Business Plan 2019-2020 - Bridge Housing
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2019-2020 Business Plan
Table of Contents TABLE OF CONTENTS 1 INTRODUCING BRIDGE HOUSING 2 WHO IS BRIDGE HOUSING? 3 ABOUT THIS PLAN 5 LIVING OUR VISION, MISSION AND VALUES 6 RIDING THE GROWTH WAVE - OUR CHALLENGES AND OPPORTUNITIES 7 BUILDING ON SUCCESS 8 DELIVERING OUR STRATEGIC OBJECTIVES 9 Bridge Housing Business Plan 1
Introducing Bridge Housing
Who is Bridge Housing?
Bridge Housing Limited is a not for profit community housing provider. We What properties do we manage?
make a positive difference to the lives of people on low to moderate incomes
by delivering secure affordable housing. We own and manage over 2,200 The properties we manage include:
properties and assist 4,000 tenants across inner and middle Sydney. » Vested properties owned by Bridge Housing, following transfer of property
Bridge Housing was formed in 2009 through the amalgamation of three inner title from the NSW Government. These properties provide us with an asset
metropolitan housing providers: the South West Inner Sydney Housing base to secure private sector finance for investment in more housing.
Cooperative, Burwood-Area Community Housing and the Eastern Suburbs » Capital properties owned by the NSW Government, but leased and managed
Rental Housing Association. We currently operate in 20 new local government by Bridge Housing through the Community Housing Agreement. Rental
areas in the Sydney metropolitan region. Since 2009, Bridge Housing has income from these properties is retained by Bridge Housing, and is set by
successfully transformed from housing management to include property the NSW Government at 25 per cent of assessable tenant income, plus 100
development financed through corporate debt. per cent of Commonwealth Rent Assistance.
We are a Tier 1 provider under the National Regulatory System for Community » Leasehold properties are sourced from the private rental market and sublet
Housing and a registered charity. to eligible applicants. The NSW Government provides a management, rent
and maintenance subsidy for these properties under its Community Housing
Leasing Program.
» Specialist disability accommodation we are a registered accommodation
What do we mean by affordable housing? provider under the National Disability Insurance Scheme (NDIS). Under the
NDIS, Bridge Housing as the accommodation provider receives an annual
When Bridge Housing refers to ‘affordable housing’, we mean the full
contribution towards property costs and rental income stream to fund our
spectrum of housing services and products for people on very low to
service delivery.
moderate incomes.
This includes social housing, key worker housing, private rental housing » Fee-for-service properties managed by Bridge Housing or our not-for-profit
and private market housing for purchase. real estate agency, HomeGround Real Estate Sydney, on behalf of external
organisations through a management agreement or contract. The
management fee varies depending on the level of housing and the property
management services negotiated.Who are our partners and stakeholders?
We work with a wide range of partners and stakeholders:
» Tenants: We consider our tenants to be our key partners. We engage
actively with our tenants through the Tenants Advisory Group, events,
workshops, surveys and a wide range of other mechanisms. This includes
engagement in the preparation of this plan.
» Australian and NSW Government: We work within the policy and regulatory
frameworks set by the Australian and NSW Governments. These frameworks
influence the opportunities to expand our property portfolio and delivery of
affordable housing services. The Australian and NSW Governments also
deliver funding and income support programs that impact on our services
and tenants.
» Local Government: We deliver our property development activities within
the planning and development frameworks set by councils for their area.
Local councils also provide some of the community services accessed by our
tenants.
» Private sector: We engage with the private sector through leasehold
programs and engage contractors to maintain our properties. We also
commission project managers, architects and builders as part of our
property development and procurement programs.
» Support partners: We partner with support agencies to provide support for
high needs groups to sustain their tenancies, as well as to strengthen
communities and assist tenants to return to education and employment.
» Community and corporate partners: We work with community housing
industry peak bodies to advocate for a strong and diverse community
housing sector. We source loans for development from financial institutions.
Philanthropic and corporate engagement contributes to the delivery of
initiatives such as HomeGround Real Estate Sydney and enables
organisational capacity building.
4 Bridge Housing Business PlanAbout this plan
» Part 3 sets out the major drivers, key principles and highlights of our budget
for 2019-20.
This is the second of three business plans which will deliver the Strategic Plan
2018-21. The Business Plan was prepared as part of an integrated process Figure 1 Strategic planning process
ensuring alignment with the Strategic Plan. This year’s plan is primarily focused
on delivering the final stages of the Northern Beaches Social Housing
Management Transfer (SHMT) program by August 2019 and successfully
consolidating our organisational growth. At the same time, there is a continuing
focus on maintaining and improving our service delivery across our existing
portfolio, as well as successfully positioning our organisation for future growth
opportunities.
The planning process also incorporated a review of:
» our performance against the goals and targets in the Business Plan 2018-19
» the changing external environment and its impact on both the Strategic Plan
2018-21 and Business Plan 2019-20
» a review of new initiatives and developments for 2019-20
» detailed financial analysis and modelling
The integrated process for preparing the Strategic Plan 2018-21 (undertaken in
2017) and the Business Plan 2019-20 is shown at Figure 1.
What is the structure of this plan?
This plan contains three main parts:
» Part 1 includes this introduction to Bridge Housing, as well the
organisation’s vision, mission and values. It also describes our key
achievements in 2018-19 and an overview of challenges and opportunities
for 2019-20.
» Part 2 contains our goals and actions for 2019-20 aligned to the strategic
objectives in the Strategic Plan 2018-21. Timelines and responsibilities are
also provided for each goal.
Bridge Housing Business Plan 5Living our vision, mission and values
Consolidating our rapid organisational growth - Challenges and
opportunities
This Business Plan sets out our key deliverables in year two of our Strategic At a state level, the return of the Berejiklian Government for a third term in
Plan 2018-2021. It sets out to consolidate the successes achieved during the March 2019 has resulted in Ministerial responsibility for social and affordable
Strategic Plan 2015-18, as well as the first year of our current Plan. We enter housing policy and programs being shared between three Ministers and two
this year with a clear focus on successfully delivering the final stages of our mega departments from 1 July 2019. Currently, it is unclear what the
Northern Beaches Transition Plan, which will involve the transfer of 1,200 social separation means for the coordination of housing services and development in
housing properties (through the Social Housing Management Transfer NSW. Despite these administrative changes, we are not anticipating substantial
program) to our management in August 2019. This will result in a 50 per cent changes in the state policy environment in 2019-20.
increase in our portfolio and a 30 per cent increase in our staff complement.
We will continue to focus on delivering high quality housing and services to our The shortfall of social and affordable housing for low and moderate income
existing tenants and applicants, growing our not-for-profit real estate agency, households in Sydney remains a significant concern for Bridge Housing and the
HomeGround, and harnessing opportunities for future growth presented community housing sector at large. According to a report released by the City
through Communities Plus and the planning system. Futures Institute (2019), New South Wales currently has a deficit of 216,400
social and affordable housing homes, which has been caused by a lack of long
Our Strategic Plan 2018-21 details the operating environment in which Bridge term government investment and stagnant wages. Of this shortfall, nearly
Housing operates and this is updated each year in our Annual Report. Federally, 80,000 homes are located in Bridge Housing’s operating regions in Sydney.
the re-election of the Morrison Government in May 2019 ensures the $1.6
billion funding commitment for the National Housing and Homelessness Within this context, there was little change in the NSW Government’s response
Agreement, initially announced in the 2017-18 Federal Budget, will be retained. to social and affordable housing supply over 2018-19. In 2015, Future Directions
Bridge Housing welcomes the Morrison Government’s renewed focus on for Social Housing established a 10-year vision for social housing to 2025, which
housing and recognition of the community housing sector, as per the remains the key policy framework for social and affordable housing in NSW.
appointment of a Minister for Housing and an Assistant Minister for The delivery mechanisms are the Social and Affordable Housing Fund;
Community Housing, Homelessness and Community Services. Communities Plus and the Social Housing Management Transfer.
Likewise, we expect that the policy significance of the National Housing Finance The second round of the Social and Affordable Housing Fund (SAHF), involved
and Investment Corporation (NHFIC), which launched its first financial bond, the delivery of 1,000 new properties in metropolitan Sydney and regional NSW.
providing $315m to six providers to refinance existing loans at a lower rate and Bridge Housing was one of six organisations shortlisted to participate in the
longer terms in March 2019, will continue to grow under the Morrison Request for Tender phase, which closed in September 2018. Unfortunately, our
Government. Within this context, Bridge Housing is currently refinancing our bid was not successful. There is considerable discussion about the high cost and
existing corporate debt facility of $35m with NHFIC to fund our development complication of the Tender, and the need in future rounds to simplify both.
program. Savings will be reinvested in other programs or used as equity in
further development or procurement.The NSW Government has made some progress in implementing the The other focus of this Business Plan is addressing the other pillars of Future
Communities Plus program, which is intended to deliver 6,000 new dwellings by Directions: Tenant Outcomes and Improved Customer Service. This Plan
2023. At June 2019, the Ivanhoe Estate is the only Communities Plus site reinforces our commitment to our tenants through additional programs and
confirmed by the Land and Housing Corporation (LAHC) to be proceeding. Our initiatives, including those delivered through Building Bridges 2018-2021, our
experiences with the Communities Plus program across three sites shows that community engagement strategy. We are also delighted with the initial success
the program is under pressure because of the softening property market, as of our Bridge to Work employment program, which is entering its second year
none have proceeded following the private sector partners’ withdrawal. Bridge of focusing on improving employment outcomes for interested tenants, and the
Housing was advised by LAHC that the Seven Hills and North Parramatta extension of our Advance scholarship program to assist tenants and their
developments will not proceed. On a more positive note, we are awaiting the children with their education and training aspirations.
outcome of the Telopea tender, which closed in December 2018.
Bridge Housing has continued to build our expertise in delivering complex
Looking ahead, the NSW Government has announced the pipeline of larger homelessness interventions through the Supported Transitional Engagement
sites at Arncliffe, Riverwood and Waterloo. We expect that the NSW Program (STEP), which is funded by the Department of Family and Community
Government will commence tenders on most of these sites by 2020-21. Bridge Services and Justice (FACSJ). During the first year of implementation, Bridge
Housing is well positioned to partner with private sector developers who will Housing and our partners, NEAMI, Women’s Community Housing and Metro
lead the redevelopment, with Bridge Housing responsible for the management Housing, successfully secured leasehold packages for 49 people.
of social housing secured on these sites. We are more confident in our
relationships with private developers than in previous planning periods due to In 2018-19, Bridge Housing completed the second and final year of our
our proactive and thorough partnership development. inaugural Reconciliation Action Plan. We achieved 94 per cent of the actions
that we set out to achieve, including: increasing the number of Aboriginal staff
The NSW Government has made incremental changes to the planning system that we employ; implementing cultural competency training for all staff; and
to secure affordable housing through the Greater Sydney Commission and the developing strong support partnerships with Aboriginal organisations. Our
extension of the State Environmental Planning Policy 70 - Affordable Housing second Reconciliation Action Plan sets the strategic direction for delivering
(SEPP 70 Revised Schemes). In February 2019, SEPP 70 was further expanded to better outcomes for our Aboriginal tenants and staff in the areas of
include all councils across NSW. Bridge Housing will assess opportunities as Relationships, Respect and Opportunities.
they arise, however we believe these will have limited impact this year.
This Business Plan addresses the challenges faced by a dynamic and rapidly
The National Disability Insurance Scheme has been fully rolled out in NSW. In expanding organisation by ensuring we have a strong platform to successfully
February 2019, the Federal Government announced immediate changes to the manage our growth and maintain existing service levels. This is underpinned by
Specialist Disability Accommodation (SDA) program, which are designed to the Structure Review undertaken in 2018-19 to provide a robust management
improve the experiences of participants seeking SDA, and improve financial structure for a larger organisation whilst at the same time providing additional
viability for SDA providers. Bridge Housing is continuing to monitor the career opportunities for our employees and more appropriate succession
experience of our group home partnership with Achieve Australia. We will planning. Over the next year, we will continue to invest in our people and
ensure that a percentage of units in all our developments are accessible for systems to improve our work processes and customer service. We enter this
people with a disability. Business Plan with a keen focus on delivering on our previous successes and
confident that we will continue to provide high quality housing and services to
our current and future tenants.
8 Bridge Housing Business PlanBuilding on success
This section describes our key achievements in 2018-19, establishing the In 2018-19, Bridge Housing maintained its focus on continuous service
foundation and context for the Business Plan 2019-20. The achievements in this improvement. Key highlights included:
section are aligned to the Strategic Objectives in the Strategic Plan 2018-2021. » Successfully implemented and reviewed our new Business Operating Model
for operational service delivery to drive efficient and effective service
Providing quality homes and housing services delivery across the organisation.
Bridge Housing continued to deliver high quality services over the year, with » Undertook the Annual Tenant Satisfaction Survey 2018-19 and bi-annual
the achievement of several key service delivery improvement initiatives. Our Customer Service Benchmarking to determine actions for service delivery
Management Operating System, which we introduced in 2017-18, has improvement.
continued to drive both process and outcome improvements across the » Continued our review and revision of housing and assets policies through
organisation. the revision and development of policies, procedures and fact sheets
Our voids and vacancies have remained below the National Regulatory Scheme
» Completed 6,144 responsive maintenance works at a cost of $979,819
for Community Housing KPI and arrears have had strong reductions as a result
of business process improvements. See details in Table 1. » Completed planned maintenance works on 305 properties at a cost
$1,412,787
Table 1 Quality service delivery KPIs
» Completed vacant maintenance works on 243 properties at a cost $379,948
Key Performance 18-19 17-18 16-17 15-16 14-15 13-14 » Completed cyclical maintenance works at a cost of $1,179,237
Indicator
» Completed a further 1,041 maintenance work requests to the 655
Tenant satisfaction properties we lease from the private rental market at a cost of $406,506
Overall satisfaction (%) 87 N/A 84 N/A 81 84 » Completed reactive and preventive maintenance works for Disability
Maintenance satisfaction 80 N/A 77 N/A 75 77 Housing at a cost of $507,491
(%) In 2018-19, we worked with our tenants and partner organisations to
Housing management implement Year 1 of our Community Building Strategy, Building Bridges 2018 -
2021. Key highlights included:
Arrears (2.5%) 1.71 1.74 1.5 1.3 1.9 3.0
» Our employment program, A Bridge to Work, supported 26 tenants to gain
Void days (28) 24 29 18 27 30 31 employment or improve their employment situation, and 4 tenants to enter
full-time study. The program is funded by the Department of Social Services
Vacant days (14) 12 15 10 16 17 16
and delivered in partnership with employment service provider, CoAct.
Tenant Satisfaction Survey not undertaken in 2015-16 or 2017-18» Our Advance Scholarship initiative supported 28 tenants who wanted to
improve their employment prospects or improve their children’s experience
of school. Growing sustainably to meet affordable housing need
» Delivered the Good Neighbours capacity building initiative for tenants
Our portfolio increased from 2,244 properties in June 2018 to 2,334 properties
dealing with neighbourhood issues, including responding to mental health
by June 2019.
concerns and anti-social behaviour.
Key highlights included:
» Sponsoring four tenants to attend the Good Growth Housing Conference in
April 2019 as part of our Tenants in Operations and planning initiative. » Developed and implemented the Northern Beaches Transition Plan to
prepare for the seamless transfer of 1,200 social housing properties under
» Tenants Talk Design workshop held with Parramatta tenants in November the NSW Government’s Social Housing Management Transfer program by
2019. August 2019.
» Implemented Year 3 of our Reconciliation Action Plan 2017-19, in » Celebrated the first year of HomeGround Real Estate Sydney’s operations,
partnership with the Bridge Housing Aboriginal Tenant Advisory Group. with 92 properties under management.
» Delivered our Orbit Kids and Families Engagement Day in the April 2019 » Successfully tenanted 110 seniors units at Elger Street Glebe in four weeks
school holidays, in partnership with Weave and the Settlement in Redfern. in addition to the 48 tenanted late last year.
The event attracted 73 children between the ages of 5 to 12 years.
» Achieved additional growth in our fee for service affordable housing
» Delivered the Bridge in Communities initiative, which included staff and management by 103 properties (53%).
tenant attendance at:
» Delivered our fourth and final development of 14 seniors’ homes at Clemton
> The Everybody’s Home Sydney Town Hall Assembly on Affordable Park under LAHC’s Project Management Program.
Housing and Energy
» Implemented Year 1 of the STEP program for long term rough sleepers in
> Reconciliation Week screening of the Australian film ‘Top End Wedding’ partnership with NEAMI, Women’s Housing Company and Metro Housing.
> NAIDOC Week events » Received vesting of 11 x 1 bedroom affordable housing units in Leichardt.
> Yabun Festival 2019 » Utilised the Community Housing Leasing Program surplus and the
> International Women’s Day Community Housing Assistance Agreement contribution to purchase 8 x 2-
bedroom units in Punchbowl.
> Mental Health Month events
» Finalised the acquisition of three dwellings in Dulwich Hill from LAHC in
> White Ribbon Day. settlement of the Social Housing Subsidy Program.
» Held tenant workshops to inform the development of Bridge Housing’s
Reconciliation Action Plan, 2019-20 Business Plan and our Outcomes
Framework, The Difference We Make.
10 Bridge Housing Business PlanGoverning and managing effectively » Implemented an online self-service portal, MyBridge, for our tenants
through the expansion of the Deeplake digital platform.
Bridge Housing has continued to build on our strong governance culture and
» Expanded the use of our Electronic Records Management System to
practice. We have sought to be a leader in the community housing and the not-
incorporate key business workflows to streamline manual document
for-profit sectors. Key achievements included:
handling and authorisation processes
» Maintained our Tier 1 registration under the National Regulatory System for
» Implemented Phase 1 (New payroll System) of a new integrated Payroll/HR
Community Housing after our fifth compliance assessment in December
2018 with one minor recommendation for improvement. system
» Implemented a new Asset Management System (SPM) to support the
» Completed internal audits on Privacy and the Tenancy Management
Framework and processes under Year 1 of our three-year Internal Audit business requirements of the SHMTP
Plan. Facilities
» Completed the annual review of our Risk Management Plan (2018-19) and In December 2018 Bridge Housing relocated from Redfern to new offices at 59
undertook quarterly reporting, to continue to enable the effective Goulburn St Haymarket and finalised arrangements for the refurbishment of
management and mitigation of key risks. the Brookvale office opening in August 2019.
» Completed the annual review and update of our Work Health and Safety Debt funding
Management Framework.
During 2018-19, Bridge Housing obtained credit approval for a further $10m of
» Completed the Fraud Risk Assessment, including the update of our Fraud debt to fund our contribution towards the Elger Street Glebe project and
Risk Management Plan. achieved financial close on new debt facilities with NHFIC to refinance our
» Secured our seventh consecutive Gold Award at the 2019 Australasian
corporate debt facility expiring in December 2019.
Reporting Awards for our 2018 Annual Report. Business Continuity Plan
Bridge Housing continued to develop systems and processes to improve its In 2013-14, with the assistance of Phoenix Consulting, we developed and
business sustainability. Key initiatives included: implemented a Business Continuity Plan. During 2018-19 we reviewed, updated
Business systems and tested the plan to ensure ongoing relevance and effectiveness in the
context of Bridge Housing’s relocation to Haymarket.
In 2018-19 we continued to develop, implement and review our business
Financial performance
platform enhancements, including:
» An upgrade to SDM, our enterprise ICT system, to the latest version
We continued our solid financial performance (see Understanding our Budget).
addressing a number of issues and delivered a number of improvements Our 2018-19 financial performance is shown at Table 2 which also provides
information on our comparative five-year financial performance.
» Enhanced SDM interfaces and reporting to facilitate the implementation and
ongoing management of the SHMTP
Bridge Housing Business Plan 11Table 2 Financial KPIs
18-19 17-18 16-17 15–16 14–15
Key Performance Indicators
Actual Actual Actual Actual Actual
Finance Management
Staff cost as % of total revenue 15 15 13 14 14
Property costs as % of total revenue 63 69 67 75 77
Administration cost as % of total revenue 6 7 6 6 6
Cash at end of year ($ million) 3.9m 6.1m 4.7m 8.3m 7.2m
Operating EBITDA($ million) 4.0m 2.5m 1.4m 1.1m 0.5m
Net Assets($ million) 231m 161m 128m 105m 101m
Ratio Analysis
Operating EBITDA margin (%) 9 7 4 4 2
Loan to Value Ratio 10 14 12 15 5
Interest cover ratio (operating EBITDA/interest expense) 3.3 2.7 9.0 0 0
Operating cash inflows to operating cash outflows 1.1 1.1 1.1 1.2 1.0Supporting our people and improving workplace wellbeing » Maintained an overall staff engagement rate of 81% in our 2019 Employee
Opinion survey and achieved increases across key focus areas aligned with
Bridge Housing’s Human Resources (HR) activities aim to create an the 2018-19 Business Plan.
environment where employees can Stay, Say and Thrive and enable our people
» Our employee voluntary turnover in 2018-19 decreased by 6 percent from
to deliver quality housing and services that improve our tenants’ lives.
24 percent to 18 percent.
Following the successful delivery of our major HR transformational project over
» Our employee complement increased to 65.6 FTE and we maintained a zero
the previous reporting period, Bridge Housing developed and implemented the
Human Resources Strategy 2018-2021 to support the delivery of the Strategic reportable incident work health and safety record.
Plan 2018-21.
Key deliverables in 2018-19 included:
Table 3 People KPIs
» Completed an organisational structure review to align the organisation for
growth and success. Key Performance
18-19 17-18 16-17 15–16 14–15 13–14
Indicators
» Secured a new long-term office accommodation solution for our Head Office
in Haymarket and our new office in Brookvale.
Staff engagement (%) 81 81 79 74 75 82
» Delivered and embedded Bridge Housing’s positive culture and leadership
program, Accelerate, Strive and Flourish in partnership with the Langley
Staff turnover (%) 18 18 24 22 16 11
Group. The program aims to enhance cultural alignment and create a
positive climate to support our people during change and prepare Bridge
Housing effectively for ongoing growth. Number of FTE staff 63 57 52 46 44 42
» Reviewed our Total Rewards Program, including the Remuneration Strategy,
Ratio of staff to lettable
to ensure we are well placed to attract and retain our talented employees, 1:37 1:39 1:37 1:38 1:39 1:39
properties
drive performance and reward outstanding employee contributions.
» Reviewed and updated our Learning and Development policy and program
to support the delivery of Business Plan objectives.
» Reviewed and updated our Diversity and Inclusion policy to ensure that
diversity and inclusion is an integral part of Bridge Housing’s operating DNA,
both internally and externally. The policy has also informed the
development of our new Diversity and Inclusion Strategy.
» Launched the Career Trackers internship program to support Aboriginal and
Torres Strait Islander tertiary students through their studies into
employment.Engaging our partners and enhancing our industry leadership Sponsorship
Bridge Housing has continued to invest heavily in raising our profile and Bridge Housing played an active sponsorship role in the sector through Silver
communicating with our tenants during 2018-19 through social media, our level sponsorship for the Australasian Housing Institute’s 2019 Professional
website, publications and events. Key activities included: Excellence in Housing Awards (NSW).
Social media profile
Communications activity
In recognition of the changing media landscape and the increased emphasis on
» We communicated our activities in preparing for the Social Housing
online engagement, Bridge Housing made a significant investment in our social
Management Transfers with social media and website content.
media platforms in 2018-19. Key highlights included:
» We produced four issues of Bridge Business during 2018-19 to engage with
an audience of nearly 1,000 subscribers in the corporate, government and » Engaged social media company, The Digital Picnic, to develop Bridge
community sectors. The open rate average was 30%, slightly above the Housing’s Social Media Plan.
industry average.
» Continued to expand our social media presence on Facebook with an
» We communicated our success in securing the Northern Beaches package of emphasis on tenant engagement through the publication of photos,
the Social Housing Management Transfers with a combined CEO video, coverage of tenant events and local community information. We gained 310
Bridge Business, social media, media release and website content. followers, an increase of 51% percent since June 2018.
» Launched our new website in October 2018 to enhance our efforts in » Increased our social media presence on Twitter, providing our followers
providing relevant, informative and engaging content for our stakeholders. with information about key Bridge Housing milestones and industry thought
leadership. We gained 110 followers, a 12 percent increase since June 2018.
Media profile » Increased Bridge Housing’s social media presence on LinkedIn with the
Bridge Housing worked with key journalists interested in the housing objective of reaching potential employees during recruitment processes,
affordability crisis to deliver media coverage of the following: and promoting our organisational activities. During 2018-19, we gained 119
followers, a 53% percent increase since June 2018.
» Feature article on HomeGround Real Estate Sydney, ‘Tackling hardship and » Developed and implemented HomeGround Real Estate Sydney’s Marketing
homelessness’, Real Estate Institute of NSW Journal, Vol. 70, and Communication Strategy by establishing Facebook and LinkedIn pages
January/February 2019 and a YouTube channel, with the objective of raising brand awareness
» Feature article on HomeGround Real Estate Sydney, ‘Philanthropic investors amongst developers, private investors and philanthropists.
shaking up community housing’, IMPACT (Perpetual Limited), June 2019 » Visited National Australia Bank’s sophisticated social media hub, which
In addition to the above media activity, we invited Ms Kate Burke, Senior positioned us strongly in comparison with other CHPs in terms of
Editorial Producer at Domain, to address our 2018 Annual General meeting. Her engagement and influence.
presentation focused on mainstream journalists’ perspectives in relation to the
housing affordability crisis.
14 Bridge Housing Business PlanAwards Community and sector engagement
We secured our seventh consecutive Gold Award for our 2018 Annual Report at Bridge Housing continued to play a significant role in key community housing
the 2019 Australasian Reporting Awards. industry and policy forums. The CEO is the NSW representative on the
Community Housing Industry Association. We provided in-kind support for the
Conferences and seminars
NSW Committee of the Australasian Housing Institute and participated in a
We maintained our strong organisational presence at state and national number of industry research projects.
conferences by contributing our expertise to the broader social and affordable
Bridge Housing’s General Managers and Executive Team were active
housing policy debate.
participants in various subcommittees of the Community Housing Industry
The CEO delivered the following presentations: Association of NSW, Australasian Housing Institute and Powerhousing Australia.
» ‘Why it is important for not-for-profits to submit their reports for scrutiny We continued using our position as a relatively well resourced not-for-profit
and benchmarking’, Australasian Reporting Awards, June 2018 organisation to build community profile and engagement through support of
local and broader community initiatives. These included:
» ‘Augmenting Affordable Housing Supply Through Inclusionary Zoning, 2nd
Annual Affordable Housing Australasia Conference, November 2018 » The Bridge Housing Harriers running team raised over $2,600 for a local
charity through the Bridge Run.
The A/General Manager, Operations delivered the following presentation:
» Staff volunteering day at The Settlement Redfern, where staff installed a
» ‘Meanwhile Use: Innovation in Delivering Transitional Housing’ – Affordable
garden bed.
Housing Conference, June 2018
» Participation in the City of Sydney’s bi-annual Homelessness Street Count.
Bridge Housing Business Plan 15Delivering our strategic objectives 16 Bridge Housing Business Plan
This Business Plan is the second plan to deliver the Strategic Plan 2018-21. The five strategic objectives and associated critical success factor in this section align
directly with the Strategic Plan. The goals and related timelines, responsibilities and targets will be reviewed annually, with progress against the goals monitored
throughout the year.
Strategic Objective 1: Providing quality homes and housing services
Critical Success Factor Actions 2019-2020 Quarter Due Responsibility Target
1.1 Engage our 1.1.1 Implement second year of Building Q4 Communities Year 2 Action Plan implemented (as
residents and Bridges 2018-2021 per actions 1.1.2 to 1.1.5)
strengthen local 1.1.2 Implement the Tenant Buddy initiative Q4 Communities 30 tenants engaged in Bridge
communities to create links among tenants and reduce Buddies
social isolation
1.1.3 Implement the Good Neighbours Q4 Communities Hold two Good Neighbour
initiative to encourage positive Workshops on the Northern Beaches
neighbourhood relations through an improved and one Good Neighbours workshop
sense of safety and belonging in the in Central Sydney
community
1.1.4 Implement the Young People’s Q4 Communities Strategy implemented and 10% of
Engagement Strategy to ensure young people young people engaged
have a say in our work and access local
opportunities
1.1.5 Implement the Block Champions Q4 Communities Block Champions implemented with
initiative to recognise and reward positive 8 tenants recognised for their
neighbourhood relations positive contributions
1.1.6 Places People Want to Live place making Q4 Communities Northern Beaches engagement
approach implemented in Northern Beaches structure developed and
implemented
1.1.7 Implement the Bridge Housing in Q4 Communities Participate in 6 community events
Communities initiative to celebrate and
strengthen connections across our diverse
tenant communityStrategic Objective 1: Providing quality homes and housing services
Critical Success Factor Actions 2019-2020 Quarter Due Responsibility Target
1.1.8 Deliver Bridge to Work tenant Q4 Communities 40 tenants engaged in employment
employment program (Year 2) in partnership or training through the program
with CoAct
1.2 Uphold a 1.2.1 Review Tenant Survey 2018-19 and Q1 Communities Review completed and Customer
customer focus Customer Service Benchmarking 2018-19 Final Service Benchmarking and Tenant
across our services Reports to determine actions for service Satisfaction Survey approach for
delivery improvement 2020-21 agreed
Actions identified and submitted to
Customer Service Leadership Group
1.2.2 Develop and implement the Tenant Q1 Housing Action plan developed and
Survey 2019-20 and Customer Service implemented by the Customer
Benchmarking 2018-19 Action Plan Service Leadership Group
1.2.3 Undertake the Tenant Survey 2019-20 Q3 Communities Survey completed in Q3 and final
report submitted
1.3 Deliver quality, 1.3.1 Revise and review housing policies and Q4 Housing New and/or revised policy including:
proactive tenancy procedures to support clear, transparent Ending a Tenancy Policy (Disposal of
management decision making and quality service delivery Tenant Goods), Rent Policy, Water
Charging and Compliments,
Complaints and Appeals
1.3.2 Investigate implementation of Hand Up Q1 Operations Develop report and
Arrears management early intervention model recommendations for an early
intervention model
1.3.3 Undertake a six month review of the Q3 Operations Teams and staff use the operating
Business Operating Model in the Northern model to report on key business
Beaches outcomes
Review undertaken and
recommendations implemented
18 Bridge Housing Business PlanStrategic Objective 1: Providing quality homes and housing services
Critical Success Factor Actions 2019-2020 Quarter Due Responsibility Target
1.3.4 Undertake the annual review of Q1 Operations Report completed including any
compliments, complaints and appeals recommendations for improvement
1.3.5 Undertake the annual review of support Q4 Housing Report completed including any
partnerships recommendations for change
1.3.6 Implement Year 2 of the Step to Home Q4 Housing 50 people housed by Bridge Housing
Housing First Project
1.4 Successfully 1.4.1 Deliver Northern Beaches Transition Plan Q1 Operations Transition Plan delivered on time
transition and for seamless transition in August 2019 to and within budget
embed new Bridge Housing management
residents in the 1.4.2 Finalise fit out for new Brookvale office Q1 FCS Office and staffing ready for contract
Northern Beaches and associated staff relocation commencement on 5 August 2019
1.4.3 Implement initial 12 week service Q2 Operations First 12 week service delivery plan is
delivery plan to transition Brookvale team to actioned to meet expected peak in
BAU service delivery approach service demand
1.4.4 Implement Communications and Change Q1 HR & Operations Strategy developed for
Management Strategy to support transition to implementation by September 2019
new Brookvale office
1.5 Maintain 1.5.1 Through SPM Assets achieve portfolio Q2 Assets All properties migrated for 2020-21
properties to a maintenance budgeting and planning asset planning process
high standard that efficiencies
Bridge Housing Business Plan 19Strategic Objective 1: Providing quality homes and housing services
Critical Success Factor Actions 2019-2020 Quarter Due Responsibility Target
meets resident 1.5.2 Improve transparent decision making Q4 Assets New and revised policies and
needs and quality service delivery through annual procedures are implemented across
review asset policies and procedures Operations
1.5.3 Explore and develop a new contracting Q3 Assets Options paper and strategy
model to manage the whole property developed and approved by
portfolio post 2021 in preparation for tender February 2020
release in 2020-21
1.5.4 Undertake Property Assessment Survey Q3 Assets Complete property inspections and
for SHMT in accordance with contract scopes by February 2020
obligations
1.5.5 Undertake annual review of Strategic Q4 Assets SAMP updated by May 2020
Asset Management Plan (SAMP)
1.5.6 Prepare 2020-21 Asset Maintenance Q4 Assets 2021-21 Asset Maintenance Plan(s)
Plan(s) finalised by May 2020
1.5.7 Update 10 year Asset Maintenance Q4 Assets 10 Year Asset Maintenance Plan(s)
Plan(s) updated by May 2020
1.5.8 Deliver at least one environmental Q2 Development Identify and deliver at least one
sustainability initiative to reduce tenant costs environmental sustainability
and Bridge Housing operating costs initiative to reduce tenants costs
20 Bridge Housing Business PlanStrategic Objective 2: Growing sustainably to meet affordable housing needs
Critical Success Factor Goals 2019-2020 Quarter Due Responsibility Target
2.1 Increase the number 2.1.1 Prepare a Procurement and Development Q2 Development Strategy presented to the
of properties we own Strategy to deliver an ongoing development Board for consideration by
through tenders, pipeline for Social and Affordable Housing December 2019
procurement and 2.1.2 Complete Northern Beaches Portfolio Q1 Development Review presented to Executive
development redevelopment review by September 2019
2.1.3 Prepare Communities Plus Waterloo tender Q4 Operations Engage with preferred CHP
strategy and development partners on
strategy
2.1.4 Prepare Business Case and financial strategy Q1 FCS Business case presented to
to utilise Community Housing Leasing Program Board and financing model
subsidies to procure or develop housing to be agreed by September 2019
owned outright
2.1.5 Prepare Community Housing Leasing Q2 Development Procurement and
Program Procurement and Development Proposal Development proposal
(in accordance with item 2.1.4) presented to board for
consideration by December
2019.
2.1.6 Complete negotiations to purchase site in Q2 Development Property exchanged and
Dulwich Hill. settled by December 2019
2.1.7 Complete development options analysis to Q3 Development Business Case presented to
redevelop the Dulwich Hill site Executive and approved by
March 2020
2.1.8 Deliver our leveraging target commitments Q3 Development Procurement and
of 6 to 8 properties development sites identified
by March 2020
2.1.9 Secure sites made available through NSW Ongoing Development Secure one site tendered by
SEPP 70 and other affordable housing planning State Government and Local
mechanisms Government
Bridge Housing Business Plan 21Strategic Objective 2: Growing sustainably to meet affordable housing needs
Critical Success Factor Goals 2019-2020 Quarter Due Responsibility Target
2.2 Increase the number 2.2.1 Consolidate Bridge Housing managed Q4 Operations All Bridge Housing Fee-for-
of properties we manage affordable housing properties within Home Service properties are
Ground Real Estate (HGRE) Sydney managed in HGRE by June
2020
2.2.2 Successfully re-tender for the management Q4 Operations Successful tender outcome
of affordable housing properties owned by the secured by June 2020
Sydney Olympic Park Authority
2.2.3 Implement HomeGround Real Estate Q4 Operations Year 2 Business Plan
Sydney Business Plan Year 2 implemented
2.2.4 Engage with Greater Sydney local councils Ongoing Development Identify at least 1 development
to build relationships to enhance affordable opportunity with a Council
housing supply within Bridge Housing’s
operating area
22 Bridge Housing Business PlanStrategic Objective 3: Supporting our people and improving workplace wellbeing
Critical Success Factor Actions 2018-19 Quarter Due Responsibility Target
3.1 Attract, recognise, 3.1.1 Evaluate Employee Total Rewards Q4 HR Undertake staff survey
reward and retain quality Program Evaluation completed by June
staff 2020
3.1.2 Expand the Recruitment Strategy to Q4 HR Strategy endorsed by the HR
engage with Universities and TAFEs Committee by June 2020
3.1.3 Implement and evaluate the Career Q4 HR First Intern to start in June 2019
Trackers Internship program Program evaluation completed by
January 2020
3.2 Develop, train and 3.2.1 Review and implement online Learning Q4 HR LMS implemented by June 2020
support our people Management Platform (LMS)
3.2.2 Develop a proposal to embed strengths Q3 HR Proposal submitted to the
profiling in performance reviews, Executive Team by March 2020
development plans and other HR processes in
line with implementation of new HRIS
3.2.4 Identify Mentoring and Coaching Q3 HR Develop proposal for mentoring by
opportunities to support staff development March 2020
3.3.1 Finalise Diversity and Inclusion Strategy Q4 HR Strategy finalised by August 2019
and implement Year 1 Action Plan Year 1 Action Plan implemented by
June 2020
3.3.2 Implement White Ribbon operational Ongoing HR Plan progressively implemented on
3.3 Create a more flexible,
plan a rolling basis throughout the year
fit for purpose workplace
3.3.3 Review White Ribbon accreditation and Q4 HR Review completed by June 2020
membership
Bridge Housing Business Plan 23Strategic Objective 3: Supporting our people and improving workplace wellbeing
Critical Success Factor Actions 2018-19 Quarter Due Responsibility Target
3.4 Retain and build on 3.4.1 Include Emotional Intelligence module in Ongoing HR Complete current training program
our positive the Accelerate, Strive and Flourish positive and review by January 2020
organisational culture as culture program
we grow 3.4.2 Ensure positive and consistent culture Ongoing HR Strategy developed by August 2019
and values across City and Brookvale Office
through meeting structures, training programs
and team building initiatives
3.4.3 Undertake 2020 Employee Opinion Q4 HR Achieve staff engagement target of
Survey (EOS), review findings and implement at least 78% in 2020 EOS
action plan
Action plan communicated to all
staff by September 2019 and
feedback outcomes to all staff by
June 2020
3.4.4 Undertake Northern Beaches staff Pulse Q2 HR Develop a Pulse Survey to establish
Survey upon opening of Brookvale Office and baseline of engagement and culture
then follow up after 3 & 6 months when we go live and then follow up
after 3 & 6 months
24 Bridge Housing Business PlanStrategic Objective 4: Governing and managing effectively
Critical Success Factor Actions 2019-2020 Quarter Due Responsibility Target
4.1 Maintain strong 4.1.1 Drive good practice Corporate Q4 FCS Implement recommendations to
corporate governance and Governance through an independent meet ASX Corporate Governance
organisational governance review Principles 2019
management 4.1.2 Undertake Year 2 of the three year Q3 FCS Year 2 audit scope approved August
Internal Audit Plan 2018-2021 2019 and all audits completed by
April 2020
4.1.3 Develop and implement our second Q4 Communities New Innovate RAP developed and
Innovate Reconciliation Action Plan (RAP) first year of Action Plan
2019-2021 implemented
4.2 Maintain strong 4.2.1 Review financial delegations to support Q1 FCS Board sign off by August 2019
financial management, implementation of the Northern Beaches
risk management and
operational performance 4.2.2 Maintain our financial viability by Ongoing FCS Ensure operating EBITDA exceeds
meeting budget projections $3.1 million
4.2.3 Reduce cost of existing corporate debt Q2 FCS NHFIC facilities in place by
by refinancing with NHFIC November 2019
4.2.4 Review current NAB swap through Q2 FCS Complete review by November
refinancing with NHFIC 2019
Bridge Housing Business Plan 25Strategic Objective 4: Governing and managing effectively
Critical Success Factor Actions 2019-2020 Quarter Due Responsibility Target
4.3 Meet our regulatory 4.3.1 Ensure all Compliance Reporting Ongoing FCS Zero exceptions on compliance
and compliance obligations are met reporting
responsibilities 4.3.2 Effectively manage risk through annual Ongoing FCS Risk Management Plan 2019-20
review of Risk Management Plan approved by August 2019 Board
meeting
4.3.3 Ensure Board is appraised of Risks Ongoing FCS Risk Management Plan Report
through Quarterly report on Risk submitted to Board on a quarterly
Management Plan 2019-2020 basis
4.3.4 Undertake annual review of Work Health Q2 FCS WHS Management Framework
and Safety (WHS) Management Framework reviewed against business
operations
4.3.5 Implement new lease accounting Q4 FCS New standards incorporated into
standards for 2019-20 2019-20 accounts
4.4.6 Develop reporting process for Northern Q1 FCS Reporting guidelines and process
Beaches contract with Women’s Housing implemented by 30 September
Company 2019
4.3.7 Undertake review on the implications of Q1 FCS Board sign off by August 2019
the Northern Beaches transfer on organisation
KPIs including arrears, voids and vacants
4.3.8 Undertake review of legal services to Q2 FCS Review completed by December
ensure cost effective provision of legal 2019
services and advice to Bridge Housing
4.4 Undertake leading 4.4.1 Ensure Business Plan 2020-21 is Q4 FCS Business Plan process commenced
practice in strategic and approved and effectively communicated to by February 2020 and approved by
staff and stakeholders the Board by June 2020
26 Bridge Housing Business PlanStrategic Objective 4: Governing and managing effectively
Critical Success Factor Actions 2019-2020 Quarter Due Responsibility Target
business planning, 4.4.2 Involve tenants in planning through Q4 Community Engage with tenants through
monitoring and reporting Tenants in Operations and Planning Tenant Reference Group (6
meetings), Your Views Panel (2
policies) and Maintenance
Management Committee (2
meetings)
4.5 Adopt evolving 4.5.1 Implement Project Cirrus infrastructure Q1 IT Go live by September 2019
technologies that improve IT strategy
resident outcomes and 4.5.2 Implement staff collaboration tools Q2 IT Collaboration tools to be
organisational leveraged off the implementation of Project implemented to support
performance Cirrus communication and working across
the two offices
4.5.3 Implement Office 365 in conjunction Q1 IT Staff transitioned to Office365 by
with cloud infrastructure solution September 2019
4.5.4 Transition to new IT support provider Q1 IT New service provider in place with
and implement problem and incident documented service desk by
management service desk September 2019
4.5.5 Expand the use MFiles Digital records Q2 IT Implemented by December 2019
management system to incorporate electronic
invoice capture and authorisation
4.5.6 Implement the Human Resources Q3 HR System fully implemented by 31
Information System Project including March 2020
timesheets, Performance Talent and
Succession and Recruitment
4.5.7 Undertake post implementation of Q2 HR Prepare post implementation
Payroll system and in-house processing review for the Executive by
December 2019
Bridge Housing Business Plan 27Strategic Objective 4: Governing and managing effectively
Critical Success Factor Actions 2019-2020 Quarter Due Responsibility Target
4.5.8 Research, scope and identify Q4 IT Strategy and implementation plan
requirements for Phase 2 of the Tenant Portal developed by June 2020
in response to Digital Strategy Review
4.5.9 Undertake review of Deeplake as the Q2 IT Review completed by December
most appropriate solution for the Tenant 2019
Portal
4.5.10 Ensure secure digital signatures using Q1 IT Electronic signature procedure and
MFiles and DocuSign system implemented by July 2019
4.5.11 Review the use of electronic forms for Q4 IT In consultation with the business
data collection and identify process identify priority for new electronic
improvements forms to be developed and
implemented by June 2020
4.6 Measure and report 4.6.1 Finalise The Difference We Make, Bridge Q4 Operations Outcomes and indicators
on the outcomes of our Housing’s Outcomes Framework in alignment embedded in Bridge Housing
services with FACS Human Services Framework and reporting
contracting requirements
4.6.2 Update The Difference We Make Q1 Operations Indicator reporting complete
Outcomes Framework indicator reporting
4.6.3 Finalise Bridge to Work Program Q1 Operations Final evaluation report delivered
Evaluation (Stage 1)
4.6.4 Review and implement Bridge to Work Q3 Operations Review completed and
evaluation recommendations recommendations implemented by
January 2020
4.6.5 Implement business intelligence Q3 FCS Undertake pilot reporting by
platform to improve our data reporting and December 2019
analysis
28 Bridge Housing Business PlanStrategic Objective 5: Engaging our partners and enhancing our industry leadership
Critical Success Factor Actions 2019-20 Quarter Due Responsibility Target
5.1 Communicate 5.1.1 Meet with State and Federal Q4 CEO At least one meeting with each key
proactively and Government representatives in Bridge Federal and State representative
work closely with Housing’s operating regions
our partners and
5.1.2 Develop Bridge Housing’s profile with Q2 Executive Office Develop Engagement plan for Local
stakeholders
Local Government Government
5.1.3 Maintain engagement with leading Ongoing Development Four meetings with developers
property developers
5.1.4 Maintain engagement with leading Ongoing Executive Office Identify and influence research
researchers and academics opportunities with research
partners
5.2 Build on our 5.2.1 Review Communications and Marketing Q3 CEO Incorporate Northern Beaches
strong brand and Strategy branding and messaging, review
reputation key communication tools and
tactics
5.2.2 Develop and implement Social Media Q4 Communities New tenant ‘stories’ and/or videos
Plan that includes tenant stories developed and posted on social
communicated through Facebook that media channels
promote the positive outcomes of our services Develop ongoing ‘vox pops’ for
social media platforms
5.2.3 Review and monitor the effectiveness of Q4 Marketing Social media tools and templates
Bridge Housing’s Social Media Plan used to inform 12-month progress
review of audience engagement
5.2.4 Enter industry awards and promote Ongoing Executive Office Develop an Awards Calendar
Bridge Housing’s achievements Participate in at least two industry
award programs per year
5.2.5 Review and update the Capability Q1 Executive Office Capability Statement updated
Statement
Bridge Housing Business Plan 295.2.6 Upgrade Website Q1 Marketing Migrate website to new provider
and upgrade
5.2.7 Develop and publish Bridge Housing’s Q2 Executive Office Annual Report published by
2019 Annual Report November 2019
5.3 Increase our 5.3.1 Finalise Philanthropy Strategy and Q3 Executive Office Action plan developed and
engagement and develop an action plan implemented by December 2019
support from
philanthropic
engagement
5.4 Advocate strongly 5.4.1 Participate actively in industry Ongoing CEO Active memberships maintained
for continued organisations
growth and 5.4.2 Speak at and attend conferences, Ongoing CEO CEO and/or General Managers to
development of seminars and cross sector forums attend all major conferences
the community
At least two presentations given by
housing sector
Bridge Housing
5.3.3 Undertake research study on tenants’ Q4 Executive Office Pilot research study completed by
housing experiences to inform Bridge June 2020
Housing’s Outcomes Framework, The
Difference We Make
5.4.4 Participate in government inquiries and Ongoing Executive Office Prepare written submissions in
consultation processes response to relevant Federal and
State Government inquiries
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