How we will achieve this
At SHAC, we will utilise our Strategic Levers achieve our Mission and Vision. We will partner with influential others. Research, design and deliver meaningful programs that are award winning and worthy of national recognition. Reset our operations and work with others toward home ownership initiatves that, along with our programs, create a seismic social impact in the region.
Create Path of Opportunity
Create clear integrated paths
Aim for alternative home ownership
Partner for Growth & Innovation
Connect and network with
Partner for growth
Expand our reach
Strengthen Our Internal Capability
Quality policies and procedures
Workforce capability lift
Tell Powerful Stories
Build brand value
Increase identity as a homelessness service
Build a national reputation
Seek input from clients
Deliver Innovative Service
Adopt client enabling technology
Spearhead innovative service delivery models
Design and deliver award worthy wraparound services
It is our vision to prevent and reduce homelessness, sustain tenancies and help people become home owners.
Everyone at SHAC commits to the SHAC Beliefs and embodies them in all that we do.
• HUMAN RIGHTS ARE PARAMOUNT
We recognise and believe in the Charters and Covenants of the United Nations’ Rights of the Human. In particular, that every person has the right to an adequate standard of living, which includes the right to adequate housing (Article 11, International Covenant on Economic, Social and Cultural Rights).
• DIVERSITY & INCLUSION
We aim to understand and respect all aspects of diversity and believe that people deserve to be socially included and treated in a fair and just manner regardless of difference. We aim to be culturally sensitive to the needs of our clients and strive to achieve social justice for all.
• THE PATH IS THE REAL VALUE
We create value by helping our clients navigate their journey along the pathway to home. We regularly remind ourselves that this is where the real value of our services lies. We also respect our funding obligations and deliver on contractual KPI’s. We also measure SHAC’s success through client outcomes, not outputs.
• THE SHAC SUPPORT SYSTEM
We believe in a wraparound delivery model that integrates social justice principles, housing and financial inclusion to ensure The SHAC System is regarded as the most significant and the best service delivery model in the region.
• CLEAR STEPS REDUCE BARRIERS
Our path is a client-centred journey that is clear to navigate. This is characterised by easy to understand program and service options, and at all times we simplify by reducing unnecessary steps to get things done. We integrate options where possible. Our solutions are common where they can be and custom where it counts.
• CLIENT-CENTRED DELIVERY
Clients are at the heart of all that we do. We empathise with and seek feedback from clients to improve our service delivery and enhance our program performance. We work together with our clients to achieve the goals and priorities, which they identify for themselves. If we need to adapt our practice to optimise client outcomes… then we do.
• WORK WITH OTHERS
Our clients are impacted by many different agencies and provisions. Where possible, we seek to work collaboratively with other agencies to offer integrated solutions and enhance the outcomes for clients. We don’t get locked into silos.
• WALK WITH CLIENTS
It is our role to navigate the path with our clients and explore all possibilities to achieve their financial and housing goals.
• INCREASE AGENCY THROUGH KNOWLEDGE & SKILLS
Our clients deserve responsive and accessible information to build their: (a) knowledge and skills to successfully navigate and negotiate the social, community and private housing markets; and (b) capacity to make informed choices and decisions that sustain their livelihoods.
• ADVOCATE & VOICE CLIENT NEEDS
We are committed to social justice. We advocate on behalf of our clients and give their story a strong voice. We provide advocacy on an individual and systemic basis to highlight the broader issues that drive poverty and homelessness. This includes addressing the broader issues facing clients such as exclusion from the private rental market due to blacklisting, predatory financial companies, discrimination or lack of support options and lack of access to mainstream financial services.
• RESPONSIBLE CARE
When clients are unable to treat property or their financial obligations with responsibility or respect we accept that one of our tasks is to provide support to gain an understanding about tenancy and financial obligations. In the event that we have to enforce such matters, we do this with respect and dignity.
• A PATH TO HOME
We believe when people have access to a safe, secure, affordable, suitable and adequate home, it creates the foundation for alleviating stress, securing employment improving financial security, helping people flourish, stabilising lives, raising families, transforming neighbourhoods and building strong communities. With this in mind, SHAC will support our clients as they seek to maintain and secure appropriate long-term housing. (We may not be able to provide this in 2019 but our ultimate strategy is to aim for it.)