboriginal Corporation Aboriginal Housing Murrin Bridge Local Aboriginal Land Council Management Co-operative Ltd Narrandera Local Aboriginal Land Council Narromine Local Aboriginal Land Council Murdi Paaki 1,759 1,049 Regional Housing Nyngan Local Aboriginal Land Council Corporation Ltd Parkes Multi Purpose Aboriginal Corporation Peak Hill Local Aboriginal Land Council South Eastern 941 663 Aboriginal Regional Sandhills Advancement Aboriginal Corporation Management Tibooburra Local Aboriginal Land Council Service Wagga Advancement Aboriginal Corporation Total 4,123 3,162 Wagga Wagga Local Aboriginal Land Council 47 Appendix 16: Major Works in Progress South Eastern Aboriginal Regional Management Service, on behalf of: At 30 June 2008 there were 58 dwellings classified as Works in Progress. Of these: • Bodalla Local Aboriginal Land Council • Ulladulla Local Aboriginal Land Council 23 dwellings were in the Northern Region • • Wagonga Local Aboriginal Land Council 22 dwellings were in the Sydney/South • Twofold Aboriginal Corporation Eastern Region, • 13 dwellings were in the Western Region Western Region Appendix 17: Repairs and Maintenance Barriekneal Housing Company Ltd Community Assets Grants Broken Hill Local Aboriginal Land Council Coonabarabran Local Aboriginal Land Council Northern Region Coonamble Local Aboriginal Land Council Anaiwan Local Aboriginal Land Council Goodooga Local Aboriginal Land Council- Boolangle Local Aboriginal Land Council To be indirect via MLAHMC, Bowraville Local Aboriginal Land Council Mid Lachlan Aboriginal Housing Management Bungree Aboriginal Association Inc. Cooperative Ltd, on behalf of: Coffs Harbour Local Aboriginal Land Council • Boomerang Housing and Guyra Local Aboriginal Land Council Advancement Corporation Ltd Macleay Aboriginal Housing Association • Cowra Local Aboriginal Land Council Cooperative, on behalf of: • Cudjallagong Aboriginal Corporation • St Clair Aboriginal Corporation • Goodooga Local Aboriginal Land Council • Birrigan Gargle Local Aboriginal Land Council • Parkes Multi Purpose Aboriginal Corporation • Thungutti Local Aboriginal Land Council • Peak Hill Local Aboriginal Land Council Moombahlene Local Aboriginal Land Council • Warramunga Aboriginal Corporation Mungindi Local Aboriginal Land Council • West Wyalong Local Aboriginal Land Council Walhallow Aboriginal Corporation Murdi Paaki Regional Aboriginal Housing Walhallow Local Aboriginal Land Council Corporation, on behalf of: Wanaruah Local Aboriginal Land Council • Menindee Local Aboriginal Land Council • Walgett Local Aboriginal Land Council Sydney South Eastern Region • Nyampa Aboriginal Housing Company Aboriginal Dance Theatre • Brewarrina Local Aboriginal Land Council Aboriginal Housing Company • Collarenabri Local Aboriginal Land Council Bega Local Aboriginal Land Council • Murrawarri Local Aboriginal Land Council Billong Housing Aboriginal Incorporated Tibooburra Local Aboriginal Land Council Eden Local Aboriginal Land Council Waddi Housing & Advancement Corporation Ltd Gandangarra Local Aboriginal Land Council Illawarra Aboriginal Corporation Metropolitan Local Aboriginal Land Council Ngalawi Housing Cooperative Limited
48 Annual Report 2007/2008
Appendix 18: Housing and Land – Appendix 19: Consultancies Acquisition/Construction Grants Table 2: Consultancy Projects Costing Over $30,000 Northern Region Focus of Number Total Purpose Awabakal Newcastle Aboriginal Co-operative Ltd Consultancy of Cost $ Awabakal Local Aboriginal Land Council Projects Boolangle Local Aboriginal Land Council Bungree Aboriginal Association Inc. There were no consultancy projects costing more than $30,000 for Bunyah Local Aboriginal Land Council 2007/08 Cooramah Aboriginal Corporation Table 3: Consultancy Projects Costing Forster Local Aboriginal Land Council Less Than or Equal to $30,000 Gunidah Gunyah Aboriginal Corporation Focus of Number Total Purpose Mindaribba Local Aboriginal Land Council Consultancy of Cost $ Narrabri Local Aboriginal Land Council Projects Wahgunyah Housing Aboriginal Corporation Human 1 4,705 • Develop Sydney South Eastern Region resources Performance Development Bangee Ngurra Aboriginal Corporation Framework Batemans Bay Local Aboriginal Land Council Management 2 29,500 Undertake Cobowra Local Aboriginal Land Council • Performance Review Deerubbin Local Aboriginal Land Council • Develop Assessment Illawarra Aboriginal Corporation Program Ngalawi Housing Cooperative Ltd Ulladulla Local Aboriginal Land Council
Western Region Appendix 20: Overseas travel Barradine Local Aboriginal Land Council During 2007/08 there were no overseas visits by AHO staff. (Nil 2006/07) Barriekneal Housing Company Limited Bathurst Local Aboriginal Land Council Appendix 21: Equal Employment Opportunity (EEO) Broken Hill Local Aboriginal Land Council Collarenabri Local Aboriginal Land Council The AHO supports and implements the principles of EEO. The AHO performs very well on the representation of women exceeding the Dubbo Local Aboriginal Land Council NSW Government’s target. Nyampa Aboriginal Corporation As part of the AHO’s EEO commitment to staff, both internal and external expressions of interest were circulated in an effort to afford developmental opportunities within the various business units of the AHO and other NSW Government agencies.
AHO staff were again able to take advantage of flexible working conditions and information regarding training and development opportunities.
49 Table 4: Staff distribution by remuneration level
People whose Aboriginal & language first People with Torres Strait spoken as People a disability - TOTAL Islander a child was with a work related Salary Level STAFF Men Women people not English disability adjustment < $39,594 $39,595 - $44,537 $44,538-$49,791 4 4 3 1 $49,792-$63,006 11 2 9 9 1 $63,007-$81,479 28 14 14 19 3 $81,480-$101,848 11 5 6 5 5 2 1 >$101,849 (non SES) 13 8 5 4 2 > $101,849 (SES) 2 2 2 TOTAL 69 31 38 42 12 2 1
Table 5: Staff distribution by employment basis.
People whose language Aboriginal & first spoken People with Torres Strait as a child People a disability - TOTAL Islander was not with a work related STAFF Men Women people English disability adjustment Perm. F/T 46 24 22 31 10 2 1 Perm. P/T 2 2 Temp. F/T 17 5 12 9 2 Temp. P/T 2 2 SES Officer 2 2 2 Casuals TOTAL 69 31 38 42 12 2 1 PERCENTAGE 100% 45% 55% 61% 17% 3% 1%
50 Annual Report 2007/2008
Table:6 Trends in representation of EEO groups (% of total staff)
EEO Group NSW global 2008 2007 2006 2005 2004 % target % % % % % Women 50 55 49 58 58 56 Aboriginal and Torres 2 61 67 69 75 75 Strait Islander people People who first language 19 17 7 9 13 9 was not English People with 12 3 1 1 1 3 a disability People with a disability - 7 1 1 1 1 2 work related adjustment
Appendix 22: Disability Action Plan Appendix 24: NSW Government The AHO’s Parramatta office and all Regional offices provide Action Plan for Women good disabled access both externally and internally. Access The NSW Government’s Action Plan for Women is based issues are also considered when venues are selected for on the principles of equity, access, rights and participation. consultation and training purposes. The plan focuses on those women with the least access to social and economic resources. The AHO is supportive Extensive links from the AHO’s internet site continued to of the NSW Government’s philosophy of advancement of provide access to the AHO’s information for people with women in our decision making processes. disabilities, and for those who are immobile for other reasons. 55 per cent of AHO staff are women and 48 per cent of the AHO Board and AHO RAHC membership is comprised of The AHO continued to provide opportunities for professional women. growth for all staff members, regardless of disability. Appendix 25: Occupational Health and Safety Appendix 23: Ethnic Affairs Priority Statement (EAPS) The OH&S Committee have been instrumental in resolving a number of issues in Regional and Parramatta offices. The AHO recognises the value of addressing the needs of a Working to ensure a safer and more aware workplace, this culturally diverse society. Committee have maintained their overall commitment and professionalism. Some of the OH&S Committee Planning and service delivery is intended to meet the achievements include the following; needs of Aboriginal people only. The AHO is not required to prepare an EAPS plan.
51 • promoted Organisational OH&S Policy & Procedures (Still Appendix 27: Guarantee of Service and being undertaken – ongoing); Consumer Response • ensured all AHO offices have relevant copies of related The AHO monitors customer needs through workshops and OH&S guidelines and related procedures; meetings, including regional housing summits and Board and RAHC open forums, as well as through representation • assisted in promoting an AHO Induction process on significant external committees. incorporating OH&S principals & related processes; As most customer complaints relate to tenancy management • promoted Healthy Hygiene throughout AHO offices matters, for example housing allocation, leaking taps and via awareness posters/stickers and pamphlets (fridge, defective fittings, the AHO uses the services of Housing kitchen and infectious illness); NSW to identify and resolve these complaints at the first level. In very rare instances consumer complaints, other endorsed a National Driver Training plan for all AHO • than the above, are dealt with by the AHO. employees utilising AHO motor vehicles (to be undertaken in 2008/2009); During 2007/08 the AHO did not receive any customer complaints in relation to the services provided by the promoted ‘No Smoking’ throughout AHO offices and in • AHO. AHO vehicles (stickers, posters); • provided signage in high traffic areas to promote Appendix 28: Review of Credit Card Use awareness and avoid physical harm; and In accordance with Treasurer’s Direction 205.01, it is certified • promoted and incorporated related procedures for ‘First that credit card use by Officers of the AHO was in accordance Aid Safety Kits’, in AHO offices and motor vehicles. with appropriate government policy, Department of Premier and Cabinet Memoranda, and Treasurer’s Directions. Appendix 26: Code of Conduct Appendix 29: Payment Performance Indicators The code of conduct is a statement of the AHO’s commitment to maintaining the highest ethical standards The AHO continues to use the Service First accounts of behaviour. It applies to all individuals employed, payment service. During 2007/08, all accounts were paid appointed or otherwise engaged to work at the AHO. This within the time stipulated by suppliers. There were no includes, permanent, temporary and casual staff, as well instances of penalty interest, in accordance with Section 18 as consultants, contractors and agency staff engaged to of the Public Finance and Audit (General) Regulation 1995. perform work for or on behalf of the AHO. There were no significant events that affected payment performance during 2007/08. The full AHO Code of Conduct was published in the 2001/02 Annual Report. A code of conduct for AHO Board members The actual Payment Performance for the year averaged is set out in the Board’s Protocol and Procedures Manual. 94.9 per cent, exceeding the payment target of 93.0 per cent. For the 2008/09 year the AHO has set a target of 94.0 The AHO continues to apply the principles of the conflicts per cent. of interest policy and procedures framework that was developed in 2005/06. The framework applies to all AHO To achieve this revised payment target, the AHO will work functionaries, including Board members, RAHC members, with suppliers, and Service First, to improve the level of the CEO, statutory officers, managers and staff. The electronic funds transfer payments from 73.7 per cent framework is an addition to the 2001/02 code of conduct. (70.0 per cent in 2006/07), to a target of 75.0 per cent for 2008/09. This target will be increased annually to reach a more efficient level.
52 Annual Report 2007/2008
Table 7: Aged analysis at the end of each quarter
Quarter Current Less than 30 Between 30 Between 60 More than 90 (ie. within days overdue days and 60 days and 90 days overdue due date) days overdue days overdue $’000 $’000 $’000 $’000 $’000 September 35 0 0 0 0 December 29 0 0 0 0 March 10 0 0 0 0 June 0 0 0 0 0
Table 8: Accounts paid on time within each quarter
Quarter Total accounts paid on time Total amount paid ($’000) Target Actual $’000 September 93% 95% 12,947 13,113 December 93% 95% 11,316 11,406 March 93% 94% 7,316 7,451 June 93% 96% 16,977 17,199
Appendix 30: Investment Management Appendix 32: Events with a Significant Performance Effect on the Succeeding Year After the The AHO’s surplus cash is automatically placed with Balance Date the NSW Treasury banking system which manages total Operations were largely unaffected by external economic government funds. factors. As the AHO is involved in the provision of social housing, rather than property development or speculation, Appendix 31: Response to Significant the property market had a minimal impact on service Audit Reports provision. In 2005/06 the AHO initiated action that resulted in Appendix 33: Liability Funds Management a request for a Private Ruling being submitted to the Australian Taxation Office (ATO) to review GST payments Other than the Payables and Provisions shown in the made by the AHO. The ATO issued, in April 2008, a Ruling in Financial Statements, the AHO has no significant Liability favour of AHO resulting to a credit recovery in 2008/09 of Funds that require management. The AHO is continuing some $166,000. to accurately quantify the value of property upgrade/ maintenance requirements for the AHO. No other significant matters were raised in the 2007/08 audit reports.
53 Appendix 34: Risk Management Appendix 39: Price Determination Method During 2007/08, the AHO continued to develop its Business The AHO was again not subject to a determination Continuity Plan. While every conceivable event cannot be or recommendation of the Independent Pricing and covered by this plan, the AHO is confident that it has in place Regulatory Tribunal in 2007/08. a robust plan that will be subject to intensive simulation exercises from 2008/09 onwards. Appendix 40: Research and Development Effective research underpins the development of strategies Appendix 35: Insurance Activities and priorities that improve and sustain the Aboriginal The Treasury Managed Fund, through Allianz, provides housing sector. For example, the collection of Aboriginal coverage for most government agencies’ business demographic and housing data and analysis has been operations. The Treasury Managed Fund covers the AHO, crucial in strategic planning, and policy and program the Board, head AHO and regional operations, but does not development. insure risks relating to the AHO’s property portfolio. During 2007/08, the AHO again engaged in a number of The AHO self insures its property portfolio for fire damage, research and related projects largely through consultancies. vehicle impact, and tempest. Based on past experience, These included the: and from research, this remains more economical than buying insurance. Funds continue to be set aside for self • research into demographics of the Aboriginal community insurance purposes. of NSW, including a analysis of future housing needs; • further analysis of findings of the condition assessment Appendix 36: Controlled Entities survey of dwelling stock; and In accordance with the amendments arising from the • financial modelling for RAHMS. Public Sector Employment Legislation Amendment Act 2006, the AHO has again exercised effective control over the Findings of these projects inform planning and policy legal entity known as the Aboriginal Housing AHO Group developing in various ways and extents, including reform of Staff. Separate annual financial statements have been of the Aboriginal housing sector. prepared for both entities. Appendix 41: Electronic Service Delivery Appendix 37: Major Assets/Land and The business requirements of the AHO require very limited Disposals and Acquisitions electronic service delivery to its major stakeholders. In 2007/08 the AHO disposed of 19 dwellings. Seven were sold to tenants including five under the AHO/ Electronic service delivery is provided to Aboriginal Indigenous Business Australia Home Loan Scheme. The community housing providers as part of an annual remaining dwellings were sold due to their location in areas registration and expression of interest process. This process of extremely low need or being uneconomic to repair. is the precursor to the determination by RAHCs of funding to be made available to providers.
Appendix 38: Major Assets other than The AHO fully utilises the electronic service delivery facilities Land Holdings of a number of NSW agencies, such as NSW Treasury for The AHO’s assets comprise leasehold improvements, financial reporting, and the Department of Environment & computer equipment and software and technical plant Conservation for waste reduction and purchasing policy and equipment. reporting.
54 Annual Report 2007/2008
Appendix 42: Energy Management The biennial WRAPP (waste reduction and purchasing policy) Report was compiled and submitted in the required time The AHO continues to comply with the NSW Government’s frame. Early indications show that the AHO has achieved a commitment to reducing energy use and greenhouse gas reduction in waste output of up to 20 per cent emissions. The AHO has implemented “comingle” bins to recycle even In addition to the current measures in place by the AHO to more office refuse including glass, steel, aluminium and reduce emissions, the following actions will be undertaken plastic containers. to address the Department of Premier and Cabinet’s latest Circulars, Memoranda and requests: Appendix 44: Publications the investigation of previous data such as old invoices and • The following publications were available in 2007/08 and data reports on energy consumption to set benchmarks published on the website at for future energy use; www.aho.nsw.gov.au: • correspondence sent to each landlord asking for certification of the environmental performance rating • 2006/07 Annual Report Part 1; for their premises. If properties do not hold the NSW • 2006/07 Annual Report Part 2 ; Government’s recommended rating of 4.5, landlords will be asked to address the shortfall immediately; • 2006/07 Financial Report Consolidated; • 2006/07 Financial Report Employee Group ; and checks will be completed on any current AHO • • Strategic Plan 2005/06 - 2007/08. dishwashers and drinking facilities that may require replacing if not compliant with current environmental standards; Appendix 45: Cost and Availability of Annual Report • purchase paper containing no less than 50% recycled To access further copies of the 2007/08 Annual Report and content; and financial statements, contact the Parramatta office during • all passenger vehicles with V8 engines and 4WDs with business hours or download from the AHO website at high petrol consumption from the AHO’s fleet have aho.nsw.gov.au been replaced with vehicles with smaller, more fuel External costs for preparation of this Annual Report : $16,413 efficient engines. All passenger vehicles under the State Fleet contract have been issued fuel cards to purchase Design and production by Artsmith the environmentally friendly ethanol blend E10 fuel. The AHO has also replaced two medium sized vehicles with Printed by Superfine Printing Co, Arncliffe 2 Hybrid vehicles. Over a 2 year period, this is expected to not only reduce the AHO’s greenhouse emissions, but also to save the agency around 5.5% in fuel consumption over the entire fleet.
Appendix 43: Waste Reduction and Purchasing Policy In line with the NSW Government’s policy for a greener environment the AHO has adopted an individual recycling process. The AHO has acted on this initiative immediately by procuring paper that has a least 50 per cent recycle content from the new government purchasing system (smart buy).
55 Contact details
Head office Level 6, 33 Argyle St PARRAMATTA NSW 2150 Phone: 02 8836 9444 Fax: 02 9635 3400 Email: [email protected] Website: www.aho.nsw.gov.au
ABN 52 430 134 196 ISSN 1442-9624
Northern Region Level 1, Suite C 144-148 West High Street COFFS HARBOUR NSW 2450 Phone: 02 6691 9100 Fax: 02 6658 0475
Level 2, Suite 12 454-456 Peel Street TAMWORTH NSW 2340 Phone: 02 6766 6045 Fax: 02 6766 7683
Sydney/South Eastern Region Level 8, 33 Argyle Street PARRAMATTA NSW 2150 Phone: 02 8836 9458 Fax: 02 8836 9465
Western Region Unit 2, 14 Erskine Street DUBBO NSW 2830 Phone: 02 6882 8700 Fax: 02 6882 8922
25 Darling Street WENTWORTH NSW 2648 Phone: 03 5027 3222 Fax: 03 5027 3142
Office hours Operating hours are from 9am to 5pm Monday to Friday, excluding public holidays. Some smaller regional offices may be unattended while project officers are working in the community. However, staff are contactable by phone.
56 Annual Report 2007/2008
Index of Tables
1 Operational Grants 47 Corporate Capability 17 2 Consultancy Projects Costing Over $30,000 49 Cost and Availability of Annual Report 55 3 Consultancy Projects Costing Credit Card Use 52 4 Less Than or Equal to $30,000 49 Customer guarantee 52 5 Staff distribution by remuneration level 50 D 6 Staff distribution by employment basis 50 Disability Action Plan 51 7 Trends in the representation of Equal Dwelling Needs Gap 15 8 Employment Opportunity (EEO) Groups 51 E 9 Payment Performance – Aged analysis 53 Economic Factors 53 10 Payment Performance – Accounts paid on time 53 Electronic Service Delivery 54 Equal Employment Opportunities 49 Employment Strategies 13, 17 Index Ethnic Affairs Priorities Statement 51 Events with a significant Effect 53 A Executive remuneration 41 Accounts – payment of 52 Accreditation and Service Improvement 15 F Achievements 2007/08 10 Financial Reports 26 Action Plan for Women 51 Freedom of Information 42 Appendices 36 Funding Sources 12 B G Board 8, 38 Grants for Housing and Land Acquisition and Construction 49 Board Committees 44 Guarantee of Service and Consumer response 52 Board Meetings 39 Business Partnerships 16, 17 H Healthy Indigenous Housing Initiative 17 C Housing Information Service 14 Capacity of Community Sector 15 Housing Management Review Framework 14 Chairpersons Report 4 Housing Management Services 15 Chief Executive Officer and Senior Executive Service 41 Housing Services 13 Chief Executive Officer’s Report 6 Human Resources 41 Client Satisfaction Survey 13 Code of Conduct 52 I Committees 43 Improving access to Housing 13 Commonwealth Rental Assistance 16 Improving Housing Standards 20, 22, 23 Consultants 49 Insurance activities 54 Contact details 56 Investment Management Performance 53 Controlled Entities 54
57 J Repairs and Maintenance 10, 13, 20, 22, 23 Joint Guarantee of Service 22 Report by Chairperson 4 K Report by Chief Executive Officer 6 Key Performance Areas 13 Research and Development 54 Response to Significant Audit Reports 53 L Risk Management 54 Legal change 41 Role of Aboriginal Housing Office 3 Liability Funds Management 53 Role of Regional Offices 19 M S Major Assets/land and Disposals and Acquisitions 54 Sector Strengthening Reforms 14 Major Assets other than Land Holdings 54 Senior Executive 40 Major Works in Progress 48 Service Improvement and Accreditation 14, 15 N Significant Committees 43 National Reporting Framework 14 State Plan 3 New Housing 10 Statement of Affairs 41 Human Services Accord 22 Survey of Tenants 13 O T Occupational Health and Safety 51 Tables Index 57 Office Hours Inside back cover Training 20, 22, 24 Operational Grants 47 Two Ways Together 16 Organisation Chart 37 U Organisations Registered 45 Overseas Travel 49 V P Vision 3 Population Projections 15 Price Determination 54 W Privacy and Personal Information 41 Waste Reduction and Purchasing Policy 55 Program Reporting and Monitoring 17 Works in Progress 48 Publications 55 R Regional Aboriginal Housing Committees 39 Regional Offices Role 19 Regions 18 Region – Northern 20 Region – Sydney/South Eastern 21 Region – Western 23 Relationship Management 16
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