Strategic Plan 2023-2026
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Our Vision
Make a difference for those in need by providing more homes
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Our Purpose
Provide high quality, safe and affordable housing
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Our Mission
To provide stable housing which enhance the lives of our tenants to work collaboratively with community partners to link our tenants to the supports they need to achieve excellence in housing provision through sustainable financial and operational practices
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Our Target 2023-2026
To reinvest our operating surpluses to achieve moderate but purposeful growth of our property portfolio – aiming to house 20 more people per annum
Metro Strategic Focus Areas
The four Strategic focus areas for this planning period are:
For-Purpose Property Strategy
1.
By the end of 2025 we will have:
Continued to acquire and/or develop fit for purpose properties – accessing DCJ funding opportunities as they occur
In place the financial systems and relationships to ensure that we continue to increase our stock of safe, secure and affordable housing for people in need
Effectively maintained or improved our existing properties
Developed a reputation for best practice sustainable design to house people who have complex needs
Continue to Strengthen our Governance
2.
By the end of 2024 we will have:
Diversified Board membership to better reflect our community and address any skills gaps identified in the review
Developed a Board Succession Plan for the Executive roles
Implemented the findings of our Governance Review
Reviewed and updated our Constitution
Confirmed continuing support and the rationale for remaining a Co-operative.
Increase the number of members of the Co-operative through active promotion to tenants/partner agencies.
Future Proof our Staffing
3.
By the end of 2024 we will have:
Reviewed our HR policies and updated all relevant policies and procedures where required.
Reviewed all Position Descriptions and updated Employment contracts where required
Support our staff to perform at the highest level
Reviewed our Performance Management processes to build staff capacity
Developed a Succession Plan for senior roles
Maintain Service Excellence for our Tenants
4.
We will continue to:
Deliver excellent tenancy and property management services in order to provide safe and secure homes to our tenants
Listen to and consult with our tenants about matters affecting them.
Provide our tenants with the information they need to make informed choices
Maintain our strong existing partnerships to ensure that our tenants receive the support they need
Use innovation to support our service delivery
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Fair
We will be honest and open in our communications and interactions with applicants, tenants, partner agencies and the wider community.
We will ensure that our service provision is inclusive and that we do not knowingly discriminate.
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Socially Responsible
We will be committed, accountable and transparent to our stakeholders.
We will operate in a financially prudent and efficient manner, reinvest our resources to benefit current and future tenants, and be good corporate citizens.
We will prioritise the needs of people who have been marginalised.
We will aim to deliver initiatives that help to address the impacts of climate change.
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Service Orientated
We will inform ourselves about our clients’ needs; be responsive to those needs (to the extent possible within our policies and resources) and communicate information in a way that is appropriate to the individual circumstances of persons requesting or using our services.
We will seek out and value the input and involvement of our tenants and key stakeholders.
We will support our staff to perform their roles effectively in order to achieve our objectives.
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Professionalism
We will discharge our governance, compliance and management responsibilities in a timely and effective manner.
Our Directors, Executive team and staff will act with integrity and honesty and be known for our focus on positive outcomes.