Information Technology

Adam Williams

Chief Information Officer

2025 has been a transformative year for the Information Technology team at Argyle Housing.

With a strong focus on innovation, security, and service delivery, we’ve made significant strides in modernising our systems and enhancing the digital experience for our staff and clients. Our work this year has laid the foundation for a more connected, secure, and responsive organisation.

IT Transformation Project

This year marked a major milestone in our IT Transformation journey. After a thorough evaluation of RFP responses from several leading vendors, we selected a preferred partner to deliver our new Finance and Housing systems. This decision followed months of collaborative workshops, stakeholder interviews, and technical assessments to ensure the chosen solution aligns with Argyle Housing’s strategic goals and operational needs.

We are now nearing completion of the Pre-Implementation Analysis phase. This critical step has allowed us to map our current processes, identify gaps, and validate that the proposed systems will support our future growth. The analysis has also highlighted opportunities to simplify workflows, reduce manual tasks, and improve data accuracy across departments.

The new platforms will enable real-time access to information, more intuitive Client interactions, and streamlined service delivery. Staff will benefit from integrated tools that support collaboration and decision-making, while Clients will enjoy easier access to services through enhanced portals and mobile-friendly interfaces.

Looking ahead, the next 12 months will be focused on finalising our vendor partnership and preparing for implementation. This will involve meticulous planning around data migration, staff training, and service continuity to ensure a smooth transition. We are committed to a phased rollout that prioritises stability, usability, and long-term value.

Cyber Security

Firewall Replacement Project 

Cyber security remains a top priority for Argyle Housing. In response to evolving threats and the increasing reliance on remote work, we undertook a comprehensive firewall replacement project across all eight of our operational sites. This initiative followed a detailed assessment of our existing infrastructure and a market review of modern firewall technologies.

The new firewalls offer advanced threat detection, improved traffic filtering, and robust remote access controls. These upgrades have significantly enhanced our ability to protect sensitive client data, internal communications, and financial systems. The project also included staff training and updated protocols to ensure our team is equipped to respond to potential threats swiftly and effectively.

This investment in cyber security reflects our commitment to maintaining the trust of our clients and partners. It also positions Argyle Housing to meet future compliance requirements and industry standards with confidence.

Community Technology and Security Enhancements

Tolland Community Centre – Public Computer Lab Upgrade 

As part of our ongoing commitment to digital inclusion, we upgraded the public computer lab at the Tolland Community Centre. The lab now features modern desktop computers with high-speed internet access, the latest Microsoft Office suite, and printing capabilities. These resources are available to clients and community members during hub business hours.

This upgrade supports a wide range of needs, from job searching and resume writing to online learning and accessing government services. It also provides a safe and welcoming space for individuals who may not have access to technology at home. Feedback from users has been overwhelmingly positive, with many expressing appreciation for the improved speed, reliability, and ease of use.

We view this initiative as a model for future community technology projects and are exploring similar upgrades at other hubs across our network.

Enhanced Physical Security

Security is essential to creating safe and welcoming environments for our Clients and staff. This year, we introduced a new security standard at the Tolland Community Centre, including swipe card access control and a modern CCTV system. These tools provide comprehensive coverage of the centre and its surroundings, helping us protect the facility, its visitors, and vehicles in the adjacent car park.

The system is centrally managed by our IT team and includes remote monitoring capabilities, secure data storage, and automated alerts. It also supports incident response and reporting, helping us maintain a proactive approach to safety.
Tolland is the first of several locations that will benefit from this enhanced security framework. We are currently planning similar implementations at other sites, with a focus on consistency, reliability, and community reassurance.

Looking Forward

As we move into 2026, our focus will be on delivering the next phase of our IT Transformation project, continuing to strengthen our cyber security posture, and expanding our community technology initiatives. We are excited about the opportunities ahead and remain committed to using technology to support our people, our Clients, and our purpose.

We thank our staff, partners, and community members for their support and collaboration throughout this journey. Together, we are building a smarter, safer, and more connected future for everyone who engages with Argyle Housing.

Marketing

Scott Dunstan

Head of Marketing

The 2024–2025 financial year marked a transformative period for Argyle Housing’s Marketing and Communications function.

Guided by our core value of  Respect and the strategic direction outlined in the Communications Strategy, the Marketing Team focused on strengthening our brand identity, deepening community engagement, and enhancing our digital presence across platforms.

This year, we made significant strides in aligning our messaging with our mission to provide safe, affordable housing and build stronger, more inclusive communities. Our communications were shaped by a clear and consistent brand voice – one that is warm, authentic, and grounded in empathy. We prioritised storytelling, transparency, and accessibility to ensure our messages resonated with the diverse audiences we serve.

Our social media strategy delivered measurable results. We saw growth across all platforms, with Instagram followers increasing by 46%, Facebook impressions more than doubling, and LinkedIn engagement rising steadily. We also retired our X (formerly Twitter) account to focus on platforms that better align with our audience and engagement goals. These efforts contributed to a 6% increase in website traffic from social media and a notable improvement in community sentiment and interaction.

We also launched new content initiatives, including themed content pillars; Promote, Educate, Inspire, and Entertain – which guided our storytelling and campaign planning. Our newsletters, blog posts, and community updates reflected our commitment to clarity, relevance, and value. We also strengthened our SEO and email marketing strategies, ensuring our communications were not only engaging but also discoverable and impactful.

In addition to digital engagement, we supported internal communications, stakeholder relations, and community outreach. From Board updates and staff announcements to client testimonials and local partnerships, our team played a central role in amplifying Argyle Housing’s voice and purpose.

Looking ahead, we are committed to building on this momentum. Our focus will remain on deepening relationships with our community, refining our digital strategy, and continuing to position Argyle Housing as a trusted, respected leader in the community housing sector.

Marketing Team Structure and Roles

Scott Dunstan – Head of Marketing 

Scott leads the Marketing Team with strategic oversight and vision. With extensive experience in brand development, stakeholder engagement, and integrated communications, Scott ensures that all marketing initiatives align with Argyle Housing’s strategic pillars and organisational values. His leadership has been instrumental in driving innovation, strengthening partnerships, and positioning Argyle Housing as a trusted voice in the community housing sector.

Key responsibilities:

• Strategic marketing planning and execution
• Brand management and visual identity
• Oversight of digital and traditional media campaigns
  Stakeholder and media relations
• Crisis communications and reputation management

Jinsung Jung

Marketing & Communications Officer

Jinsung is responsible for the day-to-day execution of marketing and communications activities. He has been central to the development and implementation of the 2025 Communications Strategy, ensuring that Argyle Housing’s messaging is consistent, accessible, and aligned with our brand voice.

Key responsibilities:

• Content creation and campaign coordination
• Social media management and analytics
• Internal communications and staff engagement
• Regional newsletter and publication development
• Website content and SEO optimisation

Olivia Romano

Communications & Marketing Assistant

Initially joining the team to cover Jinsung’s parental leave, Olivia quickly demonstrated her value through her creativity, responsiveness, and digital fluency. She has since been appointed to a permanent full-time role, with a focus on enhancing Argyle Housing’s social media presence and supporting broader communications initiatives.

Key responsibilities:

• Social media content creation and scheduling
• Community engagement and digital storytelling
• Graphic design and visual content support
• Event promotion and campaign support

Team Achievements 2024–2025

• Successfully implemented a multi-platform content strategy based on the pillars: Promote, Educate, Inspire, and Entertain
• Achieved significant growth in social media engagement and follower numbers across Facebook, Instagram, and LinkedIn
• Delivered consistent internal and external communications, including newsletters, staff updates, and community campaigns
• Strengthened brand visibility through storytelling, client testimonials, and community-focused content
• Supported crisis communications and reputation management with timely, respectful, and transparent messaging

Social Media Performance Report

Reporting Period: 1 July 2024 – 23 June 2025 

The 2024–2025 reporting year marked a period of transformation and strategic refinement for Argyle Housing’s social media presence. With a growing audience and evolving digital landscape, the Marketing Team focused on not only increasing reach but also enhancing the quality and relevance of our content.

Audience Growth and Content Output
We achieved a 23.8% increase in total audience, reaching 4,215 followers across our platforms. This growth was supported by a consistent publishing schedule, with 755 posts shared throughout the year – an increase of 17.8% from the previous period. This volume reflects our commitment to maintaining a visible and active presence in the digital space.

Content Strategy Evolution
Throughout the year, the team undertook a comprehensive review of our content types and performance. We shifted from predominantly static informational posts to a more dynamic mix that included:

• Client testimonials and lived experiences
• Behind-the-scenes staff highlights
  Short-form video content
• Interactive posts such as polls and Q&As
• Community event coverage

This shift was driven by a desire to humanise our brand, foster deeper engagement, and reflect the real stories of the people and communities we serve.

Performance and Engagement

Our efforts yielded strong results:

• 497,056 total impressions (up 9.5%)
• 26,804 total engagements (up 11.1%)
• 5.4% engagement rate per impression
• 41,185 video views (a remarkable 374.5% increase)

These metrics demonstrate that our audience is not only growing but also interacting more meaningfully with our content. The significant rise in video views, in particular, highlights the effectiveness of visual storytelling in capturing attention and building emotional connection.

Team Reflection and Continuous Improvement

Behind every post, video, and story shared this year was a team deeply committed to connecting with our community in meaningful ways. Led by Scott Dunstan, with the creative drive of Jinsung Jung and the fresh energy of  Olivia Romano, the Marketing Team approached this year with curiosity, care, and a genuine desire to do better.

We didn’t just look at numbers, we looked at people. Every comment, like, and share was a sign that someone felt seen, heard, or inspired. That mattered to us. It shaped how we told stories, how we celebrated our clients, and how we showed up online.

Weekly check-ins became moments of reflection: What resonated? What felt flat? What could we do differently? These conversations helped us evolve our content—from static updates to vibrant, human-centred storytelling. We leaned into video, embraced behind-the-scenes moments, and invited our community to be part of the conversation.

Olivia’s transition into a full-time role was a highlight. Her passion for storytelling and her ability to capture the everyday magic of Argyle Housing brought a new dimension to our digital presence. Whether it was a resident’s success story or a quiet moment of community connection, Olivia helped us share it with warmth and authenticity.

As we look ahead, we carry forward not just the lessons from our analytics, but the stories, voices, and relationships that made this year so impactful. Our social media is more than a platform, it’s a window into the heart of Argyle Housing.

Media Coverage and Public Relations

While traditional media coverage was limited, Argyle Housing maintained a strong presence through:

• Local community features in newsletters and council bulletins
• Mentions in sector-specific publications related to affordable housing and community development
• Participation in housing forums and conferences, where Argyle Housing was recognised as a Tier 1 provider and contributor to housing policy discussions
• The team also supported internal media releases and announcements, including:
• Project completions (e.g., Dave Taylor Park upgrade)
• Community events and housing initiatives
• Staff appointments and leadership transitions

Please see our website NEWS section for all media coverage.

Future Focus

As we look ahead to the 2025–2026 reporting year, the Marketing Team at Argyle Housing is energised by the momentum we’ve built and the lessons we’ve learned. Our focus is clear: to deepen our connection with the communities we serve, amplify the voices of our clients, and continue to position Argyle Housing as a trusted, values-driven leader in the community housing sector.

Key Priorities for the Year Ahead

Elevating Storytelling
We will continue to centre our clients and staff in our storytelling, using video, photography, and written narratives to highlight the real impact of our work. These stories will not only inform but inspire, helping to break down stigma and build empathy around housing insecurity.

Expanding Digital Reach
With strong growth across our social media platforms, we aim to explore new channels and formats—such as short-form video, live Q&As, and podcast-style interviews—to reach broader and more diverse audiences.

Data-Driven Content Strategy
We will invest in deeper analytics to better understand what content resonates most with our audience. This insight will guide our content planning, ensuring that every post, campaign, and message is purposeful and impactful.

Community-Led Campaigns
We plan to co-design campaigns with our residents and local partners, ensuring our messaging reflects lived experience and local context. This participatory approach will help us build trust and relevance in every region we serve.

Website and SEO Enhancements
We will continue to optimise our website for accessibility, mobile responsiveness, and search engine visibility. Our goal is to make it easier for people to find us, learn about our services, and take action.

Internal Communications and Culture
We recognise that strong internal communication is the foundation of a connected, motivated team. We will enhance our internal messaging tools and celebrate the contributions of staff across the organisation.

Crisis Preparedness and Brand Resilience
Building on our crisis communications framework, we will conduct scenario planning and training to ensure we are ready to respond swiftly and sensitively to any reputational challenges.

Effects of Climate Change

Climate Change and Community Housing in NSW and ACT

Climate change presents a growing challenge to the community housing sector in Australia. For Argyle Housing, understanding and preparing for these impacts is essential to maintaining safe, affordable, and resilient housing across New South Wales and the Australian Capital Territory. Rising temperatures, more frequent extreme weather events, and increasing energy costs are placing pressure on housing infrastructure and client wellbeing.

Argyle Housing is engaging with the broader sector movement, including the guidance of the Community Housing Industry Association (CHIA) and PowerHousing Australia, which advocate for climate resilience, energy efficiency, and net-zero emissions targets across community housing portfolios. We are considering how these frameworks may inform our future planning and operations.

Environmental Sustainability and Sector Collaboration

Argyle Housing is exploring a range of sustainability practices that reflect sector best practice. These may include:

• Using low-emission and recycled building materials
• Incorporating passive design principles in new builds
• Partnering with local councils and energy providers to deliver solar and battery solutions

Climate Risk and Organisational Response

Argyle Housing is in the early stages of considering how climate risk assessments could be integrated into asset management and financial planning. We recognise the importance of identifying vulnerable properties and exploring ways to improve resilience against heatwaves, floods, and bushfires. Future assessments may be informed by CHIA’s Climate Risk Readiness Report and the NSW Climate Change Adaptation Action Plan 2025–2029, which outlines a whole-of-government approach to building climate resilience.

Looking ahead, Argyle Housing will explore opportunities to align with net-zero targets by:

• Considering how decarbonisation goals could be embedded into strategic planning
• Investigating funding sources to support energy upgrades
• Engaging Clients in sustainability education and awareness initiatives

Governance and Performance Metrics

Climate-related governance is being considered across Argyle Housing’s operations. Our board is aware of the importance of sustainability initiatives, and we are looking at how climate risk and resilience planning could be supported through future governance structures.

Risk Identification and Management

Argyle Housing is beginning to explore processes for identifying and managing climate-related risks. We aim to collaborate with Clients, local councils, and industry experts to better understand evolving climate scenarios and their potential impacts. These insights will help inform future strategic decisions and prepare for regulatory changes such as minimum energy standards for rental properties and mandatory efficiency disclosures.

Conclusion

Argyle Housing is committed to supporting sector-wide efforts to address climate change. By engaging with CHIA, PowerHousing Australia, and observing the direction of Homes NSW, and learning from peer organisations, we are preparing to contribute to a future where community housing is not only affordable but also environmentally responsible and climate-aware.

Sustainability Initiatives

Environmental, Social and Governance (ESG) Report 2025

Argyle Housing has taken meaningful steps in 2025 to develop a comprehensive ESG strategy that reflects our values and our long-term commitment to sustainability, equity and ethical governance. This year marked the beginning of a structured journey toward embedding ESG principles into every layer of our organisation.

ESG Planning and Strategy 

We began by engaging experienced consultants to guide us through the early stages of ESG planning. Their insights helped us identify key focus areas and align our approach with both national and international best practices. We also participated in sector-wide forums and working groups, ensuring our voice contributed to the broader conversation about what ESG should look like in the community housing sector.

Internally, we invested in staff training to build awareness and capability across the organisation. From frontline teams to senior leadership, we are working to ensure that everyone understands the role they play in advancing our ESG goals. This shared understanding is essential as we move toward a more integrated and accountable model of service delivery.

Our approach is grounded in respect – for our clients, for the environment and for the communities we serve. We believe that ESG is not just a compliance exercise but a reflection of who we are and what we stand for. It is about making thoughtful decisions today that will create a more sustainable and inclusive tomorrow.

Looking ahead, we are committed to building a framework that is both practical and aspirational. One that allows us to measure our impact, learn from our challenges and celebrate our progress. This is just the beginning, and we are proud to be taking these first steps with purpose and integrity.

CHIA Involvement

We are proud to be a registered supporter and funder of the CHIA National ESG Standards and Regulations. This initiative represents a significant step forward for the community housing sector, and Argyle Housing is honoured to be part of its foundation.

As a community housing provider and early investor in the program, we have actively contributed to the development of sector-wide benchmarks that promote transparency, accountability and measurable social impact. Our involvement has gone beyond financial support—we have participated in consultation sessions, shared insights from our own operations and helped shape the practical tools that will guide ESG implementation across the sector.

Being part of this national initiative has allowed us to align our internal practices with emerging best practices and regulatory expectations. It has also given us the opportunity to learn from our peers, collaborate with sector leaders and ensure that our ESG journey is informed by both lived experience and expert guidance.

Importantly, our partnership with CHIA reflects our belief that ESG is not just about compliance, it is about leadership. It is about setting a standard that others can follow and creating a shared language for impact that resonates with funders, regulators, clients and the broader community.

We see this work as a long-term investment in the future of community housing. It is about building a stronger, more resilient sector that can respond to the challenges of today while preparing for the opportunities of tomorrow.

Board-Level Engagement

At the governance level, our Board has taken a proactive and thoughtful role in shaping the direction of our ESG journey. Recognising that environmental, social and governance considerations are not just operational matters but strategic imperatives, the Board has committed to embedding ESG into the core of how we lead, plan and make decisions.

Throughout the year, the Board has engaged in dedicated ESG discussions, reviewed sector developments and participated in early planning for our adaptation strategy. This strategy is designed to ensure that ESG principles are not treated as a separate stream of work but are fully integrated into our governance framework. It is about making ESG part of our DNA, something that informs every policy, every investment and every conversation at the leadership table.

The Board’s oversight extends across three key areas: environmental performance, social responsibility and ethical governance. This includes monitoring our environmental footprint, ensuring that our services are inclusive and equitable, and upholding the highest standards of transparency and accountability.

Importantly, the Board has also recognised the need to build capability in this space. Directors have engaged in ESG training and are committed to ongoing learning to ensure they are well equipped to guide the organisation through a changing regulatory and social landscape.

This level of engagement reflects a deep understanding that good governance is not just about compliance, it is about stewardship. It is about ensuring that Argyle Housing continues to serve its communities with integrity, foresight and respect for the people and places we impact.

System Development and Data Harvesting

To support our ESG goals, we have begun building the internal systems and processes needed to collect, manage and report on the data that matters most. This work is foundational to our ability to track progress, demonstrate impact and make informed decisions that align with our values.

We started by identifying the key metrics that reflect our environmental, social and governance performance. These include indicators such as energy efficiency across our housing stock, Client wellbeing outcomes, diversity and inclusion measures, and governance transparency. By defining what we want to measure, we are setting the stage for meaningful reporting and continuous improvement.

Improving data quality has also been a priority. We are reviewing existing data sources, addressing gaps and inconsistencies, and working to ensure that the information we collect is accurate, timely and relevant. This includes training staff on data entry and management, as well as refining our internal workflows to support better data capture.

In parallel, we are investing in the infrastructure needed to support this work. This includes upgrading our digital systems, integrating ESG tracking into our broader reporting platforms and exploring tools that can help us visualise and analyse our performance over time. These systems will not only support compliance and reporting but will also help us tell our story more effectively, both internally and to our stakeholders.

We recognise that good data is not just about numbers. It is about insight. It is about understanding where we are doing well, where we need to improve and how we can better serve our communities. As we continue to develop our ESG systems, we are committed to using data not just to report, but to learn, adapt and grow.

Challenges with Housing Stock

One of the ongoing challenges Argyle Housing faces in our ESG journey is the variation in the quality and condition of the housing stock across our portfolio. This is a reality that many community housing providers share, but it is one that we are committed to addressing with honesty, care and long-term thinking.

The properties that Argyle Housing owns have been built or acquired to meet more contemporary standards. These homes are generally more energy efficient, accessible and easier to maintain. However, a significant portion of our portfolio includes older properties that we manage on behalf of Homes NSW. These homes, while still providing essential shelter, often fall short of modern environmental and design expectations.

This variation creates complexity when it comes to measuring and improving our environmental performance. For example, it is difficult to apply a single benchmark for energy use or emissions reduction when the baseline varies so widely between properties. It also presents challenges in terms of Client comfort, maintenance costs and long-term planning.

We are not shying away from these challenges. Instead, we are approaching them with a spirit of collaboration and continuous improvement. We are working closely with our partners, including Homes NSW, to advocate for targeted upgrades and retrofitting programs. We are also exploring innovative solutions that can be applied across different types of housing, such as solar installations, insulation improvements and water-saving technologies.

At the same time, we are using what we learn from managing this diverse portfolio to inform our future acquisitions and developments. Every insight helps us make better decisions about the kinds of homes we want to build, buy and manage in the years ahead.

Looking forward, Argyle Housing remains committed to building a robust ESG framework that reflects who we are and what we stand for. We know that the path to sustainability is not always straightforward, especially in a sector where resources are limited and needs are great. But we also know that progress is possible when we lead with respect, listen to our communities and stay focused on the future we want to create.

Community Housing Energy Performance Grant

In 2025, Argyle Housing entered into a funding deed with the NSW Department of Climate Change, Energy, the Environment and Water to deliver energy efficiency upgrades across 341 social housing properties under the Community Housing Energy Performance (CHEP) Grant.

Purpose and Impact 

The CHEP Grant supports the installation of energy-efficient technologies to improve comfort, reduce energy bills and enhance sustainability for Clients in social housing. This aligns with Argyle Housing’s commitment to delivering safe, affordable and environmentally responsible homes.

Project Scope

Governance and Compliance

Argyle Housing is responsible for ensuring all installations meet Australian standards, comply with WHS legislation and are delivered by qualified suppliers. The project is subject to rigorous reporting, auditing and risk management protocols to ensure transparency and accountability.

Alignment with Argyle Housing’s ESG Commitments

Environmental
The CHEP Grant directly supports Argyle Housing’s environmental goals by enabling the installation of energy-efficient technologies across 341 social housing properties. These upgrades, such as rooftop solar, heat pump hot water systems, LED lighting and insulation, reduce greenhouse gas emissions, lower energy consumption and contribute to a more sustainable housing portfolio. This initiative reflects our commitment to environmental stewardship and climate resilience in the communities we serve.

Social 
At the heart of this project is the wellbeing of our tenants. By improving thermal comfort and reducing energy bills, the CHEP Grant enhances the quality of life for residents, many of whom are on low incomes. The project also includes a tenant engagement plan to ensure respectful communication, informed consent and transparency throughout the upgrade process. This aligns with our social mission to provide safe, affordable and dignified housing that supports thriving communities.

Governance 
The project is governed by a robust funding deed that includes clear milestones, reporting obligations, risk management protocols and compliance with WHS and privacy legislation. Argyle Housing is accountable for the responsible use of public funds and is committed to transparency, ethical procurement and continuous improvement. This reflects our strong governance framework and our dedication to integrity and accountability in all operations.

Looking Ahead

This grant represents a significant investment in the wellbeing of our Clients and the sustainability of our housing portfolio. By reducing energy costs and improving living conditions, the CHEP project supports our mission to create thriving communities through quality housing.

Chief Finance Officer

Kathryn Dale (Acting)

Chief Finance Officer

Finance Overview 2025

The 2025 financial year marked a period of growth, transition, and continued excellence for the Finance Team at Argyle Housing.

Amidst a landscape of property acquisitions, development initiatives, and strategic planning, the team demonstrated resilience and adaptability. The year concluded with a significant leadership transition, and through it all, our Finance Team upheld the highest standards of professionalism and accountability. Their efforts ensured another year of strong financial stewardship and meaningful contributions to Argyle Housing’s mission.

Throughout the year, the Finance Team remained steadfast in upholding Argyle Housing’s core value of Respect – respect for our Clients, our partners, our colleagues, and the communities we serve. This value guided our financial decision-making, ensuring that every dollar was managed with integrity, transparency, and a deep sense of responsibility.

We continued to strengthen our financial systems and reporting frameworks, enabling more timely and accurate insights to support operational and strategic planning. Our commitment to continuous improvement saw the successful rollout of new budgeting tools and enhanced financial dashboards, empowering teams across the organisation with greater visibility and control over their resources.

In collaboration with our development and property teams, Finance played a pivotal role in securing funding for several key housing projects, ensuring that financial planning aligned with our mission to provide safe, affordable, and sustainable housing. These efforts were underpinned by respectful engagement with stakeholders, including government agencies, financial institutions, and community partners.

The transition in leadership within the Finance Team was managed with care and professionalism, reflecting our respect for continuity, institutional knowledge, and the contributions of all team members. We extend our sincere thanks to Mark Woodward, who concluded his tenure as Chief Financial Officer with distinction. During the interim period, Kathryn Dale provided steady and capable leadership as Acting CFO. We are pleased to welcome Carolyn Perry as our new Chief Financial Officer, bringing with her a wealth of experience and a strong commitment to our values and mission.

Looking ahead, the Finance Team remains committed to supporting Argyle Housing’s long-term sustainability and growth. We will continue to foster a culture of respect and accountability, ensuring that our financial practices not only meet compliance standards but also reflect the values that define who we are.

Key Achievements

Core finance functions 
Our work this year has been guided by our commitment to transparency, accountability and the value of Respect which underpins every decision we make. Respect for our Clients, our partners and each other has shaped how we manage resources and plan for the future.

Our focus has remained on ensuring Argyle Housing is financially resilient and well positioned within a sound risk management framework. The team has worked across the organisation to support strategic goals and deliver outcomes that reflect our mission to provide safe and affordable housing.

Cash Flow Management 
We maintained a disciplined approach to cash flow forecasting which supported our development pipeline and recent property acquisitions. This ensured we had sufficient liquidity to meet our obligations while also maximising interest income through careful management of cash and term deposits.

Budget Planning 
The 2025 annual budget was developed through close collaboration across all business areas and was approved by the Board in May 2025. This process aligned our financial planning with strategic priorities and reinforced our focus on sustainability, value for money and efficient use of resources.

Finance and Housing System Procurement 
We made significant progress in procuring a new finance and housing system. The Finance Team played a central role in defining user requirements to ensure the system will meet both operational and reporting needs. This work will support better decision making and improve service delivery across the organisation.

Leased Asset Reporting 
Our team continued to manage the financial reporting of approximately 450 individual lease agreements. These leases were valued at 20 million dollars as of 31 May 2025. This work was carried out in full compliance with Australian Accounting Standards and required ongoing diligence due to the frequent turnover of leases in our portfolio.

Property Valuations 
We worked closely with independent valuers to ensure our property valuations were accurate and compliant with accounting standards. Our investment property portfolio now exceeds 200 million dollars. This strong asset base provides a solid foundation to support future growth and investment.

Insurance Renewal 
In March, we successfully renewed our property insurance policy through our broker Gallaghers. This was achieved in a challenging insurance market and required careful balancing of cost and risk. We extend our thanks to Nicole Darren and Paul at Gallaghers for their support in securing a positive outcome for Argyle Housing.

Projects and Acquisitions

In addition to our core financial responsibilities, the Finance Team has played a key role in supporting a number of strategic projects, investments and stakeholder partnerships throughout 2025. These initiatives reflect our commitment to sustainable growth and our ongoing focus on delivering safe and affordable housing to the communities we serve.

Tolland ISL Project 
In October Argyle Housing was named a preferred applicant under the Federal Government’s Housing Australia Future Fund. Following a strategic review the Executive Team and Board made the decision to defer the Tolland ISL Project. This decision was made with care and consideration and the project remains under review for future funding opportunities.

Stakeholder Engagement 
We continued to strengthen our relationship with Housing Australia which remains a vital funding partner. Their support through a twelve-million-dollar loan facility established in 2020 has enabled Argyle Housing to pursue key housing initiatives and expand our impact.

Property Acquisitions 
This year we acquired seventeen new dwellings to support our social and affordable housing portfolio. These acquisitions represent a total investment of 9.265 million dollars. Funding was secured through the New South Wales Government’s Together Home Transition Program and our existing loan facility with Housing Australia.

Development Projects 
Progress continued on several important developments in Griffith. Construction is ongoing at the Wakaden Street Townhouses and the new Community Hub. In April we successfully completed and handed over the Dave Taylor Park upgrade to Griffith Council. These projects are a testament to our collaborative approach and our commitment to building stronger communities.

Team and Leadership Changes

This year brought important changes to the leadership of our Finance Team, and with those changes came new opportunities for growth, collaboration and renewal. Throughout the transition, our team remained focused, resilient and committed to delivering high standards of service and accountability.

Leadership Transition 
In March we farewelled Mark Woodward, our Chief Financial Officer. We thank Mark for his valuable contributions and wish him every success in his future endeavours. In June we welcomed Carolyn Perry as our new CFO. Carolyn brings a wealth of experience in financial leadership across the health, community services and financial services sectors. Her appointment marks an exciting new chapter for the Finance Team.

Interim Leadership 
During the transition period Finance Manager Kate Dale stepped into the role of Acting CFO. Kate provided steady and capable leadership, guiding the team through the annual budget process and a successful interim audit. Her efforts ensured continuity and confidence during a time of change.

Team Contributions 
Our Finance Team has continued to demonstrate professionalism, dedication and a strong alignment with Argyle Housing’s values. We acknowledge the outstanding contributions of Mark Wood, Michele Ward, Renu Naidu, Roxanne Flanigan, Eduard Anzures, Wendy McIntosh and Joy Schofield. Each team member has played a vital role in supporting our financial operations and strengthening our organisational capability.

With our team now at full strength we are well positioned to enhance our systems, improve efficiency and support the broader organisation in achieving strong financial outcomes and sustainable growth.

Financial Report

For full transparency and detailed oversight of our financial position, the complete Financial Report is available for download as part of the Annual Report FY 2024 – 2025. This report outlines our audited performance, funding sources, operational expenditure, and the continued investment in housing and community support initiatives.

You can access the financial report here

Board Members

Argyle Housing is guided by a dedicated Board of Directors whose collective wisdom, diverse expertise and unwavering commitment shape the strategic direction of our organisation.

Each director brings a unique perspective, grounded in experience and a shared belief in the power of housing to transform lives. Their leadership is anchored in the value of Respect – for the people we serve, for each other and for the communities we are privileged to support.

Our Board’s role is not only to govern but to inspire. With a clear focus on accountability, transparency and long-term sustainability, they ensure that every decision reflects our purpose and values. Their guidance empowers our Chief Executive Officer and Executive Team to lead with clarity and compassion, translating strategy into action with purpose and care.

Together, our leaders and staff form a united front – driven by empathy, professionalism and a deep respect for the individuals and families who rely on us. Every member of the Argyle Housing team contributes to a culture where respect is not just a principle but a daily practice. It is evident in the way we listen, the way we serve and the way we build trust with our clients, partners and stakeholders.

Under this strong and values-led governance, Argyle Housing continues to deliver on its promise: to provide safe, secure and affordable homes, and to foster communities where people feel seen, supported and empowered. With every step forward, we honour the dignity of those we serve and reaffirm our commitment to housing as a foundation for opportunity and wellbeing.

Board Sub-Committees Overview

Argyle Housing’s governance framework is supported by three dedicated Board sub-committees, each with a clear mandate to oversee key areas of strategic and operational importance. These committees ensure robust oversight, informed decision-making and alignment with Argyle’s values and regulatory obligations.

Audit and Risk Committee (ARC) 
The ARC supports the Board in overseeing financial reporting, risk management, compliance and internal controls. It reviews financial statements, monitors internal and external audits, and evaluates the effectiveness of risk frameworks. The ARC meets at least four times annually and plays a critical role in ensuring transparency and accountability across the organisation.

Assets, Acquisitions and New Business Committee (AANBC)
The AANBC advises the Board on asset management, property acquisitions and development strategies. It reviews the structure of Argyle Housing’s property portfolio, monitors funding utilisation and explores innovative asset solutions. The committee meets quarterly and contributes to the long-term sustainability and growth of Argyle Housing’s portfolio.

Nominations, Remuneration and Governance Committee (NRGC) 
The NRGC oversees Board and executive appointments, succession planning, remuneration policies and corporate governance. It ensures alignment with Argyle Housing’s strategic objectives and values, supports diversity and capability on the Board, and monitors compliance with governance standards. The NRGC meets at least twice per year.

Board Charter

The Board of Argyle Housing is entrusted with the strategic oversight and governance of the organisation. Its Charter defines the Board’s role in ensuring that Argyle Housing remains aligned with its mission to provide safe, secure and affordable housing.

Key responsibilities of the Board include: 

Strategic Direction: Defining the purpose of the organisation and setting its long-term strategic goals, including oversight of performance against Argyle Housing’s Strategic Pillars.
Governance and Oversight: Ensuring strong corporate governance, approving budgets and financial statements, and monitoring compliance with legal and regulatory obligations.
Risk Management: Determining the organisation’s risk appetite and overseeing the risk management framework, including internal controls and audit functions.
Leadership and Culture: Appointing and evaluating the Chief Executive Officer, supporting succession planning, and fostering a values-driven culture.
Stakeholder Engagement: Acting as a bridge between Argyle Housing and its stakeholders, ensuring transparency and accountability in all operations.

The Board operates under the Constitution adopted in 2018 and is supported by a suite of sub-committees to ensure focused oversight across key areas such as audit, risk, governance, remuneration and asset management.

Board of Directors

Yvette Pietsch

Chair of the Board

Qualifications: BBus (Accounting); Master Tax Law; Fellow Chartered Accountant; Certified Tax Advisor; MAICD.

Special Responsibilities: Member, Audit & Risk Committee; and Member, Nominations, Remuneration & Governance Committee; and Member, Assets, Acquisition & New Business Committee.

Experience: Yvette has over 25 years of experience in public practice as a Chartered Accountant, working with private groups and not-for-profit organisations.

Yvette is currently an independent member of the Governance, Audit & Risk Committee for Shellharbour City Council, and was previously a Trustee and Deputy Chair of Centennial Park & Moore Park Trust and a member of NSW Council for Women’s Economic Opportunity. Yvette has extensive experience in financial and risk management, corporate governance, business operations and commercial management.

Yvette was appointed to the Argyle Housing Board on 1 January 2018.

Julian Sawicki

Chair, ARC

Qualifications: Bachelor of Economics; Chartered Accountant; Fellow Australian Institute of Company Directors.

Special Responsibilities: Member, Audit & Risk Committee; and Member, Nominations, Remuneration & Governance Committee.

Experience: Julian Sawicki has a 25-year career in executive management and is a member of the boards. This experience covers financial management, strategic planning, risk management, human resources and culture, quality, and compliance with a strong understanding of board governance principles arising from the completion of the Company Directors course via the Australian Institute of Company Directors.

Julian’s passion for community services is reflected in his senior and Chief Executive roles with values-based organisations providing a wide range of community and personal support services throughout South Australia. His experience in community housing policy and practice arises from significant involvement with community housing companies such as Westside Housing and Unity Housing. This practical experience coupled with knowledge of government policy adds to his board experience in the superannuation, community services, community housing, and disability services sectors.

Julian believes that access to safe, secure, and affordable housing is essential for a fair community if its members are to participate fully in the life of their community.

Julian was appointed to the Argyle Housing Board on 1 May 2019.

Chris Martin

Board Member

Qualifications: Master of Commerce (Valuation), with Distinction; Graduate Diploma in Property Investment; Advanced Certificate in Real Estate; Graduate of the Australian Institute of Company Directors.

Special Responsibilities: Member, Assets, Acquisition & New Business Committee; and Member, Audit & Risk Committee.

Experience: Christopher has 37 years of broad-ranging experience in the property industry, covering property funds management (both listed and unlisted); property and asset management; property investment (including acquisition and divestment); property development; project management; financing and financial management; marketing; sustainability; and corporate governance and compliance. He has experience both on-shore (Australia) and offshore (as Regional Head of Asset Management for Asia-Pacific, based in Singapore, with LaSalle Investment Management).

During his career, Christopher also has held senior roles with GPT Group, Lendlease, BT Funds Management / Principal Financial Group, Colliers International, Jones Lang Wootton (now JLL) and, early in his career, in the Commonwealth and New South Wales governments. Christopher is a non-executive director of Harbison Memorial Retirement Village and is Chair of Harbison’s Built Environment & Development Committee and a member of the Finance & Audit Committee. Immediately prior to his retirement from his executive career in 2020, Chris was managing director of Pindari Capital, a funds management company wholly owned by Mulpha Australia.

Chris was appointed to the Argyle Housing Board on 1 January 2018.

Tracey Wadsworth

Chair, AANBC

Qualifications: Associate Diploma in Business (Valuation); Graduate of the Australian Institute of Company Directors.

Special Responsibilities: Member, Assets, Acquisition & New Business Committee; and Member, Audit & Risk Committee.

Experience: Tracey has over 25 years in the property and finance sectors in strategic property and financial advisory, development and project management as well as asset and property management.  Tracey has held senior executive positions in both the public and private sector nationally and internationally this has included Landcom, Royal Bank of Scotland, CRI and Tamaki Regeneration Company.

Throughout this time, Tracey has been involved in a number of large scale social and urban renewal projects including most recently the Tamaki Regeneration Programme in Auckland, New Zealand.  This is the largest social regeneration project in New Zealand seeking to improve the social and economic well-being of a key area of Auckland.

Tracey’s property and commercial background is coupled with a strong understanding of the social and community housing sector.

Tracey was appointed to the Argyle Housing Board on 1 May 2019.

Robert Mulcahy

Chair, NRGC

Qualifications: B.Bus (Acct/Fin) (UTS); Master of Business Administration (AGSM); Fellow CPA Australia; Graduate of the Australian Institute of Company Directors.

Special Responsibilities: Member, Nominations, Remuneration & Governance Committee.

Experience: Robert has over 30 years of senior executive experience in financial services and for purposes sectors nationally and internationally. Initial responsibilities were focused on financial matters and has transitioned towards general management including strategic planning, operational excellence, business development and risk identification and mitigation. Appointments over this period include significant roles at Westpac, Toyota Finance and Uniting.

Robert has been directly responsible for innovative social and financial transactions including the NEWPIN Social Impact Bond and the Foyer Central Youth Accommodation initiative. Robert’s financial services background is complemented by a strong understanding of the social and community housing sector, in particular with regional locations, especially in First Australian communities.

Prior Board appointments have been undertaken in financial services, community housing, disability accommodation, family support and youth services.

Robert was appointed to the Argyle Housing Board on 1 January 2021.

Jeanette Brooks

Board Member

Qualifications: Bachelor of Business (Management and Information Systems) (Charles Sturt University); Graduate Certificate Management (Coaching) (University of Wollongong) Graduate of the Australian Institute of Company Directors (GAICD); Fellow Governance Institute Australia (FGIA).

Special Responsibilities: Member, Assets, Acquisitions & New Business Committee; and Member, Audit & Risk Committee.

Experience: Jeanette is an accomplished Non-Executive Director and Senior Executive with over 20 years of experience across a range of public, private and not-for-profit sectors including Banking, Aged Care, Retirement Living, Education and Disability Services.

With broad commercial experience, Jeanette has led multiple business functions and brings a diverse range of skills, knowledge and expertise in marketing and product development, digital technologies, health services, property management, risk management and corporate governance.

Jeanette was appointed to the board in April 2023.

Troy Pietsch

Board Member

Qualifications: Diploma Legal Tranby Aboriginal College, Diploma Agriculture Murrumbidgee College

Special Responsibilities: Member, Nominations, Remuneration and Governance Committee; and Member, Assets, Acquisitions & New Business Committee.

Experience: Troy is an inspiring and dedicated leader with a mission to create equitable and sustainable living environments and communities. He believes that everyone deserves access to the same resources, regardless of their backgrounds or lifestyles. With this goal in mind, Troy recently joined the Argyle Housing Board to help provide an invaluable service to members of his community. His highly regarded experience with Marathon Health Australia, and NSW Public Service roles in Police, Juvenile Justice, Courts, Health and currently with the Department of Education, has provided him with valuable insight into the Argyle Housing Board’s core values. Troy’s optimistic outlook and community-driven spirit make him an asset to the Argyle Housing Board.