Corporate Governance Model

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Corporate Governance Model
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Operational Model
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From ICSHCO to MAH
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From ECH to MAH
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Melbourne Affordable Housing
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• Why did Inner City and Ecumenical merge?
• ECH Projects but no cash flow for operations
• ICSHCo Cash flow for operations and no Projects
  underway
• ECH Contract administration skills and Project
  development skills
• ICSHCo- Tenancy/ property management and
  operational management skills
• ECH ICSHCo Directors highly skilled

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• Strengths
• Strong governance
• Accountability
• Autonomy
• Protects assets in perpetuity
• Provides secure investment vehicle
• Flexible

• Weaknesses
• 3 distinct businesses
• Financial administration workload
• Each Trust must be viable in itself no cross
  subsidisation

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• Risks
• Comprehensive due diligence undertaken
• Properties and projects were analysed
• Financial situation of EHT reviewed
• Securing the acceptance to change trustees by the
  Victorian Council of Churches
• Securing the acceptance of the merger by the
  Director of Housing and the City of Melbourne
• Legal costs in transferring all agreements, land,
  titles etc