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NSWALC Housing Ltd is an Aboriginal controlled company dedicated to the advancement of Aboriginal peoples and culture.

Eucalyptus Forest, National Park, NSW

NSWALC Housing Limited

Values

NSWALC Housing Ltd is an Aboriginal controlled company dedicated to the advancement of Aboriginal peoples and culture. The Company will adopt and honour NSWALC’s values, which are:

  • Integrity
  • Respect
  • Fairness
  • Accountability
  • Service

NSWALC Housing Limited also recognises the importance of ensuring we also meet our cultural obligations and are developing an Aboriginal Cultural Framework as outline in the Diagram. These include the following Aboriginal Cultural Components:

  • Inclusiveness, diversity, and respect to guide its decisions and actions
  • Culturally strong leadership
  • Self-determination by Aboriginal peoples
  • The power of Aboriginal Land Rights to unify Aboriginal peoples and to strengthen partnerships
Lake Mungo, Mungo National Park, NSW

Objects of the NSWALC Housing Ltd Company

The Objects of the company:

  1. To improve, protect and foster the best interest of Aboriginal persons within NSW.
  2. To relieve poverty, sickness, distress, misfortune, destitution, and helplessness of Aboriginal persons within NSW, and
  3. To otherwise advance social and public welfare amongst Aboriginal people within NSW, by providing, acquiring, constructing, upgrading, or extending residential accommodation, including social and affordable housing, that is appropriate and well-managed, and by providing related or ancillary services, for the benefit of Aboriginal persons in need of assistance.

The ancillary objects of the Company:

  1. To provide similar services for the benefit of other people within NSW who are in need of assistance but who are not Aboriginal people where, and only to the extent that, this is in furtherance of or incidental to the advances of the primary objects;
  2. To pursue the primary and ancillary objects of the Company in a way that advances Aboriginal culture in NSW; and
  3. To do other things necessary and incidental to the attainment of the primary objects.

The ancillary objects of the Company:

  1. To implement an evidence-based strategy for growth, to meet the growth targets established under the Strategic Charters for NSALC Housing Ltd
  2. To deliver housing services excellence through concentrated focus on Aboriginal client needs
  3. To demonstrate excellence in engagement with Aboriginal Communities in the planning and designing of housing options
  4. To demonstrate social return on investment, driving outcomes for Aboriginal People and Communities
  5. To grow the management and operational capacity of NSWALC Housing Ltd meet its strategic purpose

NSWALC Housing Limited

Values

NSWALC Housing Ltd is an Aboriginal controlled company dedicated to the advancement of Aboriginal peoples and culture. The Company will adopt and honour NSWALC’s values, which are:

  • Integrity
  • Respect
  • Fairness
  • Accountability
  • Service

NSWALC Housing Limited also recognises the importance of ensuring we also meet our cultural obligations and are developing an Aboriginal Cultural Framework as outline in the Diagram. These include the following Aboriginal Cultural Components:

  • Inclusiveness, diversity, and respect to guide its decisions and actions
  • Culturally strong leadership
  • Self-determination by Aboriginal peoples
  • The power of Aboriginal Land Rights to unify Aboriginal peoples and to strengthen partnerships
Lake Mungo, Mungo National Park, NSW

Objects of the NSWALC Housing Ltd Company

The Objects of the company:

  1. To improve, protect and foster the best interest of Aboriginal persons within NSW.
  2. To relieve poverty, sickness, distress, misfortune, destitution, and helplessness of Aboriginal persons within NSW, and
  3. To otherwise advance social and public welfare amongst Aboriginal people within NSW, by providing, acquiring, constructing, upgrading, or extending residential accommodation, including social and affordable housing, that is appropriate and well-managed, and by providing related or ancillary services, for the benefit of Aboriginal persons in need of assistance.

The ancillary objects of the Company:

  1. To provide similar services for the benefit of other people within NSW who are in need of assistance but who are not Aboriginal people where, and only to the extent that, this is in furtherance of or incidental to the advances of the primary objects;
  2. To pursue the primary and ancillary objects of the Company in a way that advances Aboriginal culture in NSW; and
  3. To do other things necessary and incidental to the attainment of the primary objects.

The ancillary objects of the Company:

  1. To implement an evidence-based strategy for growth, to meet the growth targets established under the Strategic Charters for NSALC Housing Ltd
  2. To deliver housing services excellence through concentrated focus on Aboriginal client needs
  3. To demonstrate excellence in engagement with Aboriginal Communities in the planning and designing of housing options
  4. To demonstrate social return on investment, driving outcomes for Aboriginal People and Communities
  5. To grow the management and operational capacity of NSWALC Housing Ltd meet its strategic purpose

NSWALC Housing Ltd Directions

NSWALC Housing Ltd has been established to deliver significant improvements in housing outcomes for Aboriginal people in NSW.

As the central initiative in the NSWALC Housing Strategy, NSWALC Housing will spearhead efforts to grow the housing available to Aboriginal people, and in diverse ways beyond merely providing dwellings will seek to have an impact across all housing tenures and all forms of housing need.

Across the Aboriginal and non-Aboriginal housing sectors, NSWALC Housing will also:

  1. Drive quality improvements in delivery of culturally sensitive services and culturally appropriate dwellings.
  2. Drive the employment of Aboriginal staff and the creation of valuable career paths
  3. Increase opportunities for Aboriginal-owned businesses to participate in delivery of housing and asset services
  4. Support the operation of state and national level peaks for Aboriginal community housing

Principles

A set of fundamental principles will guide the Board in the governance of the Company to achieve the best outcomes for its stakeholders:

Principle 1. Ethics and responsible decision-making

Principle 2. Recognising and managing risk

Principle 3. Integrity and accountability

Principle 4. Timely and balanced disclosure

Principle 5. Board effectiveness

Aim

NSWALC Housing Ltd aims to operate as a major new participant across both the Aboriginal and general community housing sectors.

It will acquire the full range of capabilities needed to take advantage of growth opportunities, leverage the strengths of NSWALC and the Land Council Network, and work respectfully with existing housing organisations and commercial and for purpose partners to deliver community led and self-determined responses at scale.

Strategic Charter

This Strategic Charter has been developed and approved by NSWALC. It is intended to guide the establishment phase and early years of operation of NSWALC Housing Ltd. It should be read in conjunction with:

  • The NSWALC Strategic Plan 2018-2022
  • The NSWALC Strategy on Aboriginal Housing
  • The NSWALC Housing Ltd Constitution
  • NSWALC’s Governance Charter

This Strategic Charter provides the NSWALC Housing Ltd Board of Directors with their mandate from the NSWALC Council.

The Council expects the Board to take this Charter as the starting point in the development of NSWALC Housing’s Strategic Growth and Business Plan

Stockton Sanddunes, Newcastle, NSW

Governance Charter

Preamble

This Governance Charter has been developed and approved by NSWALC. It should be read in conjunction with:

  • The NSWALC Housing Ltd Constitution
  • NSWALC’s Strategic Charter
This Governance Charter sets out the corporate objectives of NSWALC Housing Ltd (the Company), the values and principles by which the Company shall be governed, and other requirements specified for the Company by the NSW Aboriginal Land Council in relation to matters of good governance and probity

About NSWALC Housing Ltd Company

Across the Aboriginal and non-Aboriginal housing sectors, NSWALC Housing will also:

NSWALC Housing Ltd ACN 631 178 848 is a not-for-profit company limited by guarantee, registered under the Corporations Act 2001 which applies in a form modified by the Australian Charities and Not-for-profits Commission Act 2012 (ACNC Act).

The Australian Charities and Not-for-profits Commission (ACNC) is the lead regulator and the ACNC Act, together with the Corporations Act 2001, is the main law applicable to the Company.
The Company is Aboriginal controlled. It is a wholly owned subsidiary of the NSW Aboriginal Land Council (NSWALC) ABN 82 726 507 500.

NSWALC was formally constituted as a statutory corporation with the passage of the NSW Aboriginal Land Rights Act 1983 (the ALRA). The ALRA provides a mechanism for Aboriginal Land Councils to make claims on specified classes of Crown land.

It also provides, by way of compensation for prior dispossession of lands, a fund to support economic development, establish Community Benefit Schemes, undertake business enterprise and a range of other activities necessary to support the self-determination of Aboriginal people, through a network of representative Land Councils.

The Company, as a registered Community Housing Provider, will be regulated under the National Regulatory System for Community Housing and subject to the Community Housing Providers National Law and the National Regulatory Code.

Role and Responsibilities of the Board

The key responsibilities of the Board are to:

  • Ensure the implementation of the Strategic Charter for the Company, including providing guidance on the development of its Strategic Growth and Business Plan
  • Ensure the effective governance and financial management of the Company
  • Monitor emerging opportunities and risks in the Aboriginal housing sector, and respond appropriately
  • Lead by example in upholding the Values and Principles set out in this Governance Charter
  • Determine appropriate performance categories and indicators for the Company in line with its Strategic Charter
  • Monitor, evaluate and report on the performance of the Company against the Strategic Charter
Gwyder River, NSW

NSWALC Housing Ltd Directions

NSWALC Housing Ltd has been established to deliver significant improvements in housing outcomes for Aboriginal people in NSW.

As the central initiative in the NSWALC Housing Strategy, NSWALC Housing will spearhead efforts to grow the housing available to Aboriginal people, and in diverse ways beyond merely providing dwellings will seek to have an impact across all housing tenures and all forms of housing need.

Across the Aboriginal and non-Aboriginal housing sectors, NSWALC Housing will also:

  1. Drive quality improvements in delivery of culturally sensitive services and culturally appropriate dwellings.
  2. Drive the employment of Aboriginal staff and the creation of valuable career paths
  3. Increase opportunities for Aboriginal-owned businesses to participate in delivery of housing and asset services
  4. Support the operation of state and national level peaks for Aboriginal community housing

Principles

A set of fundamental principles will guide the Board in the governance of the Company to achieve the best outcomes for its stakeholders:

Principle 1. Ethics and responsible decision-making

Principle 2. Recognising and managing risk

Principle 3. Integrity and accountability

Principle 4. Timely and balanced disclosure

Principle 5. Board effectiveness

Aim

NSWALC Housing Ltd aims to operate as a major new participant across both the Aboriginal and general community housing sectors.

It will acquire the full range of capabilities needed to take advantage of growth opportunities, leverage the strengths of NSWALC and the Land Council Network, and work respectfully with existing housing organisations and commercial and for purpose partners to deliver community led and self-determined responses at scale.

Strategic Charter

This Strategic Charter has been developed and approved by NSWALC. It is intended to guide the establishment phase and early years of operation of NSWALC Housing Ltd. It should be read in conjunction with:

  • The NSWALC Strategic Plan 2018-2022
  • The NSWALC Strategy on Aboriginal Housing
  • The NSWALC Housing Ltd Constitution
  • NSWALC’s Governance Charter

This Strategic Charter provides the NSWALC Housing Ltd Board of Directors with their mandate from the NSWALC Council.

The Council expects the Board to take this Charter as the starting point in the development of NSWALC Housing’s Strategic Growth and Business Plan

Stockton Sanddunes, Newcastle, NSW

Governance Charter

Preamble

This Governance Charter has been developed and approved by NSWALC. It should be read in conjunction with:

  • The NSWALC Housing Ltd Constitution
  • NSWALC’s Strategic Charter
This Governance Charter sets out the corporate objectives of NSWALC Housing Ltd (the Company), the values and principles by which the Company shall be governed, and other requirements specified for the Company by the NSW Aboriginal Land Council in relation to matters of good governance and probity

About NSWALC Housing Ltd Company

Across the Aboriginal and non-Aboriginal housing sectors, NSWALC Housing will also:

NSWALC Housing Ltd ACN 631 178 848 is a not-for-profit company limited by guarantee, registered under the Corporations Act 2001 which applies in a form modified by the Australian Charities and Not-for-profits Commission Act 2012 (ACNC Act).

The Australian Charities and Not-for-profits Commission (ACNC) is the lead regulator and the ACNC Act, together with the Corporations Act 2001, is the main law applicable to the Company.
The Company is Aboriginal controlled. It is a wholly owned subsidiary of the NSW Aboriginal Land Council (NSWALC) ABN 82 726 507 500.

NSWALC was formally constituted as a statutory corporation with the passage of the NSW Aboriginal Land Rights Act 1983 (the ALRA). The ALRA provides a mechanism for Aboriginal Land Councils to make claims on specified classes of Crown land.

It also provides, by way of compensation for prior dispossession of lands, a fund to support economic development, establish Community Benefit Schemes, undertake business enterprise and a range of other activities necessary to support the self-determination of Aboriginal people, through a network of representative Land Councils.

The Company, as a registered Community Housing Provider, will be regulated under the National Regulatory System for Community Housing and subject to the Community Housing Providers National Law and the National Regulatory Code.

Role and Responsibilities of the Board

The key responsibilities of the Board are to:

  • Ensure the implementation of the Strategic Charter for the Company, including providing guidance on the development of its Strategic Growth and Business Plan
  • Ensure the effective governance and financial management of the Company
  • Monitor emerging opportunities and risks in the Aboriginal housing sector, and respond appropriately
  • Lead by example in upholding the Values and Principles set out in this Governance Charter
  • Determine appropriate performance categories and indicators for the Company in line with its Strategic Charter
  • Monitor, evaluate and report on the performance of the Company against the Strategic Charter

NSWALC Housing Limited Board of Directors

The NSWALC Housing Ltd Board recognises the critical importance of culturally competent services in achieving positive housing outcomes for Aboriginal people, and the vital role the Board has to play in setting and modelling behaviours which are not only respectful and reflective of Aboriginal culture but bring the added value of Aboriginal governance principles to the practice of good corporate governance.

Our Directors have a strong commitment to building and growing NSWALC Housing Ltd as it develops its housing portfolio and suite of service offerings and establishes service delivery capabilities across NSW.

They bring their skills, knowledge and experience to the design and delivery of best in class assets and services that will markedly improve the housing outcomes for Aboriginal and other people in NSW.

The NHL Board comprises seven Directors, they are [we can supply group photos for the Board as well as the Directors’portraits]

NSWALC Housing Limited
Board of Directors

The NSWALC Housing Ltd Board recognises the critical importance of culturally competent services in achieving positive housing outcomes for Aboriginal people, and the vital role the Board has to play in setting and modelling behaviours which are not only respectful and reflective of Aboriginal culture but bring the added value of Aboriginal governance principles to the practice of good corporate governance.

Our Directors have a strong commitment to building and growing NSWALC Housing Ltd as it develops its housing portfolio and suite of service offerings and establishes service delivery capabilities across NSW.

They bring their skills, knowledge and experience to the design and delivery of best in class assets and services that will markedly improve the housing outcomes for Aboriginal and other people in NSW.

The NHL Board comprises seven Directors, they are:

NSWALC Housing Ltd -
Directors’ Biographies

Michelle Craig
(Chair)

Michelle Craig has resided on the Central Coast for over 40 years and her family extend from the Worimi and Yuin Nations.

Michelle has over 20 years’ experience working with Aboriginal organisations and communities across the government and non-government sectors. As a prior Chair of the NSW Aboriginal Housing Office, Michelle led the re-instalment of an all Aboriginal Board to guide the strategic policy decision making of the agency and was key in ensuring ongoing autonomy during a number of public service restructures. Michelle has extensive experience in the Aboriginal housing sector and has an interest in the economic advancement of Aboriginal people and communities.

In addition to leading the AHO as Chair, Michelle is a member of Darkinjung Local Aboriginal Land Council, former Board Member of the NSW Aboriginal Housing Office, Previous Member of the Panel of Experts NSW Going Home Staying Home Homelessness Service System Reform and has held various senior roles in housing, advocacy and policy.

In NSW there remains an ongoing demand for housing products and services that provide choice and opportunity for Aboriginal people and families, this is what has led Michelle to accept the position of Chair. With an ongoing interest to ensure that all Aboriginal people are able to choose the type of housing that suits their needs and acknowledging the opportunity provided by suitable land that may meet the housing needs of Aboriginal people now and into the future, Michelle is excited to lead the establishment of the new Housing Company Board.

Matt Clarke
(Deputy Chair)

Matt Clarke is a proud Ngunnawal man from the Far South Coast of NSW.

Matt is currently the Deputy CEO of NESA (National Employment Services Association / NESA Solutions) and has over 23 years of combined experience in both employment services and Aboriginal Health.

Since 2013 Matt has led a number of national projects working across remote Aboriginal Communities in areas of employment services, capacity building, mental health and remote school attendance.

Matt is passionate about creating and advocating for opportunities for his people which has seen his projects supporting over 180 Aboriginal Communities nationally as well as the establishment of a national Aboriginal training and consulting team.

Mike Allen
(Director)

Mike Allen is a long-time NSW resident having lived most of his life on the Northern Beaches of Sydney. He now lives in outer Western Sydney on the land of the Darug people.

Mike is the former longstanding Chief Executive of Housing NSW, now part of the Department of Community Services and Justice. He has accrued more than 40 years experience in social and affordable housing management and asset services, homelessness services, and community and Aboriginal housing.

He was awarded the Public Service Medal in 2011 in recognition of his outstanding and meritorious services to the community and for his strong commitment to the values and principles of social housing.

Mike has been a Director on not-for-profit boards since 1989. He is currently a Director of Aboriginal Hostels Ltd, including Chair of the Asset Management Committee. He is also a Director and Deputy Chair of Afford (Australian Foundation for Disability) a major disability services provider.

Michael Gannon
(Director)

Michael Gannon is an experienced Financial Services professional with over 30 years’ experience in Bank and Non-Bank Financial Institutions.

Michael is currently the Head of Real Estate, Industry Analytics and Insights for Westpac Institutional Bank and has worked for Westpac for the past 11 years. Prior to joining Westpac Michael held the role General Manager Corporate Services overseeing the business disciplines of Finance, IT and Risk for a Non-Bank Financial Institution.

Michael has a strong leadership background across a broad range of business disciplines and a personal and professional interest in social and affordable housing.

Duane Keighran
(Director)

Duane Keighran was born and raised on Gumbaynggirr land in Coffs Harbour, NSW, and his family comes from the Gomeroi nation of the Namoi region of NSW.

Duane has been a property lawyer for almost 20 years, and has provided advice to social and affordable housing providers in NSW as well as to developers who produce social and affordable housing.

He is currently a Partner and the Deputy Head of the Property & Development team at national law firm Colin Biggers & Paisley, which specialises in the property and development industry as one of its core areas of expertise.

Duane also has international best practice experience, having previously worked overseas on some of the world’s largest property developments and transactions by size and value, as a Partner of one of the world’s biggest international law firms.

Barry Mann

Barry Mann is an independent non-executive director with over 35 years experience in the property, investment, housing and construction sectors. Barry was raised in regional NSW and has travelled extensively through regional and remote Australia. He has a strong interest in affordable, well designed and fit for purpose housing.

Barry was most recently the Chief Executive of the NSW Government urban renewal agency, UrbanGrowth Development Corporation. He has previously held senior roles at listed developers Stockland and Lendlease and also in local government.

Barry served as a Director and Vice President of the Urban Development Institute of Australia, NSW for seven years and currently Chairs the organisation’s Building Regulation Advisory Panel.

Barry brings to the Board a wealth of experience in housing development and management in both regional and metropolitan NSW as well as a strong understanding of the listed and private development sector and State and Local Government.

Renee Thompson
(Director)

Renee Thompson is a proud Wiradjuri woman from Mt Druitt, with cultural and ancestral ties to Erambie, Cowra, the Riverina Region of Central NSW.

Renee has been involved in the Land Rights network since she was born, with strong family connections to NSWALC and direct involvement with the development of the Land Council.

She is the elected Deputy Chair of Deerubbin Local Aboriginal Land Council, the Sydney-Newcastle Region representative on the NSWALC Youth Council and founder of the Western Sydney Aboriginal Youth Leadership Network.

Renee is devoted to working hand in hand with Aboriginal and Torres Strait Islander people to ensure current and future generations have limitless opportunities in all aspects of life, to create positive social change for our people.

NSWALC Housing Limited
Board of Directors

The NSWALC Housing Ltd Board recognises the critical importance of culturally competent services in achieving positive housing outcomes for Aboriginal people, and the vital role the Board has to play in setting and modelling behaviours which are not only respectful and reflective of Aboriginal culture but bring the added value of Aboriginal governance principles to the practice of good corporate governance.

Our Directors have a strong commitment to building and growing NSWALC Housing Ltd as it develops its housing portfolio and suite of service offerings and establishes service delivery capabilities across NSW.

They bring their skills, knowledge and experience to the design and delivery of best in class assets and services that will markedly improve the housing outcomes for Aboriginal and other people in NSW.

The NHL Board comprises seven Directors, they are:

NSWALC Housing Ltd -
Directors’ Biographies

Michelle Craig
(Chair)

Michelle Craig has resided on the Central Coast for over 40 years and her family extend from the Worimi and Yuin Nations.

Michelle has over 20 years’ experience working with Aboriginal organisations and communities across the government and non-government sectors. As a prior Chair of the NSW Aboriginal Housing Office, Michelle led the re-instalment of an all Aboriginal Board to guide the strategic policy decision making of the agency and was key in ensuring ongoing autonomy during a number of public service restructures. Michelle has extensive experience in the Aboriginal housing sector and has an interest in the economic advancement of Aboriginal people and communities.

In addition to leading the AHO as Chair, Michelle is a member of Darkinjung Local Aboriginal Land Council, former Board Member of the NSW Aboriginal Housing Office, Previous Member of the Panel of Experts NSW Going Home Staying Home Homelessness Service System Reform and has held various senior roles in housing, advocacy and policy.

In NSW there remains an ongoing demand for housing products and services that provide choice and opportunity for Aboriginal people and families, this is what has led Michelle to accept the position of Chair. With an ongoing interest to ensure that all Aboriginal people are able to choose the type of housing that suits their needs and acknowledging the opportunity provided by suitable land that may meet the housing needs of Aboriginal people now and into the future, Michelle is excited to lead the establishment of the new Housing Company Board.

Matt Clarke
(Deputy Chair)

Matt Clarke is a proud Ngunnawal man from the Far South Coast of NSW.

Matt is currently the Deputy CEO of NESA (National Employment Services Association / NESA Solutions) and has over 23 years of combined experience in both employment services and Aboriginal Health.

Since 2013 Matt has led a number of national projects working across remote Aboriginal Communities in areas of employment services, capacity building, mental health and remote school attendance.

Matt is passionate about creating and advocating for opportunities for his people which has seen his projects supporting over 180 Aboriginal Communities nationally as well as the establishment of a national Aboriginal training and consulting team.

Mike Allen
(Director)

Mike Allen is a long-time NSW resident having lived most of his life on the Northern Beaches of Sydney. He now lives in outer Western Sydney on the land of the Darug people.

Mike is the former longstanding Chief Executive of Housing NSW, now part of the Department of Community Services and Justice. He has accrued more than 40 years experience in social and affordable housing management and asset services, homelessness services, and community and Aboriginal housing.

He was awarded the Public Service Medal in 2011 in recognition of his outstanding and meritorious services to the community and for his strong commitment to the values and principles of social housing.

Mike has been a Director on not-for-profit boards since 1989. He is currently a Director of Aboriginal Hostels Ltd, including Chair of the Asset Management Committee. He is also a Director and Deputy Chair of Afford (Australian Foundation for Disability) a major disability services provider.

Michael Gannon
(Director)

Michael Gannon is an experienced Financial Services professional with over 30 years’ experience in Bank and Non-Bank Financial Institutions.

Michael is currently the Head of Real Estate, Industry Analytics and Insights for Westpac Institutional Bank and has worked for Westpac for the past 11 years. Prior to joining Westpac Michael held the role General Manager Corporate Services overseeing the business disciplines of Finance, IT and Risk for a Non-Bank Financial Institution.

Michael has a strong leadership background across a broad range of business disciplines and a personal and professional interest in social and affordable housing.

Duane Keighran
(Director)

Duane Keighran was born and raised on Gumbaynggirr land in Coffs Harbour, NSW, and his family comes from the Gomeroi nation of the Namoi region of NSW.

Duane has been a property lawyer for almost 20 years, and has provided advice to social and affordable housing providers in NSW as well as to developers who produce social and affordable housing.

He is currently a Partner and the Deputy Head of the Property & Development team at national law firm Colin Biggers & Paisley, which specialises in the property and development industry as one of its core areas of expertise.

Duane also has international best practice experience, having previously worked overseas on some of the world’s largest property developments and transactions by size and value, as a Partner of one of the world’s biggest international law firms.

Barry Mann

Barry Mann is an independent non-executive director with over 35 years experience in the property, investment, housing and construction sectors. Barry was raised in regional NSW and has travelled extensively through regional and remote Australia. He has a strong interest in affordable, well designed and fit for purpose housing.

Barry was most recently the Chief Executive of the NSW Government urban renewal agency, UrbanGrowth Development Corporation. He has previously held senior roles at listed developers Stockland and Lendlease and also in local government.

Barry served as a Director and Vice President of the Urban Development Institute of Australia, NSW for seven years and currently Chairs the organisation’s Building Regulation Advisory Panel.

Barry brings to the Board a wealth of experience in housing development and management in both regional and metropolitan NSW as well as a strong understanding of the listed and private development sector and State and Local Government.

Renee Thompson
(Director)

Renee Thompson is a proud Wiradjuri woman from Mt Druitt, with cultural and ancestral ties to Erambie, Cowra, the Riverina Region of Central NSW.

Renee has been involved in the Land Rights network since she was born, with strong family connections to NSWALC and direct involvement with the development of the Land Council.

She is the elected Deputy Chair of Deerubbin Local Aboriginal Land Council, the Sydney-Newcastle Region representative on the NSWALC Youth Council and founder of the Western Sydney Aboriginal Youth Leadership Network.

Renee is devoted to working hand in hand with Aboriginal and Torres Strait Islander people to ensure current and future generations have limitless opportunities in all aspects of life, to create positive social change for our people.

NSWALC Directions

NSWALC Strategic Plan 2018 - 2022

James Christian NSWALC Chief Executive Officer

The Strategic Plan recognises that NSWALC will only achieve our aims if we work in partnership with the network of LALCs. We must also strengthen the support from and engagement with our members and broader Aboriginal communities.

The network and membership are our key sources of strength. We need to work together. We must use our diversity to try new things, to learn from each other, to identify where opportunities are available for us to succeed well and to identify where acting together is essential.

NSWALC must provide the balance that maintains diversity but realises the benefits of our collective size and experience.

However, we will need to build our capability to work in the new ways the Strategic Plan requires because it envisages an expanded range of activities that NSWALC will undertake.

We will need to develop the skills to take these on and we will need the ability to work with others in the interim to ensure that opportunities are not lost as our capabilities are built.

The NSW Aboriginal Land Council (NSWALC) has a statutory objective to improve, protect and foster the best interests of Aboriginal People in NSW.

To achieve this objective, the NSWALC has set the following five (5) goals in the NSWALC Strategic Plan 2018 – 2022:

  • Secure Our Land and Water Rights
  • Protect Out Culture and Heritage
  • Pursue Economic Independence and Prosperity for Our People
  • Support Our People
  • Secure Our Future

NSWALC Economic Development Policy 2019 – 2024

Economic Development has been a thread throughout the history of the Aboriginal Land Rights Act
1983. Restoring economic independence and prosperity is essential to our survival as a distinct, self-
determining people.

Economic independence is also necessary to unlock the full potential of Aboriginal Land Rights and
ensure the effective management of land that has been returned to us.

The NSWALC Economic Development Policy supports Goal 3 of the NSWALC Strategic Plan 2018 –
2022. Goal 3 aims to create opportunities to grow economic prosperity and independence for
Aboriginal People and for Local Aboriginal Land Councils (LALC’s) by:

  • Supporting Aboriginal People to undertake or be part of business ventures and by generating employment and training opportunities for Aboriginal People.
  • Diversification of the NSWALC business activities to provide greater prosperity for future generations

As part of its diversification of business activities, the NSWALC is focusing on the three 93) new initiatives under its NSWALC Enterprise program. These are:

  1. An Employment Services and Training Capability
  2. An Aboriginal Housing Capability; and
  3. A Land Development and Construction Capability
The NSWALC is focusing on these three (3) initiatives because jobs and housing are the foundations for Aboriginal People’s full participation in the economy of NSW.

NSW Aboriginal Land Council Draft Strategy on Aboriginal Housing

INTRODUCTION

This Strategy seeks to learn from the lessons of the past. The most important lesson is that our housing issues won’t be solved unless our work is genuinely grounded in our communities, is based on deep and ongoing engagement, and responds to agreed needs. This is why NSWALC has developed this Strategy.

NSWALC is investing time and resources so that we get this part right. It means that we won’t be able to do everything at once - we will need to focus and establish strong foundations. There are lots of pieces that need to be brought together.

But our people, in communities across the State, have to be at the centre of it. Without our knowledge, our experiences, and our aspirations, without our people exercising self-determination, it won’t work. And this will be the first thing that we say as we build the partnerships that we need with government, the private sector and not for profits.

OBJECTIVES

NSWALC has a responsibility under the Aboriginal Land Rights Act 1983 to work to secure sustainable future housing management options for LALCs.

  1. Increasing access to the range of housing options (across all forms of tenure) for Aboriginal
    people in NSW – and to the opportunities for social and economic participation that emerge
    when housing security is achieved,
  2. Expanding the opportunities for Aboriginal people to participate in the service delivery,
    management, and governance of social and affordable housing in NSW,
  3. Establishing partnerships across the Land Council Network to leverage existing land assets
    and other strengths.

NSWALC Directions

NSWALC Strategic Plan 2018 - 2022

James Christian NSWALC Chief Executive Officer

The Strategic Plan recognises that NSWALC will only achieve our aims if we work in partnership with the network of LALCs. We must also strengthen the support from and engagement with our members and broader Aboriginal communities.

The network and membership are our key sources of strength. We need to work together. We must use our diversity to try new things, to learn from each other, to identify where opportunities are available for us to succeed well and to identify where acting together is essential.

NSWALC must provide the balance that maintains diversity but realises the benefits of our collective size and experience.

However, we will need to build our capability to work in the new ways the Strategic Plan requires because it envisages an expanded range of activities that NSWALC will undertake.

We will need to develop the skills to take these on and we will need the ability to work with others in the interim to ensure that opportunities are not lost as our capabilities are built.

The NSW Aboriginal Land Council (NSWALC) has a statutory objective to improve, protect and foster the best interests of Aboriginal People in NSW.

To achieve this objective, the NSWALC has set the following five (5) goals in the NSWALC Strategic Plan 208 – 2022:

  • Secure Our Land and Water Rights
  • Protec Out Culture and Heritage
  • Pursue Economic Independence and Prosperity for Our People
  • Support Our People
  •  Secure Our Future

NSWALC Economic Development Policy 2019 – 2024

Economic Development has been a thread throughout the history of the Aboriginal Land Rights Act
1983. Restoring economic independence and prosperity is essential to our survival as a distinct, self-
determining people.

Economic independence is also necessary to unlock the full potential of Aboriginal Land Rights and
ensure the effective management of land that has been returned to us.

The NSWALC Economic Development Policy supports Goal 3 of the NSWALC Strategic Plan 2018 –
2022. Goal 3 aims to create opportunities to grow economic prosperity and independence for
Aboriginal People and for Local Aboriginal Land Councils (LALC’s) by:

  • Supporting Aboriginal People to undertake or be part of business ventures and by generating employment and training opportunities for Aboriginal People.
  • Diversification of the NSWALC business activities to provide greater prosperity for future generations

As part of its diversification of business activities, the NSWALC is focusing on the three 93) new initiatives under its NSWALC Enterprise program. These are:

  1. An Employment Services and Training Capability
  2. An Aboriginal Housing Capability; and
  3. A Land Development and Construction Capability
The NSWALC is focusing on these three (3) initiatives because jobs and housing are the foundations for Aboriginal People’s full participation in the economy of NSW.

NSW Aboriginal Land Council Draft Strategy on Aboriginal Housing

INTRODUCTION

This Strategy seeks to learn from the lessons of the past. The most important lesson is that our housing issues won’t be solved unless our work is genuinely grounded in our communities, is based on deep and ongoing engagement, and responds to agreed needs. This is why NSWALC has developed this Strategy.

NSWALC is investing time and resources so that we get this part right. It means that we won’t be able to do everything at once - we will need to focus and establish strong foundations. There are lots of pieces that need to be brought together.

But our people, in communities across the State, have to be at the centre of it. Without our knowledge, our experiences, and our aspirations, without our people exercising self-determination, it won’t work. And this will be the first thing that we say as we build the partnerships that we need with government, the private sector and not for profits.

OBJECTIVES

NSWALC has a responsibility under the Aboriginal Land Rights Act 1983 to work to secure sustainable future housing management options for LALCs.

  1. Increasing access to the range of housing options (across all forms of tenure) for Aboriginal
    people in NSW – and to the opportunities for social and economic participation that emerge
    when housing security is achieved,

  2. Expanding the opportunities for Aboriginal people to participate in the service delivery,
    management, and governance of social and affordable housing in NSW,

  3. Establishing partnerships across the Land Council Network to leverage existing land assets
    and other strengths.

NSWALC Housing Limited

Aboriginal Cultural Identity and Recognition Draft Concept: NHL Aboriginal Cultural Framework

NSWALC Housing Limited acknowledges our corporate and compliance obligations in adhering to the relevant legislatives and regulatory requirements in particular NSW Aboriginal Land Rights Act 1983.

NSWALC Housing Limited also recognises the importance of ensuring we also meet our cultural obligations and are developing an Aboriginal Cultural Framework as outline in the Diagram. These include the following Aboriginal Cultural Components:

A. Aboriginal Cultural Guidance
B. Aboriginal Cultural Practice
C. Aboriginal Cultural Approach
D. Aboriginal Cultural Capability
E. Aboriginal Cultural Indicators

NSWALC Housing Limited Logo:
Aboriginal Cultural Interpretation

Artist: Saretta Art and Design

NSWALC Housing Limited

Aboriginal Cultural Identity and Recognition Draft Concept: NHL Aboriginal Cultural Framework

NSWALC Housing Limited acknowledges our corporate and compliance obligations in adhering to the relevant legislatives and regulatory requirements in particular NSW Aboriginal Land Rights Act 1983.

NSWALC Housing Limited also recognises the importance of ensuring we also meet our cultural obligations and are developing an Aboriginal Cultural Framework as outline in the Diagram. These include the following Aboriginal Cultural Components:

A. Aboriginal Cultural Guidance
B. Aboriginal Cultural Practice
C. Aboriginal Cultural Approach
D. Aboriginal Cultural Capability
E. Aboriginal Cultural Indicators

NSWALC Housing Limited Logo: Aboriginal Cultural Interpretation

  • Gathering Circle – Hold multiply meaning within the logo design, depicting Aboriginal People, Country, NSW, Stakeholders, Collaboration, and Partnerships.
  • The Red Ochre building blocks and orange roof depict safe and affordable housing.
  • The Boomerang shaped roof, pointing upwards and referencing flight, reflective of rising above current situations faced by our people and communities and moving toward economic inclusion and holistic wellbeing.
  • Land forms sit at the very base of the design highlighting the resource of land for LALC’s as a strong basis from which to build our communities, two land forms sit apart from each other at the very bottom depicting the unlocking of the land and opening opportunities into the future

Artist: Saretta Art and Design

NSWALC Housing Limited Registrations

Part A: National Regulatory System for Community Housing (NRSCH)

The National Regulatory System for Community Housing (NRSCH) is a regulatory system designed to contribute to a well governed and managed community housing sector and provide a platform for the ongoing development and viability f the community housing sector across Australia.

Community Housing Providers are organisations that deliver social and affordable housing and associated services to people on very low, low, or moderate incomes. These services are covered by the social and affordable housing policies of government housing (policy/funding) agencies.

Objectives

The key objectives of NRSCH are to:

  • Provide a consistent regulatory environment to support the growth and development of community housing sector
  • Pave the way for future housing product development
  • Reduce the regulatory burden on housing providers working across jurisdictions
  • Provide a level playing filed for providers seeking to entering new jurisdictions

Principles

The principles of good regulation that underpin the NRSCH are that it be applied in ways that are:

  • Proportionate: reflecting the scale and scope of regulated activities Accountable: able to justify regulatory assessments and be subject to scrutiny
  • Consistent: based on standardised information and methods
  • Transparent: avoiding unnecessary rules about how housing providers organise their business and demonstrate compliance
  • Targeted: focused on the core purposes of improve tenant outcomes and protecting vulnerable tenants, protecting government funding and equity, and ensuring investor and partner confidence

Tier 2: Eligibility Requirements

A Registrar may only place a community housing provider in registration Tier 2 if the entity:

  • Is a Body Corporate created through State/Territory or Australian Government Legislation, which are:
    – Companies Limited by shares under the Corporations Act
    – Companies Limited by guarantee under the Corporations Act
    – Corporations incorporated under the Corporations (Aboriginal and Torres Strait Islander Act 2006 (Cth)
    – Co-operatives or incorporated associations under State/Territory Legislation
    – Other Bodies corporate created through other State/Territory or National Legislation (eg a trust which legislation declares to be a Body Corporate)
  • Demonstrates that if it has affiliated entity arrangement it maintains control over activities and decision that impact on its compliance with the National Law
  • Demonstrates it meets the evidence requirements for a Tier 2 provider – as specified in NRSCH Evidence Guide

Tier 2 providers face an intermediate level of performance requirements and regulatory engagement – reflecting the fact that Tier 2 providers are involved in activities that mean they manage a level of risk that s lower then Tier 1 providers but higher than Tier 3 providers based on:

  • Operating at moderate scale, meaning any serious non-compliance has the potential to impact on a moderate number of tenants and assets
  • Small-scale development activities, meaning any serious non-compliance has the potential to affect the viability of the provider

NSWALC Housing Ltd Registration

NSWALC Housing Ltd achieved registration as a Tier 2 provider under the National Regulatory Scheme for Community Housing (NRSCH) in February 2020, with the Registrar noting NSWALC Housing Ltd’s aspiration to be a Tier 1 provider once its size and growth metrics allowed.
Image

Extracts Registrar’s Executive Assessment

The New South Wales Aboriginal Land Council (NSWALC) is the State’s Peak Representative Body for Aboriginal Affairs and reports to be the largest member based Aboriginal Organisation in NSW.

NSWALC Objectives include development of land rights for Aboriginal People, pursued in conjunction with the Local Aboriginal Land Council (LALC0 Network.

Historically NSWALC’s involvement in housing has been through the provisions of guidance to members Councils who own properties, or manage on behalf of State Housing Agencies, including the Aboriginal Housing Office.

NSWALC Housing Ltd, is a not-for-profit company limited by guarantee, and is a wholly owned subsidiary of NSWALC established with the aim of achieving registration as a community housing provider under the National Regulatory System for Community Housing (NRSCH).

NSWALC Housing Ltd intends to generate increased housing supply through a broad range of strategies including leasehold subsidies, private rental and development of new stock, and to consolidate management of existing LALC housing where Councils (LALC) have a reduced appetite to coordinate those services.

Image

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Lorem ipsum dolor sit amet, consectetur adipiscing elit. Aliquam dignissim, nisi sit amet finibus egestas, odio orci semper est, vel viverra odio dolor at lectus. Sed quis turpis suscipit, tincidunt massa vitae, vestibulum tellus. Maecenas sollicitudin, risus at fermentum pharetra, lacus arcu dapibus leo, eu ullamcorper ipsum risus eu tellus. Ut non justo massa. Nunc tristique vel arcu id viverra. Cras accumsan nisi ac pretium tincidunt. Suspendisse eu justo id erat consequat ornare. Ut pulvinar erat ac purus scelerisque scelerisque. Praesent erat nisl, placerat sit amet diam a, tincidunt laoreet magna. In non posuere enim, at pretium metus. Suspendisse vitae massa sed massa euismod euismod. Proin efficitur blandit turpis, in tincidunt justo fringilla ac. In hac habitasse platea dictumst. Nulla facilisis odio eu tincidunt pulvinar. Sed sodales arcu vitae scelerisque aliquam. Duis ornare nibh sed mollis egestas. Vivamus et lectus ullamcorper, feugiat lectus in, mollis ligula. Quisque elit elit, auctor eu sollicitudin nec, scelerisque tincidunt elit. Cras lobortis ipsum sed felis maximus placerat. Aliquam massa urna, semper malesuada arcu ut, tristique congue sapien.

NSWALC Housing Limited Registrations

Part A: National Regulatory System for Community Housing (NRSCH)

The National Regulatory System for Community Housing (NRSCH) is a regulatory system designed to contribute to a well governed and managed community housing sector and provide a platform for the ongoing development and viability f the community housing sector across Australia.

Community Housing Providers are organisations that deliver social and affordable housing and associated services to people on very low, low, or moderate incomes. These services are covered by the social and affordable housing policies of government housing (policy/funding) agencies.

Objectives

The key objectives of NRSCH are to:

  • Provide a consistent regulatory environment to support the growth and development of community housing sector
  • Pave the way for future housing product development
  • Reduce the regulatory burden on housing providers working across jurisdictions
  • Provide a level playing filed for providers seeking to entering new jurisdictions

Principles

The principles of good regulation that underpin the NRSCH are that it be applied in ways that are:

  • Proportionate: reflecting the scale and scope of regulated activities Accountable: able to justify regulatory assessments and be subject to scrutiny
  • Consistent: based on standardised information and methods
  • Transparent: avoiding unnecessary rules about how housing providers organise their business and demonstrate compliance
  • Targeted: focused on the core purposes of improve tenant outcomes and protecting vulnerable tenants, protecting government funding and equity, and ensuring investor and partner confidence

Tier 2: Eligibility Requirements

A Registrar may only place a community housing provider in registration Tier 2 if the entity:

  • Is a Body Corporate created through State/Territory or Australian Government Legislation, which are:
    – Companies Limited by shares under the Corporations Act
    – Companies Limited by guarantee under the Corporations Act
    – Corporations incorporated under the Corporations (Aboriginal and Torres Strait Islander Act 2006 (Cth)
    – Co-operatives or incorporated associations under State/Territory Legislation
    – Other Bodies corporate created through other State/Territory or National Legislation (eg a trust which legislation declares to be a Body Corporate)
  • Demonstrates that if it has affiliated entity arrangement it maintains control over activities and decision that impact on its compliance with the National Law
  • Demonstrates it meets the evidence requirements for a Tier 2 provider – as specified in NRSCH Evidence Guide

Tier 2 providers face an intermediate level of performance requirements and regulatory engagement – reflecting the fact that Tier 2 providers are involved in activities that mean they manage a level of risk that s lower then Tier 1 providers but higher than Tier 3 providers based on:

  • Operating at moderate scale, meaning any serious non-compliance has the potential to impact on a moderate number of tenants and assets
  • Small-scale development activities, meaning any serious non-compliance has the potential to affect the viability of the provider

NSWALC Housing Ltd Registration

NSWALC Housing Ltd achieved registration as a Tier 2 provider under the National Regulatory Scheme for Community Housing (NRSCH) in February 2020, with the Registrar noting NSWALC Housing Ltd’s aspiration to be a Tier 1 provider once its size and growth metrics allowed.
Image

Extracts Registrar’s Executive Assessment

The New South Wales Aboriginal Land Council (NSWALC) is the State’s Peak Representative Body for Aboriginal Affairs and reports to be the largest member based Aboriginal Organisation in NSW.

NSWALC Objectives include development of land rights for Aboriginal People, pursued in conjunction with the Local Aboriginal Land Council (LALC0 Network.

Historically NSWALC’s involvement in housing has been through the provisions of guidance to members Councils who own properties, or manage on behalf of State Housing Agencies, including the Aboriginal Housing Office.

NSWALC Housing Ltd, is a not-for-profit company limited by guarantee, and is a wholly owned subsidiary of NSWALC established with the aim of achieving registration as a community housing provider under the National Regulatory System for Community Housing (NRSCH).

NSWALC Housing Ltd intends to generate increased housing supply through a broad range of strategies including leasehold subsidies, private rental and development of new stock, and to consolidate management of existing LALC housing where Councils (LALC) have a reduced appetite to coordinate those services.

Lorem ipsum dolor sit amet, consectetur adipiscing elit.:

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Aliquam dignissim, nisi sit amet finibus egestas, odio orci semper est, vel viverra odio dolor at lectus. Sed quis turpis suscipit, tincidunt massa vitae, vestibulum tellus. Maecenas sollicitudin, risus at fermentum pharetra, lacus arcu dapibus leo, eu ullamcorper ipsum risus eu tellus. Ut non justo massa. Nunc tristique vel arcu id viverra. Cras accumsan nisi ac pretium tincidunt. Suspendisse eu justo id erat consequat ornare. Ut pulvinar erat ac purus scelerisque scelerisque. Praesent erat nisl, placerat sit amet diam a, tincidunt laoreet magna. In non posuere enim, at pretium metus. Suspendisse vitae massa sed massa euismod euismod. Proin efficitur blandit turpis, in tincidunt justo fringilla ac. In hac habitasse platea dictumst. Nulla facilisis odio eu tincidunt pulvinar. Sed sodales arcu vitae scelerisque aliquam. Duis ornare nibh sed mollis egestas. Vivamus et lectus ullamcorper, feugiat lectus in, mollis ligula. Quisque elit elit, auctor eu sollicitudin nec, scelerisque tincidunt elit. Cras lobortis ipsum sed felis maximus placerat. Aliquam massa urna, semper malesuada arcu ut, tristique congue sapien.

Contact

Address

Level 5
33 Argyle St,
Parramatta
NSW 2150

Address

Level 5
33 Argyle St,
Parramatta
NSW 2150