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.
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ANNUAL REPORT 2024-25
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