The reviewof ourfirst tenyearshas allowed us toset somespecificgoals forournext decade. Given that the demand for social housing and housing services is far from decreasing, it is reasonable to plan on the basis that our pace and scale of growth must, at the very least, continue at the same relative rate in order to meet the very significant social housing stock shortfall that exists in Australia; both current and forecast. Most independent housing data analysis predicts it will take roughly 30 years of concerted and coordinated e ort by government, private and community housing sectors to re-establish a truly equitable housing landscape in Australia and to eliminate homelessness. Our goals for 2028 are therefore based on the impact we delivered through our first decade, at a moderate rate of growth. The figures appear ambitious but are based on sound information, prudent financial modelling and significant sector experience - and we believe they are necessary.
By 2028 we aim to be a national employer of choice in the sector, running innovative, diverse and respectful workplaces right across Australia, with highly skilled sta who are engaged, committed and feel supported. We will operate trusted regional operations, providing a diverse variety of social, supported, independent, shared-living and a ordable homes to meet the needs of each region. We will continue to enjoy high levels of resident and partner satisfaction whose feedback is e ciently captured and used to inform and improve our service provision. We will have a significant pipeline of innovative social and a ordable housing projects across Australia that incorporate the views and design considerations of residents and support service partners.
Basedonwherewe’ve been, this iswherewe hope tobe in2028.
11 | Annual Report 2018
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