Housing Choices Australia, Five-Year Strategic Plan

Building Homes, Services, and Communities

Big Housing Build project in Victoria

Housing Choices Australia Five-Year Strategic Plan

Contents

Housing Choices Australia Five-Year Strategic Plan 2024 - 2029

Stakeholder Expectations

Acknowledgement of Country

Our Vision and Purpose

Message From the Chair

Our Values

Message From the CEO

The Value We Deliver

About Housing Choices Australia

Our Strategic Aims for the Next Five Years

Our New Strategy

Three Horizon Strategic Roadmap

Operating Environment

Measuring Our Impact

Key Risks

Marys Hope Road project in Rosetta, Tasmania

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Housing Choices Australia Five Year Strategic Plan Housing Choices Australia Five-Year Strategic Plan

Housing Choices Australia Five-Year Strategic Plan

Acknowledgement of Country Housing Choices Australia acknowledges the Traditional Owners and Custodians of the lands on which we operate, recognising their strong connection to land, water, and community. We pay our respects to Elders past and present, and honour their rich cultural heritage and spiritual ties to these lands. We recognise forced colonisation, stolen lands, and failure of cultural recognition has an enduring impact on the lives of Aboriginal and Torres Strait Islander peoples and their ability to have a home they can call their own. Our vision is that Aboriginal and Torres Strait Islander peoples have a home and have life opportunities that they value, in communities that are inclusive and resilient. We are dedicated to integrating the principles of reconciliation into our services, our ways of working and the relationships we have with our residents, communities and partners.

Smoking ceremony at Nightingale development in Bowden, South Australia

Housing Choices Australia Five-Year Strategic Plan

Message From the Chair

Message From the CEO

On behalf of the Housing Choices Australia Board of Directors, it is a privilege to present our new Strategic Plan. Our plan maps out how we will work towards achieving our aim to provide affordable housing solutions and build resilient and inclusive communities.

I am pleased to present Housing Choices Australia’s new Five-Year Strategic Plan 2024-2029 focused on Building Homes, Services and Communities.

Our second strategic aim is to deliver ‘More Homes, and Better Homes’, which will expand the supply of safe, secure housing to support the diverse needs of our communities. Our third strategic aim is to be a ‘ Vibrant, Resilient, Resident-Focused Organisation’ . We are committed to building sustainable communities by providing both quality housing and essential services, creating long-term positive impacts. Our approach is to ensure that all residents across all tenures, backgrounds, locations can access the support they need when they need it. In shaping our strategy, we engaged extensively with our residents, staff, and key partners through surveys, interviews, and workshops and are grateful for their valuable insights. Our new strategic plan establishes a clear direction for Housing Choices, reinforcing our shared purpose and values through our collective drive for continuous improvement and innovation. Guided by the Board, Executive, and Business Leadership Group, this roadmap ensures that Housing Choices remains at the forefront of affordable housing delivery in Australia. With the expertise of our skilled and dedicated teams, we are committed to strengthening our core service delivery. By investing in resident engagement, continuous service enhancements, and expanding our capacity for innovation, we aim to create an environment where staff feel valued and supported, empowering our residents to thrive in vibrant and inclusive communities.

Australia is currently facing a significant housing crisis, with demand far outstripping the capacity of the existing housing supply system. The community housing sector is well positioned to respond to this urgent challenge. A key strength of this sector is its resilience and ability to adapt, evolve and innovate. We believe that collaboration between the government, private sector, and the community housing sector is critical to delivering long-term, sustainable housing solutions and value to our stakeholders. We understand and acknowledge that our residents’ needs are constantly evolving. With the expansion of our housing portfolio, we are welcoming a diverse range of residents with varying requirements and expectations. As the housing crisis grows, we are seeing an increasing number of customers with complex needs, experiencing vulnerability, and requiring access to tailored support services. Our first strategic aim, ‘More Services, Better Services’, reflects our commitment to enhancing our services and support for all residents. This means not only providing a safe and stable home but also ensuring our services are responsive, customer-focused, and aligned with their unique circumstances regardless of tenure. We are committed to building strong, supportive relationships and delivering high-quality, reliable services that address both immediate needs and longer-term well-being. As a leading community housing provider, we are committed to investing and expanding the supply of safe, affordable, accessible and energy efficient housing, working in partnership with the government and private sector.

Australians with a focus on offering access to more and better services, building more and better homes, and creating a strong, vibrant, and sustainable organisation. This next phase of our organisation’s growth builds on our significant achievements and our reputation for innovation, with a sharp focus on good partnerships and great people to continually drive outcomes for our residents and the community more broadly. I would like to acknowledge the efforts of everyone involved in the development of our Strategic Plan. It marks the beginning of a new chapter for Housing Choices Australia, the impact we seek to have and the community we serve.

It is widely acknowledged that Australia is in the midst of a historic housing affordability crisis which is primarily driven by economic challenges, housing policy settings, changing demographics, and evolving resident needs. Our commitment is to be part of the solution by creating and seizing opportunities, while also rising to the challenges presented to us in the community housing sector. Housing Choices Australia has a proud history and proven track record of delivering social and affordable housing. We are building on this record, and in establishing a stable foundation for future growth and impact, we strive to excel as a social landlord and cement ourselves as a preferred partner within the community housing sector. The strategy provides a clear plan to transform, innovate, and ultimately contribute to a more affordable and inclusive housing future for all

Heather McCallum Chair

David Fisher CEO

Housing Choices Australia Five-Year Strategic Plan

About Housing Choices Australia

Housing Choices Australia (Housing Choices) is an independent, national, not-for- profit community housing provider that has grown from its origins in Victoria to become one of Australia’s leading providers of high-quality housing and services. We now serve more than 13,000 residents across five Australian states. With nearly 40 years of rich history, Housing Choices is dedicated to providing safe, secure, and affordable housing to improve the lives of our residents and communities. Our organisation manages assets worth $1.5 billion, owns $1.23 billion in assets, and operates with an annual turnover of $110 million. The organisation operates through a multi-layered entity structure, with Housing Choices Australia Limited serving as the parent entity overseeing several key subsidiaries, including Housing Choices Tasmania , Housing Choices South Australia , Housing Choices Western Australia , Housing Choices New South Wales , and Disability Housing Limited , and others. This structure allows for strong governance and oversight, positioning Housing Choices to address the housing needs of Australians on a national scale.

WA resident Tim

2024 Harmony Week event

Cliffy Wilson from Kuma Kaaru and Housing Choices staff Julie, Celia, Caitlin and Anne

Our New Strategy

This year, 2024, marks the beginning of a new five-year strategy that commits Housing Choices to increasing its impact on the lives of its residents and communities. The strategy sets out an ambitious plan to grow the organisation’s impact through more homes, better services, and by creating a vibrant, resilient, resident-focused organisation.

We recognise the challenging economic environment has impacted our residents and the cost of living will continue to be of concern. We care about our residents and know how important it is to provide safe, secure, and affordable housing and high quality services for them. We are working in partnership with our stakeholders to increase the supply of housing that responds to the needs of our residents. Delivering more homes is a key objective of our strategy to increase our impact. Providing consistent and reliable services along with access to support for those who may need it is a key aim. How we listen, understand, and

importantly use customer insights to scope and design our services will be increasingly and critically important to continue to adapt and grow our impact. We recognise the ambition these objectives require from us, and the need to be more effective and resilient as an organisation. Our staff are committed and we will invest and build greater capacity and capability across the organisation to support our objectives and create a vibrant, resilient, and resident-focused organisation.

Marys Hope Road project in Rosetta, Tasmania

Housing Choices Australia Five-Year Strategic Plan

Operating Environment

We recognise a range of factors within our long-term financial plan. The operating environment will remain uncertain, with the changing labour market, sector growth, higher interest rates and inflation impacting our ability to build new homes, and repair and maintain our existing properties. The rising cost of living has a profound effect on our residents. We will support our residents by designing and maintaining our homes to reduce energy costs, as well as through the services we offer.

In addition, existing resident needs and expectations on the standards of service, and how they wish to access and receive services will continue to evolve over the next five years. We welcome the opportunities that this provides us to change the services we offer.

Site visit at Nightingale development in Bowden, South Australia

Risk Management

Risk management is a key organisational capability. We recognise the changing risks associated with our operating environment and the scale and complexity of our growth plans.

We have zero tolerance for preventable risks that could harm our staff, residents, and others we engage with. We also have zero tolerance for risks associated with actions that may jeopardise our regulatory or charitable status or prevent long-term financial sustainability.

Our Risk Management Framework ensures the integration of risk management into decision- making, planning and governance, and aligns with our stakeholders’ expectations. The key emerging risks are incorporated into our long- term financial plan.

Housing Choices Executive Team

Housing Choices Australia Five-Year Strategic Plan

Stakeholder Expectations

We developed this strategy based on the insights provided by our residents, staff, and stakeholders who helped identify the key challenges, opportunities, and risks we face. These expectations are reflected in our strategic aims.

We are fortunate to operate across Australia. Our focus will be to navigate increasingly complex programs and scale our operations, while maximising funding opportunities, enhancing operational effectiveness and creating positive outcomes for residents. This balanced approach is key to achieving greater, sustainable impact for our residents and communities across Australia. As one of the country’s leading community housing providers, we recognise the critical national need for secure and affordable housing, and the expectation our stakeholders have of Housing Choices to make a significantly contribute. Our updated vision and purpose reflects our commitment to addressing the housing crisis while supporting our residents’ independence.

Through engagement with our residents, we identified four key service principles, which are the foundation for how we design the services we provide. These key principles are: • know your resident • maintain open and transparent communication • ensure consistency and reliability • ensure the right balance between our

core services and the wider support services that some residents require

Our stakeholders expect the community housing sector to have a material impact on the housing crisis. To achieve this, organisations must improve their capabilities and capacity to operate at scale.

TAS residents Irene and Hekiah

Housing Choices Australia Five-Year Strategic Plan

Housing Choices Australia Five-Year Strategic Plan Housing Choices Australia

The Value We Deliver

Our Vision and Purpose

Vision All people in Australia have a safe, affordable home and the opportunity to thrive.

Purpose To provide affordable, accessible homes with connection to community and services that enable people to build their lives.

Our value is created by our staff, residents, suppliers, and partners.

Our vision reflects the need to address the urgent national crisis for secure and affortable housing, while prioritising the importance of supporting our residents’ independence. We aspire to provide homes to as many people as possible, understanding the need to balance the number of homes we build with the quality of the services we provide and the long-term resilience of the organisation. We are committed to getting the basics right by providing core services that are consistent and reliable, while improving access to support services and connection to community.

Organisation We are a resilient and resident- focused organisation, committed to the long-term support of communities across Australia. We are a trusted partner, capable of supporting the provision of housing and services at scale across Australia. We are agile and able to develop new housing models that respond to the scale and nature of the housing crisis. We have strong capabilities in governance, risk and financial management, and robust compliance practices.

Services We place residents at the heart of our organisation, and work to improve services and communities. We offer responsive, increasingly proactive, and personalised services. We seek to build trust, understand the needs of our residents who may need extra support and enable them to build their lives with connection to community. We support placemaking and building of sustainable communities.

Homes We offer a choice of safe, secure, and affordable housing in the rental market for those in need. We are proven property and residential tenancy managers across a range of cohorts and markets in Australia. We develop and sustain a high-quality, national portfolio of homes in sustainable neighbourhoods.

Our Values We put

We work together. We work

We trust and are trusted.

We learn and adapt. We aim to inform the policy environment, support our actions with evidence, encourage innovation, and continually adapt to a changing environment.

Our new strategy is centred on creating greater positive impact for our residents and communities by providing more services, and better services ; building more homes, and better homes ; and creating a vibrant, resilient and resident-focused organisation . This strategic plan sets a clear direction for Housing Choices over the coming years to deliver on our strategic aims.

people first. People are central to everything we do. We listen and respond with open and honest communication and a flexible approach.

collaboratively and in partnership to achieve our purpose.

We keep promises, are accountable and are transparent in our actions.

Nightingale development in Bowden, South Australia

Housing Choices Australia Five-Year Strategic Plan

Our Strategic Aims for the Next Five Years Our Strategic Aims for the Next Five Years For the next five years, we have the following three aims:

1. More Services, and Better Services

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A New Approach We will develop a national service model, as requested by our residents, that begins with harmonising our ways of working and builds on the best practices from across Australia. This model will establish consistency, reliability, and raise service standards nationally to enable us to meet the challenge of increased scale and growth. We will evolve these services nationwide in a consistent and reliable manner while also reflecting individual needs and the diversity of our residents, ensuring equal access and support for our residents regardless of tenure or location.

1. More Services, and Better Services

Our New Service Model will

• support the organisation to be a successful partner with government and commercial partners to build sustainable communities through consistent, reliable services that build independence and prioritises placemaking

• increase satisfaction among our residents over time

•

provide a balance of core and support services

• allow the organisation to grow the range and impact of its services

•

manage risk by being reliable and consistent

•

provide long-term value to our partners

• provide the organisation with the capability to scale up and operate nationally

Capability As an organisation with a long history of operational excellence that supports a diverse range of residents, service models, and ways of operating across five states, we benefit from recognising the synergies these different operations offer our residents. This includes tenancy and maintenance services, as well as support services for residents living with a disability within a social, affordable or specialist disability property. Consistency and Reliability As a large organisation, we acknowledge the value our residents place on consistency and reliability by getting the basics right, across our tenancy and maintenance services. Our residents have asked for convenience and choice in how they access services. Our services are people-based, with relationships built on trust and by being reliable with no broken promises. We anticipate their needs and expectations of our services will continue to change.

Placemaking We will build a sense of place through engagement methods that our residents value, which helps create sustainable communities. Placemaking is particularly vital in mixed-tenure developments, as it enables diverse communities to thrive together, fostering social cohesion and a shared identity. By prioritising placemaking, we develop vibrant and inclusive spaces where all residents feel a sense of belonging, regardless of their tenure or location.

2. More Homes, and Better Homes

Our Commitments

• We are committed to offering services that are responsive and become more proactive and personalised over time • Our services are designed with our residents in mind, using data-driven decisions to continuously improve our offerings • Our employees are at the heart of our service delivery and empowered to drive continuous improvement, as a reflection of our culture • We prioritise customer satisfaction by providing options, individual agency, and convenience in how our residents access and receive our services, while emphasising human connection, effective communication, consistency, and reliability in our approach that we know our residents value • We offer support to help our residents access the additional services necessary to build their independence and connection with their community • We support placemaking and build diverse, sustainable communities where people feel welcomed and supported • We foster digital inclusion and independence among our residents, enhancing their online and digital experience • We provide the ‘best of all worlds’ by collaborating with key stakeholders at state and national levels, to leverage a range of best practice methods and approaches

3. Vibrant, Resilient, and Resident-Focused Organisation

We believe focusing on capability, consistency, and reliability provides a platform for growth across Australia.

Building Independence Some residents require pathways into housing with integrated support to sustain their tenancy, while others need support for their physical and mental wellbeing to fully enjoy their homes and participate in the wider community. We believe all people should enjoy safe, secure, affordable, high-quality housing and have access to services based on their needs. We know this builds independence and sustainable communities. We aim to understand our residents and ensure support is accessible by having effective appropriate partnerships and pathways for support. We believe that by providing access to support, our residents can sustain their tenancies and play an active part in their communities.

Housing Choices Australia Five-Year Strategic Plan

2. More Homes, and Better Homes

3. Vibrant, Resilient, and Resident-Focused Organisation

Expectations We recognise the scale of the housing crisis facing Australia and the challenge that this presents to communities, the community housing sector, government, and investors. Stakeholders have been clear that their expectation of Housing Choices is to play an active part in finding solutions to increase the supply of new homes. We are proud of our proven national track record and our stakeholder relationships and the responsibility they place on us. We recognise the importance that a home plays in resident well-being and quality of life. We also understand that many of the properties we own and manage will not meet resident’s future expectations. Together with our partners, we commit to finding solutions that better meet our residents’ needs. Our risk management strategy will support us over the next five years as we supply new homes.

At Housing Choices, our success is rooted in building a vibrant, resilient, and resident-focused organisation.

With operations across five states and strong partnerships with governments, developers, and investors, we are able to deliver homes at scale on a national level. Our expertise in building high-quality homes, combined with a service approach, will contribute to placemaking and the creation of sustainable communities in the long-term.

Vibrancy comes from embracing the diversity and energy of our staff and residents, fostering an inclusive culture where all voices are heard and valued. This commitment to diversity not only enhances our culture but also drives innovation, engagement, and outcomes for residents and staff. Our resilience ensures we are able to overcome challenges while maintaining high-quality services and homes in the long-term. Our success will be achieved through effective governance, financial management and our ability to manage risk sustainably while meeting the expectations of our stakeholders. Our ability to manage property and operations will underpin the governance and oversight of Housing Choices. Finally, being resident-focused means that we are customer-centric and focus our efforts around improving the lives of our residents, tailoring services to meet their needs, and ensuring they are supported to build their independence.

Our Commitments

• We commit to challenging ourselves by building our organisational capacity, to provide as much new housing as possible within our financial means, operational capabilities, and risk appetite • We will collaborate with investors across all levels of government and other stakeholders to increase the supply of crisis, transitional, social, affordable, and market homes for rent across Australia • Our homes will be designed to be energy efficient, reduce the cost of occupancy, and cater to the diverse needs of Australian communities • We recognise the importance of building sustainable communities by offering choice, a diverse range of housing and placemaking • We commit to maintaining and improving our existing homes sustainably to meet the evolving needs of our residents and stakeholders

Investing In Our People and the Organisation To address the scale of the housing challenge and achieve our ambitious goals, Housing Choices recognises the necessity of investing in our people and the organisation. Our success is rooted in a culture that values, trains, and develops our staff, supports leadership growth, and leverages digital solutions to enhance organisational efficiency and effectiveness.

Our Commitments

• We will achieve long-term, sustainable impact for our residents and communities across Australia • We commit to investing in our people, ensuring we attract, retain, and equip the organisation with the resources and skills necessary to build and deliver quality homes and services • We will foster a culture of excellence including developing future leaders • We will support volunteering and mentoring opportunities for staff • Over time we will support employment for our residents through new ways of working • We commit to building the organisational capacity and capabilities needed to achieve our ambition by investing in transformation, infrastructure, and technological solutions that support better services, cyber security, and efficiency • We are customer centric, and use resident insight and data driven decision making to prioritise efficient workflows, digital solutions, innovative practices, and that drive continuous improvement and maximise our impact on the lives of our residents • We commit to reviewing and further improving our company structure, governance, and compliance frameworks aligned to the scale and complexity of our growth • We will advocate for policy changes and share best practices to scale the capabilities of the community housing sector and contribute to sector-wide growth and development • We will strengthen our financial capacity and optimise resource allocation, demonstrating value for money to stakeholders and ensuring long-term sustainability

Our Value

We are able to increase the supply of housing and access to services. Residents increasingly value affordability and reducing costs associated with living in a home. This trend is expected to continue and grow over the coming years.

Our strategy sets out a clear road map to build upon our capabilities and capacities to operate at scale across Australia.

One-team Culture We are committed to moving towards a unified, national organisation, fostering a one-team culture. By becoming a vibrant, resilient, and resident-focused organisation, we are committed to creating an environment where our staff and residents can thrive.

Big Housing Build project in North Melbourne, Victoria

L-R: HESTA CEO Debby Blakey, Super Housing Partnerships CEO Carolyn Viney and Housing Choices CEO David Fisher

Housing Choices Australia Five-Year Strategic Plan

Strategy On a Page

Three Horizon Strategic Roadmap

Housing Choices has developed a new Five-Year Strategic Plan designed to strengthen the organisation, address the Australian housing crisis, enhance the lives of our residents and build sustainable communities.

At Housing Choices, we understand that to achieve our goals, continuous improvement is vital and welcome.

This strategy provides a comprehensive roadmap to how we will achieve our vision and fulfil our purpose.

We are committed to equipping ourselves with the resources, collective capacity, and capabilities needed to make a greater impact on the lives of our residents and communities across Australia. Recognising the varying stages of maturity within our organisation, we have outlined a strategic roadmap spanning three horizons over the next five years.

Vision

Purpose To provide affordable, accessible homes with connection to community and services that enable people to build their lives.

All people in Australia have a safe, affordable home and the opportunity to thrive.

Housing Choices has three strategic aims that span across three Horizons over five years.

Horizon 1: Build the Platform (1–2 years: FY25 to FY26) This phase focuses on building upon and strengthening our organisational foundations and capabilities. We will enhance our governance, financial and risk management capabilities as the cornerstones to our long-term resilience. We will build transformation capability and capacity to drive change and continuous improvement. Our new national service model will allow us to introduce services to better serve our residents and communities and provide a platform for sustainable growth across a range of markets. We will continue to build more homes and improve our existing properties, focusing on lowering the cost of occupancy and long-term sustainability.

Horizon 2: Grow Our Impact (2–4 years:FY26 to FY28) Building on growing capacity and capability of Housing Choices, we will expand our impact through resident-informed and enhanced service offerings, strategic partnerships, and community-building initiatives. We will leverage insights from customer data to improve services, while fostering state and national partnerships to support our residents. We will expand our partnerships with governments and commercial organisations to increase the supply of housing across Australia.

Horizon 3: Sustainable Impact (4–5+ years: FY28 and beyond) In this phase, we seek sustainable impact, and we embed sustainability and Sustainable Development Goals (SDGs) into decision-making in a holistic, systematic and demonstrable way. This will allow us to advocate, innovate, share best practices, and drive sector- wide sustainable impact for both our current and future residents, along with the communities we serve.

Horizon 1 Build the Platform 1-2 years / FY25-26

Horizon 2 Grow Our Impact 2-4 years / FY26-28

Horizon 3 Sustainable Impact 4-5+ years / FY28 and beyond

Strategic Aim

We will transition to a tenure- neutral, customer-driven national service model that incorporates state and national best practices. We will ensure our core support and placemaking services meet the diverse needs of our residents and establish eective feedback mechanisms to drive continuous improvement. We will operate across markets and jurisdictions in Australia. We will expand our housing portfolio to meet growing demand for safe and aordable homes. We will enhance the quality and sustainability of our housing portfolio through a robust asset management strategy and strong relationships with our partners. We will seek to build partnerships for future growth. We will build a resident-focused culture, centred around knowing our residents and our performance related to customer satisfaction, continuous improvement and collaboration. We will do this by investing in our people and building our brand, transformation, and technology capabilities, all while driving organisation

We will position ourselves as a leading community housing provider, as we continue to create sustainable impact for our residents and communities. We will actively collaborate and advocate for the highest standards

We will leverage customer insight data to improve and expand our service oerings through partnerships, ensuring continued growth and impact. We will continue to invest in placemaking and community building to support diverse, sustainable communities.

More services, and better services

with stakeholders to expand housing portfolios and drive sector-wide impact.

We will establish best practice in the sector for sustainable retrofits, asset renewal programs, and have an industry leading, quality housing portfolio. We will be at the forefront of partnerships between governments, community housing, and private investor stakeholders in the provision of mixed tenure communities.

We will have a proven track record for mixed tenure communities. We will sustainably increase the number of homes under our management across Australia. We will actively seek innovative opportunities to increase housing supply and expand our partnerships to do so.

More homes, and better homes

We will focus on strategic workforce planning to grow our workforce and develop our leaders. We will foster innovation by improving digital capability, equity and inclusion. We will have an organisation that enables and empowers employees to achieve sustainable impact for our residents and communities.

We will be an eective advocate for equity, diversity and inclusion. We will set best practices in governance, compliance, risk, financial management, performance excellence and advocacy.

Vibrant, resilient, and resident- focused organisation

eciency and eectiveness. We will further strengthen our

governance, compliance, risk and financial management to meet the needs of our growing organisation and stakeholders.

These horizons serve as our framework to position Housing Choices to achieve our three strategic aims. We will annually assess and refine our approach to ensure our objectives are being met, and if required, adjust our priorities to do so.

We will strengthen relationships between Housing Choices and Aboriginal and Torres Strait Islander peoples through the delivery of our Reconciliation agenda and partnering with First Nations organisations.

Housing Choices Australia Five-Year Strategic Plan

Building a Better Future for Housing Choices, Our Residents, and Our Communities

Measuring Our Impact The success of our Strategic Plan in fulfilling our vision and purpose will be measured by a series of outcomes that align with our stakeholders’ and Housing Choices’ expectations. These outcomes are ambitious and will serve as the measures of our success, guiding our strategic priorities and performance. They will demonstrate our progress in achieving our strategic goals and objectives. During Horizon 1, Housing Choices will review and implement an organisational outcomes and performance framework. We will use these measures to report to our stakeholders, review and continually improve our strategic plan.

Big Housing Build project in Hawthorn, Victoria

Housing Choices Australia Five-Year Strategic Plan

Housing Choices Australia Group Limited ABN 23 385 731 870 Level 3, 350 Queen Street Melbourne VIC 3000 P 1300 312 447 www.housingchoices.org.au

Housing Choices Australia Five-Year Strategic Plan

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