Acknowledgement of Country

Argyle Housing acknowledges the Traditional Owners of Country throughout Australia and recognises their continuing connection to lands, waters, and communities.

We pay our respect to Aboriginal and Torres Strait Islander cultures, and to Elders both past and present.

We are committed to our reconciliation journey, because at its heart, reconciliation is about strengthening relationships between Aboriginal and non-Aboriginal peoples, for the benefit of all Australians.

Aboriginal and Torres Strait Islander peoples should be aware that this website may contain images or names of people who have since passed away.

Purpose of this Report

Argyle Community Housing Limited (Argyle Housing) is proud to present our Annual Report for the 2024–25 financial year.

This report offers a comprehensive overview of our operational and financial performance, highlighting the progress we’ve made in delivering essential services to our Clients and strengthening the communities we serve.

This year marks a significant milestone as we complete the first full year under our new Strategic Plan 2025–2030. Building on the strong foundation of our previous strategic period, this new plan reflects our renewed commitment to addressing the evolving needs of our communities with innovation, compassion, and collaboration.

Our strategic priorities focus on:

• Expanding access to safe, secure, and affordable housing;
• Deepening community engagement and participation;
• Empowering our Clients through programs that promote well-being, independence, and opportunity.

We believe that meaningful change is only possible when we work together. That’s why we continue to place the voices of our Clients, stakeholders, and community members at the heart of our decision-making. Their lived experiences and aspirations are shaping the way we design and deliver services.

This Annual Report not only celebrates our achievements but also identifies areas for growth and improvement. It reflects our ongoing commitment to transparency, accountability, and continuous improvement as we strive to create a more inclusive and resilient future for all.

To learn more about Argyle Housing, our services, and the impact we’re making, please visit  argylehousing.com.au. Stay connected with us by following all our platforms  for the latest updates. Your feedback on this report is invaluable and helps us improve how we communicate our work and impact.

Thank you for being an essential part of our journey.

Previous Annual Reports are available at: www.argylehousing.com.au
Email: editor@argylehousing.com.au
Mail: Argyle Housing, P.O. Box 1026, Bowral NSW 2576
Phone: +61 2 447 144 618
ABN: 88 002 761 855
CAN: 002 761 855

Annual Report Respect Theme

Theme of Respect

At Argyle Housing, we have embraced the theme of Respect for our Annual Report 2025, a continuation of our commitment to the core values that define us: Opportunity, Respect, Inclusivity, and Accountability. Each year, we focus on a different value, celebrating its significance while intertwining it with our mission to support and uplift the communities we serve.

1. What Respect Means for Argyle Housing as a Business and Workplace

A. Internal Culture 
Inclusive Environment: Fostering a workplace where every team member feels valued, heard, and safe.
Diversity and Equity: Embracing diverse backgrounds, perspectives, and experiences.
Professional Conduct: Encouraging open communication, active listening, and constructive feedback.
Collaboration: Promoting teamwork built on mutual trust and shared goals.
Wellbeing: Supporting mental, emotional, and physical wellbeing of staff.

B. Leadership and Governance 
Ethical Decision-Making: Leading with integrity and transparency.
Empowerment: Respecting staff autonomy and encouraging professional growth.
Accountability: Holding ourselves and each other to high standards of respectful behaviour.

2. What Respect Means for Our Clients

A. Client Experience 
Dignity in Service: Treating every client with compassion, empathy, and fairness.
Cultural Sensitivity: Acknowledging and honouring cultural identities and lived experiences.
Privacy and Confidentiality: Respecting personal information and boundaries.

B. Client Empowerment 
Voice and Choice: Involving clients in decisions that affect their housing and wellbeing.
Supportive Relationships: Building trust through consistent, respectful communication.
Accessibility: Ensuring services are inclusive, understandable, and easy to navigate.

3. What Clients Can Expect from Argyle Housing 

To Be Heard: Clients can expect their concerns, feedback, and stories to be acknowledged and acted upon.
To Be Treated Fairly: Equal treatment regardless of background, circumstance, or need.
To Be Supported: A respectful partnership that uplifts and empowers clients toward stability and independence.
To Be Safe: A commitment to creating safe, respectful, and welcoming environments in all housing and service interactions.

Chair of the Board Report

Yvette Pietsch

Chair of the Board

As I reflect on the past year, I’m filled with a deep sense of pride in the work Argyle Housing continues to do.

It’s been a year of growth, challenge, and meaningful progress. Our mission to provide safe, secure, and affordable housing remains at the heart of every decision we make, and I’m honoured to share this report with you.

Strong governance is the foundation of trust. Over the past year, the Board has focused on strengthening our performance and refining our governance practices. We’ve taken deliberate steps to improve how we oversee risk and compliance, ensuring that Argyle Housing remains resilient and responsive in a changing environment.

We’ve maintained a consistent and committed Board this year, and that stability has been a real asset. The collective experience and shared values of our Board members have provided a strong foundation for thoughtful governance and strategic oversight. While we continue to plan for future succession, it’s the enduring collaboration and deep understanding among our Board members that has helped us stay focused, responsive, and aligned with our purpose.

Our long-term vision is clear: to be a leader in community housing, driven by compassion and impact. The Board has worked closely with the executive team to ensure our strategic plan is not just implemented but lived. Our Strategic Plan 2024 – 2030 is built around four key pillars; Our Clients, Our People, Our Business and Our Homes, supported by Our Vision, Our Purpose, Our Values, and Our Principles, and it reflects our deep commitment to client-driven service and sector collaboration.

We’ve kept our focus on aligning every initiative with our purpose, and we’ve been intentional about shaping future priorities that reflect the needs of our Clients and communities. We know that strategy is more than a document. It’s a commitment to action, and we’re proud of the progress we’ve made throughout this last year.

The housing and homelessness landscape continues to shift, and the challenges remain complex and urgent.  Argyle Housing has been actively engaged in policy discussions and advocacy efforts to amplify the voices of the Clients we serve.

Argyle Housing is focused on delivering more housing for our Clients in regional areas through the collaboration of strategic planning, local partnerships and government support.  To make the most of this opportunity, we’re focused on building the right foundations, strengthening partnerships, refining planning frameworks, and developing a robust pipeline of future projects. We understand that with increased investment comes greater scrutiny and expectation, and we’re preparing to meet that challenge with confidence and care. As the national conversation continues to shift toward housing affordability, regional equity, and long-term sustainability, Argyle Housing is ready to lead with clarity, purpose, and an unwavering commitment to the people and communities we serve.

In addition, we’ve continued to invest in client engagement programs, ensuring that the voices of those we serve are heard and reflected in our decision-making. These programs have helped us tailor services more effectively and build stronger relationships with our Clients and community partners.

We hold ourselves to high standards of ethical leadership. Transparency isn’t just a principle, it’s a practice. This year, we’ve deepened our engagement with stakeholders, listening carefully and responding with integrity. Accountability to our Clients, funders, and the broader community remains central to our work. We know that trust is earned, and we’re committed to earning it every day.

None of this would be possible without the incredible people who make Argyle Housing what it is. I want to extend my heartfelt thanks to our CEO, Carolyn Doherty, whose leadership continues to inspire. To the executive team and staff, thank you for your dedication, compassion, and tireless work.

To our Clients and community partners, your voices guide us. Your stories remind us why we do what we do.

And to my fellow Board members, thank you for your service, wisdom, and unwavering commitment. It’s a privilege to work alongside you.

Together, we’ve made meaningful strides and together we’ll continue to build a future where everyone has a place to call home.
Warm regards,

Yvette Pietsch 
Chair of the Board 
Argyle Housing

Chief Executive Officer Report

Carolyn Doherty

CEO

2024/25 has been a busy year at Argyle Housing, closing out our 40th birthday celebrations.

We achieved a significant milestone this year completing the transfer of tenancies from Homes NSW to Argyle Housing in the suburb of Tolland, Wagga Wagga as a part of the Tolland Renewal Project.

This was an important first step in Argyle Housing’s support and management of the estate and important part of our long-term engagement in this community. This was a significant piece of work with 122 households transferred to Argyle Housing in early July 2024, Stages 1A and 1B relocations almost completed which impacts 26 households, 21 of which have already been relocated in collaboration with Homes NSW and Birribee Housing. This stage of the project involved months of planning, preparation and direct work with clients and behind the scenes to make this as supportive as possible for clients. I would like to thank them for their openness, willingness to work with our team and their enthusiasm for the renewal project which will hope will have a positive intergenerational impact on this community.

In support of our work in this community, Argyle Housing relocated our Wagga Wagga office to the Tolland Community Centre as of the 6 January taking over the day-to-day delivery of services to the community and actively increasing our community engagement programs from this site. This is incredibly important project to Argyle Housing, our partners and community and signals a long term commitment by Argyle Housing and our partners to this community.

Following the completion of our Griffin Green townhouse development at Griffith we have completed half of our second stage opening to the public our largest ever placemaking project at Dave Taylor Park. October marked the official re-opening of the park complete with a new playground, BBQ facility, Yarning Circle, Community food gardens, Indigenous Medicinal Gardens. In pride of place is a full size basketball court with overhead lighting and the surface painted in the artwork of local Aboriginal Artist Karissa Undy in consultation with community.

It is indeed a proud moment to see the care and respect that this space now has from the community, and an absolute delight to see it teeming with young people, children and families every afternoon.

Our bi-annual client satisfaction survey was complete in April/May 2025 with strong preliminary results, Argyle Housing had a 69.4% survey response rate, with an overall satisfaction score of 83% – 8% above the NRSCH threshold. We are excited to receive the final report and work towards our continuous service improvement plans for our clients.

2024/2025 saw the commencement of our investment in our Digital Transformation Strategy. Argyle Housing has spent the past year scoping the business requirements and going to the market to secure new IT solutions for business and staff with up to date, fit for purpose systems that support their work and to enhance our services to our clients and stakeholders. The next 12-18 months will see the procurement and implementation of a new finance system, CRM and tenancy and property management system. This project represents a significant investment in our technology infrastructure by the Board and our teams are excited for the implementation phase to begin.

This past year we have continued to invest strongly in Our People as the most important resource to our business. We have held two full staff days focused on training and celebration of our achievements, including the completion of our Reconciliation Action Plan. We have successfully introduced paid parental leave which has enabled us to give new parents the opportunity to spend the first 16 weeks of their newborns life at home without the financial stress of unpaid leave. We completed our Staff engagement survey with extremely strong results with engagement at 75% and critical matters such as workplace safety at 88% satisfaction. We will continue to build on these results with a focus on being an employer of choice and fostering a productive, healthy and happier workplace aligned to our values and commitment to our clients.

The next 12 months will be another year of commitment to our communities, clients and people. Delivering on our promise to complete the Wakaden Street and Community Hub developments in Griffith, moving our Griffith team into the hub at the centre of our client base in Griffith. Delivering on our promise to our staff with the IT systems change and continuing to grow and contribute positively and effectively to the communities that we serve.

Carolyn Doherty 
CEO Argyle Housing 

Leadership Team

Carolyn Doherty

CEO

Carolyn Doherty is a distinguished leader in the Community Services Sector, boasting a career that spans over three decades. Her tenure includes more than 14 years in pivotal executive roles within the Community Housing sectors of New South Wales (NSW) and Queensland. Presently, she steers Argyle Housing as its CEO, championing the cause of delivering exemplary social and affordable housing solutions for regional populations in NSW and the Australian Capital Territory.

Under her adept leadership, Argyle Housing has seen remarkable strides in innovation and teamwork, culminating in strategic partnerships aimed at augmenting housing supply in less urbanised areas. Carolyn‘s influence is notably evident in landmark ventures like the Regional Social Renewal initiative in Tolland, Wagga Wagga, and the collaborative Griffin Green project in partnership with Griffith City Council.

Her role on the Board of the Community Housing Industry Association (CHIA) underscores her commitment to fostering sustainable, community-centric housing models, thereby affirming her status as an asset to the wider community housing movement.

Milan Ostojic

General Manager, Operations

Milan has over 19 years of experience in the community housing and real estate sectors, including over 16 years in senior leadership positions. Milan possesses expertise in the areas of project and contract management, assets and compliance, strategic partnership management, consortium building, and community engagement and participation to deliver exceptional customer service, strong operational and compliance results, and outcomes contributing to customer wellbeing.

At Argyle Housing, Milan’s dedication to operational leadership has been pivotal in providing exceptional support to clients and bolstering community ties. Milan’s role as General Manager of Operations is integral in nurturing strategic partnerships that fortify Argyle Housing’s commitment to safe and sustainable housing. These alliances have been instrumental in advancing Argyle Housing’s mission and enhancing our service delivery.

Carolyn Perry

Chief Finance Officer

Carolyn is a finance professional with over 30 years’ experience in the health, not-for-profit, banking and aviation sectors, known for her commitment to excellence and strategic leadership. Beginning her career as an auditor, Carolyn brings a strong focus on governance, risk management and strategic development, impacting both the company operations and community services. Carolyn is deeply committed to fostering a culture of innovation, empowerment, and continuous improvement.  She has joined Argyle Housing to be part of our mission to create a better future for our communities and is excited to be back in the ‘for purpose’ sector.

Fiona McGregor

General Manager People and Culture

Fiona McGregor is our General Manager of People & Culture. Fiona has more than 25 years’ experience in senior human resources, organisation development, industrial and employee relations, organisation transformation and HR business partnering roles. Fiona has extensive experience leading People & Culture teams working across multiple geographies and multiple industries, including building products manufacturing, food manufacturing, transport and logistics, engineering and environmental science project management and telecommunications. She has a passion for People and Culture grounded in creating positive workplaces and positive work experiences where people are motivated to join, stay and thrive.

Adam Williams

Chief Information Officer

Adam has over 30 years of experience as an Information Technology (IT) professional, including over 15 years in senior leadership positions. Adam holds a Master of IT Management (Major: Project Management) from Southern Cross University.
Progressing from entry level support roles through networking and server engineering, software engineering, Enterprise Resource Planning (ERP) system design development and implementation, and Cyber security, Adam has wide ranging IT experience.

Since joining Argyle Housing in January 2024 Adams focus has been on uplifting our Cyber security program as well as major projects sourcing new Finance and Housing Management systems. Adam is driven by providing quality, fit for purpose IT services to enable Argyle Housing to best serve our clients.

Scott Dunstan

Head of Marketing

Scott has a Bachelor of Education Art and Design, Graphic Design Graduate SAE Institute Australia. Scott has over 25 years’ experience in design and marketing and has extensive knowledge supervising creative development activities and brand management functions for multiple national and local companies covering a wide variety of industries. Scott is a director of his own business, Dunstan Design and has held senior design and consultation roles in both the private sector as well as national member organisations. Scott has coordinated the branding styles, website design, social media presence, logo design, business model development and marketing services for multiple companies spread across various industries. Scott’s extensive design and marketing experience is coupled with a strong understanding of the social and community housing sector after five years of working with Argyle Housing.

Cherie Tizzoni

Head of Client Services

Cherie has been with Argyle Housing for five years and prior to this worked in child protection for the NSW Government for two years and has over 10 years management experience in the private sector. Cherie started her career in January 2019 with Community Housing in the ACT as the Team Leader for Argyle Housing ACT and has now been in the Client Services Manager role for more than two years. In this role she manages the Client Services Teams of Argyle Housing across 10 office locations in NSW and the ACT. Cherie holds a Bachelor of Social Work Degree, and a Diploma in business management.

Michael Stock

Head of Client Services (Acting)

Michael is a dedicated and solutions-focused acting Head of Client Services and Compliance Officer. He brings many years of experience across the community housing, youth support, and not-for-profit sectors. Beginning his career as a youth worker, Michael developed a deep understanding of the complex challenges faced by young people experiencing or at risk of homelessness. This frontline experience continues to inform his compassionate, person-centred approach to service improvement in the housing space.

In his current role at Argyle Housing, Michael plays a critical role in leading quality assurance processes and driving service delivery improvements across the organisation.

Angela Kustec

Head of Clients and Community

Angela brings with her a wealth of experience from her previous roles. And with 14 years of working in the social housing sector, Angela has knowledge and experience leading various customer facing roles as well as collaborating with other areas of the business to ensure that the level of customer experience is exceptional and meets the needs of the individual.

Angela’s previous roles have seen her responsible for organisations delivery of Asset Management, Repairs and Maintenance including managing Projects from its implementation phase to final delivery, this has given her the ability to work collaboratively with internal teams whilst being customer centric.

Political Challenges

Political Challenges and Resilience Strategies for Argyle Housing

Over the past year, Argyle Housing has continued to navigate a complex and evolving political and economic landscape. While housing affordability remains a national priority, the pace of policy implementation has not kept up with the urgency of the crisis. Community Housing Providers (CHPs) like Argyle Housing face ongoing challenges in securing consistent funding and policy support, particularly in regional areas of New South Wales and the ACT.

One notable shift in the economic environment has been the stagnation and recent decline in interest rates, following a period of sharp increases. This easing has provided some relief to housing providers and Clients alike, improving borrowing conditions and reducing financial pressure on development and operational costs. However, the broader economic context remains fragile.

International instability has emerged as a significant factor influencing Australia’s housing sector. The lead-up to the 2025 U.S. presidential election has introduced global economic uncertainty, with potential shifts in trade policy and financial markets that could ripple into Australia’s economy(1). Additionally, ongoing conflicts in the Middle East have contributed to global instability, affecting energy prices, migration patterns, and geopolitical risk. These factors indirectly impact housing demand, construction costs, and government budget priorities.

In response to these challenges, Argyle Housing has reinforced its resilience through several key strategies:

• Proactive Policy Engagement: We continue to work closely with government agencies and policymakers to advocate for stable, long-term investment in community housing. Our contributions to policy consultations ensure that the voices of regional communities are heard.
• Strategic Collaboration: Argyle Housing has deepened partnerships with other CHPs, local councils, and sector peak bodies to present a unified approach to funding and policy advocacy.
• Diversified Funding Streams: To mitigate reliance on government funding, we are taking efforts to expand our financial base through partnerships, philanthropic support, and innovative financing models.
• Operational Flexibility: We have strengthened our internal systems to respond quickly to external changes, including business continuity planning, digital transformation, and workforce development initiatives.
• Community Advocacy: Argyle Housing remains committed to advocating for housing as a human right. Through storytelling, research, and public engagement, we aim to influence cultural and political attitudes toward affordable housing.

While political and economic challenges persist, Argyle Housing has demonstrated resilience and adaptability. By remaining focused on strategic engagement, financial sustainability, and community empowerment, we continue to provide safe, affordable housing to those who need it most, regardless of the external environment.

1. Tariffs, trade and turmoil: How global uncertainty could shake up Australia’s housing market 

Overview of Highlights and Challenges in 2025

2025 was a year of meaningful progress, deep reflection and continued commitment to our mission of providing safe, inclusive and sustainable housing.

Across every part of Argyle Housing, our teams worked with heart and purpose to support our clients, strengthen our communities and build a culture of belonging. This section outlines the key achievements, challenges, and strategic developments that shaped our journey throughout the year.

Key Achievements and Challenges

Achievements

• We successfully supported over 4,000 clients across our housing portfolio, with a continued focus on wraparound services and person-centred care.
• Our employee engagement score rose to 75%, reflecting a strong culture of trust, accountability and inclusion.
• We launched new initiatives in leadership development, values immersion and succession planning, helping to build a resilient and future-ready workforce.
• Our Griffin Green project was nominated for the PowerHousing Modernisation of Built Form Award, recognising innovation in sustainable housing design.

Challenges

• The sector continues to face pressure from rising housing demand, cost-of-living impacts and workforce shortages.
• Attracting and retaining skilled professionals remains a challenge, and we are actively working on solutions including the Portable Long Service Leave initiative in collaboration with the NSW Government.
• The complexity of client needs has increased, requiring more integrated service delivery and stronger partnerships with local support organisations.

Placemaking and Community Development

Placemaking remained a central focus in 2025, with several initiatives designed to strengthen community connection and wellbeing

• We hosted community BBQs, cultural celebrations and wellbeing workshops across multiple sites, creating spaces for residents to connect and feel at home.
• Our toy-building initiative brought team members together to create and donate toys for children in our communities. This hands-on activity was deeply loved and will continue in future years.
• We expanded our Community Development Framework, ensuring that every housing site has access to tailored programs that reflect the needs and strengths of its residents.

Notable Announcements and Recognitions

2025 was a year of recognition and celebration

• Georgia Popple was nominated for the Rising Star Award at the PowerHousing Awards Night.
• Michael Stock was nominated for Excellence in Customer Service and Business Support.
• We proudly celebrated Wear It Purple Day, NAIDOC Week, Harmony Day, and Reconciliation Action Week, reinforcing our commitment to diversity and inclusion.
• Our partnership with The Salvation Army Bowral was recognised for its impact, with special thanks to Jake Horton for his exceptional support of our clients in times of need.

Strategic Initiatives and Grants

Strategic growth and innovation were key themes in 2025

• We supported a major restructure of the Operations Team, improving service delivery and operational efficiency.
• Planning commenced for the Reconciliation Action Plan 2026–2028, with input from team members across the organisation.
• We secured several government and philanthropic grants to support housing upgrades, community programs and staff development.
• Our  Team Leader Development Program launched with strong engagement, helping to build leadership capability across the organisation.

Audience

The 2025 Argyle Housing Annual Report is designed to inform and engage a broad and diverse audience, including:

• Our Clients – residents and applicants of our housing services
• Federal, State, and Local Governments
• Support Services and Community Partners
• Argyle Housing Staff
• Private Sector Affordable Housing Partners
• Corporate and Philanthropic Stakeholders
• National Regulatory System for Community Housing (NRSCH)
• Homes NSW
• Housing ACT
• Australian Securities & Investments Commission (ASIC)
• Australian Charities and Not-for-profits Commission (ACNC)
• National Disability Insurance Scheme (NDIS) Safeguards Commission

We continue to recognise the vital role each of these groups plays in advancing our mission. At the heart of our work are our clients—the individuals and families whose lived experiences guide the evolution of our services. Their voices remain central to everything we do.

Our partnerships with government bodies, support services, and the private sector are instrumental in enabling us to grow our impact and deliver innovative, community-focused housing solutions. We are committed to fostering transparent, inclusive, and collaborative relationships with all stakeholders.

 As we reflect on the past year and look ahead, we invite every member of our community to join us in shaping a more equitable, sustainable, and supportive future.

Together, we can continue to build stronger, more resilient communities.

Our Vision, Purpose and Values

Client Value Proposition

The principles of our Client Value Proposition:

• We care
• We work with you
• We believe a safe and affordable home is the foundation for opportunity
• Our goal is your wellbeing
• We listen to understand you
• We discover, develop and foster relationships
• We keep each other accountable
• We deliver on promises

Strategic Plan 2024-2030

Progress on the Strategic Plan

Message from the CEO 

As we reflect on the first year of our Strategic Plan 2024–2030, I am proud to report that Argyle Housing has made significant strides in aligning our operations, culture, and partnerships with our long-term vision. This year has been one of foundational progress, where we have laid the groundwork for sustainable growth, enhanced client service, and deeper community engagement.

Strategic Pillars: Year One Highlights

Our Clients
Enhancing Experience and Sustaining Tenancies

• Client Satisfaction: We achieved a 79% satisfaction rate, meeting our annual target. Feedback from our surveys informed our 2025 Client Engagement Plan.
• Sustaining Tenancies: Early intervention protocols and support systems have led to a measurable reduction in evictions and rent arrears, which now stand at 2%.
• Placemaking: One Place Plan was developed per region, focusing on community-specific needs and wellbeing.

Our People
Investing in Culture and Capability

• Wellbeing & Safety: We implemented a WHS Dashboard and conducted monthly safety meetings. Hazard reporting met the 3:1 FTE ratio.
• Diversity & Inclusion: Celebrations such as NAIDOC and Harmony Day were embedded into our culture. Our Diversity and Inclusion Strategy is now fully operational.
• Engagement: Staff engagement reached 75%, supported by biannual staff days, coaching frameworks, and leadership development programs.

Our Business
Strengthening Financial and Operational Foundations

• Financial Sustainability: Currently we have over $200 million in our investment property portfolio with a total value of acquisitions at $9.3 million.
• Technology & Systems: Core housing and finance systems were procured with the upgrade expected in the next 12 months.
• Capital Growth: We secured $12 million in capital and initiated strategic divestments to fund new developments.

Our Homes
Growing and Diversifying Our Portfolio

• Asset Growth: We are on track to meet our 2030 goal, with planning underway for 200–300 dwellings in each target region.
• Sustainable Design: New developments incorporate climate-resilient design principles, contributing to our net-zero emissions goal.
• Partnerships: We strengthened relationships with councils, developers, and government bodies, positioning Argyle Housing as a partner of choice in regional housing.

Compliance

In the 2024 to 2025 financial year, Argyle Housing continued to strengthen its compliance performance across all areas of operation.

Our commitment to accountability and continuous improvement has delivered tangible results, particularly in the management of vacant properties and rental arrears.

One of the key achievements this year has been the improvement in our vacant property turnaround times. By refining our internal processes and encouraging stronger collaboration between teams, we have been able to reduce delays and ensure that homes are ready for new clients more efficiently. This has a direct impact on the communities we serve, helping more people access safe and secure housing sooner.

We have also seen a positive shift in our arrear’s variance. Through proactive engagement with Clients and a more responsive approach to early intervention, we are supporting clients to maintain their tenancies while also meeting our financial responsibilities.

A major focus this year has been on breaking down silos between departments. By fostering open communication and shared accountability, we have created a more connected and agile organisation. This has been especially evident in the way our Operations team has worked alongside other departments to streamline compliance-related processes.

Recent structural changes within the Operations team have opened up new opportunities to build on these gains. With a renewed focus on service delivery and efficiency, we are well positioned to continue improving outcomes for our Clients across New South Wales and the ACT.

As we look ahead, Argyle Housing remains committed to upholding the highest standards of compliance. We will continue to invest in systems, training and partnerships that support our purpose to provide safe, secure and affordable housing to those who need it most.

Key Achievements

Vacancy Turnaround

Properties that are vacant but not void have seen a significant improvement in turnaround times. The average monthly turnaround has dropped from 14.02 days in the 2023 to 2024 financial year to just 8.45 days as of 1 June 2025. This result is well ahead of our KPI target of 14 days and reflects the effectiveness of our refined internal processes.

Occupancy Rates 

The introduction of weekly WASP meetings has enhanced communication between departments and contributed to improved performance against our occupancy KPIs. As of 17 June 2025, our average monthly occupancy rate for the 2024 to 2025 financial year stands at 97.26 percent, exceeding our target of 97 percent.

Rent Arrears 

We have also seen a positive shift in rent arrears. The variance has improved from 0.24 percent in the previous financial year to negative 0.77 percent as of 15 June 2025. This improvement highlights the success of our proactive Client engagement strategies and early intervention efforts.

Challenges and Learnings 

As Argyle Housing prepares to transition from one customer relationship management system to another, we have gained a much deeper understanding of our existing data metrics. This process has highlighted both the strengths and the gaps in our current systems and has given us valuable insight into how we can continue to improve.

This transition is not just a technical upgrade. It is an opportunity to rethink how we use data to inform decisions, support our teams and deliver better outcomes for our clients. We are looking forward to expanding our data capabilities in the years ahead and using these insights to drive even greater impact across our services.

Future Focus 

This year’s annual report reflects a significant step forward in how Compliance is using data. We have compiled more metrics than ever before and are excited about the possibilities this opens up for future reporting and analysis.

Looking ahead to the 2025 to 2026 financial year, we are aiming to further lift our monthly occupancy averages and surpass our 2022 to 2023 benchmark of 97.98 percent. We will also be placing greater focus on improving turnaround times for void properties, ensuring that we continue to meet the needs of our communities with efficiency and care.

Average Vacancy Turnaround Time  

This indicator measures the typical number of days required to prepare a property and secure a new Client after a vacancy occurs. The target timeframe for completion is 14 days. A result below zero signifies that the process was completed faster than the benchmark, reflecting efficient property readiness and Client placement practices.

Client Occupancy Rate 

This metric indicates the proportion of properties that were actively leased as of the final day of the quarter. It serves as a key measure of portfolio utilisation and rental performance. A benchmark of 97% reflects the target for optimal occupancy, with higher rates suggesting strong demand and effective tenancy management.

Rental Arrears Performance 

This chart reflects the improved financial stability of residents, with a strong majority consistently meeting their rental obligations. As of June 2025, rental arrears stood at just -0.77% of total rental income – well below the industry benchmark of 2%, highlighting effective tenancy support and income management practices.

CHLP Leasing Outcomes – Argyle Housing 

Argyle Housing participates in the Community Housing Leasing Program (CHLP), which involves leasing private rental properties to support individuals eligible for social housing. A positive percentage in CHLP performance indicates that Argyle Housing has exceeded its allocated leasing quota, reflecting strong program delivery and an expanded capacity to assist those in housing need.

Argyle Housing Property Portfolio  

Argyle Housing manages a diverse portfolio of properties across multiple housing programs, including social housing, affordable housing, and the Community Housing Leasing Program (CHLP), as well as other community initiatives. This distribution reflects Argyle Housing’s commitment to providing inclusive and accessible housing solutions that meet a wide range of community needs. 

Our Services

Argyle Housing is a high performing Tier 1 Community Housing Provider and a Registered not-for-profit that delivers specialised, evidence-based tenancy and support services tailored to local regional and urban contexts across New South Wales and the Australian Capital Territory. Argyle Housing currently has approximately 2,641 properties under management that house over 4,595 people from all walks of Australia’s diverse society.

Argyle Housing is also a registered provider with the NDIS Safeguard Commission accredited to provide or facilitate Tenancy Support and Home Modifications to our Clients who live with a disability.

Argyle Housing is working on delivering the Future Directions for Social Housing priorities by providing new, good quality housing that will enable a pathway and opportunity for Social Housing Clients to move through the housing continuum from Social Housing to Affordable Housing and onto the private rental market and home ownership.

Argyle Housing is an ethical organisation committed to increasing the supply of quality Affordable Housing for people in regional NSW. Argyle Housing has been working with local councils and private and/or public stakeholders in regional areas to deliver housing that meets the identified needs of the community. These are exciting major projects that will bring about real change and opportunity in currently disadvantaged communities.

With over 41 years’ experience working in the Community Housing Sector, Argyle Housing manages Social and Affordable homes in the Wingecarribee LGA, Wollondilly LGA, Campbelltown, Goulburn, Leeton, Young, Yass, Temora, Griffith, Wagga Wagga, Albury, Canberra, and Queanbeyan.

What We Do

Argyle Housing has a unique, proven Client centred approach to tenancy management delivered by a Team of dedicated, Specialist Staff who support our Clients

Housing Access Team
Argyle Housing has a dedicated Housing Access Team that manages applications, assessments and allocations for all social and affordable housing applicants. The Team is responsive to Clients’ needs and supports them through to lease signing and soft hand over to the Client Support Specialist Team.

Client Support Specialist Team  
We have a dedicated Client Support Team who are the main contact point for our Clients throughout their tenancy. We work with Clients to access opportunities in their local community and have a real say in how we deliver our services. Out Client Support Specialists work with Clients and service partners to provide practical support to sustain tenancies and support wellbeing.

Assets Team  
The Assets Team manages maintenance 24/7, focused on ensuring that Clients receive a responsive and high standard outcome to their maintenance needs, working to clear repair timeframes with a proven track record of maintaining properties to a high standard.

Rent Services Team  
The Rent Services Team is a dedicated team specialising in the management of rent and non-rent debt, as well as rent and eligibility asset tenancies.

Transition Team  
The Transition Team specialises in making the end of tenancy and/or transfer experience for Clients as seamless and hassle free as possible. This team finalises all matters relating to an end of tenancy including bond refunds, former Client categorisation, references and compensation order, This Team are also responsible for the management of all Tribunal matters where this is required.

Our Strategic Focus

The critical factors for our success, set out in Argyle Housing’s Strategic Plan 2024-30, are:

• Meeting affordable housing need by increasing  our property portfolio: and
• Delivering quality homes and housing services.

We will continue to achieve these success factors by:

• Governing effectively
• Managing the business sustainably
• Supporting our people and improving our workplace
• Enhancing our communication.

Our Clients

Argyle Housing Clients come from all walks of life and all backgrounds. We have over 4,296 Clients in our properties and work in partnership with them and partner agencies to:

• Increase opportunities.
• Strengthen local community connections.
• Support successful tenancies.
• Ensure our clients have a real say in how we do things.

In the 2025 Client Satisfaction Survey Argyle Housing achieved an 85% overall satisfaction rating from its Clients.

Our Approach

Argyle Housing’s Specialist Team approach to tenancy management is informed by:

• Our people-focused value and robust Client service framework.
• An ability to develop and apply community housing policies in line with government expectations.
• A commitment to transparent, Client informed decision-making.
• Effective arrears management and support for Clients struggling to pay their rent.
• Effective allocation and management to ensure the best utilisation of properties.
• Flexibility and responsiveness to new opportunities and housing demand; and
• A proven ability to integrate new tenancies into our processes through experience with stock transfers in NSW and successful contracting for new management opportunities including Common Ground and Ainslie Village in the ACT.

Our Board

Argyle Housing is governed by a highly skilled and experienced Board of Directors. Each member brings a diverse range of expertise and knowledge to effectively guide the strategic direction of Argyle Housing. Moreover, our Chief Executive Officer, along with our Leadership Team, leads a dedicated group of individuals who are committed to implementing this strategic vision.

They work tirelessly to ensure that Argyle Housing achieves its goals and delivers on its mission of providing quality housing solutions to those in need.

For more information on our Corporate Governance, please see our website here.

Argyle Housing Finance Overview

Argyle Housing Capital Properties Overview

Argyle Housing owns and manages a portfolio of capital properties that form a critical part of its long-term housing strategy. These properties are directly held assets, providing stable, secure housing options for tenants while supporting the organisation’s financial sustainability. Investment in capital properties reflects Argyle Housing’s commitment to building enduring community infrastructure and delivering high-quality, permanent housing solutions.

Argyle Housing Capital Properties Overview

Argyle Housing owns and manages a portfolio of capital properties that form a critical part of its long-term housing strategy. These properties are directly held assets, providing stable, secure housing options for tenants while supporting the organisation’s financial sustainability. Investment in capital properties reflects Argyle Housing’s commitment to building enduring community infrastructure and delivering high-quality, permanent housing solutions.

Affordable Housing Growth

Argyle Housing’s affordable housing portfolio has steadily increased over the past three reporting periods, reflecting a strong commitment to expanding access to lower-cost rental options. The current total demonstrates sustained growth in response to rising community demand.

Capital Property Value Growth

Argyle Housing has experienced a consistent increase in the value of its owned property portfolio over recent reporting periods. This growth reflects strategic investment, effective asset management, and rising market demand, contributing to the organisation’s long-term financial sustainability and capacity to deliver quality housing.

Operating Profit Performance

Argyle Housing’s operating profit has shown year-on-year fluctuations, influenced by changes in funding, operational costs, and strategic investments. While some periods reflect increased profitability due to cost efficiencies and revenue growth, others show reduced margins linked to rising service delivery expenses and capital reinvestment. These variances highlight the dynamic nature of the sector and the organisation’s adaptive financial management.

Client Reach

Argyle Housing continues to expand its support services, with total client numbers increasing steadily over recent reporting periods. This growth reflects the organisation’s ongoing commitment to meeting community housing needs and delivering impactful, person-centred support.

Asset Growth Overview

Over the past three reporting periods, Argyle Housing has recorded consistent growth in total assets, driven by strategic property acquisitions, capital improvements, and sound financial management. This upward trend reflects the organisation’s strengthened financial position and its ongoing commitment to expanding and maintaining a high-quality housing portfolio.

Our Operating and Property Locations

Argyle Housing delivers housing and support services across a broad geographic footprint.

Our properties and operations located throughout New South Wales and the Australian Capital Territory.

Operating Footprint

Argyle Housing delivers housing and support services across a broad geographic footprint, with properties and operations located throughout New South Wales and the Australian Capital Territory. This regional presence enables the organisation to respond to diverse community needs and provide accessible housing solutions across urban, regional, and rural areas.

Stakeholder Engagement and Partnership Building

In 2025, Argyle Housing continued to strengthen its commitment to inclusive, collaborative, and community-driven housing solutions across New South Wales and the Australian Capital Territory.

Our Purpose: to provide safe, affordable, and sustainable housing – has been advanced through deepened stakeholder relationships and strategic partnerships that enhance both service delivery and community wellbeing.

This year, we expanded our engagement with a broad spectrum of stakeholders, including residents, local councils, government agencies, community organisations, and sector partners. These relationships are central to our ability to respond to evolving housing needs and to co-design solutions that are both innovative and grounded in lived experience.

A key highlight of 2025 was the successful opening of Dave Taylor Park at Griffin Green, a vibrant new community space that has quickly become a hub for social connection and recreation. This milestone was made possible through collaborative planning with residents, local government, and community partners.

In the lead-up to the park’s opening, Argyle Housing facilitated a series of regional engagement activities designed to foster community cohesion, encourage resident participation, and build a shared sense of ownership.

We also expanded our Client Participation Committees, which now operate across all major service regions. These committees provide a formal mechanism for residents to influence decision-making, shape service improvements, and contribute to policy development. Their feedback has directly informed enhancements to our support services, communication channels, and community programs – ensuring that our services remain responsive, inclusive, and client-centred.

Our stakeholder engagement strategy is built on transparency, mutual respect, and shared goals. We maintain regular dialogue through community forums, surveys, co-design workshops, and strategic planning sessions. These efforts not only build trust but also ensure that our work remains aligned with the aspirations of the communities we serve.

Looking ahead, Argyle Housing will continue to prioritise relationship-building as a cornerstone of our operations. By deepening our partnerships and amplifying the voices of our stakeholders, we are laying the foundation for resilient, inclusive, and thriving neighbourhoods.

Thank you to our Partners

We extend our gratitude to the many stakeholders who contribute to our successes, including subsidiaries, formal partnerships, and joint ventures of Argyle Housing.

Compliments and thank you to stakeholders, clients, and staff. We would like to thank the Commonwealth, NSW, and ACT Governments; and the organisations, agencies, contractors, and local governments that have worked with Argyle Housing throughout 2024/2025.

You have all helped us deliver great outcomes and assist in creating new opportunities for our clients and communities. We also acknowledge and thank our staff across all locations. We appreciate your effort and commitment throughout the year.

Argyle Housing Offices

Argyle Housing
P.O. Box 1026, Bowral NSW 2576
1300 274 953
www.argylehousing.com.au
info@argylehousing.com.au 

Visiting Your Local Office

Our Client Support Specialists are often out of the office so if you wish to see your Client Support Specialist, it is a good idea to make an appointment before you come to the office. All our offices have disability access.

Office opening hours – Monday to Friday 9:00am to 5:00pm.

ACT

Ainslie Village
Ngunnawal Country
23 Quick Street, Campbell, ACT 2612
1300 274 953
Direct: 02 6162 6800
ainslievillage@argylehousing.com.au
Monday to Friday 9:00am to 5:00pm

Common Ground
Ngunnawal Country
130 The Valley Avenue, Gungahlin, ACT 2912
1300 274 953
Direct: 02 6241 0352
commonground@argylehousing.com.au
Monday to Friday 9:00am to 5:00pm

NSW

Bowral 
Gundungurra Country
32 – 36 Wingecarribee Street
Bowral, NSW 2576
PO Box 1026, Bowral
1300 274 953
Direct: 02 4861 2753
cssnorth@argylehousing.com.au
Monday to Friday 9:00am to 5:00pm

Southwest Sydney 
Tharawal Country
17-19 Central Hills Dr, Gregory Hills, NSW 2557
P.O. Box 1121, Campbelltown
1300 274 953
Direct: 02 4627 0002
cssnorth@argylehousing.com.au
Monday to Friday 9:00am to 5:00pm

Queanbeyan
Ngunnawal Country
The Queanbeyan Hive
274 Crawford St,
Queanbeyan NSW 2620
1300 274 953
cssnorth@argylehousing.com.au
Every Monday on a weekly basis
9am to 5pm
By appointment only

Goulburn
Gundungurra Country
Market Street Lodge
25 Market Street, Goulburn, NSW 2580
1300 274 953
cssnorth@argylehousing.com.au
Monday to Friday 9:00am to 5:00pm

Griffith
Wiradjuri Country
2/ 136-140 Yambil Street, Griffith, NSW 2680
P.O. Box 389, Griffith
1300 274 953
Direct: 02 6962 6830
cssriverina@argylehousing.com.au
Monday to Friday 9:00am to 5:00pm

Wagga Wagga
Wiradjuri Country
8 Fitzhardinge St, Wagga Wagga, NSW 2650
P.O. Box 550, Wagga Wagga
1300 274 953
Direct: 02 6921 6479
cssouth@argylehousing.com.au
Monday to Friday 9:00am to 5:00pm

Young
Wiradjuri Country
Shop 4, 33 Clarke Street, Young, NSW 2594
P.O. Box 402 Young
1300 274 953
Direct: 02 6382 7818
cssriverina@argylehousing.com.au
Monday to Friday 9:00am to 5:00pm

Yass
Ngunnawal and Wiradjuri Country
Country to Coast Co-working Space
287a Comur Street, Yass, NSW 2582
1300 274 953
Direct: 02 4869 0199
cssouth@argylehousing.com.au
Wednesday 10:00am to 3:00pm
By appointment only

Albury
Wiradjuri Country
Yes Unlimited The HUB
562 Macauley Street, Albury NSW 2640
1300 274 953
cssouth@argylehousing.com.au
Every Wednesday on a weekly basis
10.30am to 4pm
By appointment only

Copyright © 2025 by Argyle Housing
All rights reserved. This book or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher except for the use of brief quotations in a book review.
Printed in Australia
ABN 88 002 761 855  |  ACN 002 761 855

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Accessibility

Alternative Viewing Options for the Argyle Housing Annual Report

Argyle Housing is committed to ensuring that its annual report is accessible to the widest possible audience. To achieve this, the report is available in multiple formats that cater to diverse needs and preferences.

The digital version of the report is accessible through Argyle Housing’s official website and is formatted for compatibility with screen readers, offering an inclusive experience for individuals with visual impairments. Alternative text is provided for all images, and a plain text version can be downloaded for ease of reading. Additionally, for those who prefer a physical copy, printed versions of the report are available upon request. Argyle Housing also offers a summary video of the annual report, complete with subtitles and audio descriptions, to ensure comprehensive understanding. These efforts reflect Argyle Housing’s dedication to promoting transparency and inclusivity, ensuring that all stakeholders have the opportunity to engage with their annual updates.

Glossary of Terms

Glossary of Terms for Argyle Housing and the Community Housing Provider Sector

Accessible Housing: Housing options designed to accommodate individuals with disabilities, including features such as wheelchair ramps, widened doorways, and accessible kitchens and bathrooms.

Affordable Homeownership Programs: Government or non-profit initiatives that help low-income individuals and families achieve homeownership through down payment assistance, mortgage subsidies, and financial education.

Affordable Housing: Housing that is financially accessible to individuals and families with low to moderate incomes, often supported through government programs or community initiatives.

Affordable Housing Waitlist: A list of individuals or families who have applied for affordable housing and are waiting to be allocated a unit based on availability.

Client Participation Group: The process of Clients coming together to form a collective group in order to advocate for their rights and improve their living conditions, often in partnership with community organisations and legal aid services.

Client Rights: The legal protections and entitlements that ensure fair treatment for Clients, including the right to safe and habitable living conditions, privacy, non-discrimination, and due process.

Client Support Services: Support programs designed to assist Clients in maintaining their tenancies, including financial advice, mental health support, and housing advocacy.

Community Development: A process that involves improving the economic, social, and environmental well-being of a community through activities such as job creation, infrastructure improvements, and affordable housing initiatives.

Community Engagement: The process of involving and empowering community members and stakeholders in decision-making processes related to housing developments or initiatives.

Community Housing Provider (CHP): An organisation that provides housing solutions to individuals and families, typically focusing on low-income and vulnerable populations, while operating with a community-oriented mission.

Community Land Trusts: Non-profit organisations that acquire land on behalf of the community for affordable housing projects and place restrictions on future ownership to ensure long-term affordability.

Eligibility Criteria: The set of requirements that individuals or families must meet to qualify for housing assistance or programs.

Emergency Shelter: Temporary housing options for individuals experiencing homelessness that offer immediate shelter and basic needs such as food and hygiene facilities.

Energy Performance Standards: Regulations for buildings aimed at reducing energy consumption and promoting sustainable practices, such as efficient heating and cooling systems, insulation, and renewable energy sources.

Equitable Development: A planning approach that aims to create inclusive communities with access to quality affordable housing options, economic opportunities, and essential services for all residents.

Eviction Prevention: Efforts and resources aimed at keeping Clients from being forced out of their homes due to financial difficulties or other challenges, including legal aid, rental assistance, and eviction diversion programs.

Fair Housing Act: A federal law that prohibits discrimination in the sale, rental, or financing of housing based on race, colour, religion, sex, national origin, disability, or familial status.

Foreclosure Prevention: Strategies and resources aimed at helping homeowners avoid losing their homes due to financial challenges, such as job loss or medical expenses.

Green Building Practices: Construction methods and materials that prioritise energy efficiency, sustainability, and environmental conservation in the design and maintenance of buildings.

Green Housing: Sustainable housing options designed to minimise the use of resources, reduce environmental impact, and promote healthy living conditions for residents.

Homelessness: The state of not having a place to live or inadequate living conditions, often resulting from poverty, mental health issues, and other socio-economic factors.

Homelessness Prevention: Strategies and resources aimed at keeping individuals and families from becoming homeless through emergency rental assistance, case management services, and legal aid.

Housing Co-operatives: Non-profit organisations owned and managed by members who reside in the housing units, typically with a focus on affordability, community-oriented values, and shared decision-making.

Housing Crisis: A shortage of affordable and suitable housing options resulting in difficulties for individuals and families to secure adequate shelter.

Housing Affordability: The proportion of income spent on housing costs, with the generally accepted threshold being no more than 30% of a household’s income.

Housing Code Enforcement: The process of ensuring that housing units meet basic health and safety standards, often through inspections and enforcing regulations.

Housing Counselling Services: Non-profit organisations that provide free or low-cost resources such as financial education, budgeting assistance, and pre-purchase counselling to help individuals and families achieve homeownership or maintain stable housing. Services provided by trained professionals to assist individuals and families in understanding their housing options, navigating the home buying process, avoiding foreclosure or eviction, and improving their financial stability.

Housing Crisis Response: Strategies and resources implemented during times of economic downturn or disaster to address housing challenges such as foreclosures, evictions, and homelessness.

Housing Discrimination: Any action or behaviour that denies individuals or groups housing opportunities based on their race, gender, age, sexual orientation, or other personal characteristics.

Housing First: An approach to addressing homelessness that prioritises providing permanent, stable housing as the first step towards helping individuals and families overcome other challenges such as mental illness or substance abuse.

Housing First Approach: A strategy that prioritises providing the homeless with permanent housing as a primary strategy, followed by supportive services to address other issues.

Housing Policy: Government regulations, laws, and programs that guide the management, development, and allocation of housing resources.

Housing Preservation: Efforts to maintain existing affordable housing options through strategies like rehabilitation, energy-efficient upgrades, and rent control policies.

Housing Security: The ability for individuals and families to secure safe, stable, and affordable housing that meets their needs.

Housing Solutions for Seniors: Housing options designed specifically for older adults with amenities and services tailored to their needs, such as accessible living spaces, social activities, and healthcare support.

Housing Stability: The ability for individuals and families to maintain consistent access to safe and affordable housing over time, without fear of displacement or eviction.

Housing Voucher Programs: Government-funded programs that provide rental assistance to low-income individuals and families through vouchers that can be used towards private market units.

Inclusionary Zoning: A policy that requires a certain percentage of new residential developments to be allocated for affordable housing units.

Land Trusts: Non-profits or public entities that hold land for the benefit of the community to ensure long-term access to affordable housing options.

Mixed-Income Housing: A development that includes a mix of market-rate, affordable, and subsidised housing units to create a diverse community and promote economic integration.

Permanent Supportive Housing: A long-term housing option that combines affordable housing with supportive services for individuals with chronic mental health issues or disabilities.

Public Housing: Federally funded housing developments managed by local public housing authorities (Homes NSW) that offer affordable rental units to low-income individuals and families.

Rental Assistance Programs: Government or non-profit initiatives that provide financial aid to help low-income individuals and families pay their rent, often based on income eligibility criteria.

Rent Subsidy: A financial assistance program that helps Clients pay their rent, ensuring that housing remains affordable for those in need.

Resident Participation: The involvement of Clients in decision-making processes related to the management, maintenance, and overall well-being of their housing community.

Resident Services Coordination: A program in which a staff member or organisation works with residents to connect them with community resources, provide support services, and enhance their overall quality of life.

Rural Housing: Affordable housing options in rural areas that may face unique challenges such as limited access to transportation and services but also offer opportunities for sustainable living and a sense of community.

Shortage of Housing Options: A situation where there is a lack of available and affordable housing units compared to the demand for them, resulting in high rents and homelessness.

Smart Growth: A land use planning approach that focuses on creating sustainable, walkable communities with a mix of residential, commercial, and open space, reducing the need for long commutes and promoting environmental conservation.

Social Housing: Housing that is owned and managed by the government or non-profit organisations, intended for people with specific needs or lower-income groups.

Stakeholders: Individuals or groups who have an interest in the housing sector, including Clients, community organisations, government bodies, and funding agencies.

Supportive Housing: Housing options that combine affordable housing with supportive services designed to assist residents in achieving stability and independence.

Supportive Housing Services: Programs that provide ongoing support services such as case management, healthcare assistance, counselling, and life skills training to help individuals and families maintain stable housing.

Sustainability in Housing: Practices that aim to reduce environmental impacts, enhance energy efficiency, and promote long-term viability of housing developments.

Tenant-Landlord Laws: State and local regulations that govern the relationship between tenants and landlords and outline their respective rights and responsibilities, including rent control, security deposits, lease agreements, and eviction procedures.

Tenant-Landlord Mediation: A voluntary process in which an impartial third party helps resolve conflicts between Clients and landlords through communication, negotiation, and problem-solving techniques.

Transitional Housing: Short-term housing options that provide temporary shelter and supportive services to individuals or families experiencing homelessness as they work towards obtaining permanent housing.

Zoning Regulations: Local laws that dictate how land can be used in a particular area, including establishing zones for residential, commercial, and industrial purposes and setting requirements for building size, density, and use.