Welcome toHousingChoicesAustralia’s 2017-2018Annual Report. Theyearwasfilled withopportunitiespursuedandgoals achieved. Fromourmanagement andsta inVictoria, Tasmania, SouthAustraliaandNewSouthWales, wesawunwaiveringcommitment inchallenging times andagreatdeal of hardwork.
Among our many projects, in South Australia we successfully transferred 840 homes and residents to our property management portfolio as part of the South Australian Government’s Renewing Our Streets and Suburbs (ROSAS) program. We also commenced our first on-the-ground disability housing partnership in New South Wales with leading disability services provider Life Without Barriers. In Tasmania, we expanded our services in the state’s north-west with 62 new homes either completed, or in the pipeline. In Victoria, we announced new building developments in Dandenong, Newport and St Albans, and initiated major technology and system upgrades at out head o ce that will set the stage for greatly increased e ciencies across our expanding operations. Housing Choices Australia group. A key focus for me, and our board of directors, was the opportunity this presented to review our impact; both what has been and is yet to be achieved, and to plan e ectively for our second decade. With input from management, sta , partners and residents, we analysed and revised our Business Strategy and Business Plan. Our Vision and Mission remain steadfast - provide a ordable homes to people in need, across the country, and work with partners and others to create resilient and inclusive neighbourhoods. Our method of approach also remains steadfast - significantly increase the supply of good quality housing and tenancy services across Australia, so people in desperate need 2018 is specially significant for this organisation because it’s our tenth year of operations as the
From 2018, all our internal and operational strategies will be underpinned by four significant pillars of practice that will help us become an even more innovative and agile organisation. Enhanced technology and data-capture capabilities mean we can create sustainable and innovative housing outcomes for residents that truly predict, match and meet their changing needs. I urge you to read more about our Business Strategy - Growth Innovation and Impact in this report and I look forward to watching it roll out across the organisation, providing the solid foundations we need for our next ten years. We are already a significant player in the consolidating and expanding national community housing sector and we stand ready, willing and able to partner with governments and private enterprise, so that we, along with our peer housing associations, can play a significant role in delivering long-term solutions to the social and a ordable housing crisis in our country. As I looked back over our first decade and spent time with sta across our locations, I have been reminded that, in working for an organisation like ours, every member of our sta is making a personal statement. They are telling the world: “I want to make a di erence and I’m willing to spend my working day fulfilling that purpose.” That sort of commitment is the very reason why we’ve been able to move into new regions, establish ourselves as a leader in our sector, adapt to our external environment and secure funding in a competitive space. My job and that of my fellow directors, is to ensure that good and prudent governance allows this to continue.
of housing stability can live a ordably and independently, with dignity and security.
ArthurPapakotsias Chairman, Housing Choices Australia
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