Evolve Housing: 2018–2022 Strategic Plan

ABOUT THIS STRATEGIC PLAN We have set out to: • outline Evolve Housing’s (Evolve) purpose and strategy • provide information on our performance and review how we are delivering on business plans against Key Performance Indicators (KPIs) • share our future goals and direction.

ACKNOWLEDGEMENT OF COUNTRY Evolve would like to acknowledge the traditional custodians of the land on which we work.

We pay our respects to elders, past, present and future.

ENVIRONMENT Evolve cares about the environment. This Stretegic Plan is printed on FSR® certified paper traceable to certified sources.

COPYRIGHT © Evolve Housing Limited. This material is copyrighted.

Save as permitted under the Copyright Act 1968, you are not permitted to copy, print or reproduce this material or a substantial part of it or do any act which would amount to an infringement of the copyright in this material.

Street Address: 9–13 Argyle Street, Parramatta NSW 2150 Postal Address: PO BOX W124 Parramatta Westfield,

Parramatta NSW 2150

Telephone:

1800 myevolve (1800 693 865)

Website: evolvehousing.com.au Email: myevolve@evolvehousing.com.au

ABN 16 127 713 731

ACN 127 713 731

Follow us:

@evolvehousing

evolvehousing

2018-2022 STRATEGIC PLAN

AWARDS RECEIVED 2017–2018 Inspirational Team Member at the Australasian Housing Institute Awards 2017, Joy Sneesby

Rising Star Award 2017 PowerHousing Australia Awards, Mat Toailoa

Silver Award in Architecture, Residential-Constructed category, 2018 Sydney Design Awards (awarded for Harts Landing alongside our development partner PAYCE)

Silver Award in Graphic Design, Illustration and Type category, 2018 Sydney Design Awards (awarded for Harts Landing alongside our development partner PAYCE)

Parramatta Light Rail Excellence in Sustainability Award, 2018 Western Sydney Awards for Business Excellence

Highly Commended, Exceptional Community Partnership across a Region, 2018 Zest Awards (awarded for School Holiday Fun Day alongside Mission Australia Housing and St George Community Housing)

Optus MyBusiness Awards 2018, Sustainability Program of the Year

WSABE Awards 2018, Excellence in Sustainability Award

CONTENTS Awards Received

4

Message from Chairperson & CEO

7

About Evolve Housing

9

Our Stakeholders

10

Our Operating Environment

12

Our Vision and Purpose

15

What is the Purpose of this Plan?

16

Strategic Goals and Objectives

18

Strategic Goal 1: Grow Capacity

19

Strategic Goal 2: Enhance Business Practices

20

Strategic Goal 3: Sustain Tenancies

23

Strategic Goal 4: Strengthen Communities

25

High Level Summary, Strategic Plan

26

Our Values

27

EVOLVE IS ENABLING AUSTRALIANS TO LIVE BETTER LIVES, REACH THEIR FULL POTENTIAL AND CONTRIBUTE TO THEIR COMMUNITIES

6 | Evolve Housing Strategic Plan 2018–2022

MESSAGE FROM CHAIRPERSON & CEO Evolve Housing’s 2018–2022 Strategic Plan highlights our belief that everyone has the right to safe and secure housing, and finalises the strategy that we will pursue to achieve our goals over the next four years.

We enjoyed strong organisational performance in

Our vision is centered on our belief that everyone has

2017–18, meeting the majority of the objectives

the right to a home where they can feel safe, secure,

outlined in the last strategic plan, and we hope to build

and able to engage with their community.

upon this success.

Housing is an essential need, and without a stable This strategic plan has been carefully developed

place to live, people cannot possibly reach their

to maximise our ability to help those experiencing

full potential or contribute positively to society.

homelessness and housing stress, by offering them safe and secure housing alongside support services.

With this in mind, our 2018–2022 Strategic Plan

The pool of Australians who are in need of our

is designed to increase Evolve’s scope to reduce

services is continually growing as rental prices and

homelessness and housing stress for even

the cost of living rise out of pace with wage increases.

more Australians.

We are focused on finding innovative ways to grow our

We are proud of our achievements and the dedicated

capacity and create pathways for our residents on their

staff who work tirelessly to assist those in need of

journey to housing independence.

housing support. We look forward to seeing the results of this plan over the next four years.

At Evolve Housing (Evolve), we work diligently to provide housing and support services to those in need, empowering our residents to achieve greater independence and better social, health, and financial outcomes.

Paul Howlett

Andrea Galloway

Chair

Managing Director and CEO

Evolve Housing

Evolve Housing |7

WE HAVE A SUITE OF COMPLETED, UNDER CONSTRUCTION AND PLANNED DEVELOPMENTS TO PROVIDE ACCOMMODATION FOR PEOPLE ACROSS SYDNEY AND ON THE CENTRAL COAST. OUR EXPANSIVE PROJECT PIPELINE INCLUDES MORE METROPOLITAN, COASTAL AND HUNTER REGION DEVELOPMENT. ANDREA GALLOWAY, MANAGING DIRECTOR & CEO

8 | Evolve Housing Strategic Plan 2018–2022

ABOUT EVOLVE HOUSING Evolve Housing is an award-winning Tier-1 nationally registered community housing provider (CHP).

We deliver housing solutions to empower people on their journeys to independence.

We are recognised as one of the most innovative,

Last year, we partnered with Women’s Community

high performing CHPs in Australia. We are also a

Shelters on a pilot program to provide three years of

registered charity, with Donor Gift Recipient and Public

subsidised rental accommodation to women and their

Benevolent Institute status. Our two offices are located

children escaping domestic violence.

in Parramatta and Penrith, and we have a strong team of around 100 staff who are devoted to improving the

In 2017, Evolve established the first not-for-profit real

lives of our residents.

estate agency in the state, called Echo Realty (which stands for Evolve Connected Housing Options).

Our New South Wales property portfolio consists of 3,500 tenancies and provides homes for more than

Echo Realty currently manages more than 900

7,500 people who may otherwise face homelessness or

affordable properties in Sydney and the Central

housing stress.

Coast, many of which are part of the National Rental Affordability Scheme (NRAS), with an expected growth

We have a presence in 38 local government areas

of 15-20% per annum.

in the metropolitan Sydney area, the Hunter region, the Central Coast, and the mid-North Coast. We also

As well as providing housing, we also offer tailored

support a further 1,300 properties in Tasmania through

support to our residents to assist with their personal,

a joint venture called Centacare Evolve.

wellbeing, educational, and employment goals.

Our property portfolio caters to people on very low

Evolve strives to be an employer of choice and

to moderate incomes who may struggle to access

commits to supporting and investing in our staff so

accommodation in the private rental market, and we

that they can best serve our residents. We strongly

provide both social housing and affordable housing.

support equal employment opportunity, diversity, and inclusion.

We have a specialty youth team, called Evolve Housing for Youth, which provides homeless youth with case

As a leading CHP in Sydney, we are highly regarded

management while linking them to relevant support

in the community and have won multiple awards

services.

including the Western Sydney Awards for Business Excellence in Business Ethics in 2016 and Excellence

We are a registered Specialist Disability Provider under

in Sustainability in 2018. We were a finalist in the

the National Disability Insurance Scheme, and are

2018 Optus My Business Awards in the Not-For-Profit

accredited under the NSW Disability Service Standards.

Business of the Year category. |9

OUR STAKEHOLDERS We work with a wide range of stakeholders and partners to deliver projects for the benefit of our residents. By creating partnerships with other organisations and using a collaborative approach, we have been able to achieve major progress against our goals. We partner with government, financiers, property developers, councils, service providers, and other community based groups to achieve greater outcomes for the people we serve.

Residents

for funding, and providing feedback on government

Our residents are the reason that we exist, and they

policy relating to the housing sector.

are at the heart of everything we do. We collaborate with our residents when we are designing new

Registrar of Community Housing

programs or support services, and we seek their

We work closely with the Registrar to ensure

feedback through a variety of mechanisms including

organisational compliance and that we meet

surveys, the annual Resident Engagement Strategy,

reporting obligations. We are dedicated to

and formal advisory resident groups. We regularly

maintaining effective governance, accountability,

engage with our residents via social media, our

and transparency in our operations.

website, and face-to-face contact. By working in this way, we are able to assess the quality of the services

Private Sector

we deliver and continuously improve them.

We work proactively with property developers and financiers to develop our own affordable housing

Support Partners

projects that will allow us to provide homes for more

We partner with a diverse range of community groups

people in need. We also interact with the private sector

and agencies to provide our residents with tailored

by sourcing services from businesses under property

support. This support often allows our residents to

maintenance contracts and a leasehold program

enrich their lives, build new skills, and participate

(where we acquire rental properties from the private

in their community. Examples of service providers

market to sub-let to our tenants). Evolve sometimes

we work alongside include mental health services,

provides services, such as the provision of tenancy or

disability support agencies, job seeking agencies,

property management for a fee, for private individuals

and training organisations.

or businesses.

Federal and State Government As a Tier–1 CHP, we are regulated by the National Regulatory System for Community Housing and must operate within their policy and regulatory framework.

We also seek to work alongside government by tendering for community housing projects, applying

10 | Evolve Housing Strategic Plan 2018–2022

WHAT WE HAVE HERE IS VERY MUCH ABOUT, NOT JUST REVITALISING SOCIAL HOUSING, BUT CONVERTING THEM TO MIXED COMMUNITIES; BREAKING DOWN THOSE INVISIBLE BARRIERS. HON. PRU GOWARD, MP, MINISTER FOR SOCIAL HOUSING

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OUR OPERATING ENVIRONMENT Evolve operates within a context that is constantly changing – the property market is fluctuating, government policy is shifting to recognise the need for affordable housing, and the number of people who require our services grows daily.

Against the backdrop of policy changes and house price fluctuations, there is one factor that remains

National Rental Affordability Scheme

stable: there is a dire, urgent need for more social and

An end to a commitment by the Australian

affordable housing in NSW.

Government to invest in affordable rental housing through the NRAS means even less affordable housing.

Models created by the Community Housing Industry

For the community housing sector, this means

Association of NSW indicate that the sector would

hundreds of affordable properties may soon become

need to create at least 12, 000 new social and

not-so-affordable for low to moderate income tenants.

affordable homes per year until 2026 to meet current

These tenants may be pushed out of their NRAS

demand and the projected population growth in our

properties when they revert to market rents or are

state. The recently published 2018 Household, Income

sold. It is expected that rents for properties leaving the

and Labour Dynamics in Australia (HILDA) Report

NRAS program will increase by 20 per cent.

similarly highlights the need for substantially more social and affordable housing stock.

Evolve will continue to work with developers, local government, and private property investors to

It also identifies single parents and older people in low-

respond to the growing need for affordable housing

income households as being particularly vulnerable to

across NSW and Australia by providing quality advice,

housing stress and poverty.

services, and strategic input.

The release of the NSW State Budget in 2018 initiated

Potential Financing

significant discussion on the government support

Legislation was passed in July 2018 to establish

for social and affordable housing. With so many

the National Housing Finance and Investment

Australians living in extreme housing stress, there has

Corporation (NHFIC) to administer Australia’s first

finally been widespread political acknowledgement of

national Affordable Housing Bond Aggregator

the need for more community housing.

designed to encourage greater private and institutional investment in affordable housing by

We expect to see growing opportunities to partner

providing cheaper and longer-term finance to

with government and private industry over the next

registered CHPs. The NHFIC addresses one of the

few years, and will be ready to respond to these.

biggest challenges to the successful delivery of affordable housing projects, and provides longer

Government Policies

term certainty over debt and access to discounted

There are a number of federal, state and local

interest rates. Narrowing the ‘yield gap’ still remains

government initiatives and policies which affect our

the biggest challenge to successfully delivering

operating environment.

affordable housing projects.

12 | Evolve Housing Strategic Plan 2018–2022

The National Housing and Homelessness Agreement (NHHA) will commence in 2018-19, and is an agreement between the Commonwealth and state governments to work together to improve the supply of housing. They are also required to jointly work on factors that impact the housing market, including Commonwealth and state taxes, regulations in the financial sector, immigration, income support, and rental subsidies. As part of the NHHA, the Commonwealth will provide the NSW Government $477 million to be used on housing-related activity, indexed annually from 2019-20.

We are ready to support any housing-related activity generated by the NHFIC and NHHA in future.

Affordable and Social Housing Targets Earlier this year, the NSW Government formally adopted the 5-10% inclusionary zoning target for affordable housing targets proposed by the Greater Sydney Commission (GSC). This follows similar actions in other Australian states. These targets are subject to a site-by-site development viability test, and are not binding.

Greater Sydney Commission The GSC is an independent statutory body that, in partnership with both state and local governments, is responsible for metropolitan planning for the Greater Sydney region. Its mandate is to increase the integration and coordination of strategic and landuse planning, with a focus on providing plans for structured growth and infrastructure investment.

The core vision of the Greater Sydney Region Plan, A Metropolis of Three Cities, is that most Sydney residents live within 30 minutes of their job, education, and health facility services in one of the three cities of | 13

Sydney: the Western Parkland City (Western Sydney

Consistent with the Future Directions program,

Airport Hub/the Aerotropolis), the Central River City

Communities Plus tenders (from a design perspective)

(Greater Parramatta), or the Eastern Harbour City

require:

(Central CBD).

• the integration of social and affordable housing with private housing

The Plan, released in 2018, is a 40-year vision for Greater Sydney and includes dwelling targets of 725,000. With a focus on fostering jobs, improving housing choice and affordability, easing congestion, and enhancing the natural environment across the entire region, the GSC has reaffirmed its commitment

• the engagement and connection to the local community • support planning and coordination for social housing residents • that the social and affordable housing manager be a registered CHP

to require Sydney councils to develop housing

There are a mix of major sites and neighbourhood

strategies that identify areas with the amenity to

projects, and we have submitted and will continue to

support new housing that aligns with the district

submit proposals for these.

targets over the next five years.

Local Councils Social Impact Investment

Local councils are developing local housing strategies

Social impact investments fund solutions to

and adopting affordable housing targets. They are

complex social problems such as housing stress

using voluntary planning agreements or their own land

and homelessness. These programs are expected to

or equity from development contributions to achieve

improve collaboration between service providers,

this. We continue to form meaningful relationships

investors, and governments to achieve social

with property developers and local councils to take

outcomes.

advantage of these policies.

Communities Plus Communities Plus leverages the value of the existing NSW Land and Housing Corporation (LAHC) portfolio through engaging the private sector and non-government organisations to design, fund, and build social, affordable and private housing.

The Communities Plus program is expected to deliver up to 23,000 new and replacement social housing dwellings, 500 affordable housing dwellings and up to 40,000 private dwellings over the next 15 years.

As each development is completed, new social housing properties are transferred over to LAHC as payment for land, and will be managed by registered CHPs.

14 | Evolve Housing Strategic Plan 2018–2022

OUR VISION AND PURPOSE This section describes the guiding principles for Evolve Housing (our vision), what we want to achieve (our purpose), and the values that we adopt that shape the way in which we behave as an organisation.

Our vision and purpose statements help in clarifying our objectives for the next four years and determining the goals and priorities that will advance our organisation. They also seek to motivate and inspire all Evolve employees and volunteers, align their energies in a common direction, and create a shared understanding of the work undertaken daily and how it contributes towards long-term goals.

Our vision for our communities is a place where homelessness and housing stress is alleviated, communities are active and inclusive, and all people can experience a better quality of life and achieve their potential.

VISION Thriving communities for all people.

Our vision is to ensure that our residents are safe and secure in their homes, to relieve housing stress by building more homes, and to create communities where people can realise their potential.

PURPOSE To deliver housing solutions and services that empower people on their journey to greater independence.

The main reasons for Evolve Housing being in business is to provide housing and support services that deliver: • safe, secure, and affordable housing for people experiencing homelessness or lower income persons under housing stress • support, opportunities, and tools for residents to help maintain their tenancies, improve their well-being and their ability to participate within their community and the wider economy Evolve recognises our responsibility in supplying fit-for-purpose social and affordable housing, with the aim of increasing housing supply to match the diverse needs of households in housing stress.

We also seek to support those individuals who, with relevant opportunities, can continue their journey to greater independence, become less reliant on government funding, and potentially access private market housing in the future.

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WHAT IS THE PURPOSE OF THIS PLAN? The 2018–2022 Strategic Plan provides a clear structure to set our priorities, focus our resources, strengthen our operations, and establish agreement around the intended outcomes of our business. It is a tool we will use to adjust our direction in response to a changing environment, and helps to ensure that our employees, stakeholders, and partners are working towards common goals.

The Planning Process

It offers high level direction for the next four financial

When we create our strategic plan, we consider aspects

years: 2018–2019 to 2021–2022. To ensure goals

of our internal and external operating environment.

and objectives are achieved, the strategic plan is

This document builds upon our 2016-2020 Strategic

supported by annual business plans and a reporting

Plan and our strategic and business scenario planning

and governance framework that actively measures

sessions. The diagram on page 17 provides an overview

business progress and outcomes.

of the strategic planning process that we undertake, and how it fits in with our organisation’s operations.

16 | Evolve Housing Strategic Plan 2018–2022

Below: Tetris Village development, 23 studio apartments.

STEP BUSINESS SNAPSHOT

02

• Current business analysis • What works & what doesn’t • Strategic questions • Critical business issues • SWOT analysis (internal and external)

STEP MARKET EVALUATIONS

En

ment iv ron

Form/Ad j

ust

Str at

prove ate

Im ne & i f e ,R

nalise Plan ratio Ope

Eva l

u

06

• Performance evaluation and reporting (includes Outcomes Framework) • Strategic project review • Apply learnings to inform:

· Change management & continuous improvement programs · Ongoing operational alignment to achieving results

• Employee development & training • Communications

03

• Review inputs & SWOT analysis • Determine critical success factors • Develop strategies to address SWOT combinations

Formulate P lan

EVALUATION & STEP IMPROVEMENT

FORM AND STEP ADJUST STRATEGY

egy

Rev i ew

01

• Environmental scan, industry trends and forces • Policy reforms, new directions • Stakeholder analysis • Customer analysis/ demographics • Investment/ funding opportunities

STEP BUSINESS PLAN

05

STEP STRATEGIC PLAN

04

• Provides business direction • Values/ principles • Vision & Purpose for organisation • Business goals • Long term (3–5yr) objectives

• Operationalise action plan for each area of the business aligned to Strategic Plan

WE ARE HERE

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STRATEGIC GOALS & OBJECTIVES This strategic plan is directed towards four key goals: grow capacity, enhance business practices, sustain tenancies, and strengthen communities.

These goals establish a framework and provide key

Metrics associated with the strategic objectives

indicators that mark our progress in the pursuit of

indicate how we are progressing toward reaching

our vision and purpose. They clearly summarise what

our goals and allow us to adjust our approach to

success looks like for our organisation, and are critical

improve results.

factors for ongoing growth and achievement.

More detail on the four goals and associated strategic We have also created strategic objectives that

objectives follows, with an outline of how we intend

correspond with each goal and identify how they will

to deliver on these objectives and success measures.

be delivered over the next four years. The objectives

Robust business review practices with governance

break down each goal into valid, identifiable and

measures are in place to ensure the appropriate levels

achievable steps, and they also assist us to develop

of focus and activity are underway.

more detailed operational plans. They are specific, measurable intentions supporting the attainment of their associated goal.

GOALS

STRATEGIC OBJECTIVES

GROW CAPACITY

1.1 INCREASE AND DIVERSIFY REVENUE STREAMS 1.2 BUILD ON OUR PARTNERSHIPS 1.3 INCREASE AND DIVERSIFY OUR HOUSING PORTFOLIO

ENHANCE BUSINESS PRACTICES

2.1 INVEST IN OUR PEOPLE 2.2 BE A GOVERNANCE LEADER 2.3 DRIVE EFFICIENCIES AND BE RESPONSIVE TO NEW OPPORTUNITIES

SUSTAIN TENANCIES

3.1 ALIGN HOUSING AND SUPPORT SERVICES TO RESIDENTS’ NEEDS 3.2 ASSIST RESIDENTS ON THE JOURNEY HOME® 3.3 INFLUENCE HOUSING POLICY TO DRIVE IMPROVED OUTCOMES

STRENGTHEN COMMUNITIES

4.1 MEASURE AND MAXIMISE POSITIVE SOCIAL OUTCOMES 4.2 ENHANCE SOCIAL AND ECONOMIC PARTICIPATION OF OUR RESIDENTS 4.3 DEVELOP & PARTICIPATE IN PROGRAMS TO DELIVER INTEGRATED COMMUNITIES

18 | Evolve Housing Strategic Plan 2018–2022

2018–2022 FOUR YEAR STRATEGY

2022

12,850

STRENGTHEN COMMUNITIES

Number of people’s lives we are

positively impacting by providing

A

LL

OP PE

LE

To deliver housing solutions and services that empower people on their journey to greater independence

TH

ENHANCE BUSINESS PRACTICE

OUR PURPOSE

IN RIV

G COMMUNITI

ES

SUSTAIN TENANCIES

FO R

6,000 tenancies

2018 GROWING CAPACITY

7,500 Number of people’s lives we are positively impacting by providing 3,500 tenancies | 19

STRATEGIC GOAL 1 GROW CAPACITY

We are committed to growing our capacity to deliver more homes and support services. To successfully manage growth, we must be judicious in our use of business resources and create agile, scalable processes and systems. It is also important that we do not allow our growth to disrupt existing performance.

Growing capacity requires innovation, the ability to

streams; maintain existing revenue sources; attract

manage risks, and a readiness to take advantage of

potential customers, partners, and investors; and

opportunities quickly and effectively. We must ensure

have the capability to participate in tenders and bids

that we are well-equipped to develop new revenue

aligned to our investment strategy.

HOW WE WILL DO THIS: OBJECTIVE 1.1 INCREASE AND DIVERSIFY REVENUE STREAMS

• Ensure business is well positioned to maximise any government and alternative funding, grants or revenue streams • Establish and grow innovative housing models/projects to expand supply that meets clients’ needs

SUCCESS MEASURES:

• Grow operating revenue by 20% (c.5% pa) to 2022 • Increased external revenue from non-traditional sources by 5% to 2022 • Properties secured in urban renewal, local infill developments and land release areas

• Seek and secure new housing opportunities in new areas

OBJECTIVE 1.2 BUILD ON PARTNERSHIPS TO OPTIMISE SOCIAL INVESTMENT

OBJECTIVE 1.3 INCREASE AND DIVERSIFY OUR HOUSING PORTFOLIO

HOW WE WILL DO THIS:

SUCCESS MEASURES:

• Advocate our capabilities to government and non-government sectors

• Expand portfolio and service offerings to deliver social outcomes

• Enhance and grow our program and project delivery capability, specifically in the areas of Indigenous, Youth, Disability and Domestic Family Violence

• Deliver innovative development models including Disability, Youth, Domestic Family Violence and Indigenous Housing Models

HOW WE WILL DO THIS:

SUCCESS MEASURES:

• Establish strategic partnerships that deliver against the investment decision framework

• Implement best practice asset management approach when planning portfolio growth • Undertake projects to increase housing portfolio • Seek and participate in initiatives that provide additional social, affordable and disability housing • Develop a geographic strategy to serve our diverse communities

20 | Evolve Housing Strategic Plan 2018–2022

• Strategic partnerships formed in line with investment decisions

• Tenancies under management by 2022: 6,000 (including 2,000 Affordable Housing Tenancies) • Properties secured through any property transfer program including disability housing, councils and Fee For Service • Proportion of client types assisted with alternative housing options

STRATEGIC GOAL 2 ENHANCE BUSINESS PRACTICES Our ever-changing operating environment and the challenges faced by our sector require us to be adaptable and ready to scale our operations in response to any new opportunity or threat. To achieve this, we need to efficiently use resources and attract staff who contribute to our vision and purpose.

Meeting this goal requires more than just a compliance

continual improvement. By doing so, we can remain

approach to business operations. It requires us to

viable and relevant to the sector while maximising the

embrace a culture of innovation, best practice, and

impact of the services we provide to our residents.

OBJECTIVE 2.1 INVEST IN OUR PEOPLE

HOW WE WILL DO THIS:

SUCCESS MEASURES:

• Recognise and reward high performance

• Maintain a diverse workforce

• Be an employer of choice to ensure we attract, engage, retain, and develop our staff

• Employee turnover rate within acceptable levels

• Continue to develop our people in an inclusive culture

• Deliver on Performance and Development Management Framework

• Attract and retain suitably skilled and experienced employees • Increased level of overall staff engagement and job satisfaction

HOW WE WILL DO THIS: OBJECTIVE 2.2 BE A GOVERNANCE LEADER

• Deliver excellence in quality management: develop, review & improve corporate and operational policies and procedures including business reporting

SUCCESS MEASURES:

• Ensure our governing structure aligns to our purpose and community expectations • Be recognised as a best practice governance leader in the community housing sector

• Establish, implement & maintain a best practice risk management framework

• Achieve third party Certification for Disability standards

• Demonstrate compliance with key industry standards: FACS, NRSCH, NDIS

• Meet and seek to exceed NRSCH and FACS Compliance Standards

• Maintain and enhance systems to ensure contractual compliance

OBJECTIVE 2.3 DRIVE EFFICIENCIES AND BE RESPONSIVE TO NEW OPPORTUNITIES

HOW WE WILL DO THIS:

SUCCESS MEASURES:

• Develop standardised analytical tools to value and compare new opportunities

• Ensure business enablement programs are aligned to our Strategic Objectives

• Maintain financial capacity to rapidly respond to emerging opportunities

• Meet business finance and regulatory covenants and obligations

• Embed continuous improvement and cost efficiency in our business practices to optimise outcomes

• Investment decisions are made in accordance with an investment decision framework

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IF I COULDN’T STAY IN THOSE UNITS I PROBABLY WOULDN’T HAVE FINISHED MY UNIVERSITY DEGREE, SO I WOULDN’T BE A TEACHER NOW. JULIA, FORMER RESIDENT

22 | Evolve Housing Strategic Plan 2018–2022

STRATEGIC GOAL 3 SUSTAIN TENANCIES Secure, affordable housing is critical to improving the lives and wellbeing of vulnerable Australians. At Evolve, we have a concept called The Journey Home®, which describes the pathway that we have created for our residents to transition to private housing or greater financial independence. We recognise that the steps needed to achieve this are different for everyone.

For some residents, having access to stable, affordable

An essential part of our role is identifying the support

housing will improve their ability to participate in

needs of every new resident and linking them with

education, training, and employment opportunities

appropriate services before issues escalate to an

that may lead to financial independence.

unmanageable level.

For others, particularly those with significant

Delivering quality housing, tenancy, and property

disability or disadvantage, transitioning to private

services to meet our residents’ requirements is also a

housing may be unfeasible. Our primary goal in

core service outcome for Evolve. We will continue to

relation to these residents is to help them gain skills

monitor tenancy satisfaction levels and refine our asset

that will improve their social participation, health,

and tenancy management practices with the aim of

and ability to maintain a tenancy.

exceeding industry benchmarks.

OBJECTIVE 3.1 ALIGN HOUSING AND SUPPORT SERVICES TO RESIDENTS’ NEEDS

HOW WE WILL DO THIS:

• Understand residents’ needs and deliver outcomes based programs and services • Deliver high quality asset management and tenancy management services that support our residents’ needs • Ensure high quality customer service is delivered to our residents

OBJECTIVE 3.2 ASSIST RESIDENTS ON THE JOURNEY HOME®

SUCCESS MEASURES:

• Annual Customer Satisfaction Survey Results • Increasing number of tenancies sustained • Deliver continuous improvements in our Customer Service Strategy • Adapt our Resident Engagement Strategy to our changing residents profile

HOW WE WILL DO THIS:

SUCCESS MEASURES:

• Assist residents in transitioning to greater levels of housing independence

• Increased proportion of clients at risk assisted before they become homeless.

• Deliver programs and services that improve the health and well-being of our residents

• Services delivered to enhance independence and self-reliance

• Enhance systems and processes to measure and evaluate outcomes

OBJECTIVE 3.3 INFLUENCE HOUSING POLICY TO DRIVE IMPROVED OUTCOMES

HOW WE WILL DO THIS:

SUCCESS MEASURES:

• Facilitate and participate in public dialogue relating to homelessness and housing stress

• Acknowledgement as a credible and prominent organisation to confer on social and affordable housing policies

• Anticipate, monitor and respond to current and emerging policy issues

• Engage in advocacy and participate in promotional activities to increase awareness and influence policies

• Proactive approach to advocacy on affordable housing policies

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LIVING IN AFFORDABLE HOUSING HAS MADE MY LIFE BETTER, BECAUSE I’M WORKING HERE AND I DON’T HAVE TO MOVE AROUND…IT’S A GOOD HOME, IT’S SECURE AND THE SERVICE IS GOOD. DENG ANAI, RESIDENT

24 | Evolve Housing Strategic Plan 2018–2022

STRATEGIC GOAL 4 STRENGTHEN COMMUNITIES Our vision for our communities is that they are socially inclusive, connected, resilient, just, and prosperous. We actively support our residents to increase their ability and confidence to participate in their community and the wider economy.

In addition to providing secure housing, we assist

We use an evidence-based approach and outcomes

our residents to build life skills, improve their health,

measurement so that we can effectively focus our

pursue education, and access training opportunities

resources and determine which programs have the

in growth industries. This support increases their

greatest positive impact on residents.

capacity to engage with and contribute to their community.

HOW WE WILL DO THIS:

• Deliver evidence based, best practice social outcome frameworks & evaluate their impact

OBJECTIVE 4.1 MEASURE AND MAXIMISE POSITIVE SOCIAL OUTCOMES

• Create partnerships that activate capability to improve social outcomes

SUCCESS MEASURES:

• Deliver our social outcome framework • Grow partnerships used to deliver programs and projects

• Refine and prioritise initiatives to optimise use of resources and maximise outcomes • Identify opportunities and priorities for growth and improvement in the delivery of social value and outcomes

HOW WE WILL DO THIS: OBJECTIVE 4.2 ENHANCE SOCIAL AND ECONOMIC PARTICIPATION OF OUR RESIDENTS

OBJECTIVE 4.3 DEVELOP AND PARTICIPATE IN PROGRAMS TO DELIVER INTEGRATED COMMUNITIES

• Tailor training, education and employment initiatives to meet residents’ needs • Access and leverage government, business & community funding, program and resources

SUCCESS MEASURES:

• Increase the number of residents engaged in community activities, study, training or employment

• Explore opportunities for social impact investment

• Increased proportion of residents transitioning from social housing to affordable/private housing

HOW WE WILL DO THIS:

SUCCESS MEASURES:

• Grow inclusive communities across our diverse residents groups • Apply best practice design principles to promote integration • Collaborate with relevant community groups to deliver shared objectives

• Residents report high neighbourhood satisfaction and feel engaged with their community • Maximise use of available communication channels to effectively engage with our residents

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HIGH LEVEL SUMMARY STRATEGIC PLAN OUR VISION

OUR PURPOSE

Thriving communities where all people flourish.

To deliver housing solutions and services that empower people on their journey to greater independence.

GROW CAPACITY

ENHANCE BUSINESS PRACTICES

1.1 Increase and diversify revenue streams • Grow revenue, 20%

2.1 Invest in our people

• Revenue from non-traditional sources, 5%

• Deliver on performance and development management framework

1.2 Build on partnerships to optimise social investment • Strategic partnerships formed in line

• Attract and retain suitable skill and employees • Increase level of overall staff engagement and job satisfaction

with investment decisions • Expand portfolio and service offerings to deliver social outcomes

2.2 Be a governance leader • Meet best practice Quality and Risk Management standards

1.3 Increase and diversify our housing portfolio • Tenancies under management by 2022, 6,000 (including 2,000 affordable housing tenancies)

2.3 Drive business efficiencies • Investment decisions are made in accordance with our investment decision framework

26 | Evolve Housing Strategic Plan 2018–2022

OUR VALUES—I HEAR Inspiration

We approach opportunities and challenges with creativity and enthusiasm. We encourage those around us to imagine, learn, innovate and to do things better.

Honesty & Integrity

We are honest, fair and ethical in all interactions.

We do the right things for the right reasons all the time.

Empathy

We are aware of, and sensitive to, the feelings and perspectives of others and use that understanding to guide our actions.

Accountability

We act with professionalism and take responsibility for our decisions and actions.

Respect

We treat others how we would like to be treated. We value individuality and diversity.

SUSTAIN TENANCIES

STRENGTHEN COMMUNITIES

3.1 Align housing and support services to

4.1 Measure & maximise positive social outcomes

residents’ needs

• Deliver our social outcome framework

• Increasing number of tenancies sustained 4.2 Enhance social and economic participation 3.2 Assist residents on The Journey Home® • Services delivered to enhance independence and self reliance

of our residents • Increase the number of residents engaged in community activities, study, training or employment

3.3 Influence housing policy to drive improved outcomes • Proactive approach to advocacy on affordable housing policies

4.3 Develop and participate in programs to deliver integrated communities • Residents report high neighbourhood satisfaction and feel engaged with their community

OUR RESIDENTS COME FROM ALL AROUND THE WORLD AND THEY CALL EVOLVE HOME.

AFGHANISTAN • ALGERIA • ARGENTINA • ARMENIA • AUSTRALIA • AUSTRIA AZERBAIJAN • BAHRAIN • BANGLADESH • BOSNIA AND HERZEGOVINA • BRAZIL BULGARIA • BURUNDI • CAMBODIA • CAYMAN ISLANDS • CHILE • CHINA • CONGO CROATIA • CZECH REPUBLIC • EGYPT • EL SALVADOR • ETHIOPIA • FIJI • FRANCE • GERMANY • GHANA • GREECE • GUINEA • HONG KONG • HUNGARY • INDIA INDONESIA • IRAN • IRAQ • IRELAND • ISRAEL • ITALY • JAPAN • JORDAN • KENYA • KOREA • KUWAIT • KYRGYZSTAN • LAOS • LEBANON • LESOTHO • LIBERIA MACEDONIA • MALTA • MAURITANIA • MEXICO • MONTENEGRO • MOROCCO MYANMAR • NETHERLANDS ANTILLES • NEW ZEALAND • NICARAGUA • NIGERIA • NORTH SUDAN • PAKISTAN • PALESTINIAN TERRITORY • PAPUA NEW GUINEA • PERU • PHILIPPINES • POLAND • PORTUGAL • ROMANIA • RUSSIAN FEDERATION • SAMOA • SAUDI ARABIA • SERBIA • SIERRA LEONE • SOMALIA • SOUTH AFRICA • SOUTH SUDAN • SPAIN • SRI LANKA • SWITZERLAND • SYRIAN ARAB • REPUBLIC TAIWAN • THAILAND • TIMOR-LESTE • TONGA • TURKEY • TURKS AND CAICOS ISLANDS • UKRAINE • UNITED ARAB EMIRATES • UNITED KINGDOM • UNITED STATES • URUGUAY • UZBEKISTAN • VIETNAM • YEMEN • ZIMBABWE