Defence Housing Australia

Statement of preparation

On behalf of the DHA Board of Directors, the accountable authority of DHA, we present the agency’s 2016–17 Annual Performance Statement, as required under paragraph 39(1)(a) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act). In the Board’s opinion, based on advice from DHA’s management and the Board Audit Committee, this Annual Performance Statement accurately reflects the performance of the agency and complies with subsection 39(2) of the PGPA Act.

Hon J.A.L. (Sandy) Macdonald

Chairman

28 September 2017

Jan Mason

Managing Director

28 September 2017

Our approach

This statement has been organised according to the five purposes in our Corporate Plan 2016–17 and shows our performance in the reporting period.

The following symbols are used to show our performance against the KPIs:

Met target

Met target

Substantially met target (≥85 per cent of the Corporate Plan target)

Substantially met target (≥85 per cent of the Corporate Plan target)

Did not meet target (<84 per cent of the Corporate Plan target)

Did not meet target (<84 per cent of the Corporate Plan target)

Results snapshot

Table 3.1: Results against KPIs, 2016–17

Purpose 1: Housing solutions for ADF members and their families

KPI 1

Properties provisioned for Defence (MWD)

Substantially met target (≥85 per cent of the Corporate Plan target)

Table 3.2

KPI 2

Properties provisioned for Defence (MCA)

Substantially met target (≥85 per cent of the Corporate Plan target)

Table 3.3

KPI 3

Members satisfied with their service residence (SR)

Met target

Table 3.4

KPI 4

Members satisfied with overall customer service

Met target

Table 3.5

Purpose 2: Property, tenancy and investor management

KPI 5

Members satisfied with completed maintenance

Met target

Table 3.6

KPI 6

Investors satisfied with overall customer service

Met target

Table 3.7

Purpose 3: Property sourcing

KPI 7

New properties constructed or purchased (MWD)

Substantially met target (≥85 per cent of the Corporate Plan target)

Table 3.8

KPI 8

New properties constructed or purchased (MCA)

Substantially met target (≥85 per cent of the Corporate Plan target)

Table 3.9

Purpose 4: Portfolio management

KPI 9

Revenue from the property investment program8

Met target

Table 3.10

KPI 10

Revenue from the disposal of surplus property

Met target

Table 3.11

KPI 11

Revenue from the sale of development land and property

Did not meet target (<84 per cent of the Corporate Plan target)

Table 3.12

Purpose 5: Generate shareholder value

Financial performance

KPI 12

Total shareholder return

Met target

Table 3.13

KPI 13

Dividend yield

Met target

Table 3.14

KPI 14

Dividend payout ratio

Met target

Table 3.15

KPI 15

Earnings before interest and tax (EBIT)

Substantially met target (≥85 per cent of the Corporate Plan target)

Table 3.16

KPI 16

Earnings before interest, tax and depreciation

Met target

Table 3.17

KPI 17

Return on equity

Met target

Table 3.18

KPI 18

Net profit after tax (NPAT)

Met target

Table 3.19

Business efficiency

KPI 19

Operating margin

Met target

Table 3.20

KPI 20

Return on capital employed

Substantially met target (≥85 per cent of the Corporate Plan target)

Table 3.21

Leverage/solvency

KPI 21

Gearing ratio

Met target

Table 3.22

KPI 22

Interest cover

Met target

Table 3.23

KPI 23

Current ratio

Substantially met target (≥85 per cent of the Corporate Plan target)

Table 3.24

KPI 24

Liquidity ratio

Substantially met target (≥85 per cent of the Corporate Plan target)

Table 3.25

Staff

KPI 25

Staff retention and turnover rate

Met target

Table 3.26

KPI 26

Staff engagement 9

Met target

Table 3.27

KPI 27

Total recordable injury frequency rate (TRIFR)

Met target

Table 3.28

KPI 28

Wages expense ratio

Met target

Table 3.29

8We used the term ‘Sale and Leaseback program’ in our Corporate Plan 2016–17 and SCI. During the year, this terminology changed to ‘property investment program’. ‘Property investment program’ is used throughout this statement and report.

9We used the term ‘staff satisfaction’ in our Corporate Plan 2016–17 and SCI. This should have been ‘staff engagement’. ‘Staff engagement’ is used throughout this statement and report.

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