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4 ways Queensland’s new Housing Strategy is an opportunity for the Community Services Industry

The new Queensland Housing Strategy has many opportunities for the average Queenslander as well as private sector and community service organisations. Here, we highlight just four of those opportunities for the Community Services Industry.

The long-awaited Queensland Housing Strategy was announced in the recent State Budget.

Linking everything in this strategy around the four themes of growth, prosperity, connections and confidence, the Queensland Government says the new 10-year Housing Strategy will improve outcomes across the entire housing continuum.

They say the Department of Housing and Public Works will collaborate with Economic Development Queensland under the new Housing Partnerships Office to provide:

  • better approaches to homelessness
  • smarter provision of social housing
  • enhanced access to private rentals, and
  • pathways into home ownership.

 

 

 

So, what does this mean for the Community Services Industry?

 
Here are the 4 ways Queensland’s new Housing Strategy is an opportunity for the Community Services Industry:

 

 

1.     Real opportunities are available RIGHT NOW to tender for your slice of Housing Construction Program pie.

There is a current round of expressions of interest on the QTenders website for the Housing Construction Program.  

We’re talking $1.8 billion dollars being spent on social and affordable housing throughout Queensland.

Here’s an infographic showing what the State Government wants to achieve with that money.

 

 

For details on the market engagement days and industry briefings please click below.

  

 

Find the tender documents on QTender by clicking below.

  

 

 
2.     A $1.8 billion investment in the delivery of more social and affordable housing has a knock-on effect for the services of organisations specialising in housing and homelessness.

The Queensland Government says that delivering on the 10-year Housing Strategy Involves a $1.8 billion investment to deliver more social and affordable housing and transform the way that housing services are delivered to better support people in need.

So, what do we know about creating more social housing?

Is it just a matter of building the homes and putting people in them? We think not.

There is obviously going to be an increasing need for wrap around services for the people occupying these new homes.

This is an opportunity for creative thinking, perhaps even some collaboration or social enterprise models, that can deliver the additional wrap around services required for the new housing over the coming decade.

Come to us if you have an idea and need help on this front. We’d love to work with you on creative solutions.

  

 

 

3.     The Housing Construction Jobs Program encourages partnerships with the private sector and community housing providers. This is an opportunity for organisations to create innovative products.

We’re all about thinking outside of the box, changing up business and operational models to meet the needs of an ever-changing society. The Housing Strategy presents options for doing this that are only limited by your imagination.

There are already some highly functional examples of mix purpose complexes around Brisbane which include a social housing component. Some of you will have even been involved in the development of those complexes. Here is a pool of money that is specifically asking us to do more of that, or to even think bigger again.

 

 

4.     Changing the way construction procurement and delivery happens to reduce tendering costs and delivery timeframes.

One major initiative for the Department of Housing and Public Works is an exploration of better ways for them to do business. It would seem that the Queensland Government is keen to uncover a means for ensuring effective service delivery into the future.

In addition to their procurement processes, they’re also looking at ways to optimise their current depreciation and maintenance model.

And while we’re talking about changing business and operational models, let’s talk about our own processes – as community service organisations – for responding to government procurement tenders.

Now is a great time to get talking with State Government about how their processes could work better with the Community Services Industry, especially around small and medium sized organisations.

While we’re certainly doing that here at the CSIA, we encourage you to add your voice to the conversation.

When it comes to rethinking these processes, there are two sides to the coin. Yes, it’s helpful if the State Government rethink their processes, but it’s also time for us to get more focused, streamlined and strategic about the way we respond to these processes.

If you need some guidance around rethinking your own processes, we’re happy to work with you in getting it done.

  

 

 

 

 

A few other interesting things from the Housing Strategy

There is a big emphasis on the use of underutilised government land throughout this strategy.

In fact, the Queensland Government specifically say they are endeavouring to put under-utilised state land to good use if it’s ready for immediate construction, but will also put the call out to industry for development ready sites and sites that are ideal for urban renewal.

 

And here’s a fun little fact for you:

 

According to the Department of Natural Resources and Mines’ land tenure statistical information available on www.data.qld.gov.au, there are 18,648 unallocated state-owned properties across Queensland. This information was last updated on 17 May 2017.

(source: www.data.qld.gov.au)

The Queensland Government are hoping that the strategy’s rollout over the next decade will be a catalyst for private market housing, retail and commercial development and at least a further 10 per cent more affordable housing on top of what Government is spending themselves.

The Housing and Construction Jobs Program falling out of this strategy is set to result in more than 1700 new homes in the first three years of operation, stretching out beyond 5000 new homes over the course of the 10-year strategy.

 

 

 

Of course, these are just our highlights from the strategy. You may want to explore the strategy for your own take on the opportunities that exist within. 

 

To read the full Housing Strategy, click the button below.

  

 

To talk to us about new thinking and taking advantage of the opportunities this strategy offers, email Matthew Gillett by clicking the button below.

  

 

 


 

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