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CEO REPORTSTAFF RESILIENCE WHILSTDELIVERING FOR OUR TENANTSStaff have demonstrated strong commitment andflexibility this year to ensure continued delivery of ourcore business, the delivery of housing and relatedservices to tenants, despite the impacts of theCOVID-19 pandemic.In a year that featured months of working remotely,then split work shifts in the office, and then an almostreturn to “normal” to close out the year, focus wasmaintained on tenant well-being. For tenants whoseincome was significantly impacted due to COVID,CHC’s hardship policy was quickly implemented tominimise financial stress for tenants whilst they soughtnew employment.Staff well-being programs, regular engagement, andperiodic all-staff virtual meetings helped keep staffsupported in our operational delivery, and the righttechnology choices made in prior years helped makethis possible.DELIVERY AGAINST STRATEGICPLANPerformance results against the strategic goals andtargets is as follows:1. Financially sustainable business model – toachieve positive underlying net surplus and cashflow by 2020. Maintained positive underlying net surplus( 277k compared with prior year 358k)and underlying normalised cash flow ( 1.1mcompared to prior year 950k) for the third yearin a row; and, Maintained underlying EBITDA of 4m (prioryear 4m).Enablers include strong Downer Stage 2 financialperformance enabling net debt reduction, strict focuson value-accretive growth, and operational excellence.2. Outstanding tenant experience – top quartiletenant satisfaction. Overall tenant satisfaction remains at 81%, andin the top quartile, with the next biennial surveyin February next year.83. Increased impact – 2000 Canberrans housed by2022 in appropriate, safe and secure homes, with 30m direct rental subsidy to tenants by 2022. 14% increase in affordable tenancies undermanagement to 592, corresponding to over1600 residents; and, Delivery of fully self-funded 3.2m direct rentalsubsidy to tenants (on par with prior year) takingtotal cumulative rental subsidy fully funded byCHC since inception to 34.8m, exceeding thestrategic target.Enablers include retention of apartments from theDowner Stage 2 development, off-the-plan purchaseof townhouses in Coombs, and major growth inHomeGround Real Estate Canberra affordable rentaltenancies.Continued achievement of a long-term financiallysustainable business model, and delivery of ourimpact target, hinges upon negotiating a debtrestructure with the ACT Government on termsacceptable to CHC in the near future.Work is well advanced in preparation of a newstrategic plan for CHC that will guide the businessthrough a major growth phase post-FY22.SECTOR POLICY DEVELOPMENTAND ADVOCACYCHC is an advocate for the need for Governmentinvestment at all levels, alongside investment bycommunity housing providers, to support the growthin supply of social and affordable rentals neededto meet a growing demand. CHC supports thenecessary evidence base and policy developmentwork that underpins advocacy, via active involvementin the work of industry bodies, including: The Community Housing Industry Association(CHIA) and ACT Regional Committee, PowerHousing Australia, The Property Council of Australia (PCA) and ACTdivision, The Masters Builders Association of Australia(MBA) and ACT division, The Australian Council of Social Services and ACTdivision, National Shelter and ACT division, and The Specialist Disability Accommodation (SDA)Alliance.CHC 2020/21 ANNUAL REPORTFor the year I held positions of Chair of CHIA, Chair ofCHIA ACT Regional Committee, Member of PCA ACTSocial Sustainability Committee, as well as Member ofACT Minister for Housing’s Consultative Committee.GROWTH PARTNERSHIPSDuring the year CHC entered into Memorandumsof Understanding with several non-Governmentorganisations that own sites suited for multi-unit socialand affordable rental development. Due diligenceis underway. Projects on these sites could bringa 100m economic injection into the ACT, couldprovide hundreds of jobs, could deliver CHC’s impacttarget, and could over 25% of the ACT Government’starget of 600 affordable rentals.CHC’s ability to reach financial close on these deals isimpeded by: Delays to bringing to a conclusion an acceptabledebt restructure of existing facilities with the ACTGovernment (post-reporting period, a positive signhas been the inclusion of this as a commitment inthe FY22 ACT Government budget); Uncertainty relating to the ACT Government’splan to facilitate delivery of the Parliamentaryand Governing Agreement affordable rentaltargets, including policy or legislation changesto enable right-sized subsidies to be provided tocommunity housing providers for delivering on theGovernment’s objectives, such as:APPRECIATIONThanks to our tenant community for your contributionto CHC and input to all of our tenant programs andactivities.Thanks also to our many long-term partners andcontractors that support delivery against our mission,and to our new prospective development and financepartners that we hope to commence enduringrelationships with in the coming year.A big thanks to the leadership team and staff for againdelivering a fantastic performance across the board,despite the complications and impacts of COVID thatyou have all taken in your stride. A special thank youto tenancy and maintenance staff, who lead the faceto-face interaction with our tenant community.Finally, thanks to Paul Green, Chair, and the Boardof Directors, for your clear direction, insights, andsupport of management and staff in our day-to-dayoperations.Andrew HannanChief Executive Officer land transfers, land price concessions or coinvestment mechanisms; lease deconcessionalisation and lease variationfee exemptions; “supportive housing” definition broadening toenable social and affordable rental developmenton suitable Community Facility Zone sites, orsuitable sites where a “supportive housing”lease purpose clause restriction applies; and, rates exemptions for social and affordablerental properties owned by community housingproviders.CHC is also actively engaging other commercialparties that may have an aligned interest in growingsupply of affordable rental stock, and may beattracted to the ATO tax concessions and ACT landtax exemptions possible through partnering with CHCas a fee-for-service manager or head lessee.CHC 2020/21 ANNUAL REPORT9

CORPORATE GOVERNANCE &RISK MANAGEMENTThis year, we thank the following Directors fortheir ongoing commitment and contributionsto the success of our organisation.Paul Green MG, BA, LLB (Hons)- Chair, Chair DevelopmentCommitteeCHC plays an important role in thelives of people in our community.We’re constantly monitoring and evolvingour management processes. Doing so helpsus deliver the best social outcomes andfinancial performance, and guard againstany risks that may arise.BOARD OF DIRECTORSOur independent Board of Directors providesoversight and direction to the executivemanagement team, helping to drive the growthand strength of the organisation.Providing excellent service to our clients is atthe heart of our objectives. We seek to fosterinnovation and excellence in the housing weoffer. Expanding our portfolio of rental propertiesallows us to create more housing opportunitiesfor members of our community on lowmoderate incomes.Jill Divorty B Bus (Acctg & Fin),MBA, FCPA, GAICD - Deputy Chair,Chair Audit and Risk CommitteeCathi Moore AM BA (SocialScience) - Director, Member Auditand Risk Committee, MemberCommunity CommitteePaul Carmody BA (Admin) Director, Member DevelopmentCommitteeClare Wall B Ec, Dip Rec. Pl,M Pub Pol - Director, MemberCommunity Committee, MemberDevelopment CommitteeJim Douglas AVI, CertifiedPractising Valuer, Licensed RealEstate, Business, Strata & Stock &Station Agent - Director, MemberCommunity CommitteeAlice Tay Graduate, AustralianInstitute of Company Directors,Fellow, Governance Institute ofAustralia LLB Sydney University Director, Member Audit and RiskCommitteeEach member of the Board is hand-pickedto bring a skill set that helps CHC meet ourcharter. Directors are appointed for theirexpertise in housing development, assetmanagement, community and social policydevelopment, law, finance, or accounting.We welcome Ms Alice Tay to the Board, havingben appointed a Director in July this year. Alicebrings a wealth of experience from a professionalbackground in commercial law, plus significantexpertise gained as a Director on numerousBoards spanning corporate, charitable andcommunity organisations.Additional information about our Directors can be found on page 35 of this report.10CHC 2020/21 ANNUAL REPORTCHC 2020/21 ANNUAL REPORT11

CORPORATE GOVERNANCE& RISK MANAGEMENTEXECUTIVE TEAMREGULATORY COMPLIANCEReporting to the Chief Executive Officer, our executiveteam provides strategic leadership and managerialinsight for the organisation.Implementation of CHC’s regulatory complianceresponsibilities has been embedded in the Constitutionof CHC, and in the organisation’s corporategovernance guidelines.The executive team comprises: Megan Ward, General Manager - OperationsAhmed Munir, Head of DevelopmentYee Cheam, Head of FinanceFiona Dearden, Head of People/Company SecretaryCHC is a not-for-profit company registered under theCorporations Act 2001.CHC is a Charity, and endorsed as a Public BenevolentInstitution. This status is determined by the AustralianTaxation Office and Australian Charities and Not-forProfit Commission (ACNC).AUDIT & RISK COMMITTEECHC is also registered as a Tier 1 provider under theNational Regulatory System for Community Housing(NRSCH) Providers. This registration is the highestattainment under this system and CHC is committed tomaintaining this status.CHC’s Audit & Risk Committee assists the Board byoverseeing the organisation’s financial managementand risk management practices, including: statutoryreporting and external audit requirements; internalaudit and internal control; risk and compliancemanagement; CHC’s insurance coverage; and tax andemployee obligations. The Committee is made up ofthree Directors and an independent member from theACT Government.CHC remains an approved participant under theNational Rental Affordability Scheme (NRAS) and iscommitted to maintaining and maximising incentivesunder the Scheme for itself and its Non-Entity JointVenture investors.CHC is a registered provider of Specialist DisabilityAccommodation with the National Disability InsuranceScheme (NDIS).COMMUNITY COMMITTEECHC’s Community Committee assists the Board byhelping to ensure that the organisation continues toprovide exceptional service to our tenants, and thata strong sense of community is fostered through ourcommunity development program.CHC is also a licensed real estate agent in both theACT and NSW.CHC complies with Accounting Standards asdetermined by the Australian Accounting StandardsBoard. The ACT Auditor General, in accordancewith CHC’s constitution, conducts an annual audit ofCHC. These financial statements are published in fullwithin CHC’s Annual Report. An additional externalagency conducts audits on both the ACT and NSWHomeGround Real Estate Canberra Trust Accounts.DEVELOPMENT COMMITTEECHC’s Development Committee assists the Board byoverseeing the organisation’s property developmentactivity. During the year the committee oversaw thesuccessful completion of The Bradfield developmentin Downer, and the commencement of projects inThrosby and Page.12CHC 2020/21 ANNUAL REPORTCHC 2020/21 ANNUAL REPORT13

OUR STAFFOur staff have been resilient in adapting to delivering our core business whilstworking for large periods remote from the office.Our staff returned to working from the office followingthe 2020 COVID-19 lockdown on the 10th of August2020, after having successfully operated remotelyfor over four months with continued delivery ofservices to tenants. To protect the health of staff andcustomers, the office opened for 4 days per week(closed Wednesdays for cleaning) and the employeesattended on a two-team rostering system that allowedemployees to attend duty in the office 2 days per weekand remotely for the other three. These arrangementswere phased out in line with the relaxation of ACTGovernment restrictions, with the staff returning fulltime, five days per week from 1 February 2021.The leadership team embraced the opportunityto leverage lessons learned through the period ofremote operations to expand the suite of flexiblework arrangements that could be offered to all staffon an ongoing basis. Staff were invited to participatein the consultation around what could be offered,and agreements were struck between employeesand managers on a case-by-case basis.The lessons of 2020 also prepared staff well toagain navigate the complexities of ensuring servicedelivery during the current August - October 2021lockdown period. Staff continue to maintain highlevels of service for our tenants, partners, andcontractors. The leadership team and employeeshave implemented processes and practices toensure staff are able to work effectively remotely andmaintain continuity within teams.The CHC & HomeGround TeamWe also maintain training and development programsso that our team may advance in both their personaland professional lives.Maintaining staff wellbeing and satisfaction is veryimportant to CHC and staff have access to externalwellbeing services including access to wellbeingprograms being run through our partner organisationPowerHousing and an EAP service. A positiveworkplace culture is contributed to by all staff and asocial committee organises regular social activitiesto help foster that culture. To try and ensure our staffhave a voice we have periodically circulated staffsurveys inviting feedback and suggestions on how wecan do our work better.We are thankful to our staffand the contribution they maketo CHC every day, particularlythrough the challenges thepandemic has presented.Despite the challenges of COVID-19 we have asfar as possible maintained staff management andengagement processes to ensure CHC continuesto be in a position to provide outstanding service toour clients. We have maintained a robust trainingcalendar that is directly linked to agreed individualstaff development plans as well as an all-staff trainingsession around bullying and harassment. Trainingopportunities provided were diverse ranging fromcompulsory Continuing Professional Developmenttraining to Mental Health First Aid and Governanceand Risk. All staff continue to be engaged as part ofthe performance management program that ensureseach staff member is provided with regular feedbackand opportunities to develop.14CHC 2020/21 ANNUAL REPORTCHC 2020/21 ANNUAL REPORT15

HOMEGROUND CONTINUES TO GROWHomeGround Real Estate Canberra continues to experience significant portfoliogrowth despite the challenges that faced the private rental market in 2020/21. Withhousing prices skyrocketing post the initial pandemic lock-down, many Canberralandlords sold their investment rental properties.In line with CHC’s strategy to grow impact in ourcommunity, HomeGround made major inroads tothis goal with portfolio growth, gaining 69 new rentalproperties, losing 14, with a net gain of 56 equating toa 33.3% net increase to HomeGround’s rental portfolio.Portfolio growth continues to be contributed by beingan innovative and inclusive agency. HomeGroundhas a diverse portfolio encompassing group sharehousing, housing for those living with mental illnessand disability as well as affordable and traditionalmarket rent tenancies.This innovative approach led toHomeGround securing the managementof 42 one bedroom units in the RahulaLodge accommodation facility withinthe Buddhist Temple at Lyneham.Prior to our agreement half of the lodge was managedby another agency and the balance was managed bythe temple itself, with outdated practices such as cashpayments, outdated occupancy agreements and handwritten receipts. The result was not only growth toour agency’s portfolio, but a significant improvementfor the residents and landlord of Rahula who arenow protected with valid lease agreements, securepayment methods and accounting.This financial year also marked a significantmilestone for HomeGround Real Estate Canberra.After operating solely with the hybrid BusinessDevelopment Manager/Property Manager/Accountsrole since we launched in 2019 and throughout theinfancy stages of the agency, the team grew to includea Property/Strata Manager and a Finance teammember. The plan was always to allow for businessgrowth and to ensure that business operations andsystems were developed before onboarding new staff.By adding to our staff count we now have sufficientresources to further grow the business and ourimpact whilst still delivering outstanding service toour clients and perform the necessary administrativeduties. As at 30 September 2021 HomeGround hasunder management 178 private rental properties,including 123 social or affordable rental tenancies,housing 240 residents.Jesika and Maria from the HomeGround teamWe are proud of what HomeGround Real EstateCanberra has been able to achieve since it launchedand we look forward to watching the agency continueto grow under the helm of Business DevelopmentManager, Maria Edwards.For more information about HomeGroundCanberra, contact Maria Edwards via emailmaria@homegroundcanberra.com.au or y supported byRahula Lodge16CHC 2020/21 ANNUAL REPORTCHC 2020/21 ANNUAL REPORT17

MEET MARIAMaria Edwards started her journey with CHC whenshe was recruited to launch and grow HomeGroundReal Estate Canberra in 2019. Since the launch,HomeGround has experienced significant growth withMaria at the helm of the unique philanthropic agency.Originally from a small town in Central Western NSW,Maria moved to Canberra in 2000 with her husbandand three young children and commenced her careerin real estate once the family was settled. Startingout as a property manager, she progressed intobusiness development and then a sales position fora large franchise. After 15 years of working in thetraditional, commercially focused, real estate worldand witnessing the genuine struggles of everydaytenants trying to secure affordable accommodation,the opportunity to transition into the not-for-profitmodel offered both an appealing new challenge andthe opportunity to make a difference.“The most unique and rewardingpart of working in HomeGroundReal Estate Canberra is definitelythe people, not only do I get to seethe lives of tenants improve butmany of our landlords have alsofound letting their property throughHomeGround to be very rewarding.”Maria believes the success of the agency comesdown to shared values between Homegroundlandlords and their tenants, especially when ourcommunity has been presented with lots of challengesfrom the pandemic.“It’s very much about mutual respect and appreciation– our landlords in the Land Tax Exemption programparticularly acknowledge the shortage of affordablerental properties available in the ACT for single incomefamilies, older people, students and essential workersand want to help. The tenants are so grateful for theopportunity and repay the landlords’ generosity in theway they look after their properties and always paytheir rent on time.”18In the office of CHC and HomeGround the storiesthat Maria shares of her tenants and landlords meltthe hearts of her colleagues. The front cover of thisreport is a picture shared by one of Maria’s tenantsof her little girl standing outside their new apartment.They had been sharing one room in their grandparentshome whilst the mum was completing nursing studies- the private rental market was not affordable for them.It was time for them to find their own place and for thelittle girl to have her own bedroom and to establishtheir independence. A landlord Lynne, purchased anapartment with the intent to help out a family living ona

iv chc 2020/21 annual report chc 2020/21 annual report 1 contents 01 welcome 02 our impact 04 our mission, vision & values 06 chair report 08 ceo report