Strategic Plan

CEHL provides appropriate, secure, and affordable housing and fosters rental housing co-operatives to thrive, so that more Victorians experience the dignity of a home in a community guided by the seven international co-operative principles.

CEHL’s strategic objective is to sustainably maintain and grow our housing portfolio and our organisational impact. 

The strategy will be implemented through 11 strategic actions under three pillars:

Meeting the needs of the
CEHL community

Listening and responding to the voices of our member co-ops, co-op members, and direct renters

  • Strengthen ways of
    working with member
    co-ops, co-op members, and direct renters
  • Implement improved service delivery model
    for member co-ops,
    co-op members, and
    direct renters
  • Co-design and implement good governance guidelines to create and sustain thriving co-ops
  • Develop strategies to ensure the growth and sustainability of the co-op housing model

Driving the impact and growth of co-op housing

Being thought leaders and advocates for the growth of co-op housing and other innovative affordable housing models

  • Develop and implement an environmental, social, and governance (ESG) impact framework
  • Proactively increase visibility and grow advocacy for
    co-operative housing as an affordable housing strategy
  • Develop a roadmap for CEHL to embody international
    co-operative principles
  • Explore and implement affordable ownership options for our members (including shared equity
    and limited equity
    housing schemes)

Operational and financial sustainability

Developing our people and our organisation to support impactful delivery over the longer term

  • Implement the right systems, tools, and ways of working to support our people and organisation to develop and grow
  • Develop a long term portfolio growth strategy that meets the diverse current and future housing needs of the CEHL community
  • Develop a long term funding and finance strategy to support the growth and sustainability of the CEHL portfolio