In a world where homelessness and housing crisis exist, we connect people with housing options and integrated supports so that they can find and keep a place to call home.
Respect – Listen – Collaborate
We put people first, especially our clients
Accountability – Responsibility – Integrity
We do what we say and always make a difference
Innovations – Challenge – Learning
We do things differently to get the best results
Reappointed as Chair of the Board of Directors at our Annual General Meeting on 7 November 2019 in Mildura, Sue Clarke reflects on the organisation’s re-commitment to its four strategic pillars of More Homes, More Supports, More Partnerships, and More Capacity. No longer at a political and policy crossroad, we are driven to deliver on our Purpose. Among the many highlights, Sue welcomes three new Directors to the Board, each of whom brings their own specific skillset to a growing, vibrant, innovative organisation.
Left to Right: Andrew Cairns, Jan Snell, Melanie Rogers, Sue Clarke, David Brant, Warwick Cavanagh, Damien Tangey, Jan Boynton, Gerard José, Candy Broad and Ken Belfrage
Haven; Home, Safe is guided by a committed, independent Board of Directors which provides strong governance and stewardship on behalf of our broader community.
Sue has held senior positions in Health and Community Services over the past four decades including 12 years as CEO of Bendigo Community Health Services. She also holds board positions as a Director of Ambulance Victoria, Bendigo Health Care Group, Murray PHN, Zonta Club of Bendigo, and is a member of the Central Victorian AICD Advisory Committee.
Andrew Cairns is the CEO of Community Sector Banking and has 15 years’ experience in senior management roles. He is also the Chair of Western Water.
David Brant, former North East Housing Service Director and London Business School graduate with extensive skills in strategy development and implementation. With over 20 years’ experience in Corporate Governance in Australia and a number of countries in Asia, David provides management consultancy to businesses looking to improve their top and bottom lines.
Damien has significant experience in property development and a strong understanding of National, State and Local Government policy impacting the housing affordability framework.
Damien has a Bachelor of Business (Property) and has experience in business management of a multi-faceted health industry business before progressing through to the establishment of his property development company in 2000.
Ken was until his retirement a Partner at AFS & Associates accounting practice. He was a chartered accountant with 34 years in public accounting.
Melanie Rogers is an experienced governance and HR/IT executive with many years’ experience in local government and community sector. Melanie is also a committee member of the Bellarine Bayside Foreshore Committee of Management and Geelong Cemeteries Trust.
Jan Boynton is an independent executive consultant with over 25 years’ experience at Executive and CEO level in local and state government and the not-for-profit sector across regional Victoria. She is also a Director on the Bendigo Jockey Club Board.
Warwick Cavanagh is Chairperson of a key partner agency, Active Community Housing, a Director of National Disability Services (NDS), and a White Ribbon Ambassador. Highly respected across the disability sector, Warwick was the CEO of Moira Disability and Youth Services for 24 years, before joining Bayley House as CEO.
Former Member for Northern Victoria and former State Government Minister for Housing, Local Government, Energy and Resources and Ports, and a founding member of Emily’s List. Chair of Safe Steps Family Violence Response Centre, Deputy Chair of Women’s Health Victoria, Chair of PrimeSafe, a Director of the Australian Council of Superannuation Investors, a Director of First Super, and a Director of Hepburn Community Wind Farm.
Gerard has significant experience in community engagement, change management, organisation development, policy facilitation and program evaluation. He has had an extensive career in Local Government and is currently privileged to be CEO with Bendigo Community Health Services, and previously served as CEO with Mildura Regional City.
Gerard is a people-oriented leader committed to ethical stewardship and social justice with outstanding contemporary team-based leadership, communication, analytical and creative problem-solving skills.
Jan has had a long and distinguished career in the Victorian Public Service and has held a number of senior executive positions, more recently Deputy Secretary, North Division, Department Health & Human Services (DHHS). She is a Fellow of the Australian Institute Company Directors. She has many years of experience in delivering services to Victorian communities and in 2015 received a Public Service Medal in recognition of this work.
This is Chief Executive Officer Ken Marchingo AM’s 26th annual report back to the community. While we have enjoyed another year of many outstanding and award-winning achievements duly noted in this video, we cannot escape the increasing growth in demand for our services. In the absence of any significant housing policy initiatives and innovation, we can only focus on what we can control and do for those most vulnerable in our community.
Left to Right: Blake Hogan, Kerri Carr, Ken Marchingo AM, Paul Somerville, Trudi Ray, Chris Glennen
The Haven; Home, Safe team is arguably one of the most talented and highest performing in the not-for-profit sector. We are a not-for-profit, but prefer to say For Purpose organisation. We assist thousands of people each year who are in housing crisis, homeless, or in financial stress, helping them address the issues leading to their circumstances and find appropriate housing.
After being appointed as our first-ever Chief Operations Officer, Trudi Ray, has made it her mission to unpack our service delivery model to achieve greater integration, efficiency, and consistency across all our offices. The recently endorsed Support Services Framework provides a roadmap for restructuring our operational mechanisms. The restructure will make it easier for clients and staff to navigate. And this is just one of many innovations this past year.
A range of sustainable housing outcomes for people who are homeless or in housing crisis.
Advocacy and support for our diverse clientele with a particular focus on developing life skills and individual capacity.
Relationships with government, community and commercial partners and other key stakeholders to achieve our Purpose and Values.
Resources, infrastructure and financial capacity of the organisation to achieve our Purpose and Values.
One of our highlights during the year has been the introduction of a new finance reporting system which pretty much enables us to have real-time reporting and budgeting. Now the finance team and our operational managers can generate the latest numbers almost in just a few minutes. It’s a huge benefit, it allows us access to the actual costs and expenditure compared with budgeted amounts.
That knowledge is freeing, we can see immediately where the money is going. It makes us more flexible and responsive. Instead of waiting a day for a report, people can now self-serve and produce the information and, straight away, they know how they’re tracking and where they are able to offer more assistance.
Our new $65 million low-interest loan means that we can cut debt costs by $10 million in the years ahead but it also eliminates the interest rate risk we’ve had to manage and the uncertainty around refinancing shorter-term loans. It will also provide funding to complete the 86 housing units currently under development.
Overall, as our financial accounts demonstrate, our underlying trading result is strong. We basically have two major arms of the business, housing and homelessness, but we run them in an integrated way. Both are doing well. Rent income from the housing side of the business was $14.6 million for the year and we received $13.2 million in homelessness grants, which has meant we’ve been able to provide even more services to our clients.
Everything we do in our corporate services team is designed to support every arm of our organisation. We’ve made significant progress this year upgrading our document management and information systems and that is really paying off. We now know that we can rely on good data to provide really meaningful intelligence – not just to help our clients, but also to plan and grow our organisation.
We’re not about jargon and slogans, we’re about solutions and getting things done. Improved in-house business systems have created significant efficiencies organisation-wide. By having our corporate systems, documents and record keeping digitised we can now pull reports and data from across our whole network. This intelligence aids the Operations team to pinpoint where clients or staff need assistance, what cohorts are showing at higher risk, where problem areas are starting to form – before they get too big – and, of course, we can respond much faster. For example we now text our clients for feedback and survey replies, resulting in an improved response rate and faster replies, compared with emails and letters.
One of the examples of how data is making us a better organisation is through the early identification of clients and the type of homes that are most suited to them. Traditionally, housing needs have focused on family situations with three or even four-bedroom homes, but our data has already shown that smaller homes are currently the greatest demand. The data shows there is an increase in older single women clients and also single women with dependent children, and because we have that intelligence we can more accurately plan for much smaller housing stock. A high housing demand from single homeless men has also been flagged by the data, leading to a renewed focus on investigating alternatives to the less well-design rooming house model of the past. The data we produce helps every aspect of our organisation.
During the 2017/18 year we adopted a new Constitution which, for the first time, included a transitional process for Board renewal with a focus on expanding the skill set of the director group as a whole. Since then, we have appointed an extra two directors, as well as replacing a retiring director. (Please see the Board report for full details). The new appointees have further strengthened and widened the leadership expertise of our organisation. The Executive structure, refreshed at the start of the 2018/19 year, has jelled into a strong team of experienced and well-credentialed experts in their respective fields, which together with the growth in the Board provides a sound basis for the future governance and strategic direction of HHS.
Melbourne’s former 1956 Olympic accommodation could again be in the running to break more records. Our redevelopment of the North Fitzroy property, Glenlyon, is transforming the site into 22 of the world’s most high-tech independent living units for people with disabilities. The fully automated properties have technology that allows voice and app controls for almost every electric and electronic appliance in the units. They also have full connectivity to service and support providers such as doctors, physiotherapists and nurses that let them call or do video conferencing with health professionals. Everything about this development increases people’s ability to be more self-sufficient and independent. They can turn lights on and off, control air conditioning, open doors, turn on kitchen appliances, move benches and cupboards to a height that suits them – all at the touch of a button or voice control. They can also have reminders set to take their blood pressure, heart rate or medication, distress buttons are built-in and fall monitors that link back to the on-site support person. Essentially, for the first time, people with a really wide range of disabilities will control how they live.
WATTLEWOOD, CARRUM DOWNS
We’ve now completed stage four of the Wattlewood integrated housing development and we’re in the midst of finalising stages five and six. At the end of the process we’ll have 100 new affordable homes out of a total mix of 277 social and private homes throughout the project. We call it a salt and pepper integration where the properties have a similar look to each other so no one can tell who’s who, there is no difference between social housing and private housing. This project has been a great success for Haven; Home, Safe, for our new tenants and for the former residents at the old rundown property that was on the site. We’ve been able to retain those residents, a group of mainly older 70 to 80 year old single women to now provide them with brand new units but still keeping their existing community and connections to each other and the area. Haven; Home, Safe has controlled the entire development, including subdividing and selling off portions to private builders and home owners and private renters. Because we had oversight of everything, we’ve been able to really thoughtfully plan the development, including a mix of housing types, parks, playgrounds and community services and spaces. At completion we will have an extra $45 million of social housing assets for Victorians.
Before joining the Executive Management Team on 1 July this year, I was the CEO of Active Community Housing. This is Active’s final Annual Report which celebrates another successful year of the team working hard to ensure our tenants have the support they need to sustain their housing and participate in community life. We enjoyed many successful tenant gatherings throughout 2018-2019 and received some incredibly positive feedback about our service provision. We have grown our property and tenancy management services by being selected to work with the Summer Housing at their new Fairfield apartments, as well as delivered our own new Specialist Disability Accommodation villa units in St Albans.
The NDIS remains a challenging environment for our clients and their carers, notably the gaps in support transition for many clients and we will seek to address these issues in the coming year. One of the highlights of 2018-2019 was the opening of the Assistive Housing Hub showroom and steady growth in our home modifications program. The merger at the end of the financial year was a long time in the planning and execution, but had a single, strategic focus to deliver more homes and more services to improve more lives of people living with a disability.