Managing Director's Message

MARCH 2022

Hello everyone,

Now that the 2022 Business Plan has been approved by the Board, I am looking forward to working with co-ops to build a positive and constructive partnership so that, together, we can achieve our Towards 2025 vision of Empowered people, Thriving co-ops and Better housing solutions.  

I am especially looking forward to meeting as many co-op members as possible over the next few months, as I join with the Board, Co-op Program Committee representatives, and CEHL team members, to hit the road to meet with co-op members. 

It will be a great opportunity to introduce ourselves and listen and connect with our co-op members.  Dates and venues will be confirmed soon.

What we heard …

• Co-op Program Committee (CPC) Survey – Co-op Member Key Priorities
• Communications Survey

Thank you to everyone who contributed to these important surveys.

The survey responses represented feedback from just over 10% of all co-op households and the insights will guide our work over the coming months.  

You can continue to offer feedback at any time via the Feedback Form on the CEHL website.

Co-op Member Key Priorities

80% of respondents agreed or strongly agreed with the three priority areas CPC had identified about the:

1. Future
2. Communication and engagement 
3. Membership

Based on the survey results, CPC recommended a range of actions to CEHL, that we will respond to over the coming months.

CPC recommended actions for the future:

• CEHL and co-ops co-design a framework for best practice co-op governance and outline how CEHL can enable co-ops to achieve this.
  Additionally, CEHL would need to highlight to member co-ops what is required to participate in the Program and what level of support from CEHL is available.
  
• Develop a strategy to transform culture ‘on the ground’ in co-ops.
  
• Clarify what are the issues around maintenance and solicit specific feedback from members to determine how to address any issues. 
  Encourage co-ops to create future-looking maintenance program plans, taking into account their savings and budget, and ensuring their savings are being utilised. Plans could project 1-3-5+ years into the future.
  
• Ensure clarity that co-ops need to take responsibility for maintenance.
  One positive approach strategy to achieve this could be to promote the co-ops who are doing well in maintaining their properties and the benefits of this. They could be spotlighted in articles in Co-operatively Speaking.

Recommended actions for communication:

• Develop a clear communication strategy with clear messaging that acknowledges and addresses any barriers to achieving this in the past.
• Communicate to members in Plain English.

Recommended actions for membership:

• A clear structure and process is needed to clarify membership including induction process, member value, skills development, training, recruitment into roles, mentorship, and succession training.
  
• Address the issue of an aging member population and how this can affect active member involvement.
  
• Address in-equal participation of members and ensure clear communication to new members about what level of participation is expected.

What we are doing ...

To consult and work with co-ops ... 

We have developed a calendar of future engagement opportunities that co-ops can plan and prepare for. 

See the What's on Event calendar for details about upcoming activities:

Coming up …

To offer education and training opportunities for members ...

To ensure CEHL is future-focused ...

Energy-efficient property upgrades Improving energy efficiency and preparing homes for climate change is an important strategic priority for CEHL. 

We welcome the fully funded upgrades the Victorian Government is providing through the Home, Heating and Cooling Program, see https://www.cehl.com.au/HomeHeatingCooling for more details.

Communications Survey

The Communications Survey (conducted in October 2021) indicated the majority of members and renters feel the communications they receive from CEHL keep them well informed.

There were also some great ideas and work is underway to respond to the Top 5 suggestions for improvement. I will keep you posted.

Please remember that you can also offer feedback at any time via the Feedback Form on the CEHL website.

I will share our progress in delivering on the 2022 Business Plan and respond to the CPC and Communication surveys in the next edition.

In the meantime, you can follow CEHL’s LinkedIn posts and stay up-to-date with happenings in the social housing sector that directly influence and impact the Co-op Housing Program.

Until next time, take care and go well.

Liz Thomas

CEHL Managing Director