Housing and Infrastructure

FUTUREYE AND OURSAY ’s

No. 2 IN FEARLESS REGIONAL RECOVERY WEBINAR SERIES

19 MAY 2020

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Hosted by

KATHERINE TEH, Managing Director, Futureye

“I co-founded a partnership model for cities 20 years ago to increase sustainable development outcomes. The model, now UN Global Compact Cities Programme, has proven that place-based solutions can solve many issues. Now I would like to see if regions can use some of these concepts and others we have since developed to re-build during uncertain times.”

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Roundtable Agenda

THE PURPOSE OF TODAY’S WEBINAR IS TO ENGAGE WITH EACH PARTICIPANT IN

A COLLABORATIVE WAY

BUILD A SHARED UNDERSTANDING OF FEARS, NEEDS AND OPPORTUNITIES IN

RELATION TO INFRASTRUCTURE

GENERATE A COMMUNITY OF PEOPLE ACROSS AUSTRALIA COMMITTED TO

PURSUING A FEARLESS RECOVERY

Ainsley SimpsonCEO, Infrastructure Sustainability Council Australia

Coffey International Business Development Executive 2012 – 2015

Chief Operating OfficerPacific Environment Limited (2015 –2016)

ISCA Chief Executive Officer(2018 – Present)

Expertise in Sustainability and Leadership

COOStrategic Environmental Focus (1996 –2008)

Supply Chain Sustainability School of Australia Dep Chair Advisory Board(2017 – Present)

(ASBEC)Australian Sustainable Built Environment Council (2018 – Present)

Nick LaneManaging Director, Passive Place Associate Director, Futureye

1995 – 2012 Entrepreneur from the age of 19 Logistics, Management, Construction, Property

Sustainable Homes UK2013-14 High Preforming Sustainable Community Housing

PassivePlacefounded 2016: environmental and community housing

Community Housing Partnerships delivered $150 million of submissions to Vic Social Housing Growth Fund

Regional Housing development and manufacturing 2019 –current

Expertise in Housing and Collaborative Design

Property Council of Victoria Sustainability Committee 2019 - current

Associate Director, Futureye2019 - current

Susan BenedykaAssociate Director, Futureye

Charles Sturt University Council (1996-2008)

North East Water Board (2004-2007)

North East Catchment Management Authority (2009-2013)

Board of The Telstra Foundation (2008-2018)

Chair, Telstra Kids Fund (2011-2018)

Chair, Hume RDA (2017-2019)

Member, Ovens Murray Regional Partnership (2017-2019)

Expertise in visioning and leadership

Forum Chair, Integrated Water Management (North East) (2018-present)

1. Lack of Housing Policy/Strategy

2. Housing Supply (for purchase)

3. Housing Supply (for rent)

4. Housing Affordability and Type (eg apartments, smaller houses, homes for downsizers, retirement housing)

5. Transport and Road Infrastructure issues

6. Connectivity and technology infrastructure access

7. Health Services Infrastructure

8. Energy infrastructure (access and cost)

9. Community Infrastructure (lifestyle, leisure, sporting)

10. Education and Skills Infrastructure

Poll 1: What are the key housing and infrastructure issues for your community

POLLING OF AUDIENCE

Getting future-focused

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The Six Pillars of Successful and Sustainable Communities

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HEALTH

HOUSING

INFRASTRUCTURE

PERCEPTIONS OF LIFESTYLE AND COMMUNITY

EDUCATION AND TRAINING

Key imperatives on attracting and retaining professional and skilled

people in AustralianCities

JOBS AND CAREER

OPPORTUNITIES

The Housing Ecosystem

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03

0405

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Pathways to Housing Ownership Shared equity

1st Home-owner programs

Financial literacy and education

Long-term Rental BTR Stable long-term rental for those who will never own their own housing out of

choice

Co-living cohorts

Project cohorts

Housing Ownership Traditional home ownership

Diversity in supply for changing demographics

Medium-term Rental Housing

Key workers

Tourist workers

Seasonal workers

Immigrant workers and families

Healthcare workers and trainee placements

Digital nomads

Transient workers

Transitional Rental Housing

Short to medium-term rentals

Must be good quality

Professional standard

Sustainable, efficient and low energy

Housing is Causing Dysfunction in Our Communities

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2 in 5 renters of renters have reported issues with mould in their homes

1 in every 3 Australians rent, making up 2.6 million households Australia wide. Yet they live in one of the most poorly serviced housing sectors in the world.

7.95 million Australians (27% of households) have no security of tenure greater than 12 months

9 out of 10 renters are on contracts of a year or less.

2 in 5 renters (40%) think they will not be living in the same home in 12 months’ time.

3 in 10 renters are on month to month contracts.

7 in 10 renters believe requesting repairs will result in a rent rise

1/2 have moved 5 or more times within 10 years , (17% of Australian households)

56% feel their new location is to far from schools and has increased travel times: 4.5 million Australians

1/2 are living in a home that currently needs repairs

Social Impacts of a Dysfunctional Property Market

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Social Impacts of a Dysfunctional Housing Market

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bOpportunity meets organisational aims, goals and brand alignment

aAssessment of ROI and business model

DEFINE OPPORTUNITY

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a.Exchange information b.Identify opportunity c.Explore and answer

questions d.Define final opportunity.

COMPARE: opportunity is adequate and preferential

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a.Internal consideration. b.Opportunity meets

organisational aims, goals and brand alignment.

ADOPTION: ROI model assessed and the proposed business model is acceptable

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a.Assessment of ROI and business model.

b.The model meets internal criteria and hurdles.

c.Approval and sign off.

ADVOCACY: Green loans, retail and car loan business

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a.Positioning and exposure to new markets.

b.Development of multiple customer touchpoints and customer retention strategy.

c.Product awareness.

EXPANSION: as you grow you we grow (mutual benefit)

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a.Market identification. b.Strategy development. c.Execution. d.Capture.

RETENTION: offer allows attraction, growth and retention of customers

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a.Service, improvement and on-sell opportunities.

b.Whole of life customer service opportunity via environmental loan/banking products.

bThe model meets internal criteria and hurdles

aInternal consideration

aExchange information

bIdentify opportunity

cExplore and answer questions

dDefine final opportunity

cApproval and sign off

aPositioning and exposure to new markets

bDevelopment of multiple customer touchpoints and customer retention strategy

cProduct awareness

aMarket identification

bStrategy development

cExecution

dCapture

aService, improvement and on-sell opportunities

bWhole of life customer service opportunity via environmental loan/banking products

Journey Process Slide

Principles of authentic codesign

1. Be substantial

2. Be collaborative, inclusive & safe

3. Foster mutual learning

4. Be open & transparent

5. Be jurisdictionally aware

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Process of authentic codesign

1. Readiness to collaborate

2. Build shared understanding

3. Define what can be done together

4. Implement agreed actions5. Co-designing what has been agreed

6. Reviewing progress

Co-Design Process and Principles

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Question 1: Is housing diversity, supply or quality an issue for your community?

Question 2: Are housing issues stifling or impacting growth?

Question 3: Have you experienced housing issues or challenges?

AUDIENCE INTERACTION

ISCA: Ensuring all infrastructure delivers cultural, social, environmental and economic benefits

Infrastructure

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Accelerating sustainability in infrastructure through collaboration

Sustainability Maturity Model

Reactive

Planned

Proactive

Compliance Commitment

Transformative

Sust

aina

bilit

y pe

rform

ance

Ensuring all infrastructure delivers cultural, social, environmental and economic benefits

Current forces: • Rising competitiveness - cost

cutting • Need for domestic economic

sufficiency • Local production, investment• Jobs, Jobs, Jobs• Interdependencies• Scenarios, foresighting• Decarbonisation • Reconnection community,

environment, health • Resilience and sustainability

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Accelerating sustainability in infrastructure through collaboration

Net Zero: strategic decisions

Ensuring all infrastructure delivers cultural, social, environmental and economic benefits

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Whole Of Life Consideration

Operations

Design & As Built rating Operations rating

Development Initiation Procurement

Interim verification (Design rating)

Design

ConstructionOptions analysis

Planning rating

ISCA: Ensuring all infrastructure delivers cultural, social, environmental and economic benefits

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Quadruple Bottom Line Metrics

GovernanceContext

Leadership & Management

Sustainable Procurement

Resilience

Innovation

EconomicOptions Assessment & Business CaseBenefits Realisation

SocialStakeholder engagement

Legacy

Heritage

Workforce Sustainability

EnvironmentEnergy & Carbon

Green Infrastructure

Environmental Impacts

Resource Efficiency

Water

Ecology

IS Rating Scheme

ISCA: Ensuring all infrastructure delivers cultural, social, environmental and economic benefits

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Rebound with continued determination and decisive leadership, with five practical actions:

1. Mandate sustainability Set the policy default for all infrastructure to sustainable and resilient, as well as economically productive

2. Prioritise productivity multipliers Invest in projects that that deliver both productivity multipliers and non-market benefits, including sustainability and liveability

3. Leverage procurement Stimulate local economies by developing skills and capacity and drive nation-wide innovation across the supply chain

4. Commit to best practice Adopt recognised standards on all infrastructure projects to measure and achieve best practice sustainability performance

5. Embrace transparency Use assured performance data to communicate the outcomes delivered for business, communities and the workforce

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ISCA: Ensuring all infrastructure delivers cultural, social, environmental and economic benefits

What would enable your councils resilience and sustainability agenda post-COVID the most?

1. Alignment of outcomes and strategy

2. A collaborative approach

3. Funding tied to wider benefits and outcomes

4. Streamlined funding, planning and procurement

processes

5. Fair apportionment of risk

6. Highly capable teams, market capacity

7. Monitoring and assurance

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Key challenges facing infrastructurePOLLING OF AUDIENCE

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Question 1: Is housing diversity, supply or quality an issue for your community?

Question 2: Are housing issues stifling or impacting growth?

Question 3: Have you experienced housing issues or challenges?

AUDIENCE INTERACTION

What would enable your councils resilience and sustainability agenda post-COVID the most?

1. Alignment of outcomes and strategy

2. A collaborative approach

3. Funding tied to wider benefits and outcomes

4. Streamlined funding, planning and procurement

processes

5. Fair apportionment of risk

6. Highly capable teams, market capacity

7. Monitoring and assurance

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Key challenges facing infrastructurePOLLING OF AUDIENCE

Question 4: How well is your region dealing with its infrastructure Issue?Score: 1-5

Question 5: In what areas you think your region needs the most help to tackle when dealing with infrastructure?

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Key issues on InfrastructureHOW IS YOUR REGION PERFORMING?

Upcoming webinarsHelping you create fearless recovery in your region

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• Roundtable No. 3: Changing Perceptions of Lifestyle and Community @ 26 May

2020, 12:15 - 13:00

• Roundtable No. 4: The Future of Health and Well-being @ 2 June 2020, 12:15 -

13:00

• Roundtable No. 5: Online Engagement Tools and Next Steps @ 9 June 2020, 12:15 -

13:00

• To participate at any time join the conversation on

Website: - https://oursay.org/fearless

Adelaide - Berlin - Canberra - Chicago - London - Melbourne - New York - Sydney - Vancouver

www.futureye.com

Email Katherine Teh Katherine@Futureye.com for any queries, project ideas or great innovation

concepts