Advisory Board Member – YFS

Windsor Group has been appointed by YFS Ltd to manage the search for independent, honorary members of its Community Housing Advisory Committee. These roles are advisory (not directorships), require ~7–10 days p.a., and reasonable expenses are met. As a profit‑for‑purpose organisation, Windsor Group supports clients through ethical, values‑aligned recruitment across the nonprofit, government and commercial sectors. 

For more than 40 years, YFS has been embedded in logan, working alongside individuals, families and communities navigating complexity, building stability and shaping stronger futures. Grounded in lived experience and evidence, YFS combines practical support with system insight, recognising that people’s lives don’t fit neatly into service categories. 

YFS provides clear, person-led support across housing and homelessness, safety and domestic and family violence, youth and family services, employment pathways, and legal and financial wellbeing. This integrated approach helps people access the right support at the right time — without becoming lost in fragmented systems. 

YFS is underpinned by core values of Excellence, Integrity, Optimism, Steadfastness and Courage.  

Known for strong governance and a skilled, committed workforce, YFS brings both compassion and capability to its work. We back people to shape their own futures, while advocating for systems, policy and investment that work better for Logan over the long term. 

Client website

ACNC Profile

Logan faces significant housing stress. The Logan LGA has the highest number of families with household incomes in the lowest quintile, twice as many as in the Brisbane LGA. There are ~30.1 of these households for every social housing property in Logan, compared with 3.6 in Brisbane.  

Despite being Queensland’s third‑largest city, Logan has only two registered CHPs which together hold nine properties, leaving a clear gap in local capacity, leadership and influence within the community housing system. 

Queensland’s 2026 environment is strongly supportive of CHP growth, with a $5.6 billion investment framework aimed at delivering 53,500 homes by 2044 and an “always‑open” procurement model that allows year‑round project proposals. Key enablers include the Queensland Community Housing Investment Pipeline (Q‑CHIP), the Housing Investment Fund (HIF) (~$2 billion), and the Community Housing Futures Program, which together provide capital pathways, partnerships and capability support for new entrants and expanding providers.  

YFS’ exploration focuses on: 

• determining the right tier pathway (Tier 3 → Tier 2, with potential long‑term progression via partnerships) 
• evaluating entity structure options (including a separate legal entity) 
• assessing capability, workforce, systems and financial needs 
• identifying strategic partnership opportunities with Tier 1 CHPs, developers, financiers and government 
• shaping a business model aligned to YFS’ values, local need and moderate risk appetite 

This culminates in an anticipated Board decision later in the year on whether to proceed with CHP registration and what the most viable and impactful model would be. 

YFS is establishing a specialist Community Housing Advisory Committee to provide strategic guidance and oversee the detailed planning, modelling and preparatory work required to assess the feasibility of establishing and registering a CHP. The Committee reports to the YFS Board and provides high‑level advisory input and recommendations — the Board retains all decision‑making authority.  

Key focus areas include: 

• Entity structuring, governance frameworks and registration requirements 
• Financial and capital strategy (modelling, SPVs, cash investment, asset leveraging) 
• Market engagement (Q‑CHIP, turnkey acquisition, development partnerships, sector advocacy) 
• Risk identification, management frameworks and regulatory readiness 
• Workforce, systems and operating capability development 
• Partnership and pipeline mapping 

This is intentionally a “shepherding, not doing” role — YFS will resource analysis and project work; Committee members provide strategic insight, sector knowledge and directional clarity.  

Time Commitment 

• Approximately 6–7 meetings this year, combining workshops and virtual check‑ins. 
• This is an honorary role, with reasonable expenses covered 

Download TOR here

Leadership & People 

• Strategic judgement and experience guiding organisations through complex, multi‑stage growth 
• Collaborative style with the ability to test assumptions and steward discovery phases 

Strategy & Planning 

• Understanding of CHP registration, governance requirements and tier structures 
• Ability to shape a tiering pathway, risk appetite alignment and staged development plan  

Operational or Technical Expertise 

Expertise may include one or more of: 

• community housing operations and tenancy/engagement models 
• property development, asset management and feasibility analysis 
• project financing, capital modelling, investment structuring 
• legal/regulatory frameworks (JV, development, compliance)  

Stakeholder Engagement & Influence 

• Sector networks (CHPs, developers, financiers, policy bodies) 
• Ability to strengthen YFS’ engagement with government and funding pathways such as Q‑CHIP/HIF 

Values, Integrity & Cultural Alignment 

• Alignment with YFS’ values, especially its trauma‑informed, strengths‑based, community‑centered ethos 
• Deep respect for confidentiality, probity and culturally responsive practice 
• Commitment to embedding lived experience and First Nations perspectives 

The ideal candidate is an experienced sector leader, perhaps a former CEO, Chair or senior executive of a community housing provider or similar organisation, who brings practical insight into what it takes to build capability from the ground up. This person has the experience that informs sound judgement, realistic sequencing and effective partnering. Equally valuable are specialists in tenant engagement, development feasibility, financing structures or community housing law who can help YFS determine where it should focus first and how to safely scale over time. Above all, ideal candidates bring clarity, nuance, sector intelligence and the ability to help YFS choose a strategic pathway that genuinely improves outcomes for Logan residents. 

Windsor Group and YFS are committed to equal opportunity and inclusive recruitment. Applications are reviewed as received, with early engagement encouraged. Shortlisted candidates will be invited to confidential discussions with Windsor Group and YFS leadership. Weekly internal check‑ins between YFS and Windsor Group will run throughout the process. 

Windsor Group will review applications as they are received. We encourage early applications, as screening begins immediately. Process steps: 

• Initial screening by Windsor Group 
• Consultant interview 
• Client panel interview(s) 
• Assessments (if required) 
• Reference checks 

Indicative timeline: 

• Weeks 1–3: Screening 
• Week 4-5: Windsor Group interviews 

We will keep candidates updated throughout each stage. 

When submitting your application, ensure your application includes: 

• An up-to-date resume (in Word format) 
• A covering letter (in Word format) outlining your interest and expertise relevant to the role 

Submit your application quoting reference number MCADBD to apply@windsor-group.com.au. For more information, please contact Mike Conroy on 07 3211 0001.  

Your application will be acknowledged by email within one business day. 

View the live job advertisement here