Strategic Directions

Our Strategic Outcomes for 2009-2014

This strategy aims to achieve 21 outcomes over the next five years organised under five outcome areas:

• Establish a framework for industry development
• Setting a strategic advocacy agenda
• Positioning the Federation to maximise its influence
• Strengthening the membership base
• Expand and restructure the Federation business to ensure that its core role as an industry body is sustainable

The first two focus on the sector itself.  The remaining three focus on the Federation’s approach to it its business

1.   Establish a framework for industry development 

Outcomes

• There is an industry wide transition to a new vision for the sector
• The Federation supports the capability of individual organisation to be effective in a more complex business environment;
• The Federation develops new industry structures to support the associations’ business
• Comprehensive information base established to promote and support the industry
• The workforce needed for a growing & changing sector is available and supported
• New opportunities are created by promoting the sector to the commercial stakeholders
• The scope of the industry’s activities broaden to include complementary services for related service systems (eg. aged care) and by operating nationally

2.   Setting a strategic advocacy agenda to support sector development

Over the next five years the Federation will not simply be reactive, but will pursue five advocacy priorities that are critical to the sector’s development:

Outcomes

• Systematic advocacy is undertaken to achieve an increase affordable housing
• Systematic advocacy is undertaken to ensure adequate funding
• Systematic advocacy is undertaken to ensure access to the required workforce
• Systematic advocacy is undertaken to establish the sector’s new place across the housing market, rather than limited to government programs
• The sector is cohesive

3.   Positioning the Federation to maximise its influence

Outcomes

• The Federation becomes bolder
• Our mandate from and support for members is based on leadership
• We are proactive by drawing on the leading edge of members’ practice
• We are much more engaged in national activities
• Clearer delineation of roles between Community Housing Division and Federation – leading to increased Federation role

4.   Strengthening the membership base to increase our influence and reflect the broader composition of the sector

Outcomes

• Broaden membership to reflect role as the industry associations for a wider industry
• Engaging the members to build leadership mandate and responsiveness

5.    Expand and restructure the Federation business to ensure that its core role as an industry body is sustainable

Outcomes

• Expand Federation business by establishing new/ strong profit centres
• Review business areas and model to ensure business model can support our strategy

> To view complete document: NSWFHA Strategic Plan 2009 – 2014

> To see Strategic Goals and Tactical Goals from 2004-2009 Strategic Plan click here.