MEMORANDUM
2/2014
FROM: Stephen Nash
Managing Director
DATE
Name
Secretary
Co-op
Address
RE: Structural Changes at CEHL
Background
As you know, in 2013 the Board set CEHL’s strategic direction for the next 3 years. Our
Strategic Plan 2013 – 2016 sets out an agenda for incremental yet significant change and
growth. We want CEHL to pursue, in a considered way, new opportunities to improve and
expand co-operative housing. Options to actively explore include the National Disability
Insurance Scheme, possible transfer of public housing stock to community housing agencies
and new equity co-op models.
We need CEHL to be well positioned with the State and Federal Governments so that we
can assist them by demonstrating that co-operative housing is a successful way to address
Victoria’s housing affordability crisis. The changes I’m about to outline intend to result in a
more integrated and collaborative organisation that has a strong and sustainable future
within the housing sector.
When I was appointed to the Managing Director role in November last year, the Board asked
me to review our organisational structure before recruiting a replacement Chief Operating
Officer. I have completed this review process and the Board has endorsed the changes I
outline below.
What’s changing?
1. Replacing current Chief Operations Officer position with two new senior roles
After 12 months in the Chief Operations Officer role it is clear to me that there were a range of
important things required to for our growth and development that I did not have time to do.
A new Program Director will co-ordinate and integrate co-op support and development, tenancy
management, asset management and property development. They will also oversee considerable
strengthening of monitoring, evaluation and learning across CEHL activities so that future decisions
are based on strong evidence of what works well.
Page 1 of 4
A new Corporate Director will co-ordinate and integrate areas such as finance, administration and
HR. They will also oversee key organisational development activities that strengthen our systems,
processes, people and culture.
2. Managing Director focus on promotion of co-operative housing
The Board is clear that we want to increase the opportunity for more people to have access to cooperative housing where there are real opportunities for member participation. While CEHL and the
broader co-op program has a good reputation with our funder and regulator, to the general public and
other key stakeholders it remains Victoria’s best kept secret.
My time as Managing Director needs to be focused on building our capacity in the areas of
communications, advocacy and positioning within the housing sector and with new parts of
government. This will be achieved by delegating line management responsibility for the day-to-day
running of the organisation to the Programs Director and Corporate Director roles and appointing a
part time Executive Assistant to enhance the efficiency and effectiveness of the executive team – with
less of their costly time being spent on administrative tasks, diary management and preparation for
Board and other meetings.
3. A greater focus on asset management and maintenance
Peter Dunn will cease responsibility for both property development and asset management and will
st
focus completely on asset management from 1 July. This change will give us capacity to focus on
rd
reviewing and improving our maintenance and asset management approaches including 3 Schedule
expenditure, improved planning, budgeting and support of co-ops.
4. CEHL’s existing Senior Development Manager role continues and joins the management
team.
Ilya Iliadis will continue as our Senior Development Manager responsible for overseeing our new
property development including complex multi-unit developments. This role will also develop a
Property Development Strategy with input from co-ops which outlines a plan to meet the future
property needs of co-ops.
5. Providing capacity for growth in tenancy management and preparing for stock transfers
By freeing up time for the Housing Services Manager, Darina Seal, to focus on preparing our tenancy
management to grow including accommodating possible stock transfers and actively developing stock
transfer demonstration projects. Time will be freed up by the Housing Services maintenance staff
joining the asset management area of CEHL and by the Housing Services finance staff and bookkeeping functions being transferred to the finance team. Note that current Housing Services staff
permanent contracted hours are not affected by these changes.
6. Co-op program development
Over the next year we need to consult with you to review what is working well and what needs to
improve across the CERC and CMC models to ensure sustainability. Our Co-op Support and
Development Manager, Clive Summers, will focus on reviewing co-op programs and developing and
implementing a Co-op Development Strategy and Evaluation Strategy for CEHL. We are reviewing
what is done by our Program Development Co-ordinators to ensure a greater focus on program
evaluation and development which is informed by better data and feedback from co-ops.
Page 2 of 4
See attached organisational chart which outlines the new reporting structure.
Please note



These changes are to take affect from 1st July 2014.
That your CEHL contacts will not change before then and you will be notified in
plenty of time if there is a change.
There is no reduction of permanent hours to any staff as a result of these changes.
Some questions that you may have:
Will the main people I contact at CEHL change?
Your main CEHL contacts are unlikely to change. If they do change this will occur
after June and you will be notified in plenty of time.
How are these new roles being paid for?
The two new senior roles and additional part time roles are to be funded through a
combination of the existing budget for the Chief Operations Officer role plus new
income from managing and administering some projects for other organisations.
Should we expect further changes in future?
CEHL will always need to adapt to the internal and external priorities which arise to
ensure that we provide good services, remain well regarded by our key stakeholders
and well placed to compete for scarce opportunities. It is important to note that once
this new structure is in place, neither the Board nor I have any current further plans
for change.
The CEHL Board and I believe that these changes will ensure the future sustainability of our
organisation and improve our capacity to provide quality co-operative housing.
Best wishes
Stephen Nash
Managing Director
Page 3 of 4
Page 4 of 4