Aboriginal Housing Victoria

Aboriginal Housing Victoria

ANNUAL REPORT 2017-2018

Artist | Courtney Shaw

In early 2018 Aboriginal Housing Victoria (AHV) launched its Annual Report Artwork Competition. Young AHV household members were invited to submit their own artwork for the chance to feature on the front of the Annual Report for 2017-2018.

Year seven student and AHV household member, Courtney won this year’s award with her piece inspired by the NAIDOC Week 2018 theme, ‘Because of her, we can!’ – celebrating the lessons passed down from Aboriginal women to their descendants.

Throughout this document the term ‘Aboriginal’ is used to refer to both Aboriginal and/or Torres Strait Islander peoples. Unless noted otherwise, the term should be considered inclusive of both Aboriginal and Torres Strait Islander peoples.

Aboriginal Housing Victoria (AHV) would like to acknowledge and pay respect to the traditional custodians of the lands throughout Victoria. We pay our respect to the elders past, present and emerging, for they hold the memories, the traditions, the culture and hopes of Aboriginal Australia. We acknowledge that Aboriginal and Torres Strait Islander Peoples continue to live in spiritual and sacred relationships with this country.

The design and symbolic meaning behind the artwork

‘Culturally women have always been the gatherers of certain foods. Women would walk and gather foods such as vegetables, fruits, nuts, honey and small animals. My painting shows one of my Yorta Yorta Elders out looking for foods, after the sun had set, to bring back to her family. This was something she would do on a daily basis.

These foods helped her family grow up strong and healthy. It also taught the girls in her family how to provide for their children when they become mothers.

This lesson of life and survival is why, because of her, we can.’

Annual Report designed by: Reanna Bono – Yakuwa Graphic Design

Chairperson and CEO report 4

About Us | Vision and Values 5

Our Staff 6

Progress towards Strategic Priorities 8

Our Portfolio and Demand 17

Our People 18

Our Performance 20

Governance 21

Financial Report 24

Our Supporters 35

TABLE OF CONTENTS

The 2017-18 financial year has been a particularly significant one for Aboriginal Housing Victoria (AHV) and the Victorian Aboriginal community.The Victorian Government’s focus on self determination and the movement

towards a treaty with Aboriginal Victorians provide the setting for a positive future in which Aboriginal Victorians lead the discussions and decisions on issues that directly affect their lives and the lives of future Aboriginal generations. I am proud that AHV is at the forefront of self determination in action, through the title transfer of 1,448 properties to AHV from the Director of Housing. This process commenced on 1 July 2016, and with the final tranche of housing transferred to us on 1 July 2018 we are now the largest non-government Aboriginal Housing provider in Australia. As at 30 June, 2018 our net assets were valued at $338.6 million; this increased to approximately $450 million following the final tranche of transfer on 1 July.The journey to title transfer and self determination could not have been achieved without the efforts of many people who have been committed to improving housing outcomes for Aboriginal Victorians. It is an achievement shared by many community members, Elders, Board members and staff (past and present), and AHV supporters, including the Victorian Government.We recognise AHV’s important responsibilities as the custodian of a significant asset portfolio on behalf of the Victorian Aboriginal community. We intend to take every opportunity to renew our housing stock and to grow AHV’s housing portfolio in the years ahead, so that we can assist more Aboriginal Victorians to obtain secure and affordable housing. We look forward to continuing to work with the Victorian Government to ensure the housing opportunities outlined in the Homes for Victorians initiatives are available to Aboriginal people. In particular, we will advocate for first home ownership initiatives that are culturally sensitive and accessible to Aboriginal Victorians, so they can enjoy the security and wealth generation opportunities of home ownership. We will also continue to work to establish and strengthen partnerships with local governments, particularly in relation to key urban renewal developments that align with AHV’s asset management growth plans. We are leading work with Aboriginal Cooperatives and other Aboriginal organisations across Victoria, to deliver a Victorian Aboriginal Housing and Homelessness Framework by mid-2019. This important work will provide the foundation for an alternative community-led approach to the design and delivery of programs and services that reduce homelessness, improve social housing provision, and ultimately close the gap in home ownership between Aboriginal and non-Aboriginal Victorians.My closing message is to our tenants. The house you now live in is owned by you and other Aboriginal Victorians. It is incumbent upon all of us to value that asset and to look after it for future generations of Aboriginal Victorians.Tim Chatfield, Chairperson

CHAIRPERSON’S REPORT CEO’S REPORT

It’s been another memorable year in AHV’s ongoing story.

In 2018, we celebrated the final transfer of properties from the Victorian Government, as well as smaller transfers in Gippsland and northern Melbourne, following

successful negotiations with the Commonwealth Government. I acknowledge and thank both governments for their demonstrated confidence in AHV’s ability to own and manage housing on behalf of the Aboriginal community.

AHV’s daily activities focus on the important delivery of secure and affordable housing services. During the last 12 months, AHV has:• welcomed 150 new households; • undertaken significant upgrades to 11 properties at a

cost of more than $600,000; and• commenced construction on 21 new properties funded

through the sale of properties that no longer meet the needs of current and future AHV households.

AHV continues to investigate ways in which we can work to improve life outcomes for our tenants and household members. During 2017-18, we extended the More Than A Landlord program to northern metropolitan Melbourne. The program focuses on working with tenants to reach their aspirations, achieve sustainable tenancies and improve their health and wellbeing outcomes. AHV now has a strong evidence base to demonstrate the program’s effectiveness. Our medium to long term goal is to secure ongoing funding for this program so that it is potentially available across Victoria.

As the largest non-government Aboriginal landlord in Australia, AHV is increasingly called upon to share knowledge and provide leadership on Aboriginal housing issues. With the financial support of the Victorian Government, AHV is leading the development of a Victorian Aboriginal Housing and Homelessness Framework. The development of the Framework involves a ‘rights-based’ approach, placing Aboriginal people at the centre of housing and service policy design. We are also leading sector development work in cooperation with Aboriginal Cooperatives, to support high quality housing service delivery for Aboriginal people.

We will also be exploring with governments how we can use housing as a platform for engaging tenants in services that they need, as well as building on their strength and resilience so they can enjoy happy and productive lives.

Most importantly we will continue to listen to and respect the voices of Aboriginal Victorians as we continue our journey of self determination together.

Darren Smith, CEO

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Aboriginal Housing Victoria ❘ Annual Report 2017-2018 ❘ 5

VALUESRespect and support for Aboriginal identity and

culture, and for our tenants and stakeholders.

Striving for excellence through our leadership in Aboriginal housing and best practice service delivery.

Integrity, trust and honesty in all our business activities.

Collaborative relationships with our community, tenants, government and stakeholders

Kindness, compassion, courtesy and dignity in our relationships with our clients, stakeholders and each other.

VISIONThat Aboriginal Victorians secure appropriate, affordable housing as a pathway to better lives and stronger communities.

Who we are

AHV is a not-for-profit registered Housing Association and the largest non-government Aboriginal housing organisation in Australia.

We are an independent Aboriginal community organisation that provides culturally safe, affordable and secure housing to approximately 4,000 low income Aboriginal Victorians in 1,555 housing units across the State.

AHV is a proud agency: proud of the history and culture of the Aboriginal peoples of Victoria, proud of the Aboriginal people of Victoria who we serve and proud of our heritage.

What we do

Through the provision of secure housing by an Aboriginal landlord, AHV helps strengthen Aboriginal communities and cultural ties and aim to maintain and sustain tenancies to break the cycle of poverty and disadvantage.

Our clients are at the heart of our business. Acting as a responsible and innovative property owner and landlord, we deliver culturally safe services to the Victorian Aboriginal community. We work in partnership with other agencies where our tenants need special social supports; ensuring they are linked into the services they need.

This is reflected in in the high percentage of tenancies maintained (91.2 percent in 2017-18), which is exceptional given the unique and complex disadvantage experienced by many of our tenants.

AHV provides high quality, one-stop-shop service delivery to our tenants. A single point of contact takes clients directly to staff who are trained across tenancy, housing application and maintenance issues.

We continue to hold and participate in community meetings and events. The voices of our tenants inform the ways we seek to continue to improve our services.

ABOUT US

OUR STAFF

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AHV’s organisational structure is designed to help us meet our commitment to partnering with our tenants and other stakeholders and improving housing for the Victorian Aboriginal community.

Our Operations Team provides front line services to our clients which encompasses - client services, tenancy services, compliance and systems improvement, and management of property maintenance. A number of our Operations staff are based in regional Victoria, located in Ballarat, Bairnsdale, Bendigo, Mildura, Morwell, Shepparton and Warrnambool. Our team of staff in North Fitzroy provide services to our clients in metropolitan Melbourne.

Our Strategy and Performance Team ensures we meet our reporting and compliance obligations, manages our assets strategically, leads policy and strategy development and business planning, and manages the advocacy function. Corporate services, AHV wellbeing programs, communications and community engagement functions also form part of this team.

Our Finance Team focuses on governance, managing the budget and finance, and risk management strategies.

Our Human Resources and Organisational Development Team ensures we have the people capability to meet our objectives and provides training opportunities to employees in culturally appropriate practice and support functions so that they can meet the needs of our tenants, their families and the community.

HR and Organisational DevelopmentDenise Michie

HR Officer

Senior Operations Advisor

Chief Executive OfficerDarren Smith

Executive Assistant

Operations Systems Process

ImprovementTRMC

Rent ReviewComplaints

Compliance & Systems

Improvement Team

Director, OperationsPren Dodaj

Client Services Team

Senior Housing Officers

Housing OfficersClient Services

Wait List & Allocations

Property Compliance

Administration

Maintenance & Operations Team

Chief Financial Officer

Deep Fernando

Finance Team

Director, Strategy and PerformanceJohn Templeman

Policy & Board Secretariat

Corporate Services

Wellbeing Programs

Data & Reporting

Communications & Community Engagement

Asset Management

“The number one reward is when you see your own people and their satisfaction, and how happy

people are when they have their own place.”Kevin Atkinson, AHV Housing Officer

“Self determination is making sure that not only our mob

in Victoria, but our mob in Australia has a bright future…

and that starts with a solid foundation in housing.”

Glenn Pellegrin, AHV Senior Housing Officer

“It’s really important within community housing that we look at the families holistically and how we

can help them sustain their tenancies, and achieve their goals and aspirations.”

Samantha French, AHV Wellbeing Program Team Leader & Life Coach

STRATEGIC PRIORITY 1Growing our housing supply through acquisitions, disposals and development of our asset base to ensure AHV has a viable, growing social housing portfolio that increases in value and quantityWe marked a milestone in our asset development program

The past year saw AHV realise its goal of self determination through property ownership, with the final tranche of the 1,448 previously-owned Director of Housing properties transferred to AHV.

This historical transfer, in addition to other acquisitions throughout the year, brings AHV’s overall property portfolio to 1,569 properties1. This includes properties transferred from the administration of the former Central Gippsland Aboriginal Health and Housing Co-operative.

AHV also has a number of properties currently under development which are due to come on line in the next 12 months, including those partially funded by the Rapid Housing initiative, and those internally funded by previous property disposals. In total, this will provide an additional 16 new properties that will be available for tenancy. A number of existing properties have also been identified for developments of different types, and AHV has commenced discussions with local, state and federal governments around sourcing new opportunities to increase housing stock for Aboriginal Victorians.

During the course of the year AHV also disposed of seven properties which were no longer sustainable. AHV will use the proceeds of these sales to fund current and future developments, to incrementally increase its housing stock. Disposing of properties that are no longer required or economically viable remains a key aspect of AHV’s Asset Management Strategy.

AHV also completed its first property survey program which seeks to gather property condition information on each of AHV’s properties on a three-year cycle. This information is pivotal to informing the actions AHV will take with regard to property renewals, disposals and acquisitions. At the close of the first program, AHV had collected property data on 70% of all of its stock (1082 houses) and will work with tenants throughout the year where access to carry out the survey was not able to be obtained. The next cycle of surveys will begin again in late 2018 for properties in the metropolitan regions which were surveyed during 2015-16, and will inform future versions of the AHV Asset Strategy and Plan, and will enable AHV to plan future upgrade works for tenanted properties throughout the state.

1 This figure includes vacant land and AHV’s Head Office.

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STRATEGIC PRIORITY 2Strengthening governance, probity and viability to manage the more complex business of a Housing Association and property owner

We are working to maximise the opportunities available to a growing housing association

On 1 July 2018 the Director of Housing formally transferred to AHV the third and final tranche of properties as part of the Title Transfer process. The first tranche of properties commenced on 1 July 2016 (metropolitan Melbourne) followed by the second tranche on 1 July 2017 (Loddon and Hume regions). The final tranche comprised properties in Grampians, Barwon and Gippsland regions.

The journey to title transfer had its genesis in 1981 when Aboriginal community members from around the State came together to form the Aboriginal Housing Board of Victoria. Having managed properties on behalf of the Director of Housing for many years, AHV worked hard to improve our performance, build internal capacity, create strong external relationships and very importantly modernise our governance structure. In addition, AHV established an Asset Management Strategy underpinned by an Asset Management Plan that demonstrated our capacity and commitment to effective stewardship of these valuable assets. Following an exacting registration assessment process, AHV achieved Housing Association status in early 2016. We are the only Aboriginal housing organisation in Australia to achieve this level of accreditation.

With the completion of the title transfer, AHV has become the largest non-government provider of social housing to Aboriginal people in Australia, with 1,555 housing properties as at 30 June 2018. While AHV previously managed these properties on behalf of the Director of Housing, ownership of the portfolio offers important opportunities for AHV to grow its housing stock numbers and improve housing quality through:• disposal of old, inefficient and “hard to let” properties

and using sale proceeds for new housing that better reflects the current needs and locational preferences of our Aboriginal clients, including two bedroom units for smaller families, Elders and single people;

• redevelopment of larger blocks in Melbourne and regional Victoria that can yield an increase in the number of units on the site; particularly where sites are close to services and there is a high demand for housing; and

• upgrading existing properties to improve housing standards and amenity for tenants.

Housing Association registration established AHV’s credentials as an organisation with the capacity to successfully own and manage a significant property portfolio. The Victorian Government promptly honoured its commitment to title transfer, with the first tranche following within six months after AHV’s registration as a Housing Association.

Aboriginal Housing Victoria ❘ Annual Report 2017-2018 ❘ 9

10 ❘ Aboriginal Housing Victoria ❘ Annual Report 2017-2018

“My interactions with the Housing Officers have been positive. They’re always willing to

help and go that little extra step for me.”Michael Hoye, AHV Tenant

“To have Aboriginal Housing Victoria running like it is, doing a job that is relevant to the

Aboriginal people, is what’s important.”Aunty Georgina Lovett-Williams

AHV Tenant and Board Member 1996-1998

“Our organisations are Aboriginal -controlled; they’re about ensuring that we as Aboriginal people have a say about what’s provided to us, and Aboriginal community organisations provide that.”Bev Murray, AHV CEO 2000-2005

Aboriginal Housing Victoria ❘ Annual Report 2017-2018 ❘ 11

STRATEGIC PRIORITY 3Improving organisational capability to manage a viable growing social housing portfolioWe are enhancing our technological and operational capabilities to provide more responsive services

AHV is consistently exploring ways to achieve best practice in all areas of the organisation, including information technology, operations, asset management and human resources.

During 2017-18 AHV finalised and started to implement AHV’s Organisational Development Framework (ODF). The ODF articulates AHV’s leadership style and organisational culture, centred around Aboriginal cultural values, and development goals to support AHV’s aim of service delivery excellence. Implementation of the ODF in the coming year focuses on improved organisational culture; staff health and wellbeing; improved management and supervision of staff; improved development and training of staff; and improved probation processes.

Understanding statistical trends and being able to respond efficiently is vital to managing a growing housing portfolio. AHV’s data reporting team has researched and reimagined ways to present data for internal and external stakeholders. By using leading data visualisation software Tableau, information from AHV’s database can be readily presented in a dashboard format of clear and interactive graphs.

The software has been used to produce regular reports for AHV’s Executive Management Group, Senior Housing Officers and Board Members. The software has also improved the quality of AHV’s performance reports that are submitted to the Housing Registrar as part of AHV’s compliance requirements for ongoing registration.

In seeking to fine tune AHV’s operational and service delivery capacity, an organisational review was conducted in July 2017 that resulted in a realignment of operational roles. The realignment has resulted in the creation of three regional teams led by a Senior Housing Officer, reporting to the Team Leader Client Services.

The Senior Housing Officers are taking a lead role in driving service improvements at the local level, and in strengthening external relations particularly with other Aboriginal organisations, community organisations and with government networks and forums. They are also engaging with specialist providers, identifying regional tenancy and assets issues that require attention locally or at the state-wide level, and providing advice on the needs of complex clients. Senior Housing Officers also deliver an important mentoring and support role for local Housing Officers, many of whom are lone workers.

The strength of this model has enabled the development of a strong team-based approach, with improved alignment of linked functions.

During 2018-19, there will continue to be a focus on actions to deliver improved results against key performance measures, including arrears management and reduction in tenant related property damage. This includes improved processes for monitoring and reporting on performance against identified targets.

STRATEGIC PRIORITY 4Improving the quality of services delivered by Aboriginal Housing Victoria and operational responsiveness to strategic issues

12 ❘ Aboriginal Housing Victoria ❘ Annual Report 2017-2018

We are expanding our services to improve outcomes for tenants

AHV is working to strengthen its Life Skills and Life Coaching programs as well as improve organisational responsiveness to tenant wellbeing. This process has involved identifying tenant needs and goals, expanding existing support programs, and consolidating existing organisational resources so that they better meet the needs of our tenants.

In mid-2016, AHV launched the More Than A Landlord (MTAL) project, with funding from the Department of Health and Human Services Koolin Balit Aboriginal Health Strategy. The pilot program aims to coordinate tenancy management with support services, through a household/family lens, which is more consistent with Aboriginal cultural values. At its core, MTAL offers tenants the opportunity to engage with Life Coaches to set and work towards personal goals and aspirations. The pilot program initially commenced with 80 tenancies in the City of Whittlesea.

Backed by peer-led research and spearheaded by two AHV Life Coaches, the program expanded to 240 AHV households in the north-west metropolitan area of Victoria, encompassing around 650 tenants and household members. The extended program was made possible by an additional Koolin Balit funding allocation. Over 200 personal goals have been achieved by the 50 tenants who have signed up to the program.

Commensurate with this growth has been the strengthening of the workforce. AHV has recruited a new Life Skills Worker and Community Engagement Officer to its Wellbeing Team.

The Life Skills program provides tailored intensive support to tenants with immediate and complex needs as well as intervention to minimise the impact of issues that may lead to tenancy breakdown. Tenants have the option to move on to Life Coaching once immediate issues are addressed.

The Community Engagement Officer supports the Wellbeing Team in tenant communication, engagement and events management. AHV has also recruited its first male Life Coach to support the goals of male tenants and household members, in a culturally safe environment. The team collaborates with AHV Operations staff, to achieve early intervention when issues are identified, and to provide further support to tenants as needed.

MTAL hosted four major community events throughout the 2017-2018 financial year. These were our Community Cook Up, Christmas Gathering, Funfields Family Day Out and Movie Night. These events have provided an opportunity for tenant outreach, as well as the promotion of healthy living and access to information on community service providers. Over 350 tenants and their family members have attended these events.

The achievement of over 200 tenant goals is a key indication of the effectiveness of the MTAL approach. The way tenants view AHV and its role in their lives is being reframed. By being more than a landlord, AHV is building stronger relationships with its tenants based on trust, respect, patience and understanding. Through MTAL, we have been able to empower tenants to work to achieve their own personal goals and to enjoy improved health, social, employment, cultural and community outcomes, as a direct result of their own efforts.

“I think the very important thing is that self determination means that people are able to live the life they want to live – both individually and as a community. And of

course that means not just giving people power, but giving them economic and social strength. I think there’s a very big symbolic importance of Aboriginal Housing Victoria.

That sense of ownership, the sense of confidence that you can do it for yourself ; it is really a very

significant act of self determination.”Jenny Samms, AHV CEO 2013-2017

“Since joining the More Than A Landlord program I’ve got a lot more drive to actually get out in the community

and do a lot more, instead of just with the groups I know. I can

open some doors and meet some new people.”Sharyn Lovett, AHV Tenant

“Aboriginal Housing Victoria makes sure that things are done for our people the right way.”

Aunty Patricia Ockwell AHV Tenant and Board Member 1989-1993

(Chairperson 1996-2004)

STRATEGIC PRIORITY 5Building better relationships with our Aboriginal clients and Victorian Aboriginal communitiesWe are strengthening tenant and community connections

We continue to work to engage tenants, foster community participation, and understand what can be done to improve outcomes for Aboriginal Victorians. Throughout the year we hosted and participated in 35 community engagement events and activities, reaching over 6,000 people and generating awareness about AHV’s services.

The centrepiece of our event program was our 19th annual NAIDOC Family Day at the Farm, which was also a celebration of the final transfer of property titles from the Victorian Government to AHV. The event was our largest ever, with just over 2,000 visitors enjoying a fun-filled day of cultural activities and performances.

The day also saw the launch of Self determination in action, a special video AHV produced to celebrate the final transfers. The short documentary features reflections of AHV stakeholders about the impact of AHV in the community and the journey to where it is today.

A celebration of the second round of title transfers (Hume Loddon region) was also held in Shepparton in September 2017. The regional gathering was an opportunity to commemorate this important chapter in the overall transfer process and recognise the efforts of everyone who worked to make it a reality.

Community support has helped make all AHV initiatives a success, including our Christmas Toy Appeal. AHV’s third annual Toy Appeal was launched in October 2017 and aimed to support our most vulnerable tenants by providing Christmas gifts for their children. Donations from individuals and organisations allowed us to provide gifts to more than 600 children across 200 families; a significant increase from the previous year. Housing Officers and Wellbeing staff from all AHV’s regions visited tenants to personally deliver the gifts.

We have also strengthened our collaboration with partner organisations including Djirra. Female AHV staff participate in regular Djirra-hosted Sisters Day Out events, which offer well-being workshops and a chance to build relationships in a relaxed, culturally sensitive environment. Staff members represented AHV at 11 of Djirra’s workshops during the financial year, engaging with hundreds of guests and other support services.

We have also participated in Aboriginal Community Elders Services, Dardi Munwurro Men’s Gathering and Reconciliation Week events. This includes our co-hosting of the annual Reconciliation on the Rooftop, which was run in conjunction with SNAICC and Yarra City Council.

From July to September 2017, AHV delivered state-wide consultations on tenancy rights and responsibilities, in partnership with the Victorian Civil and Administrative Tribunal, Victorian Aboriginal Legal Service and the Tenants Union of Victoria. AHV tenants, Aboriginal communities and allied service providers from eight communities across Victoria participated in these consultations.

AHV’s bimonthly Mia Mia newsletter has also maintained its important role in providing tenants with news about our organisation and community, as well as opportunities for greater participation in initiatives. This includes our gardening and Annual Report artwork competitions.

14 ❘ Aboriginal Housing Victoria ❘ Annual Report 2017-2018

Aboriginal Housing Victoria ❘ Annual Report 2017-2018 ❘ 15

AHV has also expanded its social media presence and has increased its Facebook following to 2258 members. Over the course of the financial year 137 posts were made on the AHV Facebook page, reaching users’ screens over 100,000 times. This strong engagement is a positive sign as AHV seeks to improve the ways to engage with our growing community.

AHV is continuing to explore the best approach to connecting with tenants and the wider community. We have begun building the foundations of a state-wide program of community engagement events that will seek to further strengthen ties between AHV staff, tenants and community organisations.

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STRATEGIC PRIORITY 6Strengthening partnerships with government, the housing and community sector and corporate bodies

We are advocating for issues important to the Aboriginal community

A lack of policy effort and investment in secure and affordable housing over time has resulted in very poor outcomes for many Aboriginal Victorians. At the same time, progress towards closing the gap has been slow for a range of targets relating to Aboriginal health and wellbeing. This is no coincidence. For some time, AHV has been advocating for secure and affordable housing for Aboriginal people, as a platform for investment in programs and initiatives that can effectively close the gap in health, social, educational and economic outcomes.

In a first for Victoria, the State Government has recognised the need for a comprehensive and coordinated response to the specific housing issues experienced by Aboriginal Victorians. With the support of the State Government and Aboriginal community controlled organisations, AHV is leading the development of a Victorian Aboriginal Housing and Homelessness Framework. This community led approach is a further demonstration of the Government’s commitment to self determination.

The Framework will take a rights-based approach and will focus on:• Aboriginal people’s housing needs across their life

course;• the programs and services required to achieve

improved housing outcomes; • the capacity and capability of service and housing

providers to deliver quality, culturally appropriate services for Aboriginal people; and

• other relevant areas of social and economic policy, including Commonwealth and State policy and program interventions.

To be effective, and consistent with the life course approach, the Framework will take a broad view across the range of housing and related services sectors, including:• homelessness services (and homelessness prevention

support); • transitional and specialist housing needs; • social and affordable housing;• home ownership; and • the future role and viability of Aboriginal housing

organisations.

Development of the Framework commenced in June 2018 and we look forward to engaging with Aboriginal organisations and communities to ensure the Framework reflects the aspirations of Victorian Aboriginal people.

Aboriginal Housing Victoria ❘ Annual Report 2017-2018 ❘ 17

PORTFOLIO AND DEMAND

PortfolioUnlike most Victorian community housing agencies, AHV provides

housing services throughout metropolitan and regional Victoria

to a discrete client group, with a total of 1,555 properties.

Demand

The demand for homes vastly exceeds the number of AHV

vacancies that occur each year. The majority of AHV properties are

in regional areas (65%), however demand for housing in metropolitan

Melbourne continues to grow at greater rate.

Mismatch of supply and demandAHV predominantly provides larger family accommodation units, due to the kinship nature of the Aboriginal community, resulting in larger households. However, analysis of our applications has confi rmed a steady demand for smaller units amongst those on AHV’s waiting lists.

AHV aims to modify the profi le of its existing housing stock, through redevelopment and acquisition of smaller accommodation to meet the increasing demand and to support tenants to downsize to more appropriate accommodation once they are no longer caring for children.

16%

4%

7%

11%

12%

14%

18512% 15% 5%

16%

Percentage of applicants, by region

Number and percentage of properties, by region

433%

1449%

16611%

19713%

31020%

1208%

1469%

24416%

PEOPLE

Who is applying?Generally, the profile of households on our wait list reflects the current types of households in our properties, with high proportions of singles and single-parent families with children.

Who are our tenants?AHV’s housing services are targeted to Aboriginal households in need of support who have been unable to secure appropriate and affordable housing through the private rental market.

“Our lives have changed a fair bit since we became tenants of AHV. We’re looking ahead for a better future.”Thorne Smith, AHV Tenant

Our residentsWhile there is a mix of age

groups within AHV households, the majority of household

members are children and young people 17 years and

under, with female members making up 58% of all AHV

households.

Aboriginal Housing Victoria ❘ Annual Report 2017-2018 ❘ 19

Our tenants income sourceAHV tenants typically have low incomes relative to the broader population and most are wholly or partly dependant on income support payments from Centrelink.

Many AHV tenants are experiencing signifi cant and chronic fi nancial stress, together with other issues such as poor mental health and/or physical health and exposure to violence. Without appropriate support, these tenants may struggle to maintain their tenancies and will have limited opportunities to improve their life outcomes.

PERFORMANCE

20 ❘ Aboriginal Housing Victoria ❘ Annual Report 2017-2018

Percentage of evictionsThe percentage of evictions as exits are over

infl ated due to the low number of tenancy exits.

AHV continues to focus on sustaining tenancies, but evictions remain an action of last resort.

MAINTENANCE AND REPAIRS$1,647,863 TENANT REQUESTED MAINTENANCE AND REPAIRS

5,192 WORK ORDERS REQUESTED

5,187 WORK ORDERS COMPLETED *

$971,586 VACANT UNITS AND TENANT DAMAGE REPAIRS

$2,049,382 CAPITAL WORKS & PLANNED MAINTENANCE

$3,391,121COUNCIL & WATER RATES FOR HOUSES* Not all work orders raised during the year have been completed. The difference being that when an order is raised, AHV must wait for the invoice to be received, checked and then entered onto the SDM database to close the order.

91.2%150TENANCIES SUSTAINED IN 2017-18

NEW TENANCIES CREATED

$15,150,101TOTAL RENT CHARGED

$453,282RENTAL ARREARS (2.9%)

$1,087AVERAGE TENANTRENTAL ARREARS

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stra

tegi

c gu

idan

ce a

nd e

ffect

ive

over

sigh

t of

the

man

agem

ent o

f AH

V. T

he B

oard

has

del

egat

ed th

e re

spon

sibi

lity

of d

ay to

day

m

anag

emen

t, op

erat

ion

and

adm

inis

tratio

n to

the

Exe

cutiv

e M

anag

emen

t tea

m, w

ith

who

m it

mee

ts re

gula

rly to

dis

cuss

cur

rent

and

futu

re b

usin

ess

need

s.

Inco

rpor

atio

n an

d G

over

nanc

e AH

V is

a n

ot-fo

r-pro

fit p

ublic

com

pany

, lim

ited

by g

uara

ntee

regi

ster

ed u

nder

the

Cor

pora

tions

Act

200

1 (C

omm

onw

ealth

). A

com

pany

lim

ited

by g

uara

ntee

is a

spe

cial

ised

pu

blic

com

pany

des

igne

d fo

r not

-for-p

rofit

org

anis

atio

ns w

hich

are

form

ed fo

r pur

pose

s be

nefic

ial t

o th

e co

mm

unity

. AH

V w

as fo

rmed

to p

rovi

de a

fford

able

hou

sing

and

resi

dent

ial

acco

mm

odat

ion

optio

ns fo

r Abo

rigin

al p

eopl

e in

Vic

toria

. Thi

s fo

rm o

f com

pany

is re

quire

d to

be

man

aged

by

a co

nstit

utio

n an

d is

sub

ject

to re

lativ

ely

high

sta

ndar

ds o

f gov

erna

nce

incl

udin

g fin

anci

al a

udit

and

repo

rting

requ

irem

ents

. As

a re

flect

ion

of th

e hi

gh s

tand

ards

of g

over

nanc

e, d

irect

ors

are

requ

ired

to c

ompl

y w

ith

the

sam

e le

gal d

utie

s an

d ob

ligat

ions

as

dire

ctor

s of

a c

omm

erci

al c

ompa

ny. D

irect

ors

are

proh

ibite

d fro

m re

ceiv

ing

divi

dend

s an

d un

der t

his

stru

ctur

e an

y su

rplu

s is

requ

ired

to b

e re

inve

sted

into

the

bene

ficia

l pur

pose

the

com

pany

was

est

ablis

hed

to a

chie

ve.

AH

V is

als

o a

regi

ster

ed h

ousi

ng a

genc

y un

der t

he H

ousi

ng A

ct 1

983

(Vic

); an

d a

publ

ic

bene

vole

nt in

stitu

tion,

ent

itled

to ta

x co

nces

sion

s un

der t

he In

com

e Ta

x A

sses

smen

t Act

19

97 (C

omm

onw

ealth

).

Boa

rd S

truc

ture

and

Mee

tings

N

umbe

r of d

irect

ors

- The

Boa

rd c

ompr

ises

no

less

than

5 a

nd n

o m

ore

than

7 d

irect

ors.

Boa

rd s

kills

and

div

ersi

ty -

The

Boa

rd w

ill c

ompr

ise

indi

vidu

als

who

hav

e th

e sk

ills

and

expe

rienc

e re

leva

nt to

the

purs

uit o

f the

AH

V o

bjec

tives

in a

ll or

any

of t

he a

reas

of

busi

ness

, soc

ial h

ousi

ng, g

over

nanc

e, la

w, a

ccou

ntin

g an

d co

mm

unic

atio

ns.

All

dire

ctor

s m

ust l

ive

in V

icto

ria a

nd a

maj

ority

mus

t be

Abo

rigin

al.

App

oint

men

t of d

irect

ors

- The

app

oint

men

t of a

dire

ctor

mus

t be

appr

oved

by

the

Boa

rd a

nd c

ompr

ise

a te

rm o

f app

roxi

mat

ely

3 ye

ars

com

men

cing

at t

he e

nd o

f the

Ann

ual

Gen

eral

Mee

ting

at w

hich

they

wer

e ap

poin

ted

and

expi

ring

at th

e en

d of

the

third

Ann

ual

Gen

eral

Mee

ting

afte

r the

ir el

ectio

n, a

t whi

ch ti

me

they

will

retir

e.A

retir

ing

dire

ctor

is e

ligib

le fo

r re-

elec

tion,

but

may

onl

y se

rve

a m

axim

um o

f 3

cons

ecut

ive

term

s w

ithou

t a b

reak

in s

ervi

ce o

f at l

east

3 y

ears

.Th

e B

oard

may

als

o ap

poin

t a re

plac

emen

t dire

ctor

to a

ny c

asua

l vac

ancy

aris

ing

in

the

offic

e of

a d

irect

or. A

ny d

irect

or s

o ap

poin

ted

will

hold

offi

ce u

ntil

the

end

of th

e ne

xt

Ann

ual G

ener

al M

eetin

g.M

eetin

g fr

eque

ncy

- The

Boa

rd m

ust h

old

at le

ast 6

mee

tings

a y

ear a

nd s

uch

addi

tiona

l m

eetin

gs a

s th

e di

rect

ors

agre

e, in

ord

er to

per

form

its

dutie

s.Q

uoru

m -

No

busi

ness

may

be

trans

acte

d at

a B

oard

or C

omm

ittee

mee

ting

unle

ss a

qu

orum

is p

rese

nt a

t the

tim

e th

e bu

sine

ss is

con

side

red.

Unl

ess

othe

rwis

e de

term

ined

by

the

Boa

rd, a

quo

rum

for m

eetin

gs o

f the

Boa

rd is

hal

f of t

he d

irect

ors

plus

one

of t

he

dire

ctor

s, o

r if t

he n

umbe

r of d

irect

ors

is n

ot a

mul

tiple

of 2

, the

n th

e od

d nu

mbe

r nea

rest

to

and

gre

ater

than

hal

f of t

he d

irect

ors.

Votin

g at

mee

tings

- Th

e B

oard

gen

eral

ly o

pera

tes

by c

onse

nsus

but

whe

re a

con

sens

us

cann

ot b

e re

ache

d de

cisi

ons

are

mad

e us

ing

the

votin

g pr

ovis

ions

of t

he C

onst

itutio

n.

Und

er th

e C

onst

itutio

n de

cisi

ons

are

deci

ded

by th

e m

ajor

ity o

f vot

es, w

here

eac

h di

rect

or

pres

ent i

s en

title

d to

one

vot

e.A

gend

a an

d bo

ard

pape

rs -

The

Cha

ir in

con

junc

tion

with

the

CE

O w

ill s

ettle

age

ndas

fo

r Boa

rd m

eetin

gs.

The

CE

O w

ill a

rran

ge m

eetin

gs; d

istri

bute

age

ndas

and

sup

porti

ng

pape

rs to

dire

ctor

s at

leas

t 7 d

ays

befo

re th

e re

leva

nt m

eetin

g; k

eep

and

dist

ribut

e m

inut

es o

f eac

h m

eetin

g; a

nd e

nsur

e th

at m

inut

es a

nd re

ports

are

pro

vide

d to

the

Boa

rd.

The

proc

eedi

ngs

and

reso

lutio

ns o

f mee

tings

of d

irect

ors

are

form

ally

reco

rded

as

min

utes

of

a c

ompa

ny w

ithin

one

mon

th o

f a m

eetin

g.

Abor

igin

al H

ousi

ng V

icto

ria ❘ A

nnua

l Rep

ort 2

017-

2018

❘ 21

Rol

e of

indi

vidu

al d

irect

ors

Indi

vidu

al d

irect

ors

brin

g sp

ecifi

c sk

ills a

nd e

xper

ienc

e th

at a

dd v

alue

to th

e Bo

ard

and

they

are

ulti

mat

ely

resp

onsi

ble

for t

he o

vera

ll su

cces

sful

ope

ratio

ns o

f AH

V. T

hey

mus

t ac

t in

the

best

inte

rest

of A

HV

and

hav

e a

duty

to q

uest

ion,

requ

est i

nfor

mat

ion,

rais

e an

y is

sue

and

fully

can

vas

all a

spec

ts o

f any

issu

e co

nfro

ntin

g A

HV

bef

ore

exer

cisi

ng

inde

pend

ent a

nd re

ason

ed ju

dgem

ent.

The

Gov

erna

nce

Com

mitt

ee re

gula

rly re

view

s th

e di

vers

ity o

f ski

lls, e

xper

ienc

e, g

ende

r, ag

e, a

nd p

erso

nal a

ttrib

utes

of t

he B

oard

to e

nsur

e an

app

ropr

iate

bal

ance

is m

aint

aine

d to

incr

ease

the

Boa

rds

effe

ctiv

enes

s.D

irect

or’s

Cod

e of

Con

duct

- AH

V’s

dire

ctor

s ar

e bo

und

by th

eir fi

duci

ary

duty

to a

ct in

go

od fa

ith a

nd in

the

best

inte

rest

of A

HV,

the

Abo

rigin

al C

omm

unity

and

its

tena

nts.

The

y m

ust f

ulfil

all

of th

eir l

egal

obl

igat

ions

and

pro

vide

lead

ersh

ip in

resp

ect t

o AH

V’s

cultu

re

and

valu

es.

The

Boa

rd h

as a

dopt

ed a

Cod

e of

Con

duct

con

sist

ent w

ith th

e pr

inci

ples

of t

he A

ustra

lian

Inst

itute

of C

ompa

ny D

irect

ors

publ

ishe

d C

ode

of C

ondu

ct a

nd w

hich

refle

cts

AHV’

s cu

lture

and

val

ues.

Perf

orm

ance

and

team

wor

k - I

n pe

rform

ing

thei

r rol

e di

rect

ors

aspi

re to

hig

h go

vern

ance

st

anda

rds

whi

ch in

clud

e pr

inci

ples

der

ived

from

the

AS

X C

orpo

rate

Gov

erna

nce

Cou

ncil

Prin

cipl

es o

f Goo

d G

over

nanc

e. T

hese

prin

cipl

es in

clud

e th

e re

quire

men

t tha

t dire

ctor

s w

ork

as a

team

and

mee

t on

a re

gula

r bas

is.

The

AH

V B

oard

con

side

rs th

e on

goin

g de

velo

pmen

t and

impr

ovem

ent o

f its

ow

n pe

rform

ance

as

a cr

itica

l asp

ect o

f effe

ctiv

e go

vern

ance

. To

this

end

the

Boa

rd u

nder

take

s an

ann

ual e

valu

atio

n of

the

perfo

rman

ce o

f the

Boa

rd, i

ts C

omm

ittee

s an

d C

hair

with

re

sults

dis

cuss

ed a

t the

Ann

ual G

ener

al M

eetin

g.C

onfid

entia

lity

- The

pro

ceed

ings

, pap

ers

and

min

utes

of t

he B

oard

are

con

fiden

tial a

nd

may

not

be

disc

lose

d w

ithou

t app

rova

l of t

he B

oard

exc

ept w

here

requ

ired

to b

e di

sclo

sed

by la

w. A

ny re

gula

r and

ad

hoc

rele

ase

of in

form

atio

n is

sub

ject

to th

e po

licie

s an

d pr

oced

ures

as

outli

ned

with

in th

e A

HV

Com

mun

icat

ion

Stra

tegy

.N

etw

orki

ng -

Dev

elop

ing

netw

orks

and

wor

king

to p

rom

ote

the

repu

tatio

n of

AH

V a

re

reco

gnis

ed a

s im

porta

nt c

ompo

nent

s of

a d

irect

or’s

role

. Dire

ctor

s ar

e en

cour

aged

to a

ct

as a

mba

ssad

ors

and

to d

evel

op a

nd m

aint

ain

conn

ectio

ns fo

r the

ben

efit o

f AH

V.

The

role

of t

he C

hair

The

Cha

ir is

resp

onsi

ble

for l

eadi

ng th

e B

oard

, ens

urin

g th

at d

irect

ors

are

prop

erly

brie

fed

in a

ll m

atte

rs re

leva

nt to

thei

r rol

es a

nd re

spon

sibi

litie

s, fa

cilit

atin

g B

oard

dis

cuss

ions

and

m

anag

ing

the

Boar

d’s

rela

tions

hip

with

man

agem

ent.

Elec

tion

of th

e ch

air -

At t

he fi

rst m

eetin

g of

the

Boar

d af

ter t

he A

nnua

l Gen

eral

Mee

ting,

th

e di

rect

ors

appo

int f

rom

am

ong

thei

r num

ber a

Cha

ir w

ho h

olds

offi

ce u

ntil

the

end

of th

e ne

xt o

f the

nex

t Ann

ual G

ener

al M

eetin

g, b

ut w

ho is

elig

ible

for r

e-el

ectio

n.

The

role

of t

he C

hief

Exe

cutiv

e O

ffice

r Th

e C

EO re

ports

dire

ctly

to th

e Bo

ard

and

is re

spon

sibl

e fo

r ach

ievi

ng A

HV’

s ob

ject

ives

an

d vi

sion

for t

he fu

ture

, in

acco

rdan

ce w

ith th

e st

rate

gies

, bud

get a

nd p

olic

ies

reco

mm

ende

d an

d ap

prov

ed b

y th

e B

oard

.

The

role

of t

he C

ompa

ny S

ecre

tary

The

Com

pany

Sec

reta

ry is

resp

onsi

ble

to th

e B

oard

thro

ugh

the

Cha

irper

son

and

is

appo

inte

d an

d di

smis

sed

by th

e Bo

ard.

The

Com

pany

Sec

reta

ry’s

dutie

s an

d au

thor

ities

ar

e de

term

ined

by

the

dire

ctor

s an

d in

clud

e al

l com

pany

sec

reta

riat r

equi

rem

ents

und

er

the

Act

and

the

cons

titut

ion.

The

Com

pany

Sec

reta

ry a

lso

prov

ides

sec

reta

riat a

nd s

uppo

rt se

rvic

es to

the

Boa

rd a

nd it

s su

b-co

mm

ittee

s, m

anag

es th

e pr

epar

atio

n of

the

AH

V A

nnua

l R

epor

t, an

d or

gani

ses

the

Ann

ual G

ener

al M

eetin

g of

the

Com

pany

.B

oard

Com

mitt

ees

- The

Boa

rd h

as e

stab

lishe

d tw

o st

andi

ng c

omm

ittee

s to

sup

port

its

delib

erat

ions

and

dec

isio

n m

akin

g; th

e G

over

nanc

e C

omm

ittee

and

the

Fina

nce

Aud

it an

d R

isk

Com

mitt

ee (F

AR

). Th

ese

com

mitt

ees

are

inde

pend

ent o

f but

acc

ount

able

to

the

Boar

d an

d co

mpr

ise

appr

opria

tely

qua

lified

Dire

ctor

s, E

xecu

tive

Dire

ctor

s an

d ex

pert

advi

sors

/atte

ndee

s as

requ

ired.

The

Boa

rd re

serv

es th

e rig

ht to

app

oint

oth

er c

omm

ittee

s fro

m ti

me

to ti

me

as d

eem

ed

nece

ssar

y. E

ach

com

mitt

ee h

as it

s ow

n Te

rms

of R

efer

ence

out

linin

g its

pur

pose

and

po

wer

s as

del

egat

ed b

y th

e B

oard

.G

over

nanc

e C

omm

ittee

- Th

e ro

le o

f the

Com

mitt

ee is

to a

ssis

t and

adv

ise

the

Boa

rd o

n m

atte

rs th

at s

eek

to m

aint

ain

high

sta

ndar

ds o

f gov

erna

nce.

The

sco

pe o

f the

Com

mitt

ee’s

role

incl

udes

, but

is n

ot li

mite

d to

, Boa

rd re

crui

tmen

t and

trai

ning

, per

form

ance

and

re

mun

erat

ion.

Fina

nce

Aud

it an

d R

isk

Com

mitt

ee -

The

role

of t

he F

AR

Com

mitt

ee is

to a

ssis

t the

Bo

ard

to m

eet i

ts re

spon

sibi

litie

s in

rela

tion

to A

HV

finan

cial

repo

rting

, com

plia

nce

with

le

gal a

nd re

gula

tory

requ

irem

ents

, int

erna

l con

trol s

truct

ures

, ris

k m

anag

emen

t sys

tem

s an

d ex

tern

al a

udit

func

tions

.

Abor

igin

al H

ousi

ng V

icto

ria ❘ A

nnua

l Rep

ort 2

017-

2018

❘ 22

Ris

k M

anag

emen

tEx

tern

al a

udit

- In

acco

rdan

ce w

ith th

e C

orpo

ratio

ns A

ct 2

001

(Act

) AH

V’s

Boar

d is

re

spon

sibl

e fo

r sel

ectin

g, a

ppoi

ntin

g an

d re

mov

ing

a qu

alifi

ed e

xter

nal a

udito

r, su

bjec

t to

the

Boar

d’s

appr

oval

at i

ts A

nnua

l Gen

eral

Mee

ting.

AH

V’s

FAR

Com

mitt

ee m

akes

re

com

men

datio

ns to

the

Boa

rd o

n th

e ef

fect

iven

ess

and

appo

intm

ent a

n ex

tern

al a

udito

r.Th

e A

udito

r is

entit

led

tp:

• at

tend

any

Gen

eral

Mee

ting;

• re

ceiv

e al

l not

ices

of a

nd o

ther

com

mun

icat

ions

rela

ting

to a

ny G

ener

al M

eetin

g w

hich

a

Mem

ber i

s en

title

d to

rece

ive,

and

• be

hea

rd a

t any

Gen

eral

Mee

ting

whi

ch th

e A

udito

r atte

nds

on a

ny p

art o

f the

bus

ines

s of

the

mee

ting

whi

ch c

once

rns

the

Aud

itor i

n th

at c

apac

ity a

nd is

ent

itled

to b

e he

ard,

de

spite

the

fact

that

the

Aud

itor r

etire

s at

that

mee

ting

or a

reso

lutio

n to

rem

ove

the

Audi

tor o

r the

age

nt fr

om o

ffice

is p

asse

d at

that

mee

ting.

Del

egat

ions

of A

utho

rity

AHV’

s Bo

ard

has

rese

rved

all

pow

ers

for i

tsel

f and

del

egat

ed a

utho

rity

to m

anag

emen

t as

out

lined

in it

s D

eleg

atio

n of

Aut

horit

y. W

here

a d

eleg

atio

n is

not

spe

cifie

d, th

e Bo

ard

reta

ins

the

auth

ority

, and

app

rova

l to

act m

ust b

e so

ught

from

the

Boa

rd.

Dire

ctor

Pro

tect

ion

AHV’

s di

rect

ors

are

expe

cted

to e

xerc

ise

cons

ider

ed a

nd in

depe

nden

t jud

gem

ent o

n th

e m

atte

rs b

efor

e th

em. T

o di

scha

rge

this

resp

onsi

bilit

y, a

dire

ctor

may

from

tim

e to

tim

e ne

ed

to s

eek

inde

pend

ent p

rofe

ssio

nal a

dvic

e. In

suc

h ci

rcum

stan

ces,

AH

V w

ill c

onsi

der t

he

paym

ent o

f rea

sona

ble

prof

essi

onal

fees

sub

ject

to th

e ap

prov

al o

f the

Boa

rd.

Dire

ctor

s an

d O

ffice

rs in

sura

nce

- As

a re

gist

ered

Vic

toria

n co

mm

unity

hou

sing

age

ncy,

AH

V’s

dire

ctor

s ar

e in

sure

d fo

r Dire

ctor

and

Offi

cers

liab

ility

unde

r the

Vic

toria

n M

anag

ed

Insu

ranc

e A

utho

rity

(VM

IA).

Cod

e of

Con

duct

The

dire

ctor

s an

d st

aff o

f AH

V a

re b

ound

by

the

AH

V C

ode

of C

ondu

ct. I

n th

is re

spec

t all

dire

ctor

s m

ust a

dher

e to

thei

r ove

rridi

ng fi

duci

ary

duty

to a

ct in

goo

d fa

ith a

nd in

the

best

in

tere

st o

f AH

V, a

s w

ell a

s th

eir l

egal

obl

igat

ions

.

Con

flict

of I

nter

est

AHV’

s di

rect

ors

have

dut

ies

unde

r the

Act

, the

gen

eral

law

and

a ra

nge

of p

erfo

rman

ce

stan

dard

s in

rela

tion

to c

onfli

ct o

f int

eres

t. Th

ey a

re b

ound

by

AHV’

s C

onfli

ct o

f Int

eres

t po

licie

s as

out

lined

in it

s G

over

nanc

e P

olic

y an

d ar

e re

quire

d to

dis

clos

e an

y ac

tual

or

pote

ntia

l con

flict

s of

inte

rest

whi

ch m

ay e

xist

or m

ight

reas

onab

ly b

e th

ough

t to

exis

t.

Dire

ctor

Rem

uner

atio

nTh

e B

oard

rece

ives

and

con

side

rs a

dvic

e on

rele

vant

mar

ket t

rend

s re

gard

ing

rem

uner

atio

n an

d in

con

junc

tion

with

the

CE

O a

nd H

uman

Res

ourc

es M

anag

er re

view

s an

d m

akes

reco

mm

enda

tions

rega

rdin

g th

e re

mun

erat

ion

fram

ewor

k of

the

dire

ctor

s, C

EO

an

d ex

ecut

ive.

Dire

ctor

s re

ceiv

e pa

ymen

t on

a da

ily a

nd h

alf d

aily

bas

is fo

r atte

ndan

ce a

t m

eetin

gs.

Stak

ehol

der I

nter

ests

and

Com

mun

icat

ion

AH

V re

spec

ts th

e rig

hts

of a

ll st

akeh

olde

rs, i

nclu

ding

tena

nts,

app

lican

ts, e

mpl

oyee

s,

dire

ctor

s an

d pa

rtner

s an

d st

rives

to fa

cilit

ate

the

effe

ctiv

e ex

erci

se o

f tho

se ri

ghts

. The

B

oard

see

ks to

ens

ure

that

all

tena

nts,

clie

nts

(incl

udin

g th

ose

on th

e w

aitin

g lis

t) an

d st

akeh

olde

rs h

ave

read

y ac

cess

to u

nder

stan

dabl

e an

d ba

lanc

ed in

form

atio

n ne

cess

ary

to

asse

ss th

e pe

rform

ance

of A

HV.

The

Boa

rd is

com

mitt

ed to

ens

urin

g th

at A

HV

act

ivel

y en

gage

s w

ith te

nant

s, c

lient

s an

d st

akeh

olde

rs a

nd is

resp

onsi

ve to

com

mun

ity n

eeds

.In

add

ition

to th

e A

nnua

l Rep

ort,

AH

V u

tilis

es p

rint a

nd e

lect

roni

c co

mm

unic

atio

n op

tions

to

pro

vide

effe

ctiv

e an

d re

gula

r com

mun

icat

ion.

Abor

igin

al H

ousi

ng V

icto

ria ❘ A

nnua

l Rep

ort 2

017-

2018

❘ 23

Abor

igin

al H

ousi

ng V

icto

ria ❘ A

nnua

l Rep

ort 2

017-

2018

❘ 24

FIN

ANC

IAL

REPO

RT

FOR

THE

YEAR

EN

DED

30

JUN

E 20

18A

borig

inal

Hou

sing

Vic

toria

Lim

ited

AB

N 3

8 00

6 21

0 54

6

Dire

ctor

s’ R

epor

tAb

orig

inal

Hou

sing

Vic

toria

Lim

ited

(‘Abo

rigin

al H

ousi

ng V

icto

ria’)

pres

ents

its

Rep

ort t

oget

her w

ith

the

finan

cial

sta

tem

ents

of t

he e

ntity

for t

he y

ear e

nded

30

June

201

8 an

d th

e In

depe

nden

t Aud

it R

epor

t the

reon

.

Com

pany

det

ails

The

follo

win

g pe

rson

s w

ere

Dire

ctor

s of

Abo

rigin

al H

ousi

ng V

icto

ria d

urin

g th

e 20

17-1

8 fin

anci

al y

ear.

Tim

Cha

tfiel

d D

irect

or a

nd C

hairp

erso

nC

hairp

erso

n A

HV,

CE

O o

f Bud

ja B

udja

Abo

rigin

al C

oope

rativ

e, C

urre

nt M

embe

r A

borig

inal

Cul

tura

l Her

itage

Cou

ncil

Vict

oria

, Mem

ber,

Fram

lingh

am A

borig

inal

Tru

st,

form

er T

umbu

kka

Cha

irper

son,

ATS

IC a

nd fo

rmer

Min

iste

rially

app

oint

ed T

askf

orce

M

embe

r, Vi

ctor

ian

Indi

geno

us F

amily

Vio

lenc

e S

trate

gy. C

urre

nt C

hairp

erso

n M

arta

ng

Pty

Ltd

and

Mem

ber S

ittin

g on

the

PAA

C.

Ian

Ham

m D

irect

or a

nd D

eput

y C

hairp

erso

nD

eput

y C

hairp

erso

n of

AH

V, C

hair

of th

e G

over

nanc

e C

omm

ittee

, Car

eer p

ublic

se

rvan

t for

Com

mon

wea

lth a

nd S

tate

gov

ernm

ents

. Cha

ir, C

onne

ctin

g H

ome,

C

hair,

Koo

ri H

erita

ge T

rust

, Firs

t Nat

ions

Fou

ndat

ion

(Cha

ir), N

atio

nal T

rust

Cha

ir,

Sw

inbu

rne

Uni

vers

ity R

econ

cilia

tion

Adv

isor

y S

teer

ing

Com

mitt

ee C

hair,

For

mer

P

resi

dent

and

Boa

rd m

embe

r Wes

tern

Reg

ion

Foot

ball

Leag

ue.

Fello

w –

Inst

itute

of

Pub

lic A

dmin

istra

tion

Aus

tralia

(Vic

), D

efen

ce R

eser

ves

Sup

port

Cou

ncil.

Mar

k Li

pson

Dire

ctor

Cha

ir of

Fin

ance

, Aud

it an

d R

isk

Com

mitt

ee. F

oren

sic

Acc

ount

ant w

ith o

ver 2

5 ye

ars

of e

xper

tise

in p

rofe

ssio

nal a

ccou

nt p

ract

ice

and

fam

ily la

w m

atte

rs, M

embe

r, In

stitu

te

of C

harte

red

Acc

ount

ants

in A

ustra

lia, M

embe

r, In

stitu

te o

f Cha

rtere

d A

ccou

ntan

ts in

A

ustra

lia P

rofe

ssio

nal C

ondu

ct T

ribun

al, M

embe

r, C

PA A

ustra

lia, M

embe

r, Fo

rens

ic

Acc

ount

ants

Spe

cial

Inte

rest

Gro

up. A

ssoc

iate

Mem

ber,

Inst

itute

of A

rbitr

ator

s an

d M

edia

tors

in A

ustra

lia, f

orm

er p

art-t

ime

ordi

nary

Mem

ber,

VC

AT in

the

lega

l pra

ctic

e lis

t. C

urre

ntly

For

ensi

cs D

irect

or, H

all C

hadw

ick.

Rob

ert L

eslie

Dire

ctor

Rob

ert L

eslie

was

app

oint

ed to

the

AH

V B

oard

as

a ca

sual

Dire

ctor

in M

arch

201

5.

Rob

ert w

as C

hief

Exe

cutiv

e O

ffice

r of Y

arra

Com

mun

ity H

ousi

ng fr

om 2

000-

2015

and

ha

s ex

tens

ive

com

mun

ity h

ousi

ng a

nd d

evel

opm

ent e

xper

ienc

e w

ithin

the

Vict

oria

n ho

usin

g se

ctor

. Chu

rchi

ll Fe

llow

, Mem

ber o

f the

Ref

ugee

Cou

ncil

of A

ustra

lia a

nd

Mem

ber o

f Oxf

am.

Bev

an M

ailm

an D

irect

orC

orpo

rate

law

yer w

ith e

xper

tise

in c

omm

erci

al tr

ansa

ctio

ns, c

orpo

rate

adv

isor

y,

corp

orat

e st

ruct

urin

g an

d bu

sine

ss d

evel

opm

ent h

avin

g he

ld p

ositi

ons

with

lead

ing

law

firm

s an

d co

mpa

nies

. Con

side

rabl

e ex

perie

nce

in th

e no

t-pro

fit/c

harit

ies

sect

or

havi

ng h

eld

seve

ral d

irect

orsh

ips.

Pre

viou

s pe

ak p

rofe

ssio

nal b

odie

s in

clud

e Th

e La

w

Cou

ncil

of A

ustra

lia a

nd th

e La

w In

stitu

te o

f Vic

toria

adv

isin

g on

num

erou

s is

sues

in

clud

ing

nativ

e tit

le, s

ente

ncin

g, c

onst

itutio

nal r

ecog

nitio

n, th

e N

orth

ern

Terri

tory

’s “N

atio

nal E

mer

genc

y R

espo

nse”

and

the

Uni

ted

Nat

ions

Dec

lara

tion

on th

e R

ight

s of

In

dige

nous

Peo

ples

. Cur

rent

ly M

anag

ing

Dire

ctor

, Mai

lman

and

Ass

ocia

tes.

Dap

hne

Yarr

am D

irect

orD

aphn

e ha

s ch

ampi

oned

the

caus

e of

the

Vict

oria

n A

borig

inal

com

mun

ity in

vol

unta

ry,

gove

rnm

ent a

nd p

rivat

e se

ctor

role

s fo

r ove

r 30

year

s. D

aphn

e w

as a

foun

datio

n m

embe

r and

ele

cted

to th

e N

atio

nal C

ongr

ess

of A

ustra

lia’s

Firs

t Peo

ples

Boa

rd fo

r th

ree

term

s an

d ha

s un

derta

ken

lead

ersh

ip a

nd g

over

nanc

e ro

les

whi

ch s

he c

urre

ntly

ho

lds

on a

num

ber o

f Boa

rds

and

com

mitt

ees,

suc

h as

, Ram

ahyu

ck D

istri

ct A

borig

inal

C

orpo

ratio

n, V

icto

rian

Abo

rigin

al C

omm

unity

Con

trolle

d H

ealth

Org

anis

atio

n, V

icto

rian

Abo

rigin

al &

Isla

nder

Edu

catio

n In

corp

orat

ion.

Dap

hne

is a

Res

pect

ed P

erso

n on

th

e K

oorie

Mag

istra

tes

Cou

rt an

d G

ipps

land

Reg

iona

l Abo

rigin

al J

ustic

e A

dvis

ory

Com

mitt

ee, a

nd th

e In

dige

nous

Fam

ily V

iole

nce

Par

tner

ship

For

um.

In 2

006,

Dap

hne

was

app

oint

ed a

s th

e se

cond

Fel

low

for t

he F

ello

wsh

ip fo

r In

dige

nous

Lea

ders

hip.

Cur

rent

ly M

anag

er, Y

oow

inna

Wur

nalu

ng H

ealin

g S

ervi

ce.

Ala

n H

errm

an D

irect

orC

urre

ntly

Fun

d M

anag

er, S

ocia

l Inf

rast

ruct

ure

Inve

stm

ents

at A

ustra

lian

Uni

ty, A

lan

brin

gs w

ith h

im e

xten

sive

exp

erie

nce

in p

rope

rty a

sset

and

inve

stm

ent m

anag

emen

t.

A fo

rmer

Dire

ctor

in th

e R

eal E

stat

e A

dvis

ory

team

at P

wC

and

a c

urre

nt m

embe

r of

Pro

perty

Cou

ncil A

ustra

lia’s

natio

nal r

ound

tabl

e on

the

“Bui

ld-to

-Ren

t” se

ctor

, Al

an h

as lo

ng b

een

a pa

ssio

nate

adv

ocat

e of

find

ing

sust

aina

ble

way

s to

sec

ure

appr

opria

te a

nd a

fford

able

hou

sing

for a

ll m

embe

rs o

f the

com

mun

ity. P

revi

ousl

y a

mem

ber o

f bot

h Pr

oper

ty C

ounc

il of

Aus

tralia

and

UD

IA’s

Vict

oria

n in

frast

ruct

ure

advi

sory

com

mitt

ees,

Ala

n jo

ined

Abo

rigin

al H

ousi

ng V

icto

ria’s

Fina

nce

and

Ris

k C

omm

ittee

as

a sp

ecia

list A

sset

Man

agem

ent A

dvis

or in

Nov

embe

r 201

5. H

e w

as

appo

inte

d to

the

AH

V B

oard

as

a C

asua

l Dire

ctor

in J

une

2018

.

Prin

cipa

l act

iviti

esTh

e pr

inci

pal a

ctiv

ity o

f the

com

pany

dur

ing

the

finan

cial

yea

r was

the

prov

isio

n of

affo

rdab

le s

ocia

l ho

usin

g to

the

Abo

rigin

al c

omm

unity

in V

icto

ria..

The

com

pany

’s sh

ort-t

erm

obj

ectiv

es a

re to

stre

ngth

en o

ur a

sset

man

agem

ent a

nd d

evel

opm

ent

prog

ram

s an

d to

con

tinuo

usly

impr

ove

the

qual

ity o

f hou

sing

ser

vice

del

iver

yTh

e co

mpa

ny’s

long

-term

obj

ectiv

e is

to g

row

the

supp

ly o

f affo

rdab

le h

ousi

ng to

mee

t the

sig

nific

ant

unm

et d

eman

d fo

r soc

ial a

nd a

fford

able

hou

sing

in th

e A

borig

inal

com

mun

ity.

Abor

igin

al H

ousi

ng V

icto

ria ❘ A

nnua

l Rep

ort 2

017-

2018

❘ 25

Dire

ctor

’s m

eetin

gD

urin

g th

e fi n

anci

al y

ear,

nine

boa

rd m

eetin

gs w

ere

held

as

wel

l as

mee

tings

for s

ever

al b

oard

co

mm

ittee

s an

d su

b-co

mm

ittee

s. B

oard

mem

bers

sit

on th

e Fi

nanc

e A

udit

and

Ris

k C

omm

ittee

(FA

R)

and

the

Gov

erna

nce

Com

mitt

ee (G

ov).

The

mee

tings

that

eac

h di

rect

or w

as e

ligib

le to

atte

nd d

urin

g th

e ye

ar w

ere:

Boa

rdFA

RG

ovTo

tal

Tota

l pla

nned

910

423

Tim

Cha

tfi el

d9

104

23

Abi

gail

Bur

chill

*1

-1

2

Ian

Ham

m9

-4

13

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k Li

pson

910

-19

Rob

ert L

eslie

910

-19

Bev

an M

ailm

an^

66

-12

Dap

hne

Yarr

am~

6-

28

Ala

n H

errm

an+

23

-5

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na S

ingh

>2

--

2

The

mee

tings

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eac

h di

rect

or a

ctua

lly a

ttend

ed d

urin

g th

e ye

ar w

ere:

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rdFA

RG

ovTo

tal

Tim

Cha

tfi el

d9

104

23

Abi

gail

Bur

chill

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-1

2

Ian

Ham

m7

-4

11

Mar

k Li

pson

68

-14

Rob

ert L

eslie

99

-18

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an M

ailm

an^

66

-12

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hne

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n H

errm

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23

-5

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ingh

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--

0

* R

esig

ned

– 27

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y 20

17

^ A

ppoi

nted

– 2

6 O

ctob

er 2

017

~ A

ppoi

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mite

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aran

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com

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tain

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l of t

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pro

babl

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ent i

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e co

st b

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less

dep

reci

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n an

d im

pairm

ent

loss

es.

D

epre

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Th

e de

prec

iabl

e am

ount

of fi

xed

asse

ts in

clud

ing

build

ings

and

cap

italis

ed le

ase

asse

ts, b

ut

excl

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g fre

ehol

d la

nd, i

s de

prec

iate

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a s

traig

ht li

ne b

asis

ove

r the

ass

et’s

usef

ul li

fe to

the

com

pany

com

men

cing

from

the

time

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asse

t is

held

read

y fo

r use

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seho

ld im

prov

emen

ts a

re

depr

ecia

ted

over

the

shor

ter o

f eith

er th

e un

expi

red

perio

d of

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leas

e or

the

estim

ated

use

ful

lives

of t

he im

prov

emen

ts.

Th

e de

prec

iatio

n ra

tes

used

for e

ach

clas

s of

dep

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ass

ets

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s ar

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nd a

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ted

if ap

prop

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he e

nd

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ach

repo

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per

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et c

lass

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arry

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nt is

writ

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dow

n im

med

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its

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vera

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amou

nt if

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asse

t’s c

arry

ing

amou

nt is

gre

ater

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its

estim

ated

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vera

ble

amou

nt.

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ains

and

loss

es o

n di

spos

als

are

dete

rmin

ed b

y co

mpa

ring

proc

eeds

with

the

carr

ying

am

ount

. Th

ese

gain

s or

loss

es a

re in

clud

ed in

the

stat

emen

t of c

ompr

ehen

sive

inco

me.

Whe

n re

valu

ed

asse

ts a

re s

old,

am

ount

s in

clud

ed in

the

reva

luat

ion

rese

rve

rela

ting

to th

at a

sset

are

tran

sfer

red

to re

tain

ed e

arni

ngs.

c.

Leas

es

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es o

f fixe

d as

sets

, whe

re s

ubst

antia

lly a

ll th

e ris

ks a

nd b

enefi

ts in

cide

ntal

to th

e ow

ners

hip

of th

e as

set,

but n

ot th

e le

gal o

wne

rshi

p, a

re tr

ansf

erre

d to

the

com

pany

are

cla

ssifi

ed a

s fin

ance

le

ases

.

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nce

leas

es a

re c

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ng a

n as

set a

nd a

liab

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equ

al to

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pres

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alue

of t

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min

imum

leas

e pa

ymen

ts, i

nclu

ding

any

gua

rant

eed

resi

dual

val

ues.

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ased

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ets

are

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ted

on a

stra

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-line

bas

is o

ver t

heir

estim

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use

ful l

ives

whe

re it

is

likel

y th

at th

e co

mpa

ny w

ill o

btai

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ners

hip

of th

e as

set.

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ymen

ts a

re a

lloca

ted

betw

een

the

redu

ctio

n of

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leas

e lia

bilit

y an

d th

e le

ase

inte

rest

exp

ense

for t

he p

erio

d.

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e pa

ymen

ts fo

r ope

ratin

g le

ases

, whe

re s

ubst

antia

lly a

ll th

e ris

ks a

nd b

enefi

ts re

mai

n w

ith

the

less

or, a

re c

harg

ed a

s ex

pens

es o

n a

stra

ight

-line

bas

is o

ver t

he le

ase

term

.

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e in

cent

ives

(if a

ny) u

nder

ope

ratin

g le

ases

are

reco

gnis

ed a

s a

liabi

lity

and

amor

tised

on

a st

raig

ht-li

ne b

asis

ove

r the

life

of t

he le

ase

term

.

d.

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irmen

t of a

sset

s

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com

pany

revi

ews

the

carr

ying

val

ues

of it

s ta

ngib

le a

nd in

tang

ible

ass

ets

to d

eter

min

e w

heth

er th

ere

is a

ny in

dica

tion

that

thos

e as

sets

hav

e be

en im

paire

d. If

suc

h an

indi

catio

n ex

ists

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e re

cove

rabl

e am

ount

of t

he a

sset

, bei

ng th

e hi

gher

of t

he a

sset

’s fa

ir va

lue

less

cos

ts to

sel

l an

d va

lue

in u

se, i

s co

mpa

red

to th

e as

set’s

car

ryin

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lue.

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ess

of th

e as

set’s

car

ryin

g va

lue

over

its

reco

vera

ble

amou

nt is

exp

ense

d to

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stat

emen

t of c

ompr

ehen

sive

inco

me.

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re th

e fu

ture

eco

nom

ic b

enefi

ts o

f the

ass

et a

re n

ot p

rimar

ily d

epen

dent

upo

n th

e as

set’s

ab

ility

to g

ener

ate

net c

ash

inflo

ws

and

whe

n th

e co

mpa

ny w

ould

, if d

epriv

ed o

f the

ass

et, r

epla

ce

its re

mai

ning

futu

re e

cono

mic

ben

efits

, val

ue in

use

is d

eter

min

ed a

s th

e de

prec

iate

d re

plac

emen

t co

st o

f an

asse

t.

Whe

re it

is n

ot p

ossi

ble

to e

stim

ate

the

reco

vera

ble

amou

nt o

f an

asse

t’s c

lass

, the

com

pany

es

timat

es th

e re

cove

rabl

e am

ount

of t

he c

ash-

gene

ratin

g un

it to

whi

ch th

e cl

ass

of a

sset

s be

long

.

Whe

re a

n im

pairm

ent l

oss

on a

reva

lued

ass

et is

iden

tified

, thi

s is

deb

ited

agai

nst t

he re

valu

atio

n su

rplu

s in

resp

ect o

f the

sam

e cl

ass

of a

sset

to th

e ex

tent

that

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impa

irmen

t los

s do

es n

ot

exce

ed th

e am

ount

in th

e re

valu

atio

n su

rplu

s fo

r tha

t sam

e cl

ass

of a

sset

.

e.

Empl

oyee

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efits

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ovis

ion

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ade

for t

he c

ompa

ny’s

liabi

lity

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mpl

oyee

ben

efits

aris

ing

from

ser

vice

s re

nder

ed

by e

mpl

oyee

s to

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end

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e re

porti

ng p

erio

d. E

mpl

oyee

ben

efits

that

are

exp

ecte

d to

be

settl

ed w

ithin

one

yea

r hav

e be

en m

easu

red

at th

e am

ount

s ex

pect

ed to

be

paid

whe

n th

e lia

bilit

y is

set

tled.

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ploy

ee b

enefi

ts p

ayab

le la

ter t

han

one

year

hav

e be

en m

easu

red

at th

e pr

esen

t va

lue

of th

e es

timat

ed fu

ture

cas

h ou

tflow

s to

be

mad

e fo

r tho

se b

enefi

ts. I

n de

term

inin

g th

e lia

bilit

y, c

onsi

dera

tion

is g

iven

to e

mpl

oyee

wag

e in

crea

ses

and

the

prob

abili

ty th

at th

e em

ploy

ee

may

not

sat

isfy

ves

ting

requ

irem

ents

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se c

ash

outfl

ows

are

disc

ount

ed u

sing

mar

ket y

ield

s on

na

tiona

l gov

ernm

ent b

onds

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term

s to

mat

urity

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mat

ch th

e ex

pect

ed ti

min

g of

cas

h flo

ws.

C

ontri

butio

ns a

re m

ade

by th

e co

mpa

ny to

an

empl

oyee

sup

eran

nuat

ion

fund

and

are

cha

rged

as

expe

nses

whe

n in

curr

ed.

f. C

ash

and

cash

equ

ival

ents

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ash

and

cash

equ

ival

ents

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ude

cash

on

hand

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osits

hel

d at

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l with

ban

ks, d

epos

its h

eld

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ust,

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r sho

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rm h

ighl

y liq

uid

inve

stm

ents

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uriti

es o

f thr

ee m

onth

s or

less

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d ba

nk o

verd

rafts

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k ov

erdr

afts

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ny) a

re s

how

n w

ithin

sho

rt-te

rm b

orro

win

gs in

cur

rent

lia

bilit

ies

on th

e st

atem

ent o

f fina

ncia

l pos

ition

.

g.

Goo

ds a

nd s

ervi

ces

tax

(GS

T)

Rev

enue

s, e

xpen

ses

and

asse

ts a

re re

cogn

ised

net

of t

he a

mou

nt o

f GS

T, e

xcep

t whe

re

the

amou

nt o

f GST

incu

rred

is n

ot re

cove

rabl

e fro

m th

e Au

stra

lian

Taxa

tion

Offi

ce. I

n th

ese

circ

umst

ance

s th

e G

ST

is re

cogn

ised

as

part

of th

e co

st o

f acq

uisi

tion

of th

e as

set o

r as

part

of

an it

em o

f exp

ense

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eiva

bles

and

pay

able

s in

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stat

emen

t of fi

nanc

ial p

ositi

on a

re s

how

n in

clus

ive

of G

ST.

h.

Inco

me

tax

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borig

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sing

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toria

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n in

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ntity

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he In

com

e Ta

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sess

men

t Act

199

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nt u

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divi

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rem

entio

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visi

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P

rovi

sion

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cogn

ised

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n th

e co

mpa

ny h

as a

lega

l or c

onst

ruct

ive

oblig

atio

n, a

s a

resu

lt of

pas

t eve

nts,

for w

hich

it is

pro

babl

e th

at a

n ou

tflow

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cono

mic

ben

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lt an

d th

at

outfl

ow c

an b

e re

liabl

y m

easu

red.

Pro

visi

ons

reco

gnis

ed re

pres

ent t

he b

est e

stim

ate

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e am

ount

s re

quire

d to

set

tle th

e ob

ligat

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d of

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rting

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iod.

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para

tive

figur

es

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re re

quire

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ures

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pert

y, p

lant

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n th

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posa

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et re

valu

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ns

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e pr

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ty w

as in

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nden

tly v

alue

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perty

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up. T

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alua

tion

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ed o

n th

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lue.

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e in

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nden

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alue

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rope

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ed o

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lue.

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val

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n re

sulte

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valu

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ent o

f $6,

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g re

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s fo

r the

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r end

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0 Ju

ne 2

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pert

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ffairs

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toria

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ds a

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mor

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n on

ly b

e de

man

ded

upon

the

sale

of t

he

prop

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n th

e ev

ent o

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win

ding

up

of A

borig

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toria

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ctor

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as a

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title

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at a

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cont

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r acq

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gs, o

r oth

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act

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g th

ese

rent

al p

rope

rties

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out t

he p

rior c

onse

nt o

f the

Dire

ctor

of H

ousi

ng.

Abor

igin

al H

ousi

ng V

icto

ria ❘ A

nnua

l Rep

ort 2

017-

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❘ 32

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FIN

AN

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R T

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785,

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425,

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ting

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ervi

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ave.

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calc

ulat

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pres

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utur

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e, th

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vice

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a. T

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nd re

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latin

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ts h

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incl

uded

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rt.

Not

e 10

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ome

2018

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not

cap

italis

ed

in th

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anci

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men

ts.

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leas

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ymen

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r offi

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otor

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rega

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e le

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ents

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he 3

0 Ju

ne

2018

.

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e 12

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nts

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repo

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dat

e w

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requ

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re in

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finan

cial

st

atem

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at 3

0 Ju

ne 2

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e 13

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d as

sets

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ther

e w

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no c

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gent

liab

ilitie

s.

2018

2017

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Not

e 14

. R

elat

ed p

arty

tran

sact

ions

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y’s re

late

d pa

rties

incl

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its k

ey m

anag

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sonn

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s de

scrib

ed o

n no

te 1

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belo

w.

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ess

othe

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ated

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trans

actio

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corp

orat

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ecia

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ms

and

cond

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d no

gu

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ven

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alan

ces

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usua

lly s

ettle

d in

cas

h.

Not

e 14

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actio

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ith k

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non-

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rigin

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es th

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8

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e 16

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eser

ves

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reva

luat

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lus

reco

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reva

luat

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e of

fi ce

prop

erty.

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0 Ap

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offi c

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ty w

as re

valu

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fair

valu

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ng ri

se to

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ntal

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perty

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0 Ju

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ear a

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as re

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e 17

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ompa

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etai

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regi

ster

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and

prin

cipa

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ce o

f bus

ines

s of

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com

pany

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borig

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toria

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12

5-12

7 S

cotc

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LAR

ATIO

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fi nan

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t out

on

page

s 26

to 3

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re in

acc

orda

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th

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stra

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ot fo

r Pro

fi ts

Com

mis

sion

Act

201

2, in

clud

ing:

a.

Giv

ing

a tru

e an

d fa

ir vi

ew o

f its

fi na

ncia

l pos

ition

as

at 3

0 Ju

ne 2

018

and

of it

s pe

rform

ance

for t

he fi

nanc

ial y

ear e

nded

on

that

dat

e; a

nd

b.

Com

plyi

ng w

ith A

ustra

lian

Acc

ount

ing

Sta

ndar

ds (i

nclu

ding

the

Aus

tralia

n A

ccou

ntin

g In

terp

reta

tions

) and

the

Aust

ralia

n C

harit

ies

and

Not

for P

rofi t

s C

omm

issi

on

Reg

ulat

ion

2013

; and

2.

Ther

e ar

e re

ason

able

gro

unds

to b

elie

ve th

at A

borig

inal

Hou

sing

Vic

toria

Lim

ited

will

be

able

to p

ay it

s de

bts

as a

nd w

hen

they

bec

ome

due

and

paya

ble.

Sig

ned

in a

ccor

danc

e w

ith s

ubse

ctio

n 60

.15(

2) o

f the

Aus

tralia

n C

harit

ies

and

Not

-for-p

rofi t

C

omm

issi

on R

egul

atio

n 20

13.

Ti

m C

hatfi

eld

(Dire

ctor

)

Dat

ed 0

3 O

ctob

er 2

018

Abor

igin

al H

ousi

ng V

icto

ria ❘ A

nnua

l Rep

ort 2

017-

2018

❘ 34

OUR SUPPORTERSAFL SportsReadyBakers Delight, Clifton Hill & BundooraChemist Warehouse – PrestonCity of DarebinCity of Whittlesea City of YarraCollingwood Children’s FarmCurves FitnessJohn SandsKmart – Barkly Square & ReservoirManagement AdvantageMerri Creek Primary SchoolNational Australia BankOfficeworks – Preston

QuakersShare The DignityThe Walt Disney CompanyToy NetworxWoolworths – Fitzroy & Barkly Square Aborigines Advancement LeagueVAHS North Fitzroy community members The University of MelbourneVACCHOAON InsuranceBargoonga Nganjin North Fitzroy LibraryClifton Hill PharmacyColes – Barkly Square

Convent BakeryHolden Street Neighbourhood HouseKawada Pty LtdLushMelbourne MuseumModular Wine RacksNorth Fitzroy Primary SchoolPiedimonte’s SupermarketRTR ProductionsSNAICCToot Toot ToysVictorian Government3KNDYouthworxFunfields

“We’re very proud and very honoured to be able to set up an organisation

such as Aboriginal Housing Victoria with a lot of other people over many years, to be

able to be a service provider for our Aboriginal community members.”

Tim Chatfield, Current AHV Chairperson

“Aboriginal Housing Victoria can provide a platform for the Aboriginal community to move forward. I think there’s a real opportunity to work with our tenants and empower them. One of our great aspirations is that we can actually support and assist tenants to move into home ownership.”Darren Smith, Current AHV CEO

Aboriginal Housing Victoria

Narrandjeri House125-127 Scotchmer Street

North Fitzroy VIC 3068

T | (03) 9403 2100 F | (03) 9403 2122 E | info@ahvic.org.au

More information including our tenancy policies and procedures can be found on our website www.ahvic.org.au