Welcome To Housing Alliance

The Housing Alliance is a non-entity partnership between three community housing providers: Homes North, Housing Plus and North Coast Community Housing.

The Housing Alliance offers a vision to the greater community housing sector of an innovative redefinition of a sector culture based on trust and focused on collaboration over competition.  Indeed, community and collegiality is why we work in the social housing sector, and the Housing Alliance is consciously structured to be an embodiment of those values.  Stronger than a ‘partnership,’ but stopping short of a merger, the Housing Alliance’s three member organisations, when taken together, become the fourth largest CHP in the country by number of tenancies managed (approximately 3,200).

Who Is Housing Alliance

The Housing Alliance is a non-entity partnership between three community housing providers: Homes North, Housing Plus and North Coast Community Housing. The Housing Alliance offers a vision to the greater community housing sector of an innovative redefinition of a sector culture based on trust and focused on collaboration over competition.  Indeed, community and collegiality is why we work in the social housing sector, and the Housing Alliance is consciously structured to be an embodiment of those values.  Stronger than a ‘partnership,’ but stopping short of a merger, the Housing Alliance’s three member organisations, when taken together, become the fourth largest CHP in the country by number of tenancies managed (approximately 3,200).
The Housing Alliance is a strong alliance of comparable regional housing organisations who through collaboration, innovation and sharing, strengthen their delivery of services at a local level.
To share knowledge and build ‘virtual capacity’. Consultancy, legal, technical and other costs can be spread across three organisations. This will build a culture of strategic agility with Alliance Members able to effectively respond and innovate for regional solutions to housing need. There are four key objectives for the life of this plan with appropriate governance of the Housing Alliance being a core tenet of the plan.
Values of trust, openness, excellence and equity underpin the development of the Housing Alliance to date.
All three provide community housing services in regional NSW locations, all have operations spanning large geographic areas with multi-site offices, all are classified as mid-size Class 1 or 2 providers within the sector, all have recently experienced rapid growth in response to government policies such as stock transfer.
The Alliance is enriched by how the partners are different as much as by how they are alike.  Two have Nation-Building Community Housing Tender packages, one an Asset Ownership package.  Two have NRAS allocations. Echoing the larger redefinition of sector culture, variation in practice is a virtue and an open demonstration, not a threat.

Where we operate


From a vision brainstormed by the managing executives of the three regional providers in 2010, the Housing Alliance has developed into a specific, defined networking organisation grounded in solid governance and aspiring to collaborative best practice. The Alliance does not hold assets, have staff, or undertake development on behalf of the members.  Rather, it is a robust, mutually-recognised form of knowledge sharing, and group procurement and advocacy. The Housing Alliance is a mechanism that allows the three members to remain viable, independent and anchored within their local communities while reaping some of the benefits of larger operations. As independent organisations, the three members can better act as ‘community anchors’. They can readily partner with local councils, human service providers and the private sector to deliver quality solutions for individuals and communities. Our purpose is to share knowledge, inspire best practice, benefit from cost savings and build ‘virtual’ capacity. This will develop a culture of strategic agility with Alliance Members able to effectively respond and innovate for regional solutions to housing need. Consultancy, legal, technical and other costs can be spread across three organisations.

Achievements to date have included:

  • Shared Integrated Management System procurement project
  • Development of the Housing Alliance Positioning Paper – The Way Forward 2013-14
  • Signing of an MOU between members
  • Development of the Housing Alliance Strategic Business Plan 2013-14
  • Development of the Housing Alliance Charter
  • Active network groups across all organisational levels from Directors, CEO’s, Middle Managers and specialist workers.
  • Joint policy development
  • Joint procurement of legal advice
  • Holding two annual Housing Alliance Forums in Sydney for all organisational levels with presentations from both the NSW Registrar of Community Housing and the Executive Director of Housing NSW’s Community Housing Directorate.

The Alliance does not seek to duplicate any of the enrichment and representation offered by the NSW Federation, the AHI, national CHFA, Power Housing, or the Registrar of Community Housing.  Indeed, its core tenet is non-duplication of effort. That is why the Housing Alliance is not incorporated.  It is not a fifth entity that has its own staff or management.Strategic Objectives developed in the Housing Alliance Strategic Business Plan for the next period include:

  • Evidence Based Research which enhances members ability to develop innovative solutions;
  • Regional Representation to raise awareness of regional issues at a local, regional and national level;
  • Best practice service provision across all levels of the organisations;
  • Governance which provides a clear and succinct framework and is based on the values of the Housing Alliance.

The benefits of the Housing Alliance for members and the community are:

  • Member organisations can reap some of the benefits of scale however remain anchored within and focused on services for their communities.
  • Communities are assured of local responses to their needs.
  • Communities retain direct representation on Boards that decide policy and strategic direction.
  • Member organisations retain their nimbleness and adaptability, a key characteristic of smaller providers.
  • Local member organisations are not insular and unconnected within the Community Housing Network; this ultimately promotes better service delivery.
  • Member organisations have greater access to funding and tender opportunities through alliance collaboration and consortia opportunities.
  • Member organisations have a greater capacity to compete in an ever-increasingly competitive sector.In fact, in the latest round of registration in NSW, the Registrar of Community Housing acknowledged in each of the member organisation’s reports that the formation of the Housing Alliance and the outcomes achieved to date should be recognised as a good example of positive practice.

 

Our Members