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NT Shelter Housing Forum Developing affordable housing in the NT May28, 2013 Hal Bisset (CEO) Central Australian Affordable Housing.

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Presentation on theme: "NT Shelter Housing Forum Developing affordable housing in the NT May28, 2013 Hal Bisset (CEO) Central Australian Affordable Housing."— Presentation transcript:

1 NT Shelter Housing Forum Developing affordable housing in the NT May28, 2013 Hal Bisset (CEO) Central Australian Affordable Housing

2 Public housing – policy, practice and provision by public sector agencies Social housing – public housing policy and practice but delivered by support agencies Community housing – public housing policy but delivered by community housing agencies employing own practices including engagement of tenants Affordable housing – community housing policy, practice and provision within a broad public policy and funding framework Comments on language...

3 Know what you are trying to achieve... Understand the dollars and cents... Be sure you can deliver on your promises... Make friends with the enemy... Be grounded in your community... Size does matter... Reflections of a housing journeyman...

4 Sustainable housing – Neighbourhood amenity, quality construction, energy and water efficient, durable finish, asset management Sustainable tenancies – Affordable rents, culturally sensitive policies, appropriate support, early intervention Sustainable communities – Avoiding ghettoes, building community, place management, integrated service supports Know what you are trying to achieve..

5 Developing a viable project – Making sure there are sufficient capital funds to meet the cost of development & the capital inflows match the capital outflows Managing a sustainable project – Making sure that all of the ongoing operational costs including planned maintenance and capital improvements can be met by project revenues over the life of the project Running a “profitable” company – A successful Housing company must generate a surplus to employ the staff that generate future growth and provide the working capital for new projects Understand the dollars and cents...

6 The capital equation... Project Capital Income & Expenditure Equity Government Investment Philanthropic Grants Bank Debt GST Rebate Land Design & Planning Civil Works & Subdivision Construction Project Management Legal & other consultants $X % $X

7 The operational equation... Project Operational Income & Expenditure Project Operational Income & Expenditure Rental Income Administration Costs Property Costs Maintenance Costs Finance Costs Surplus to Balance Sheet National Rental Incentives Commonwealth Rent Assistance

8 The company equation... Project 1 Project 2 Project 3 Project 4 Project 5 Company Budget Project Development Research & Development Advocacy & Promotion

9 Informed, experienced and wise governance Innovative, skilled and professional management Solid balance sheet and reliable cash flow Sound systems, relevant policies and flexible practices Seek accreditation and welcome (good) regulation Healthy culture/shared ownership Visionary dreams but practical plans Be sure you can deliver on your promises..

10 Government as partner not pest or predator – Affordable housing relies on subsidies to deliver on public policy objectives Private sector as partner not pariah – Builders, developers, banks, investors take on risk that the NFP sector should avoid Community sector as partner not competitor – A mature community sector will recognise the particular role of Affordable Housing Companies and build alliances Tenants as partners not a burden – Engage with tenants and enlist as allies rather than viewing as welfare recipients required to be compliant Make friends with the enemy...

11 Markets matter (demand, supply, opportunity, solutions) Politics is pivotal (recognition, policy, programs, funding) Culture is critical (values, experience, attitudes) People are parochial (local issues, case studies, attachment to land) Place is all important (neighbourliness, access, safety, healthy, supportive, opportunity) Do you homework/listen and be responsive Be grounded in your community...

12 Small is not always beautiful – Can rely on a single individual – May not be fair or equitable – Rarely sustainable But the biggest often become dinosaurs – Bureaucratic and inflexible – Partitioned and dysfunctional – Political and insolvent Need structures/systems which get the balance – Community development and professional management – Skilled management without technical “snobbery” – People centred and financially robust Size does matter...

13 A better deal for the Town Camps Work collaboratively with support agencies who utilize social housing Build a portfolio of affordable housing options Work for the establishment of an alternative “community” housing system for remote communities CAAH strategy for the centre...

14 Driven by a $4M grant from the Aboriginal Benefits Account Supported by a $200K working capital grant from the Community Housing Program Six months of market research to develop strategy Partner with and transfer risk to the private sector Increase leverage through bid for NRAS funding Maintain focus on social objectives – healthy homes, healthy communities A first development...

15 31 new affordable housing dwellings providing 42 tenancies – 11x1br, 15x2br, 16x3br 18 owned by CAAH including 6 dual key providing 24 tenancies 13 owned by private investors including 5 dual key providing 18 tenancies Spread over 6 small multi unit developments integrated into urban landscape Well designed, 6 star ESD rating, high % adaptable A good start and demonstration of potential...

16 Assets of ca. $9M, debt of ca. $4.5M, revenue of $ Generates salary of FT Affordable Housing Property Manager Generates sufficient working capital for ongoing employment of development manager to generate next project Establish best practice in place management Create profile in the local market Build image of preferred housing provider Reduce stigma attached to community housing Laying the foundation of future growth...


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