An introduction toour renewed business strategy.
In 2018, our Board and management consulted with sta , residents and partners to review our business strategy and plan. The result is a working strategy that focusses on four key pillars of practice that will underpin both our day-to-day operations and our decisions, both big and small. Our strategy was communicated to sta in each state and we continue to rollout internal collateral to ensure that our pillars will become the DNA of our organisation. A critical element of the long-term solution to the social and a ordable housing crisis in Australia lies in a strong, financially robust and well-regulated community housing sector. The sector must sit confidently and permanently between the public and private housing sectors, creating the third structural pillar of a well-supported, long-term, national housing framework.
Rounding the first decade is a milestone for any organisation. It signifies you are established and here to stay, but still young enough to have the energy and drive to continue along a determined path. When Housing Choices Australia formed as an operating group in 2008, our early goals were to improve the housing choices of people living with a disability in Victoria and expand our national footprint.
We started with 28 sta and 1430 residents living in 895 properties. We planned to think national, but to act local.
Ten years later, we operate in four states, employ over 140 sta and own or manage more than 4700 properties; providing homes for over 5500 residents – a large proportion of whom live with a disability. We manage over $701m of assets, with an annual operating revenue approaching $47m. We have over 200 partners and have resident advisory committees in each state. These provide us with invaluable feedback on how we deliver our services and help us create the communities and neighbourhoods to support our residents. Our property portfolio now includes shared-living, family houses, apartments and studios; properties that meld easily into cities, towns and suburbs. Our residents are young and old, of diverse cultures and backgrounds, some with complex needs requiring support services and others just steadily making their way out of di culty and hardship, towards hope and independence.
For this tooccur, newthinking is required.
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Growth. Innovation. Impact. |
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