Scope delivered

•Validated housing demand across specific regional Queensland locations

•Financial model built out and independently audited across a 20-year program including land security, feasibilities, construction procurement, designs, acquisitions and local government support

•Criteria developed for land substitution should any site fail further due diligence

•Program developed for the State to take the lead to deploy

Status

Established a program across key Queensland regional locations for a subsidised social and affordable housing deployment program, advocating for the use of offsite construction methodologies. The State sought to deploy offsite construction using this initiative in these locations within its own modern methods of construction program. MBC was one of the only privatised businesses to arrive at HIF Fund 1, noting its strength and expertise in other states across the affordable housing sector.

Scope delivered

•Assessment of 10 State / Crown-owned sites across regional NSW as development prototypes

•Developing the planning pathway under the State Planning Code for Affordable Housing

•Working with pre-qualified manufacturing partners to create housing suited to regional deployment and demand

•Designing a program to attract and retain key talent — teachers, nurses, doctors — against the obstacle of low-quality regional housing

•Utilising unrealised Crown land to support major infrastructure projects

•Yield analyses and detailed planning pathways prepared with planners and consultants

•Feasibility studies delivered aligned with potential policy changes and design-and-construct analysis

•Scalable development pathway presented using offsite construction with State land retained as an asset

Outcome

Strategy delivered and presented to the State. The broader program identified the gap between capital-intensive government programs and the need for a recurrent-capital model — a key insight that shaped the Company’s current platform. This formed an outcome that aided the further development of offsite construction in NSW and was used as a bid politically to recognise the shortage of staff housing. The Company is bound by a confidentiality agreement with the NSW Government regarding specific site details.

Scope delivered

•Regional assessment — identified and assessed State Government land under transfer programs

•Feasibility — originated and justified the demand case and presented it to the board

•Local government engagement and approvals; full LGA liaison and management

•Construction methodology proposed and designed for offsite and transportation requirements including disability standards

•Civil design and engineering — civil designs, engineering reports and approvals obtained

•Residential housing design — architectural plans, engineering plans and urban design layout

•Community consultation — neighbourhood workshops and local business consultation

•Full consultant team management: town planners, engineering, surveying, landscape and design architects, and manufacturing parties

•Feasibility studies — costs locked in including civil contractors and bill of quantities

•Weekly client meetings, with the development program established and managed throughout

Outcome

Residential development approvals and civil design approvals lodged, managed and approved for 24 dwellings across 48 modules.

Scope delivered

•Regional assessment of State Government land under transfer programs

•Feasibility originated and presented to the board

•Local government engagement, approvals and full LGA liaison

•Offsite construction methodology including disability standards

•Civil design, engineering reports and approvals obtained

•Architectural and engineering plans with urban design layout

•Community consultation — neighbourhood workshops and local business consultation

•Full consultant team management and feasibility studies with costs locked in

Outcome

Development Approval obtained for 17 dwellings, delivered as approximately 34 modules. The program was subsequently deferred when the State Government exhausted its internal funding pool — a direct illustration of why a private, recurrent-capital vehicle is required rather than reliance on government funding cycles.

Scope delivered

•Community consultation — led and managed all neighbourhood and local authority engagement

•Project management — end-to-end oversight of the full development program

•Tender management — supplier and builder selection processes

•Supply panel — established and managed the relevant building team

•Procurement — all materials and subcontractor procurement

•Design and construction — architectural, engineering and construction delivery oversight

•Lead generation, sales and marketing — delivered the go-to-market strategy

•Construction deployment — managed on-site installation and completion

Outcome

A shared equity model developed with the developer, financier and builder, enabling tenants and purchasers to obtain homes at 80% of market value under an affordable housing strategy. Between 40 and 50 homes were deployed in regional locations in conjunction with a nominated housing provider, developer and builder. The engagement established first-hand the obstacles posed by unique and sloping sites, and revealed the finding that shaped the platform: the most in-demand housing solution — one and two bedroom offsite — was the least built, and the project-builder model was never equipped to deliver it.

Scope delivered

•Design — full architectural and engineering design oversight

•Project management — program established and managed

•Builder facilitation — identified, engaged and managed the construction partner

•Procurement — all supply chain and materials procurement

•Community consultation — all neighbourhood and stakeholder engagement

•Sales and marketing — full go-to-market strategy and execution

•Design and construction oversight through to completion

Outcome

The provider held the government funding stream and managed affordable and social housing tenants, but had no expertise in delivering housing, traditionally working only with existing stock. The Company was engaged as the full delivery engine — the archetype of the counterparty this platform is built to serve.

Scope delivered

•Devised a Social Impact Bond-funded correctional housing program across privately managed facilities in NSW and Victoria

•Designed the program framework under which housing modules would be constructed within correctional facilities, providing skills to inmates that would transfer post incarceration

•Structured the RTO certification component — participants to receive Certificate IV in Construction or equivalent, creating post-release employment pathways

•Modelled the cost-benefit framework: cost of recidivism to government of $100–150k per annum per person; program cost of approximately $20k per annum per participant; government saving of $80–130k per annum per person; return paid to Social Impact Bond funders from those savings

Outcome

The program was adopted by corrections and incorporated into its broader international modelling. The Federal Government subsequently released the Housing Australia Affordability Fund — a fund for institutional investors — validating the case for a new funding model that the Company had been advocating.

Scope delivered

•Site assessment and feasibility — highest and best use analysis for the tourism site

•Demand justification and origination of the project

•Local government engagement — in-principle support obtained pre-application

•Offsite construction methodology designed for transportation requirements and site access

•Development and civil design and engineering approvals

•Full residential and commercial design — architectural plans, engineering, urban design

•Full LGA liaison throughout the approval process

•Community consultation — neighbourhood and business workshops

•Full consultant team coordination and feasibility studies with cost schedules

Outcome

Development Approval obtained for approximately 65 dwellings delivered as approximately 85 modules for tourism accommodation, including residential construction, restaurants, a function room and associated commercial development — providing the development uplift required to advance the client’s broader business expansion. The engagement demonstrates application of the model beyond social and key worker housing into full commercial accommodation delivery.

Scope delivered

•Analysis of the NRAS funding gap across the Queensland portfolio of approximately 7,000 properties

•Assessment of housing tenure options and transition pathways for affected tenants

•Developed a strategic framework for housing continuity across the social and affordable housing segment

•Leveraged cross-state expertise in social housing models to devise viable alternatives

•Presented strategic options and recommendations to the provider’s leadership team

Outcome

NRAS was a federally funded initiative covering the difference between affordable rent and market rent for up to ten years. No strategy had been put in place for what would happen to those tenants — or to the housing provider’s revenue — at expiry. The Company advised the provider through that transition, protecting portfolio viability at a scale few advisors in the sector have managed.

Scope delivered

•Site-by-site town planning constraint assessment

•Highest and best use analysis for each identified site

•Development strategy devised using offsite construction under a revised headlease model

•Proposed construction solutions for sites deemed unfit for traditional methodology — including craning a dwelling over existing structures

•Feasibility assessment for each site

•Presented development pathways and recommendations to the provider

Outcome

Each site presented unique challenges — from sloping ground to existing structures — that had rendered them effectively unviable under traditional construction. Offsite construction under a revised headlease model unlocked them.

Scope delivered

•Town planning constraint assessment for various sites

•Highest and best use analysis for the acquired site

•Proposed offsite construction solution — flood

•Devised a revised headlease model appropriate for the site and end use

•Presented development pathway and recommendations to the provider along with construction solutions

Scope delivered

•Town planning constraint assessment

•Highest and best use analysis

•Offsite construction solutions proposed for constrained sites

•Development pathway and recommendations presented to the provider