Acknowledgement of Country Housing Choices acknowledges the Traditional Custodians of Country throughout Australia and their connections to land, sea and community. We pay our respect to their Elders, past and present, and extend that respect to all Aboriginal and Torres Strait Islander peoples.
Disclaimer : The information contained in this publication is current at the time of release and is provided in good faith. While Housing Choices has taken all reasonable care in preparing this report, no warranty, express or implied, is given as to the accuracy, completeness, or currency of the information. Housing Choices accepts no responsibility for any loss or damage that may arise from reliance on the content of this publication. Readers are encouraged to seek independent professional advice before making any decisions based on the information contained herein.
Image: Smoking Ceremony at the social housing development in Belmont, Geelong delivered by Housing Choices Australia in partnership with Homes Victoria as part of the state government’s Big Housing Build program.
Connection to Home
About the Cover Artist
4
Following the Resident Journey:
20
About Housing Choices
5 6 7 8
Stage 1: Creating Connections
22
From the Chair
From the Interim CEO Board of Directors Governance and risk
Stage 2: Opening doors
24
10 12
Stage 3: Living well
36
Reflections from our Executive
Stage 4: Being heard
38
Housing Choices: A people-centred housing service organisation
14
Stage 5: Moving forward
40
Catherine House: Recovery, stability and independence for women
16 17 18 19
Our people and culture
Media Wrap
44 46
Our commitment to safety and wellbeing
Financial Report
Meet Amy Kidner: Resident Voice and Impact Coordinator
Ivan has been painting since he was 19. His journey began in the creative expression unit at Graylands Hospital while he was receiving mental health care. “The sta there were nice, and they encouraged me to explore art. That’s where it all started.”
Image: Western Australian resident Ivan with his artworks
“At one point I was living in a hostel for people who’d just come out of mental health hospitals. It was awful, and you have no sense of control in those places.” A turning point came when a worker referred him to the Housing Choices WA Independent Living Program, a mental health housing initiative funded by the WA Mental Health Commission. “Having my own place was life-changing—it was a new start.” Ivan has now been a Housing Choices tenant for around 24 years. A few years ago, he moved to a quieter home that better suits his needs. “This place I have now is really good,” he says. “I’ve been sober and independent for 25 years. My carers help me, but I’ve learned to clean and look after my home myself. I saved up to buy some nice things and furniture, and it feels good to look after it.” Most importantly, stable housing has helped him stay well. “Since I’ve been housed with Housing Choices, I’ve stayed out of hospital,” he says. He also reflects on what creating art means to him now. “I wasn’t privileged growing up, but my mum did the best she could,” he says. “When I was young, I had a $1 pack of textas or pencils—but I was happy. Now I’ve got the best quality paints and bring out the best quality for my art, and I can a ord nice mediums.” “In a way,” he says, “I’m catching up on a bit of childhood I lost out on with my art, and it brings me joy.”
What began as art therapy grew into something bigger. Ivan completed a Certificate III in Art Fundamentals at TAFE and continued in the art program for eight years. More than two decades on, he’s still painting—and still passionate. “I’ve never painted anything dull or grey or black,” he says. “I just want to have fun with my painting and show my imagination to other people. That’s what it’s about—creating things that bring joy.” Ivan’s work is bold and colourful, inspired by Van Gogh and Kandinsky— influences he channels into his own vibrant use of shape and colour. This year, one of his artworks, Cityscapes #2, is featured in the Housing Choices Annual Report. “This painting was a long experiment,” he explains. “I studied it for a while. I feel I have an IQ with colour and just used my imagination, and things popped out at me.” He named the piece in homage to an earlier artwork he displayed and sold at a Resident Art Showcase. For the past two years Ivan has participated in the Resident Art Showcase, sharing his work with residents, sta , and stakeholders. “Having somewhere to show my art makes me feel I’m worth something. It means a lot to me,” he says. For the past four years he has also attended regular art classes at DADAA (Disability in the Arts, Disadvantage in the Arts, Australia). Ivan has lived with schizophrenia and bipolar disorder and experienced periods of homelessness from the age of 19. “I was in and out of hospital, and I fell into homelessness for a few years,” he says.
4
ANNUAL REPORT 2024-25
Image: People Leaders from Housing Choices Australia
Our vision
Our purpose
Housing Choices is a national not-for-profit community housing provider. We deliver safe, a ordable and high-quality housing and the services that support people to build their lives.
All people in Australia have a safe, a ordable home and the opportunity to thrive.
To provide a ordable, accessible homes with connection to community and services that enable people to build their lives.
Registrations and accreditation
Our Strategic Aims - Creating greater impact through:
Housing Choices is a registered housing association in Victoria under the Housing Act 1983 and a Tier 1 Community Housing Provider registered under the National Regulatory System for Community Housing (NRSCH) in South Australia, Tasmania, and Western Australia.
What we do We deliver high-quality property and tenancy management and manage significant social housing contracts on behalf of state governments. As a registered Specialist Disability Accommodation (SDA) provider under the National Disability Insurance Scheme (NDIS), we also create safe, accessible homes designed to support people with disability to live independently and with dignity.
More services and better services.
More homes and better homes.
A vibrant, resilient, resident-focused organisation.
5
HOUSING CHOICES AUSTRALIA
This year marked a period of continued transformation for Housing Choices Australia.
The Board was pleased to oversee the first year of our 2024–2029 Strategic Plan, including the introduction of a new service model, progressing key digital and data upgrades, consolidating our financial position, and increasing our pipeline of new homes. These projects are fundamental to our capacity, as a national community housing provider of scale and influence, to better support Australians in need. The Board’s focus has been on supporting the organisation through this important next phase of growth and ensuring that our governance, risk oversight and key strategic decisions can meet the challenges of an increasingly complex housing environment, while maintaining strong customer services and development pipeline. Looking ahead, our focus will be on supporting the continued progress delivered by our executive team against our Strategic Plan and overseeing leadership transition. A highlight was our selection as preferred applicant of the Housing Australia Future Fund Facility Round 1, to deliver 625 new, social and a ordable energy-e cient homes across four states, and an additional 2,834 homes in partnership with Assemble.
We oversaw an internal restructure to establish an executive leadership team model fit for the future. After two busy years, CEO David Fisher made the decision to step down from this role in late June for personal reasons and we thank David for his contribution to our organisation. We are fortunate that former managing director Michael Lennon was able to step in as interim CEO while the Board progresses the rigorous recruitment process to fill this role on a permanent basis. The Board undertook renewal during the year, with several new directors bringing fresh perspectives and experience to strengthen our governance capacity. As the new Chair, I am delighted to have the opportunity to bring my wide-ranging governance and management experience across real estate and related platforms to an organisation I have long noted and admired.
Collectively, our Board refresh means that we are now well progressed to be ‘broad-spectrum’ in all material respects - industry, geography and professional background. I am also pleased to acknowledge the excellent culture and collaborative working relationship we have developed as a Board. We particularly acknowledge our residents for their support, our partners and key stakeholders for their collaboration, and our sta for their dedication and professionalism. As a Board, we are confident that Housing Choices is well-prepared to deliver on our vision - that all Australians have a safe, a ordable home and the opportunity to thrive.
6
ANNUAL REPORT 2024-25
I am pleased to present the 2025 Annual Report, reflecting a significant year of transition and growth for Housing Choices Australia.
We look forward to the year ahead driven by our purpose and values with a development pipeline that will deliver over 1,600 new affordable and sustainable homes over the next 3 years.
Substantial progress was made towards delivering our strategic aims and becoming a resilient, resident-focused organisation that can deliver more and better homes and services to Australians in need. This year, we provided homes for over 13,200 people in more than 7,600 properties across Australia. We added 210 new dwellings to our portfolio, with new housing projects in North Melbourne, Brunswick, Pascoe Vale and Belmont in Victoria, Felixstow in South Australia, metropolitan Perth and Southwest region of Western Australia and Hobart and West Ulverstone in Tasmania. These developments, delivered in partnership with federal and state governments, sector partners and investors, are helping to meet urgent housing needs while building strong, connected communities.
The organisation advanced key transformation initiatives to modernise our systems, improve service consistency, and strengthen our organisational capability. The rollout of our new service model is now well underway, supported by investment in digital platforms, data insights, and professional development of our sta with a focus on enhancing our services to the residents. Partnerships remain central to our approach. Working with government agencies, and private sector and community partners, we continue to explore innovative housing solutions, including build-to-rent models and mixed tenure communities. We also progressed our Innovate Reconciliation Action Plan, embedding actions that support equity for Aboriginal and Torres Strait Islander peoples. We thank our Board for their skill, experience and guidance, our sta for their dedication, and our residents for the trust they place in us as their housing provider.
7
HOUSING CHOICES AUSTRALIA
SIMEON GOLDENBERG BOARD CHAIR
Kathryn Brown NON-EXECUTIVE DIRECTOR
Prof Chris Leishman NON-EXECUTIVE DIRECTOR
Katrina Smithson NON-EXECUTIVE DIRECTOR
Simeon is an experienced executive and board director with over 25 years’ experience in investment, financial services, real estate and health. He is currently Executive Director at Besen Family O ce and formerly CEO of Icon, Kajima Corporation’s Australian real estate business. Simeon has led businesses and projects spanning residential, commercial, health, aged care and industrial sectors. He has a strong focus on transformation, culture, strategy and governance. Outside of Housing Choices, Simeon is a board member at Cabrini Health, where he has been involved in the Audit and Risk Management Committee and currently chairs the Major Projects Committee.
Kathryn is a chartered accountant and experienced executive in financial services, with a background in funds management, loan asset management, and compliance. She has held senior roles at Deloitte, Henderson Global Investors and ANZ, and currently serves on ASIC’s Financial Services Credit Panel and the Chartered Accountants ANZ Disciplinary Tribunal. Kathryn is also a non-executive director at Mental Health First Aid International and COTA Victoria, chairing their finance and audit committees and also sits on a number of Victorian government agency audit and risk committees. She is also a non-executive director of the Board of State Trustees.
Chris is a leading housing economist with deep expertise in housing markets, supply and a ordability. He is Professor of Property and Housing Economics at the University of South Australia and holds honorary and visiting academic positions in Adelaide, She eld and Edinburgh. His work has informed housing policy in Australia and the UK through collaborations with governments, CHOs, and research institutes including AHURI, Queensland Treasury Corporation, the National Housing Supply and A ordability Council and the UK’s Economic and Social Research Council.
Katrina is an experienced banking and investment professional with over 30 years’ experience providing finance solutions to large corporations, institutional investors and not-for-profit entities in Australia and New Zealand. She is a Director, Portfolio Management at the Clean Energy Finance Corporation, managing a portfolio of investments spanning infrastructure, commercial property and clean energy. Katrina has held senior roles at JP Morgan, Commonwealth Bank and Bank of New Zealand, and brings deep expertise in capital management, transaction structuring, portfolio management and sustainability. Industry background Banking and investment finance; Debt and equity structuring and portfolio management; Clean energy and decarbonisation; Managed funds and capital management. Technical skills Governance and risk management; Infrastructure, commercial property and clean energy; Social and a ordable housing and impact investing.
Industry background Investment, private capital and property; Health, residential, aged care and commercial assets; Corporate and not-for-profit governance.
Industry background Financial services, banking and funds management; Risk and compliance governance; Mental health and aged care not-for-profits; Government.
Industry background Housing economics and urban planning; Academic research and policy development; Government and third-sector consultancy.
Technical skills Organisational leadership, strategy and transformation; Property investment and development strategy; Risk, audit and governance oversight.
Technical skills Financial management and reporting; Regulatory oversight and conduct standards; Governance, audit and risk committee leadership.
Technical skills Data-driven policy analysis, econometric modelling and forecasting; Housing a ordability and market modelling; Research leadership and sector advocacy.
8
ANNUAL REPORT 2024-25
Rebecca Strom NON-EXECUTIVE DIRECTOR
Matt Raison NON-EXECUTIVE DIRECTOR
DAVID LANTzKE NON-EXECUTIVE DIRECTOR
DREW BESWICK NON-EXECUTIVE DIRECTOR
Rebecca is an experienced lawyer and non-executive director with a strong governance background across public, private and not-for-profit sectors. With a career specialising in commercial real estate law, she was previously a partner at a national firm and brings deep understanding of property legal frameworks. She currently chairs the North Metropolitan Health Service and is a Director of Landgate.
Matt is a seasoned property and project development professional with over 20 years’ experience across the public and private sectors. He has led major land and residential development projects with Peet and Mirvac, where he was Head of New Business (WA) and instrumental in establishing its first residential development fund. Matt co-founded GMPM Consulting, a leading project and advisory firm in Perth.
David is the CEO of Ardross Group of Companies, with over 30 years’ experience in land development, infrastructure, asset management and town planning. A Chartered Accountant and graduate of the AICD, he has also completed the Advanced Management Program at Harvard Business School. David brings strategic insight into regional development and governance, with leadership roles in chambers of commerce and active involvement in property and infrastructure investment committees.
Drew is a seasoned human services executive with extensive leadership experience across disability, health and community services. He is CEO of RESolutionsWon, focused on accessible housing, and Director of Services and Engagement for the Mac Point precinct in Tasmania. Formerly CEO of Possability Group, Drew has led national reforms under the NDIS and brings deep expertise in governance, strategy and service integration across complex social systems.
Industry background Commercial real estate and legal advisory; Health services and public sector governance; Community housing and land management.
Industry background Residential, commercial and mixed-use
Industry background Regional development and land use planning; Property and infrastructure investment; Business leadership and governance.
Industry background Disability and health services; Social and accessible housing; Public and community sector leadership.
development; Project management and advisory services; Property investment and transaction structuring.
Technical skills Property law and legal risk management; Board governance, risk and compliance; Strategic leadership in health and land portfolios
Technical skills Strategic acquisitions and project feasibility; End-to-end development delivery; Client and contractor stakeholder management.
Technical skills Strategic planning and economic development; Asset and infrastructure portfolio management; Stakeholder engagement in regional contexts.
Technical skills Governance and merger leadership; Service transformation and reform; Stakeholder engagement and program delivery.
9
HOUSING CHOICES AUSTRALIA
At Housing Choices, we embed a values-led risk culture with clear accountability from the Board through management. We maintain an integrated approach that incorporates our Risk Management Framework and Risk Policy, which are reviewed annually.
Our Framework and Policy guide how we identify, assess and treat risks. We have a rolling three-year internal audit program to provide assurance of key control areas. Our governance approach emphasises transparent reporting to the Board and its Committees, and alignment with sector regulation and accreditation requirements. We proactively manage internal and external risks that matter to our team members, residents, communities and stakeholders.
Audit, Assurance and Risk Committee (AARC) The AARC provides independent assurance and assists the Board in fulfilling its corporate governance, oversight and accountability responsibilities in relation to risk management, control and compliance frameworks, internal and external audit and assurance, external accountability responsibilities and key risk policies. Membership as of 30 June 2025: David Lantzke (Chair), Katrina Smithson, Rebecca Strom, Kathryn Brown, Matt Raison.
Capital Investment and Infrastructure Committee (CIIC) The CIIC assists the Board with property strategy, performance and risk, such as: • project appraisals for capital investment and infrastructure projects, and upfront assessment of new initiatives; • development and portfolio regeneration or renewal projects; • oversight of strategic asset management issues and major divestment programs; and • other development related capital commitments. Membership as of 30 June 2025: Matt Raison (Chair), Katrina Smithson, David Lantzke, Chris Leishman.
In 2024-25 our focus areas included:
• Data and information security, including extending foundational protection, enhancing data controls, developing internal sta capabilities and measuring performance to recognised industry-based cyber security standards. We also focused on privacy and protecting community information, such as strengthening data lifecycle controls and privacy impact assessments. • Environmental, Social, and Governance risks, including assessing physical risks to our homes and communities and integrating resilience into asset planning and partnerships. • Organisational change management capability, including enhancing project delivery governance and risk management processes, clarifying decision-making accountabilities, and introducing structured risk review cycles. In addition, new Technology Review Board procedures have been embedded to support more integrated and transparent decision-making across projects and business priorities.
10
ANNUAL REPORT 2024-25
Governance, Appointments and Remuneration Committee (GARC)
Director
Board
AARC
GARC
CIIC
The GARC supports the Board in e ectively discharging its corporate governance, oversight, and accountability duties. The GARC is authorised to consider: • the skills, experience, training and performance of directors of the Housing Choices Australia Group; • the composition of the Board and Committees considering business strategy; • the processes and practices to support e ective corporate governance; • director remuneration policies; and • Managing Director or CEO appointment, performance development, renumeration and succession planning. Membership as of 30 June 2025: Rebecca Strom (Chair), Kathryn Brown, Drew Beswick, Chris Leishman.
1 1 1 1
5 5 4 4
2 2 2 2
1 *
Simeon Goldenberg
-
4 4 4 4
13 13 10 10
5 5 5 5
David Lantzke
5
5
6 6 5 5
13 13 12 12
- - 4 4 *
Matt Raison
5
5
3 3 3 3
11 11 11 11
3 3 3 3
Rebecca Strom
-
1 *
- - 1 1 *
13 13 10 10
7 7 5 5
Drew Beswick
-
-
2 2 2 2
5 5 5 5
2 2 2 2
Kathryn Brown
-
1 *
5 5 5 5
13 13 12 12
7 7 5 5
Chris Leishman
5
3
2 2 2 2
7 7 7 7
- - 3 3 *
Katrina Smithson
1
1
3 3 3 3
5 5 4 4
4 4 4 4
Heather McCallum
-
1 *
3 3 3 3
5 5 5 5
- - 1 1 *
Fabienne Michaux
2
2
4 4 1 1
8 8 6 6
5 5 3 3
Jennifer Samms
-
-
* Attended as an observer
11
HOUSING CHOICES AUSTRALIA
JAMES HENRY ACTING EXECUTIVE GROUP DIRECTOR, HOMES
REFLECTIONS FROM OUR EXECUTIVE
While continuing to deliver homes at scale, we have built the platform for the next phase of growth. We established the Homes portfolio—a new directorate that brings together, in one team, the commercial expertise needed to manage transactions across the entire asset lifecycle. This creates a consistent, proactive and rigorous approach to growth and sustainability. We have introduced a Commercial Project Management Framework and a Commercial Investment Framework to support the national expansion outlined in our Strategic Plan over the next five years. Over the next 12 months we will further consolidate the Homes team and deliver our property development program, including large mixed-tenure projects, the New Generation Catherine House project and continue the Disability Renewal Program. We will also finalise our Asset Renewal Program to proactively upgrade, divest and reinvest, ensuring a high-quality portfolio is maintained.
What does “home” mean to you? Home is about connection to place. It must extend beyond a single property - be well located, built for longevity and quality, and responsive to resident needs.
12
ANNUAL REPORT 2024-25
Nicole goding CHIEF FINANCIAL AND RISK OFFICER
ANDREW ROSS EXECUTIVE GROUP DIRECTOR, TRANSFORMATION
HANNAH HARVEY EXECUTIVE GROUP DIRECTOR, CUSTOMER SERVICES Over the past year Customer Services has undergone significant change. We set up dedicated teams for tenancy management, tenancy support and rental compliance. We are also establishing a dedicated placemaking and partnerships team which includes community engagement, commissioning and allocations. Our Common Ground, NDIS Specialist Disability Accommodation and Catherine House services continue to evolve to better support people with the highest needs. The Property Services – Responsive Maintenance team has now joined Customer Services so we can enhance the end-to-end experience and resolve issues faster. We will also welcome new properties into the Housing Choices family and provide more people with a safe, stable place to call home. These changes will help residents to thrive, through better access to health care, transport and education. The also help our teams spend more time on what matters: excellent service. Being part of an organisation that gives people a place to call home is a privilege.
Over the past 12 months we navigated a dynamic environment while delivering meaningful outcomes. We strengthened our financial and risk foundations and embedded a stronger culture of compliance, care and accountability across the organisation. We also improved systems and processes to support teams and lift our financial capability and resilience. Looking ahead, our focus is clear. We will continue to deliver more homes and more choices, while ensuring existing residents experience safe, well-maintained and sustainable housing. We will maintain a disciplined financial and risk framework to support long-term sustainability. I’m optimistic about the year ahead. With the dedication of our people, the trust of our partners and the resilience of our residents, we are well placed to keep delivering on our mission—creating homes that enable people and communities to thrive.
Our sector is changing structurally. Demand for our services has never been greater, and housing a ordability remains a pressing challenge. To respond at scale we are modernising our systems, digitising processes and investing in our people, because growing internal capability directly supports the impact we can have in residents’ lives and across the community. This year we accelerated our Transformation Program, uplifting core technology and data, embracing new funding and delivery models and embedding new ways of working across teams. Change is never easy; the year reinforced that investing in people, skills and a positive service culture is essential to successful transformation. In the year ahead we will complete Horizon 1 by launching Finance Operations, the CRM powered National Digital Contact Centre and our enterprise data platform. We will digitise and simplify processes so teams spend more time on resident service and less on administration. We will build leadership capability, strengthen data ownership and literacy to deepen resident insights, and embed a performance-based team culture with more agile ways of working to improve delivery.
What does “home” mean to you? For me, home is where people find safety, dignity, and a sense of belonging. It is the foundation for wellbeing and opportunity — and it is what drives Housing Choices every day.
What does “home” mean to you? Home is a place of safety, a sanctuary to express yourself, care for family and share memories. Above all, it o ers the security and freedom to live your best life.
What does “home” mean to you? Home is warmth and safety - a place to recharge, look after our health and make memories. It shelters us from the challenges of the outside world and lets us focus on what matters most.
13
HOUSING CHOICES AUSTRALIA
HOUSING CHOICES: A people-centred housing service organisation
Housing Choices is a people-centred housing service organisation. We provide safe, a ordable homes and work alongside residents to support strong, connected communities. Our residents include individuals, families, older people, and people with disabilities - many of whom face significant socio-economic challenges and barriers to stable housing.
We deliver Specialist Disability Accommodation (SDA) under the NDIS, o ering safe, accessible homes that promote independence, dignity, and long-term wellbeing. Across four states, our SDA portfolio supports over 500 participants, providing housing designed to meet their individual needs and enhance quality of life. But our role extends beyond providing housing. We help build community, support local connections, and advocate for systems that create better housing outcomes. Through placemaking, we create spaces that are not only functional but where people can feel secure, welcome, and connected. Residents guide this work: we listen to their experiences, learn from their feedback, and adapt our services so they better reflect the needs of the people and communities we serve. The housing environment across Australia continues to evolve. Demand for social and a ordable housing is growing, while cost-of-living pressures, a tight rental market, and stretched construction supply chains create real challenges. Government policies and funding programs are shifting, with rising expectations for safety, quality, accessibility, and environmental performance. These factors shaped our work in 2024–25, requiring flexibility, innovation, and resilience.
As the community housing sector adapted to these changing conditions, Housing Choices Australia also embarked on a major transformation program which included changes to our organisational structure and processes. While these changes at times disrupted service delivery, our teams responded with adaptability, professionalism, and care. Our supportive services illustrate the breadth of Housing Choices Australia’s services. We work closely with Catherine House, South Australia’s only dedicated homelessness and recovery service for women that provides women with safe accommodation, therapeutic support, and pathways to education and employment. The Common Ground program o ers long-term, a ordable housing with on-site supports that help tenants sustain tenancies, improve wellbeing, and reconnect with community. These services, alongside our broader housing programs, demonstrate our commitment to person-centred care and long-term community impact. We are also proud that our services at Catherine House and Common Ground Adelaide achieved certification under the Australian Service Excellence Standards (ASES). The assessment recognised our values-led approach, the dedication of our sta , and strong governance, reinforcing our commitment to delivering quality support for residents.
Image: Victorian residents at the annual resident Christmas party.
14
ANNUAL REPORT 2024-25
HOUSING CHOICES AT A GLANCE
910 90% new tenancies tenancies sustained
HOUSEHOLD COMPOSITION
13,209 people housed:
7,698 total properties:
SINGLE person 63%
SINGLE parent family 20%
WA
couple only 7% couple with children 7% not stated 3%
1,868 properties
31 NSW
SA
properties
1,128 properties
VIC
2,343
RESIDENT INCOME
82% STATUTORY INCOME
properties
TAS
2,328
MIXED INCOME 9% SALARY 9%
properties
15
HOUSING CHOICES AUSTRALIA
CATHERINE HOUSE Recovery, stability and independence for women
Since Catherine House joined the Housing Choices Australia Group in 2021, we have combined our experience and expertise to support women moving from crisis toward stability and independence.
Each night, Catherine House provides accommodation for up to 60 women and delivers outreach services to those living in the community. Beyond safe housing, programs focus on the whole journey of recovery: mental health support, trauma-informed care, education, skill building, and pathways to employment. These services empower women to rebuild confidence, strengthen decision-making, and plan for a future beyond homelessness. In 2024–25, Catherine House reached a major milestone, securing funding for an expanded New Generation Catherine House which will be developed in partnership with Housing Choices Australia.
This new facility will increase access to 24/7 crisis accommodation and wrap-around recovery services, providing a safe, purpose-built environment for women at their most vulnerable and enhancing opportunities for long-term stability and independence. Catherine House shows how combining housing with tailored support can make a real di erence for some of the most vulnerable people in our community. By providing safe homes alongside recovery programs, Housing Choices Australia is helping women gain stability and independence while contributing to better housing outcomes in South Australia.
(L-R) Catherine House Client Services Manager Deirdre Flynn; Director Julie Duncan; Philanthropy and Engagement Manager Jaylee Cooper; Former Senator of Australia Natasha Stott Despoja; Supported Accommodation Services Team Leader Cristy Pamment
16
ANNUAL REPORT 2024-25
OUR PEOPLE AND CULTURE Housing Choices’ ability to deliver high-quality housing services depends on the capability, resilience, and wellbeing of our people. In 2024-25, our operations restructure created significant change, requiring sta to adapt to new roles, processes, and ways of working. While this period was challenging, it demonstrated the professionalism and commitment of our workforce, who continued to provide essential services to residents every day.
320 total staff, nationwide
Investing in leadership and values During the year, we strengthened governance and invested in leadership development to support our teams through transition. In consultation with colleagues, we reviewed and refreshed our organisational values to ensure they reflect who we are and how we work. We acknowledge the contributions of colleagues and leaders who departed during this period and thank them for their role in advancing our purpose. Workforce diversity Our workforce is diverse across geographies, roles, and age groups. Employees span early-career entrants to experienced professionals, with an average tenure of almost four years. Sta represent a wide range of cultural and linguistic backgrounds, including First Nations peoples and communities from African, Asian, European, Middle Eastern and Islander heritages. This diversity is a core strength and supports services that are responsive to a multicultural tenant base. Reconciliation in practice Guided by our Innovate Reconciliation Action Plan (RAP), Housing Choices continued to progress commitments across relationships, respect, opportunities, and governance.
Practical initiatives brought these commitments to life. In January 2025, Reconciliation South Australia delivered an anti-racism workshop for sta , and Housing Choices celebrated NAIDOC Week with a group screening of Nunga Screen – a collection of short films, animations and documentaries made by Aboriginal and Torres Strait Islander filmmakers. Our activities strengthened cultural awareness, reconciliation, and equity across the organisation. Development and recognition Learning and professional development remained a focus, with sta accessing training, conferences, and seminars to build skills and resilience. Fifteen internal promotions were achieved, demonstrating Housing Choices’ commitment to career growth and mobility. In May 2025, the Leading for Impact Conference brought together 85 people leaders from across the country, strengthening leadership capability, embedding our customer service best practice principles, and reinforcing organisational values and behaviours. Recognition and connection also remained priorities. The Building Better Future Awards celebrated organisational achievements, while local initiatives such as national town halls and guest speaker sessions fostered connection during a period of transformation.
Employee type
64% FULL-TIME
23%
Part-time
4% CASUAL
9% FIXED TERM
Employee AGE
28%
27%
23%
16%
Engagement and improvement In 2024-25, 84% of sta participated in Housing Choices’
In 2024-25: - 26 actions were completed - 23 actions remain in progress - 27 new actions are scheduled from July 2025
2%
4%
organisation-wide engagement survey. Results showed engagement scores of 50% favourable, 29% neutral and 21% unfavourable. The detailed results confirm areas of strength but also highlight opportunities for cultural improvement. This is our roadmap to deepen values alignment, strengthen sta voice in decision-making, and build a more engaging, high-performing workplace.
<26
26-35 36-45 46-55 56-65 >65
17
HOUSING CHOICES AUSTRALIA
our commitment to safety and wellbeing
At Housing Choices, our sta are dedicated and passionate about delivering high quality services. Supporting residents in complex situations can be demanding and sometimes exposes our people to psychosocial risks. The reporting of safety issues increased by 28% from Q1 2024 to Q4 2025, with 147 incidents, 46 hazards, and 17 near misses recorded. While the numbers are higher, we see this as a sign of a stronger reporting culture where sta feel supported to speak up about risks and challenges. Most psychosocial hazards reported related to occupational violence and aggression (69 reports), followed by exposure to traumatic events (15 reports). These insights allow us to better design controls, strengthen supports, and respond where sta are most at risk. We recognise that this year’s frontline pressures were compounded by the changes across the organisation, which reinforced our commitment to strengthening our safety and wellbeing systems, so sta feel equipped and supported through challenging times. As baseline support, all our employees also have access to confidential counselling for themselves and their families through the Employee Assistance Program (EAP), which helps us identify workplace concerns in a de-identified way while giving sta a safe, trusted outlet for support.
In addition, we provided targeted training to frontline sta , including:
200
• Handle with Care™ – 71 employees trained in techniques to de-escalate situations where individuals may become aggressive or distressed. • Vicarious Trauma and Traumatic Stress – 66 employees trained to recognise and manage the impacts of trauma exposure on their mental health and wellbeing. Alongside training and reporting improvements, we expanded our wellbeing initiatives. These included: • Briefings for our Senior Executive Team on psychosocial risks, delivered with Sentis. • Deployment of a duress phone app and Bluetooth device for o site sta , giving them faster access to emergency services. • Additional supports through our EAP, such as the Better Mind, Better Me program, a trial of virtual EAP@Work sessions, and proactive wellbeing calls to sta a ected by the operational restructure.
resolved incident reports
140
staff completed occupational violence & aggression training
By openly acknowledging risks and disruption, strengthening systems, and expanding wellbeing supports, we are building a culture where sta feel safe, supported, and able to manage the challenges of this vital work.
18
ANNUAL REPORT 2024-25
meet our staff AMY KIDNEr Resident Voice and Impact Coordinator
As the Resident Voice and Impact Coordinator in the Community Engagement team, Amy Kidner works to ensure that residents’ perspectives are not only heard but also shape decision-making across Housing Choices.
‘It’s a national role that aims to strengthen the ways we involve residents in our service delivery and ensure their perspectives influence decisions at every level, right up to governance,’ Amy said. She works closely with sta and residents to make sure services are e ective, that their impact is measured and that they remain responsive to residents’ needs. ‘My role intersects with our broader community engagement work, helping create meaningful opportunities for residents to connect and participate with us and in their local communities. Ultimately, it’s about making sure residents are connected, their experiences are valued and our services continue to improve in ways that really matter to them.’ Amy was drawn to Housing Choices because of its purpose. ‘I joined Housing Choices because I wanted to make a di erence in people’s lives and work for a not-for-profit organisation that puts the people it serves at the centre, not profit,’ she said. With a background in anthropology, sociology and population health, Amy understands how critical safe housing is for wellbeing. ‘The chance to work with and learn from people from a wide range of backgrounds and experiences, and to contribute to improving their lives, is what drew me to this work.’
Amy has been with Housing Choices Australia for more than seven years, starting in tenant consultation and communications before moving into her current national role. ‘Throughout my career here, the most important lessons have come from our residents themselves. Listening to their experiences, understanding their needs and seeing what works (and what doesn’t) has shaped the way I approach my work every day.’ Whether it’s creating opportunities for connection or seeing their feedback shape real changes in our services, those moments make the work tangible and rewarding.’ She has witnessed how residents’ involvement makes a di erence. ‘It could be hearing someone say that participating in our community engagement activities has been lifesaving, or watching a resident who once thought they had nothing important to contribute grow into a confident participant on our advisory committee. I’ve seen residents go from attending engagement groups to leading activities in their own communities, or from joining our art show to holding their own exhibitions. ‘These aren’t quick wins, but seeing people achieve and thrive, and knowing we’ve played even a small part in that, is rewarding.’
Amy also reflects on her own sense of home alongside the residents she works with. Earlier this year, residents collaborated on an art project that explored what home means. ‘We created a collaborative art piece where 40 residents did a small painting of what home means to them, and many of their contributions really resonated with me,’ she said. ‘Many painted their family, their pets, or captured small comforts like a big cup of tea. Those ideas really resonated with me. I feel most at home with my partner, my family, my rescue greyhound and a big cup of tea shared with a friend.
‘For me, like many of our residents, home is more than bricks and mortar – it’s about connection, comfort and belonging.’
19
HOUSING CHOICES AUSTRALIA
Following the resident journey
opening
Creating connections 1
doors 2
Every resident’s experience with Housing Choices is unique, yet there are common steps along the way.
Residents first learn about Housing Choices and explore housing options,
Residents are welcomed and settle into their new home. Sta support them to feel comfortable and connected from the start.
From first learning about our services, to moving into a home, and gradually becoming part of a community, these moments shape people’s lives. This year’s Annual Report focuses on the experiences of our residents, following their journey with Housing Choices in five stages. Along the resident journey, some experiences have a particularly meaningful impact. In the sections that follow we highlight five ‘moments that matter’ to show the tangible impact of each stage of the journey.
taking the first steps toward finding a safe, suitable home.
20
ANNUAL REPORT 2024-25
living
being heard 4
moving forward 5
well 3
Residents thrive in their new home with support suited to their needs from Housing Choices. This stage focuses on safety,
Residents share their experiences and feedback with us. Their voices help strengthen our services.
Residents move forward to the next stage of life while maintaining connections to their community, supported to grow and
independence, and wellbeing at home.
build housing independence.
21
HOUSING CHOICES AUSTRALIA
Creating connections
Laying the foundation for an inclusive, people-centred housing experience Resident journeys with Housing Choices begin at first contact. These initial interactions shape trust, set expectations, and influence long-term engagement. In 2024-25, we focused on transforming this early stage of the journey through system improvements, workforce investments, and being culturally responsive.
Embedding cultural responsiveness
Transformation progress
During this period, Housing Choices completed five transformation projects and commenced work on eight further initiatives. Key milestones included: • New service delivery model implemented, and clearer roles and responsibilities established. • Early-stage digital platform development, supporting more e cient contact pathways and improved resident experience. • Process-driven service improvement initiatives to strengthen intake and allocation practices. • Strategic workforce planning launched to ensure the organisation has the right skills and resources to support future growth. • Investment in data foundations to enable proactive, insights-driven service delivery.
As part of our Innovate Reconciliation Action Plan (RAP), Housing Choices continued to integrate cultural responsiveness into our practices. We prioritise supporting our frontline teams to better understand and respond to the needs of Aboriginal and Torres Strait Islander residents and other diverse communities.
Strengthening systems and contact functions
Upgrades to contact systems and clearer intake pathways improve the consistency and reliability of early interactions. While much of this work occurs behind the scenes, it is critical to lay the groundwork for a more responsive and accountable organisation. Looking ahead, Housing Choices will progress the establishment of a national digital contact centre to provide residents with streamlined and accessible engagement channels.
Image: Housing Choices Australia’s Service Improvement O cer Naomi with Victorian resident Juliette
22
ANNUAL REPORT 2024-25
Finding the right home for every resident
At Housing Choices, our goal is to ensure residents are matched with homes that genuinely support their daily lives. This begins the moment applicants engage with us and continues throughout their housing journey.
“When I spoke with these applicants, I knew how important it was to find a home that truly worked for their family. Matching them to this property wasn’t just about filling a vacancy. It was about enabling dignity, safety, and peace of mind,” says Connie. This example highlights how Housing Choices is committed to a resident-centred approach at every stage. From initial application through to moving in, we aim to provide a clear, inclusive, and responsive experience ensuring every resident feels supported and heard, and that their home truly meets their needs.
The allocations process starts with an assessment of state social housing waiting lists. From there, our dedicated allocations team connects with applicants to understand their circumstances, housing needs, and preferences. This early engagement ensures that every placement is thoughtful, not just transactional. Connie, an Allocations and Commissioning Coordinator, assisted a couple who had waited 15 years on the Victorian Housing Register for a home with the right accessibility features. She spent time understanding their daily routines and the specific needs of their household. By carefully considering the layout, accessible design, and surrounding neighbourhood, she was able to match them with a fully accessible home, including a purpose-built bathroom and space for mobility equipment. The result has made daily care tasks easier and more dignified, giving the family safety, independence, and peace of mind.
Image: Housing Choices Australia people leaders from Community Engagement, NDIS Engagement, Allocations and Service Improvement teams
23
HOUSING CHOICES AUSTRALIA
opening doors
7,600+ properties under management
210 new dwellings delivered
Welcoming people home and creating space for stability, safety and dignity.
Stage two of the Housing Choices journey begins when a property is allocated, and a household commences a tenancy. This is a critical stage in ensuring that people experiencing housing stress, crisis or long-term disadvantage can transition into safe, secure housing.
new dwellings delivered
In 2024–25, Housing Choices managed over 7,600 properties and delivered 210 new dwellings across seven completed projects. During this period, 910 new tenancies commenced, with our Allocations and Housing Services teams forging nationally consistent processes that balanced demand, urgency, and suitability across a complex housing landscape. Refinements to our data and allocations systems supported more transparent and equitable decision-making across jurisdictions. An exciting redevelopment project significantly progressed in Tasmania, which exemplifies Housing Choices place-based, resident-focused renewal approach. The Queens Walk development in New Town, Hobart will be the largest single social and a ordable housing development in Tasmania. The new project is a $34 million a ordable housing expansion development within the existing Queens Walk social housing site, will increase housing capacity across the site from 84 to 149 homes.
This redevelopment will add 65 additional a ordable housing units, and includes major upgrades to accessibility, car parking, and community facilities across the whole site. Across all jurisdictions, Housing O cers worked directly with residents during the critical move-in period, ensuring people felt informed, supported and welcomed. This personalised approach was particularly vital for residents transitioning from crisis into long-term housing. These moments represent not just a change in address, but a positive shift toward safety, recovery and independence. Community events and welcome sessions, including our inaugural New Resident Information Sessions in Tasmania, were highlights of 2024-25. These brought together new residents, local service providers and Housing Choices sta to create a sense of place and connection from the start. Together, these e orts illustrate what it means to open a door—not just to a property, but to possibility, community and long-term housing stability.
20
McKenzie St Belmont VIC 29
70
albion st Brunswick VIC
Northumberland Rd Pascoe Vale South VIC
BREHENY PL West Ulverstone TAS 48
multiple Greater Perth WA 29
reid av Felixstow SA 14
24
ANNUAL REPORT 2024-25
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50Made with FlippingBook Ebook Creator