Organisational Review (NSW)

Setting the path for improved housing availability in NSW

The Homes NSW social housing portfolio is the largest in Australia, comprising 124,363 social homes valued at $63.8 billion. The Housing Services branch of Homes NSW manage tenancies for around 92,000 homes and Community Housing Providers (CHPs) manage tenancies and properties for around 31,500 homes.

Homes NSW brings together the housing and homelessness services of the NSW Department of Communities and Justice (DCJ) with NSW Land and Housing Corporation (LAHC) now known as the Housing Portfolio, the NSW Aboriginal Housing Office (AHO) and key worker housing all under one roof – making the system more efficient and accessible. This marks a once in a generation reform to largest public housing agency in the southern hemisphere and an important first step to rebuild a broken public housing system.

Homes NSW has also been tasked with turbocharging the construction, maintenance and repair of social and affordable homes across NSW.

Our role

MBB has been engaged by Homes NSW to conduct a review of the Capital Works Program and develop an Implementation and Resourcing Plan to support the proposed accelerated new dwelling supply targets.

The overall deliverable of the Project is an Implementation and Resourcing Plan,

The review aims to deliver an independent current state assessment of the delivery models, functions, and organisational capability, and their alignment with government initiatives and priorities. From this, there is a requirement to deliver an actionable pathway to progress and/or reposition the delivery models, functions, and organisation if required, and provide recommendations to Homes NSW on associated risks, opportunities, enablers, key interdependencies, and potential areas for innovations to be considered with their project identification, prioritisation, and capital sourcing processes.

Our services

As part of our services, MBB:

• Provided strategic benchmarking, co-development and production of an organisational review
• Identified the Housing Portfolio’s required future state to deliver the government’s initiatives in an effective and efficient manner
• Identified the division’s current capability and functions through independent review and engagements with Homes NSW personnel
• Conducted a gap analysis on the desired future state and current state of the pipeline and program
• Proposed an operating model including recommended methodologies and next steps to realign the required current delivery models and functions to achieve the future state
• Developed a Project Risk Management Procedure (PRMP) aligned with the Homes NSW Risk Appetite Statement and DCJ Risk Management Framework that provides guidance to assist project teams in completing the Project Risk and Issues Register template and including:
  • Development of the two-tiered risk management approach and supporting tools which will allow for right-sized fit-for-purpose risk assessment reflective of project complexity. This includes:
  • A detailed risk assessment methodology for larger complex projects (Project Delivery Agreements (PDA) AND Mixed Tenure projects)
  •  Light-touch risk assessment methodology for smaller simple projects (all construction projects)

MBB’s engagement is ongoing. All milestones and deliverables to date have been delivered on time and within allocated budget.