GETTING STRONGER, TOGETHER - 2021-2026 MLAHMC STRATEGIC PLAN
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GETTING STRONGER,
TOGETHER.
MLAHMC STRATEGIC PLAN
2021-2026
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2
CONTENTS
About MLAHMC and this Strategic Plan 5
Message from the Chair 5
Message from the General Manager 5
Our Vision 6
Our Purpose 6
Our Values 6
Our Achievements 2016-2021 9
Strategic Priorities for 2021-2026 (snapshot) 9
Our Strategic Plan in Action 10
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ABOUT MLAHMC AND THIS STRATEGIC PLAN
Our organisation is the largest Aboriginal housing affordable housing opportunities or rent-to-own
management organisation in New South Wales. schemes or other services that we provide in
We started operations in 2004 to manage the response to the needs and aspirations of our
collective housing stock of eight organisations communities.
and today we manage more than 750 properties
in various communities between Lithgow in the Over the course of this strategic plan (2021-
east and Wilcannia in the west, Wagga Wagga/ 2026) we will be building upon our strengths and
Dareton in the south and Goodooga/Enngonnia past successes to continue providing effective,
in the north. high-quality and tenant-focused housing
services, while investigating opportunities for the
We pride ourselves on being a strong and delivery of other related services that will best
successful community-controlled organisation, serve the communities where we operate. We
run by Aboriginal people, for Aboriginal people. will also contribute to the renewal, better design
We do what we do because we believe that and development of high-quality housing stock
quality housing is a strong foundation for thriving for our tenants to better meet their needs both
communities. now and into the future.
We envision a strong future for Aboriginal people Building upon our achievements to date, we
living in central and far western New South will continue to work collaboratively with our
Wales. In that future, we plan to be there, on the partners and through our networks to enable the
ground, continuing to support our communities best possible outcomes for our tenants and their
through the work that we do. This may be communities. Because we’re stronger, together.
through quality community housing, access to
Message from the Chair Message from the General Manager
MLAHMC Ltd’s strength has always been its In last the five years the Aboriginal Housing
ability to continually improve the service we Sector has seen a lot of change especially with
deliver, at heart lies a strong proud Aboriginal the introduction of the National Regulatory
controlled company with cultural roots to the System of Community Housing – new standards
land and waterways it operates on. that replace the old compliance.
“As an Aboriginal organisation, our vision is for
This means MLAHMC Ltd’s service delivery will
stronger and healthier families and communities
be rigorously assessed and our modeling needs
through the provision of sustainable, quality
to improve to achieve the new expectations,
housing and related services”
ultimately to better the lives of our tenants.
As Chairperson and on behalf of the Board we
We understand this cannot be done on our own
take our vision seriously and intend to deliver
and we will work with our Tenants, Owners,
this through our “Getting stronger, together”
Regulator, Government Agencies, Non-
strategic plan 2021 – 2026. This is a challenge
Government Organisations and Advocacies to
but one we are looking forward to.
achieve our strategic priorities.
The foundation for our success was set in our
As an Aboriginal man I am proud to lead the
2016 – 2021 strategic plan with many milestones
team to achieve these goals set by the Board
achieved & through the leadership of the Board
and to enhance the lives of Aboriginal people
and executive team, we will achieve our strategic
who depend on the vital services we deliver.
priorities for 2021 - 2026.
- Seth Toomey
- Karen Hartley
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OUR VISION As an Aboriginal organisation, our vision is for stronger and healthier families and communities through the provision of sustainable, quality housing and related services. Our Purpose We exist to: • Provide effective, high-quality and tenant- • Build relationships based on confidence focused Aboriginal housing and other and trust with appropriate partner services. organisations and the wider community. • Genuinely engage with Aboriginal people • Be a viable and efficient Aboriginal and communities in how we make our controlled organisation that is accountable decisions. to its stakeholders. • Engage in business and community • Be a leader in our industry, and a strong development, and provide training and advocate for the renewal and development employment services, to support our of quality housing stock in the communities vision. we serve. Compassion Transparency Commitment Sustainability Innovation Our Values We achieve our vision, purpose and goals through: • Compassion and respect for culture, • Commitment – to our organisation, staff community and each other, including for and the communities we serve. the privacy of tenants and communities. • Sustainability, quality and excellence in • Transparency, accountability, integrity, and what we do. trust. • Innovation and leadership. 6
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OUR ACHIEVEMENTS 2016-2021
During our last strategic plan (2016-2021) we celebrated a number of achievements that we will build
upon over the course of this strategic plan:
• Successful design and implementation of Housing Industry Association (ACHIA).
regional service delivery model to ensure a • Recognition by the Aboriginal Housing Office
strong tenant-focus in the communities we (AHO) as a Growth Provider.
serve. • Acquisition of owned housing stock.
• Continued and genuine engagement of our • Achievement of registration through the
staff with our tenants and property owners. National Regulatory Scheme for Community
• Successful delivery of tenant support and Housing.
education programs. • Adaptability and resilience of our workplace
• Successful implementation of a new curing the COVID-19 pandemic with a focus
corporate governance framework by our on ensuring the health and safety our team
board and executive team. and the communities we serve, especially
• Playing a leadership role in the formation and our Elders.
ongoing work of the Aboriginal Community
Strategic Priorities for 2021-2026
Over the course of 2021-2026 we will work towards our vision, achieve our purpose and live our values
by:
1. Tenant Focus: Building a relationship of Communicating and genuinely engaging with
accountability between MLAHMC and our our key stakeholders.
tenants, through housing and other services 4. Financial Sustainability: Continuing to build
that we provide in their communities. the financial sustainability and adaptability of
2. Advocacy and Collaboration: Advocating and our organisation.
collaborating for the communities that we 5. Quality Housing: Contributing to the renewal,
serve. better design and development of high-
3. Communication and Engagement: quality housing stock for our tenants.
Tenant
focus
Quality Advocacy &
housing GETTING STRONGER, collaboration
TOGETHER: OUR
STRATEGIC PLAN
FOR 2021-2026
Financial Communication
sustainability & engagement
9
OUR STRATEGIC PLAN IN ACTION
We will work towards these strategic priorities 2. Advocating and collaborating for the
over the course of 2021-2026 as follows: communities that we serve.
a. Developing and participating in networks
1. Building a relationship of accountability
through AHCIA, with other ACHPs and
between MLAHMC and our tenants, through
NSWALC - and providing leadership on
housing and other services that we provide
key issues affecting our tenants
in their communities.
b. Through these networks, working together
a. Through our networks, considering and
to strengthen the sector and improve
developing proposals for tenant support
outcomes for our tenants. When working
and education and contributing to their
together, this may include:
successful implementation (see also
strategic priority 2.2). • Advocating and working with
government to ensure better overall
b. Exploring opportunities to expand our
housing policy for Aboriginal tenants.
services into complementary areas that will
support strong outcomes for our tenants. • Considering and developing
proposals for tenant support and
c. Communication and genuine engagement
education, access to affordable
with tenants about how MLAHMC’s
housing and rent-to-own schemes
services are delivered and their housing
and contributing to their successful
and related needs.
implementation.
10• Advocating and working with alternative sources of funding/revenue
government and industry to that are aligned with our vision, values
ensure quality housing stock and purposes, for example through
including programs for repairs and delivery of housing and other services and
maintenance, renewal and the design fundraising/grants/bequests.
and building of appropriate housing
b. Continuing to build a balanced portfolio of
stock for our tenants
quality housing stock under management
• Using research and data collection to towards our long-term financial
support an evidence-based approach sustainability through:
to all of the above (including an audit
• Developing and implementing
of the condition of housing stock
proposals for acquisition of additional
demonstrating the need for repairs
managed housing stock, where
and maintenance and renewal of
feasible.
housing stock).
• Leveraging of key growth areas to
c. Participating in strategic partnerships
enhance the health of our housing
that are aligned with our values and will
portfolio.
better enable us to deliver on our purpose
– this may include government, industry, • Continually reviewing our portfolio
universities and not-for-profits. and considering opportunities for the
further acquisition and use of owned
3. Communicating and genuinely engaging with stock.
our key stakeholders.
c. Continually improving our systems and
a. Building strong relationships with housing processes to ensure our resilience and
stock owners and developing a clear adaptability to the environment in which
understanding of each other’s capacities, we operate and towards our long-term
interests, roles and responsibilities. financial sustainability.
b. Communication and genuine engagement d. Achieving and Maintaining NRSCH
with tenants about how MLAHMC’s registration and planning towards Tier 1
services are delivered and their housing registration and development of owned
and related needs (see also strategic stock.
priorities 1.3 and 5.1).
5. Contributing to the renewal, better design
c. Undertaking an advocacy, leadership and
and development of high-quality housing
education role through our networks, and
stock for our tenants.
with industry and government on behalf
of our tenants and towards better tenant a. Communication and genuine engagement
support and education (see also strategic with tenants about their housing and
priorities 1.1 and 2.2). related needs (see also strategic priorities
1.3 and 3.2).
d. Upskilling our staff to enhance their
capacity to make referrals and provide b. Continually improving our systems and
linkages between our tenants and other processes for asset management to
support services, and to collect data that increase tenant satisfaction.
will enable an evidence-based approach to
c. Through our networks, advocating and
the work that we do.
working with government and industry
to ensure quality housing stock including
4. Continuing to build the financial
programs for repairs and maintenance,
sustainability and adaptability of our
renewal and the design and building of
organisation.
appropriate housing stock for our tenants
a. Exploring, prioritising and securing (see also strategic priorities 2.2c and 2.2d).
11MLAHMC 1800 231 160 Unit 4, 91 Clarinda Street, Parkes NSW 2870 - Headquarters 31-37 Macquarie Street, Dubbo NSW 2830 - Operational Division 12
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