Shelter Tas is an independent, not-for-profit housing and homelessness peak organisation that represents the interests of low to moderate income housing consumers, not-for-profit Community Housing Providers and specialist Homelessness Services across Tasmania. We are a trusted conduit between the housing and homelessness sector and government, providing expert and independent advice that can influence government policy and grow public awareness to effect positive change for the benefit of low to moderate income housing consumers.
Our Strategic Plan has been developed in consultation with our member organisations within the housing and homelessness sector. It will provide the direction for Shelter Tas over the next four years.
Our vision is for affordable, appropriate, safe and secure housing for all and an end to homelessness.
Priority 1. Knowledge, Advocacy and Leadership
We provide a strong, influential and informed voice embedded in the sector, helping to shape and strengthen government policy on housing as well as preventing and bringing an end to homelessness.
Objectives |
1. Provide trusted and evidence-based advocacy embedded in the expertise of the housing and homelessness sector. 2. Pursue best practice responses to addressing the housing needs of low to moderate income Tasmanians. 3. Clearly communicate the organisation’s purpose, activities and achievements to the government, community and the media. 4. Be the first point of contact for governments, media and other parties seeking professional comment, advice and information on homelessness and housing. 5. Monitor and evaluate government initiatives (including the Tasmanian Housing Strategy and Action Plan, and Housing Connect reforms) for their alignment with best practice approaches for ending homelessness and delivering affordable and social housing as well as achieving housing supply targets. 6. Maintain regular liaison with relevant Ministers, including the Minister for Housing, Homes Tasmania and ministerial staff. 7. Maintain strong relationships with the media to raise community awareness and influence housing outcomes. 8. Initiate, support and participate in independent research to optimise policy effectiveness in Tasmania. 9. Ensure the continuity of our extensive knowledge base in housing and homelessness. |
Priority 2. Sector Cohesion and Collaboration
We maximise our effectiveness and remain informed through our participation in State and National networks, partnerships and collaborations.
Objectives |
1. Engage closely with our members to remain up to date in our knowledge and understanding of housing consumer and service provider needs. 2. Activate strategic partnerships and collaborations that strengthen our agency in influencing positive housing outcomes. 3. Collect and disseminate information across the sector, and between the sector and governments. 4. Participate in State and National sector networks, representative bodies and events. 5. Participate in community-based awareness raising activities and events (e.g. Homelessness Week). 6. Promote and celebrate innovation and achievements of the sector. |
Priority 3. Capacity Building and Development
We build the capacity of the sector, its workforce and external agencies to achieve best practice, beneficial outcomes for housing consumers.
Objectives |
1. Integrate the homelessness and community housing sectors to enhance our understanding of the complexities of service delivery and optimise service delivery outcomes. 2. Facilitate regular sector network meetings, communications, consultations and events. 3. Conduct workforce skills and development training co-designed with the sector. 4. Influence the capacity of external agencies to understand how their policies and programs affect housing outcomes (e.g. urban planning, justice, disability). 5. Develop and implement mechanisms to share best practices. |
Priority 4. Organisational Sustainability
We are a viable, resilient and enduring organisation with a strong sense of purpose and commitment.
Objectives |
1. Pursue increased funding and establish financial viability for the organisation beyond 2028. 2. Attract and retain a dedicated and committed staff team. 3. Balance organisational expectations with resource capacity by focusing on priority activities. 4. Build organisational resilience through succession planning to ensure business continuity in the event of staff absences and/or turnover. 5. Stewardship of all business functions, finance, compliance and business systems, with a focus on supporting staff to attain high levels of expertise and maximise their potential through targeted training and professional development. |
Submissions
Shelter Tas has a range of resources related to housing and homelessness in Tasmania.