Identifyingdemand, increasingsupply.
The goal of our Property Development and Asset Management team is to design and deliver innovative, high
This year we restructured and significantly expanded our team with the emphasis on e ciencies, sharper oversight of the myriad projects and submissions that reflect our expansion strategy, streamlining essential services contracts to achieve greater cost savings and better outcomes, and embedding new property condition software in preparation for upgrade programs across our portfolio. Our solid work with developers and local government agencies resulted in a number of excellent opportunities and potential investments. For example, our proactive approach helped negotiate the purchase of two properties north of Melbourne that will be highly appropriate to our Singleton disability housing redevelopment program. Our divestment program is one of the ways we can fund new development, to meet changes and growth in demand. In Tasmania, we identified 10-12 properties suitable for divestment with active sales programs in place and four properties divested. In South Australia we identified three properties for sale and await approval from the South Australian Housing Authority (SAHA) before commencing a sale campaign. In Victoria, we identified 48 properties suitable for divestment. One property has been sold, two others are market-ready, and the remainder will be sold as we relocate the existing residents to other suitable properties. We anticipate proceeds from sales to exceed $10m, all of which will fund new developments.
quality and sustainable built environments that endure.
We do this through: a design and development program that accords directly with Housing Choices’ long-term strategic objectives; procuring new and developing existing properties, capital upgrades and
program-wide refurbishments and facilities management; pursuing an approach that
incorporates asset life-cycle planning and includes monitoring, reporting, acquisition and divestment; and research, data-capture and analysis to enable long-term maintenance planning and forecasting to ensure financial viability. We also aim to transform the resident experience through built forms that permit innovation in support service delivery, particularly for older residents and those living with a disability; for example, assistive technology and accessible design, integration with other housing and surrounding precincts. This approach is a direct reflection of Housing Choices’ Mission that we not only provide a ordable housing to our residents, but also create spaces, buildings and neighbourhoods that truly support their life opportunities.
27 | Annual Report 2018
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