Mission

Our mission is to provide affordable, secure, financially and environmentally sustainable housing for people on low incomes, primarily in the South and East of Melbourne who are committed to cooperative democracy and engagement.

Services

The services provided by SouthEast define its reality as a housing co-op. SouthEast commits to ensuring its long term capacity to continuous improvement of all services.

Members

Members own and control their co-op and this is the essential characteristic of SouthEast. The board represents the members best through its obligation to be representative, accountable and transparent.

Co-operation

SouthEast is committed to the values of cooperation, voluntary membership, democratic control, autonomy & independence, co-op education and cooperation between co-ops.

Adopted by a General Meeting of members on 20 May 2013:

OUR MISSION

Our mission is to provide affordable, secure & financially and environmentally sustainable housing for people on low income in the south east of Melbourne who want to be part of housing co-operative.

OBJECTIVES

In carrying out our mission we will:

  1. Provide affordable, secure, well maintained & sustainable housing
  2. Operate a well-run, adaptive and financially secure organisation that meets the expectations of tenants, government and other stakeholders
  3. Develop a well informed, engaged and committed membership
  4. Promote and strengthen the co-operative housing model.
  5. Pursue opportunities for growth in the range and level of affordable housing available through SouthEast

PRIORITIES 2013-2016

OBJECTIVE 1: Provide affordable secure, well maintained and sustainable housing

Priorities 2013-2016

Effectiveness Indicators

Comments

1.1 Develop appropriate lease structure for future development.

 

HPF Lease has been extended until June 2014 but with an increased Asset Management Fee.

 

 

 

1.2 Improve the effectiveness and efficiency of tenancy and maintenance services.

Average turnaround time 17 days subject to Availability for tenancy.

Achieved 12 days in 2010-11 and 21 days in 2011-12 with similar agencies 9 days. Achieving indicator depends on whether or not a property is lettable after a tenant leaves.

 

100% allocation maintenance expenditure

Not a HR KPM. – a DHS requirement and an enhanced SouthEast KPM Allocation not spent has to be carried over for DHS properties.

 

85% allocation spent disability modifications

A new allocation to be established in the SouthEast budget.

 

Consider establishment of a Disability Modifications Reserve.

A cyclical Maintenance Reserve has been created for SouthEast owned properties. $15,000 is currently in the Reserve. This will increase to $30,000 this year.

 

83% tenant satisfaction with maintenance

SouthEast achieved 69% in 2010-11, 81.8% in 2011-2012 and similar agencies 83.5% in 2011-12

 

100% of urgent maintenance completed within 24 hours subject to tenant availability when tradie visits.

SouthEast achieved 100% in in 2010-11 and 95.7% in 2011-12 and similar agencies 94.5% Achievement is subject to tenant being available at agreed time and date when tradies arrives.

 

100% of non-urgent maintenance completed within 14 days.

SouthEast achieved 100% in 2010-11 and 98% in 2011-12 compared with 93.6% for similar agencies in 2011-12. % Achievement is subject to tenant being available at agreed time and date when tradies arrives.

 

100% tenancies maintained.

Southeast achieved 95.6% in 2010-11 and 100% in 2011-12 compared with 85.1% of similar agencies in 2011-12

 

6% evictions (percentage of exits)

Southeast achieved 0 in 2010-11 and 0 in 2011-12 compared with 6% for similar agencies in 2011-12.

 

Explore options for new build properties.

Effective indicators were not developed for the Strategic Plan 2010-2013.

 

OBJECTIVE 2: Operate a well-run, adaptive and financially secure organisation that meets the expectations of members, government and other stakeholders.

Priorities 2013-2016

Effectiveness Indicators

Comment

Continue to strengthen the governance of SouthEast through reviewing and improving our governance model and practices

 

Ongoing Annual Review of governance model and continued improvement and, in particular, implementation of Governance Audit undertaken by UK Co-operative College.

Worksop is being organised with Cathy Whelan to develop Implementation Strategy.

Establish clear strategic directions and priorities for SouthEast by refreshing our Strategic Plan and by staying in tune with and adapting to the demands of the changing community housing environment

Annual Review and consideration by board and subsequent general meeting.

Revised Strategic Plan to be submitted to General Meeting of members on 20 May 2013.

Continue to employ skilled and experienced staff necessary for the delivery of high quality services and achieving necessary growth.

80%

In 2010-11 South East staff turnover was 14.3% and 0% in 2011-12 with 14.9% for similar agencies in 2011-12.

 

100%

In 2010-11 South East staff turnover was 50% and 0% in 2011-12 with 19.6% for similar agencies in 2011-12.

 

Review of staff position descriptions

Review initiated April 2013 with the co-operation of CEHL.

 

First aid training for all staff

All staff were trained on 1 September 2012. There will be a refresher course in 2014.

Support the effective & efficient operation of SouthEast office space

Maintain existing space with appropriate maintenance, cleaning and security policies, processes and procedures.

 

Enhance the financial sustainability of SouthEast

Continued functioning and resourcing of Audit Committee with regular meetings and reports to board and liaison with Auditor.

Achieved in 2011-2012. Not a HR KPM. – an enhanced SouthEast KPM

 

Appropriate financial reports presented at board meetings

Achieved in 2011-2012. Comprehensive financial reports are presented to each board meeting.

 

Manage income to expense ratio.

In 2010-2011 the income to expense ratio was 1.21 and in 2011-12 it was 1.23 What is the appropriate ratio depends on specific circumstances, such as obtaining and repaying a loan for property construction.

 

Quality IT policies and practices – up to date, maintained and secure.

Policy being developed for consideration by board. Not a HR KPM. – an enhanced SouthEast KPM

.

Review MOU with CEHL and identify and work with new partners e.g. First Option Credit Union and Co-operatives Victoria.

MOU with CEHL has financially benefitted SouthEast. Co-operatives Victoria has contributed funds to the Mervyn Wilson Co-operation in Practice Films and First Option is assisting with a social/education activity at Myuna Farm.

 

 

 

Regular board meetings

Minimum of 11 board meetings during the year.

Southeast achieved 100% in 2010-11 and 2011-12 compared with similar agency 97.2% in 2011-2012

 

85% of director attendance at board meetings

SouthEast achieved 83.1% in 2010-11 and 82.7% in 2011-12 compared with similar agency 85.8%

 

Minimise vacancies on board.

Not a Housing Registrar KPM - an enhanced SouthEast KPM.

 

100% reporting on time DHS

Not a Housing Registrar KPM - an enhanced SouthEast KPM.

 

100% reporting on time HR

A Housing Registrar requirement but not a KPM - an enhanced SouthEast KPM.

 

100% reporting on time CAV

Not a Housing Registrar KPM - an enhanced SouthEast KPM.

 

100% compliance with performance standards for HR Annual Review

A Housing Registrar requirement but not a KPM - an enhanced SouthEast KPM.

 

No tenants owing more than 8 weeks

In 2010-11 and 2011-12 no SouthEast tenant owed more than eight weeks compared with 1.7% for similar agencies. This is a KPM not used in Strategic Plan 2011-2013

 

7% average of members in arrears greater than 14 days over 12 months.

SouthEast met this in 2011-2012. Not a Housing Registrar KPM - an enhanced SouthEast KPM.

 

100% of complaints resolved within 30 days

100% compliance with no complaints in 2011-12 compared with 40% resolved in 2010-11 and similar agencies 82.5% in 2011-2012

 

80% of complaints resolved within 21 days

Achieved in 2011-2012. Not a Housing Registrar KPM- an enhanced SouthEast KPM.

 

100% of complaints resolved

Achieved in 2011-2012. Not a Housing Registrar KPM- an enhanced SouthEast KPM.

 

OBJECTIVE 3: Develop a well- informed, engaged and committed membership

Priorities 2013-2016

Effectiveness indicators

Comments

Enhance engagement between the SouthEast Board and membership

30% of members responding to member satisfaction survey

Achieved in 2011-12. Not a Housing Registrar KPM – an enhanced SouthEast KPM.

 

40% of members attending general meetings

Achieved in 2011-12. Not a Housing Registrar KPM – an enhanced SouthEast KPM.

 

Web site – regular updates and continued relevant.

Achieved in 2011-12. Not a Housing Registrar KPM – an enhanced SouthEast KPM.

 

30% increase in number of unique visitors, visits and hits to web site

Achieved in 2011-12. Not a Housing Registrar KPM – an enhanced SouthEast KPM.

 

Two general meetings of members over a 12 month period.

Achieved in 2011-12. Not a Housing Registrar KPM – an enhanced SouthEast KPM.

 

Housing Futures newsletter – regular publication and continued relevance.

Achieved in 2011-12. Not a Housing Registrar KPM – an enhanced SouthEast KPM.

 

90% tenancy satisfaction with housing services

In 2010 -11 Southeast achieved 79.3% and in 2011-12 89.4% with similar agencies achieving 90% in 2011-12

 

80% tenants satisfied with consideration of views

In 2010 - 11 Southeast achieved 82.8% and in 2011-12 78.8% with similar agencies achieving 84.4% in 2011-12

 

70% of participants completing meeting evaluation survey.

Achieved in 2011-12. Not a Housing Registrar KPM – an enhanced SouthEast KPM.

 

70% of respondents to meeting evaluation surveys providing a very helpful and

Achieved in 2011-12. Not a Housing Registrar KPM – an enhanced SouthEast KPM.

 

60% of respondents to meeting evaluation surveys providing a very helpful overall rating

Achieved in 2011-12. Not a Housing Registrar KPM – an enhanced SouthEast KPM.

 

Provision of two social/education events over 12 months.

 

 

OBJECTIVE 4: Promote and strengthen the co-operative housing model

Priorities 2013-2016

Effectiveness indicators

Comments

Support the Housing Co-ops – The Future campaign

 

 

 

Increased CHFV recognition of co-operatives.

 

 

SouthEast representation on board of CHFV

 

 

Continued participation in CHFV Co-operatives Working party.

 

Promote co-operative housing models in the wider community

Continued promotion of SouthEast documentary and Cooperators book.

Launch of Co-operators.

 

 

Achieved

 

 

 

Achieved

 

OBJECTIVE 5: Pursue opportunities for growth in the range and level of affordable housing available through SouthEast

Priorities 2013-2016

Effectiveness indicators

Comments

Position SouthEast to take up any opportunities for growth in our housing stock

Increase the number of properties owned and managed X 2additional properties

Two properties feasible subject to DHS approval of First Street development.

Read  previous Strategic Directions 2011-2013

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Location

SouthEast Housing Co-operative Ltd
Plaza Business Centre, the Hub, Level 3,
26 to 36 McCrae St. Dandenong 3175

Telephone: 03 9706 8005

Fax: 03 9706 8558

PO Box 7141 Dandenong Victoria 3175

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