South Australia has a world leading affordable housing system that removes the barriers to people finding a home.
By doing this, South Australians will have access to appropriate and affordable housing, being part of an inclusive and economically connected community.
As the custodian of, and provider within, the affordable housing system, our organisation is a leader in customer service, innovation and partnerships with the housing, finance and services sectors.
Everyone wants to belong. To feel secure in a safe and stable home, and be part of a community. Without a secure home it can be very difficult to connect to others, and to have opportunities to achieve full potential in life.
Without stable housing, it can be difficult to succeed in education and employment. There can be extra challenges in maintaining healthy relationships with family and friends. It can be even more difficult to recover from trauma, domestic violence or substance abuse.
A safe and stable home can be the difference between a person reaching their full potential, or living a life dependent on welfare where each day is a struggle. SA Housing Authority has a clear aim to deliver better housing opportunities for South Australians. Working in partnership with its customers and the housing sector to address the immediate challenges of today, while also planning ahead to anticipate the housing challenges we will face in the future.
Purpose
Better housing choices for South Australians
Better housing outcomes allows citizens to participate more fully in their community. This improves the State economy, liveability and competitive advantage. Driving affordable housing supply provides opportunities for the construction industry and employment outcomes.
Public Sector Values
- ServiceWe proudly serve the community and Government of South Australia
- Professionalism We strive for excellence
- TrustWe have confidence in the ability of others
- RespectWe value every individual
- Collaboration and Engagement We create solutions together
- Honesty and Integrity We act truthfully, consistently, and fairly
- Courage and Tenacity We never give up
The values reflect that as a public sector we are focussed on the ever-changing needs of South Australians and the place of Government in helping to grow the State’s prosperity and wellbeing.
They were developed by more than 600 public sector employees of varying professions working together with the South Australian Government, Senior Management Council and organisational development specialists. They are a guide to behaviours and practices that apply to all employees, regardless of position, technical expertise, or location.
These values reflect the ongoing cultural evolution of the public sector and the world in which we work.
Objectives
Why are we doing this?
All levels of government, non-government partners, stakeholders and the private sector must collectively pursue a common understanding of an effective and efficient modern multi-provider system, coordinating policy and investment to deliver improved affordable housing outcomes.
The Authority will demonstrate good governance and strategic leadership, driving the State strategic agenda through effective governance and partnerships. By demonstrating operational performance supported by greater transparency and accountability, the Authority will deliver improved housing outcomes for South Australians.
Our cultural integrity must put all customers, including and in particular Aboriginal customers, at the centre through considered service delivery design.
Objective
1. Model a strong, fair and inclusive housing system that delivers on customer and community expectations.
Strategic outcomes
1.1 Transparently and accountably meet housing needs and deliver value for money.
1.2 A culture of collaboration, inclusivity and diversity is supported and rewarded.
Performance measure
Delivery of 10,000 affordable housing solutions.
Why are we doing this?
SA Housing Authority must be fit for purpose. Aligning the organisation’s structure and function enables an agile workforceto fulfil future role and skill requirements safely and with excellence.The Authority fosters a culture of learning and achievement through the development of efficient and effective processes and systems supported by technology.
Objective
2. Equip our people to provide efficient and effective services for our customers.
Strategic outcomes
2.1 Creating a learning and achievement culture, supported by an agile workforce.
2.2 Modernise our systems and processes to improve access and choice for customers.
Performance measure
Improve culture indicators by 20%
Why are we doing this?
The Authority’s current asset profile is not meeting current and emerging customer needs. A long-term, strategic approach to holistic portfolio planning must develop initiatives that support place-making and create inclusive and sustainable communities.
By demonstrating innovation in planning, design, tenure, construction, technology, financing and investment models with partners across the housing ecosystem, the Authority can better lead and support the growth of the affordable housing sector, leverage investment from new providers and partnerships and improve the use of government and land and assets to meet customer need.
Objective
3.Invest in sustainable housing to provide greater choice and better customer outcomes that support State growth.
Strategic outcomes
3.1.Portfolio planned housing matched to customer needs.
3.2.Develop effective industry partnerships to increase investment, innovation and housing outcomes.
Performance measure
Investment of $452 million into new social and affordable housing supply
Why are we doing this?
A modern and viable social housing system needs to provide active pathways to progress people through the system, with operations that are aligned with customer expectations and needs.
To become customer focused, know our customers and facilitate their journey through the housing system, SA Housing Authority must understand who our customers are, their needs and wants, and incorporate this understanding into the design and delivery of services.
New and improved access and information for customers and tenants will be supported by technology and will address eligibility, tenancy and termination.
Objective
4.Make it easier for South Australians to get the housing assistance they need, when they need it, for the time they need it.
Strategic outcomes
4.1.Assist customers to achieve independence and meet their housing aspirations.
4.2.Implement local solutions that improve the outcomes for customers and the communities they live in.
Performance measure
Increase the number of housing registrants receiving at least one housing related service by 10%
Why are we doing this?
To reduce homelessness, services must be better connected to results and customers must be more genuinely and regularly engaged with. Enhanced governance and system settings must focus on, and enable, better outcomes and co-design and delivery with specialist service providers.
Holistic reform through improved collaboration across the system will enable sustained and evidence-based pathways out of homelessness, as well as prevention before homelessness occurs.
Clearer interfaces with other government agencies and partners and defining what we do and don’t do, will help to support customers and maximise independent living through open and accountable partnerships.
Objective
5.Design and deliver new homelessness service models with our partners to assist people to remain in or achieve sustained housing.
Strategic outcomes
5.1.Respond quickly and appropriately to emergency, short-term and ongoing housing needs.
5.2.Improved collaboration and strengthened responses across all levels of government and the community sector.
Performance measure
Achieve Functional Zero for rough sleepers.
Risks to performance
Risk management forms a key element of sound governance, and the Authority uses risk management processes to identify and assess risks that may impact the achievement of strategic objectives.
The Authority operates in a challenging environment and, over the past 20 years, a number of significant trends have impacted on South Australia’s housing system. General employment trends, linked to industry transformation, will continue to affect housing affordability. This, plus the ageing profile of South Australia’s population, government policy decisions such as deinstitutionalisation and changes to sentencing and home detention, and lower rates of home ownership, will continue to underpin a growth in demand for housing assistance.
In addition, the Authority has a portfolio of ageing assets and increased maintenance liabilities in an environment where the community has increased expectations on government to respond to issues such as domestic and family violence,
child protection and mental health.
While remediation and mitigation actions are incorporated into the Strategic Plan 2020-2025, and subsequent business plans, to reduce and manage the potential impact of risks, identified risks to the Authority’s performance include, but are not limited to:
- financial viability
- failure of internal systems (information technology, asset management, people and culture) that support core business sufficiency of governance controls
- the health and vitality of the community housing sector and affordable housing industry
- trends in the Australian housing market
- policies of other levels of government.
The South Australian Housing Trust Board has developed risk appetite statements that clearly define the level of risk they are willing to accept for different categories, and as a result, management seek to manage these risks and achieve the strategic objectives within the boundaries of the risk appetite statements.