2. Project statement
To create an innovative housing model that empowers the
Aboriginal community of Moree, NSW.
3. Background Information
& Issues Faced During the Project
From train carriages to CLT (or pre-drab to pre-fab)
Ambiguous Project
● Native-title claimed land (free land)
● Rental income to Aboriginal Land Council
● 1 requirement: construction cost between $35k-75k per ‘development’
Challenges with Moree:
Demographics Substance abuse
Housing Shortage Unemployment
Discrimination Crime capital
6. The Community Land Trust Model
❖ Building a Community Land Trust under a Shared-Equity and
99-year lease legal model
➢ Shared-Equity: CLT and tenant shares the title
➢ 99-year lease: tenant obtains lease for 99 years
❖ Australian legal restrictions: Can’t separate fixtures from
land
❖ Examples of successful CLT:
➢ Mount Alexander CLT, Central Victoria
➢ Troy Gardens,Wisconsin, USA
7. Cost-Leadership through Prefabricated
Housing
❖ Economies of scale
through manufacturing
❖ Shorter Lead Times
❖ Limited Bottlenecks
❖ Standardised
maintenance and parts
❖ Diseconomies of scale
➢ Low population
➢ Declining growth rate
➢ Agrarian economy
❖ Labour main cost factor in
Moree construction
❖ Bottlenecks
❖ Construction costs often
greater than resale value
➢ The Brigalow Project
Prefabricated Housing Conventional Housing
vs
8. Product/Service differentiation through
cultural accommodation
❖ Public housing product assumes a nuclear family; not catered
to Aboriginal cultural and social norms
❖ Has led to overcrowding, poor maintenance, short tenancies
With this lies a key opportunity:
❖ Alleviate the problems through cultural accommodation
❖ Design housing to suit cultural needs: verandahs, external
cooking spaces, large living spaces (bedrooms do not have to
be big), realistic guest policy
❖ Combine cost-leadership with product differentiation
9. Expanding the Value Proposition
❖ The CLT can be an instrument of social change
➢ Strategic partnerships with non-profit organisations and education
institutions to create a sustainable environment to thrive.
■ Partnerships with AA and PCYC to solve the culture of drugs,
alcohol and crime
■ Partnerships to create employment opportunities
10. Value Proposition Expansion: Beyond
Housing
❖ In order to make the CLT an instrument of social change, an
organisational structure is required.
➢ To ensure smooth running of the CLT
➢ Decision making on various partnerships
➢ Voice the opinions of residents to governments
➢ Tenancy management and disciplinary actions
➢ Community engagement projects such as running a
community garden
12. Vision of Bed on Wheels
● Social housing that works with cultural and social
norms to facilitate social change
● Demonstrate the potential of housing by example:
housing as a ‘transformative ecosystem’ linking
social enterprise with policy initiatives
● Umbrella organisation to champion the CLT model
in all public housing projects
