Bridge Housing Annual Report 2022 - Flipbook - Page 5
Mark Turner
Chairman
Bridge Housing
My Chair’s Report for 2021-2022 occurs at an important
moment in Bridge Housing’s history, with a leadership
change following John Nicolades’ resignation as CEO
after 15 years in the position, and the appointment of
Rebecca Pinkstone as the new CEO who will lead the
implementation of our new Strategic Plan 2021-24.
I was particularly proud of the succession planning process
developed for the CEO role. At Bridge Housing we believe
succession planning is a critically important process for
businesses to guide professional development and build
internal business strength. Building on our learnings
through the CEO and Executive succession planning
process, we are now looking to embed the approach across
all levels of the business.
This is the first year of our Strategic Plan 2021-2024.
The development of the Strategic Plan was led by the
Board in consultation with staff and customers. It provides
a clear focus for the business to grow and ultimately
maximise our impact. We have personally witnessed and
evaluated the positive impact that our service delivery has
for our residents, and we want to look for opportunities to
extend this approach to assist our community members.
We are progressing with several foundational initiatives
to support this growth agenda, including developing our
Environmental, Social and Governance (ESG) Strategy,
developing our Digital Transformation roadmap, and
amplifying our advocacy work. These pieces of work
will enable us to harness opportunities to support better
services and deliver more homes for people in need.
We understand that to do this we need to work in
partnership with government agencies, non-government
services and our financing partners. To this end we will
continue to build our reputation as trusted partners, policy
experts and leaders of housing innovation to develop new
ways of working to solve the housing crisis.
Our Strategic Plan will be supported by annual Business
Plans setting out actions to progress each of the identified
objectives and priorities. I look forward to working with
the management team to achieve these outcomes.
This year’s annual report highlights the work that the
team has undertaken to support our strategic objectives.
It is a testament to the culture of the management team
and staff at Bridge Housing that we have been able to
achieve our objectives in the face of COVID-19 lockdowns
and gradual easing of restrictions which have dramatically
impacted our service delivery approaches.
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