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During 2025–26, WHC continued to strengthen its tenancy management services through a proactive and customer-centred approach focused on sustaining tenancies and supporting positive housing outcomes for women. A continued emphasis on early intervention, consistent engagement and tailored support contributed to improved rent management outcomes across the portfolio. Over the year, current tenant rent arrears reduced by approximately 11%, while the number of tenants with arrears decreased by more than 21%. Non-rent arrears also reduced by approximately 16%, reflecting the positive impact of strengthened income recovery practices and early support for tenants experiencing financial difficulty.
WHC also expanded its proactive tenancy management activities through regular home visits and property inspections. By the end of the financial year, 95% of tenancy inspections had been completed, providing valuable opportunities to identify support needs, address tenancy issues early, respond to maintenance concerns and strengthen engagement with tenants. This approach supports tenancy sustainment by identifying risks earlier and connecting tenants with appropriate assistance when required.
A significant focus throughout the year was the continued integration of trauma-informed practice across customer service and tenancy management functions. WHC developed a dedicated trauma-informed framework and embedded its principles into operational practices, customer communications, service standards, and policy development. This work reinforced approaches grounded in safety, trust, choice, collaboration, and empowerment, while ensuring services remain responsive to the diverse experiences and needs of women and children.
The Customer Team also continued to strengthen internal capability, refine service delivery models, and improve coordination between tenancy management and support services. Together, these initiatives have enhanced WHC's ability to deliver high-quality housing services that support long-term tenancy sustainment, positive customer experiences, and improved outcomes for women across our communities.
"Every morning, Ebony stands in front of the mirror with her daughter Polly* in her arms. Together they smile at their reflections, sharing a quiet moment before the day begins. There was a time when Ebony lived out of bags, moving between temporary accommodation, friends' couches and wherever she could find a safe place to stay. With support from Women’s Housing Company, today she has a safe place to call home. Holding her daughter in front of the mirror, Ebony remembers to take a moment to smile, reflect and appreciate the life she’s worked so hard to rebuild."
During 2025–26, WHC successfully completed the NSW Specialist Homelessness Services (SHS) recommissioning process, securing new five-year funding agreements with the Department of Communities and Justice for both of its SHS programs through to 30 June 2031. The recommissioning process strengthened alignment with the NSW Homelessness Strategy 2025–2035 and provided an opportunity to review and refine service delivery models to better respond to the growing and increasingly complex needs of women experiencing homelessness. Throughout the negotiations, WHC advocated strongly for sustainable funding and the operational requirements of the new Warwick Farm crisis refuge. While funding levels remained largely unchanged apart from indexation, WHC is working to adapt its service model to ensure the continued delivery of high-quality, trauma-informed support for women and children experiencing homelessness. The recommissioning outcome provides stability for clients, staff and partners, while positioning WHC to continue innovating and expanding its impact over the next five years.
Women’s Housing Company continued preparations for the transition of its Liverpool crisis refuge to a purpose-built Core & Cluster model under the NSW Government’s Refuge Replacement Program.
Our new refuge, scheduled for completion in 2027, will provide 10 self-contained units, increasing our crisis accommodation capacity by 150%. This model will provide approximately 3,650 bed nights annually and will enable more women experiencing homelessness and housing instability to access safe accommodation and pathways to permanent housing. During 2025/2026, WHC progressed service design, workforce planning and operational readiness activities to support successful implementation in 2027.
Compliance with fire safety requirements continues to be a central focus for WHC. This year WHC engaged a comprehensive external review of our fire safety documentation, including all AFSS buildings, smoke alarm testing records and record-keeping practices. This review will also provide recommendations to address any gaps and ensure our systems are aligned and moving forward.
During the year we commenced major refurbishment works at a new acquired properties in Liverpool and Campsie. This project includes extensive fire safety upgrades, refurbishment of all units, improvements to balconies and railings, installation of a new intercom system, upgrades to common areas and external concrete works. As part of WHC’s partnership with SCT Consulting, a new solar energy system was also installed.
Alongside these projects, WHC delivered an extensive planned maintenance program across the broader portfolio. Major capital works included a full roof replacement to a nine-unit complex, two large-scale window replacement projects, approximately 40 kitchen upgrades and 30-bathroom refurbishments. A range of additional improvements, including internal and external painting, floor covering replacements and concreting works, were also completed.
In 2025–26, WHC continued its innovative partnership with SCT Consulting to deliver solar energy upgrades across community housing properties, demonstrating how collaboration between the private and not-for-profit sectors can create meaningful social and environmental impact. Through SCT's investment and technical expertise, approximately 110kW of solar capacity has been installed across five community housing properties, benefiting 42 households and delivering an estimated $17,700 in annual electricity savings for tenants while reducing carbon emissions by around 126 tonnes each year. The initiative improves housing affordability by lowering utility costs for women and families, strengthens the sustainability and resilience of WHC's housing portfolio, and provides a scalable model for future sustainability investments across the community housing sector.
One of the most rewarding aspects of our partnership with the Women's Housing Company has been seeing the positive impact it has on people's lives. By partnering to install solar panels across their housing portfolio, we've helped reduce tenants' electricity costs while contributing to lower carbon emissions.
Seamus Christley, Managing Director SCT Consulting
"After 30 years in the same home in Little Bay, Colleen never expected she'd have to start over. She and her husband had built a life there, but after he passed away in the house, staying became too difficult. With help from generous friends, Colleen slowly made the new place feel like home. She bought furniture that fit, settled into the community and even transformed the shared courtyard at her own cost. For the first time in a long time, she felt safe. Then, just two years later, Colleen learned she’d be moved again."
At the heart of PathForward Transitional Housing Plus is a network of specialist partners including Bonnie Support Services, Human and Co, Jenny’s Place, Mission Australia, Nova for Women and Children, Warrina Domestic and Family Violence Specialist Services, and Women’s Homelessness Support Services. Together, we deliver 49 homes that provide women and children escaping domestic and family violence with safe, secure, medium-term housing and specialist support. While each organisation brings different expertise, we all share a commitment to safety, dignity, collaboration, inclusion, and empowerment. Through this partnership, women are supported through key stages of recovery, from establishing immediate safety and stability, to rebuilding confidence, strengthening wellbeing, engaging in education and employment pathways, and ultimately achieving long-term independence. This model recognises that recovery from domestic and family violence is a journey, and that sustainable housing outcomes are achieved not only through providing a home, but by creating the foundations for resilience, community connection, economic participation, and a renewed sense of belonging.
This year, we launched our Tenant and Community Engagement Strategy 2026-2030 which establishes a clear framework for strengthening how services respond to tenant feedback to support long-term tenancy sustainment. Developed through consultation with tenants, the strategy outlines a coordinated approach to communication, engagement, leadership opportunities, feedback and co-design, allowing tenants to play an active role in influencing decisions that affect their homes and communities. The strategy recognises that housing outcomes are built on genuine partnerships with tenants and embeds this dynamic communication model at the centre of or housing and tenancy services.
A key milestone this year was the revitalisation of WHC’s Tenant Advisory Group (TAG), which provides a dedicated forum for tenants to contribute ideas, inform organisational priorities and help shape service improvements. The renewed TAG has formalised tenant leadership and established new opportunities for collaboration between tenants and WHC which is already proving successful.
"Funded by Women’s Housing Company and hosted at Liverpool Women's Health Centre, a weekly craft group provides a welcoming space where women can build confidence, form friendships and access support in a way that feels natural and non-threatening. But more than just a creative outlet, the craft group acts as a gateway to connection, community and opportunities that help women move forward."
A sense of purpose can be transformative. Through the Women’s Housing Company’s Purposeful Pathways program, women facing a range of personal, social and economic barriers are supported to build confidence, develop new skills and pursue education, employment and volunteering opportunities that help them achieve their goals. Arpita, WHC’s Purposeful Pathways Coordinator, works alongside women everyday […]
When Miranda first walked into Women’s Housing Company for her initial appointment, she shared a simple but powerful concern: “I think I want to work, but I’m scared about how to start.” Although she had always embraced opportunities with passion and dedication, Miranda carried the weight of a negative past work experience that had shaken […]
What starts as a simple craft session at Liverpool Women’s Health Centre often becomes the first step towards something much bigger for Women’s Housing Company tenants. Funded by Women’s Housing Company and hosted at Liverpool Women’s Health Centre, a weekly craft group provides a welcoming space where women can build confidence, form friendships and access […]
