Sta from all states engaging in a ‘Resident Experience’ workshop facilitated by Nous.
Transforming HousingChoices for thenextdecade. As we begin our second decade, we want to make sure that both the current and next generations of Housing Choices sta are well-trained and well-supported, have the diverse skills, capabilities and temperaments needed to match their tasks, and that every sta member recognises clearly how their individual contributions are a vital part of an integrated eort. Our workforce will be supported by an innovative and solution-oriented culture, underpinned by processes, systems and infrastructure that allow and encourage innovation, deliver the right tools and resources and a management structure that supports and rewards. We will keep thinking nationally and acting locally, but make more sense of it; centralising processes and localising outcomes. We want our sta to be excited and proud to say they work at Housing Choices and they should be able to clearly see that the job they do is making a real dierence.
Understandingthe resident experience andthe requirements for success.
The community housing sector is in the middle of a period of unprecedented pressure and change, driven by three key factors; higher expectations of us by both governments and the general community, both in terms of the quality of our services and the impact our work is having, particularly on homelessness; increased expectations of us by our residents for our services be more tailored to their needs and adaptable as their circumstances change; and increasing pressure on costs due to ongoing funding constraints at both state and federal government levels. To better understand our residents’ needs and deliver services more eectively, we are developing robust systems to better track the journey of our residents, analytical tools that will help us process the data collected on their experiences, and methods by which this information can more eectively clarify the impact of our services. It’s all about feedback and what we do with it.
At a state and federal level, new initiatives in the social housing system are creating significant opportunities. These will require community housing organisations like ours to become more complex and sophisticated. We will need to take on new roles and acquire risk, asset and project management skills we’ve never needed before. We also need to build new partnerships with private developers, construction companies, architects, technical experts, researchers, planners and financial institutions. The expectations of these partners will dier to those of our residents, the community, and governments. We need to ensure we have the methods and processes in place that allow us to achieve and maintain the right balance.
33 | Annual Report 2018
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