PROPERTY COUNCIL STRATEGY Australia s property industry - Creating for Generations

Transcription

1 PROPERTY COUNCIL STRATEGY Australia s property industry - Creating for Generations

2 STRATEGIC PLAN OUR VISION OUR MISSION OUR VALUES A thriving industry creating prosperity, jobs and strong communities To champion a strong property industry Members + Leadership + Excellence + Collaboration + Integrity 2020 strategies 1 4 Advocacy impact 2 3 Showcasing the industry s contribution to the community 5 6 Championing diversity and inclusion Stronger membership engagement Creating new value for members Exceptional events and member services Attracting talent to our industry Digital delivery A great place to work 2020 goals POWERFUL ADVOCACY EXCEPTIONAL MEMBER VALUE INDUSTRY LEADERSHIP A GREAT PLACE TO WORK

3 Welcome to our STRATEGY This document sets out a new three-year strategy for the Property Council of Australia. This strategy is designed to deliver deep value to members and shape the industry s strategic environment. It is a strategy designed to deliver advocacy outcomes, industry leadership and valuable services to our members, as well as evolve our dynamic organisation. Our industry creates jobs and builds communities. Together we re shaping our cities for the future. We underpin so much of Australia s prosperity and hand over the keys to 630 new homes every single day. It is the result of seven months of work by our Board and our Executive team, and follows close consultation with Division Councils, Corporate Leader members and our staff. The Property Council s mission is to champion a strong property industry. We are a for-purpose organisation, and that purpose is you. This 2020 strategy sets out four clear goals: powerful advocacy, industry leadership, exceptional member value and a dynamic organisation. As a result, our industry has a big role to play in the political life of the nation; to lead on debates, to present thoughtful research and argue for sound public policy. Deepening the Property Council s advocacy footprint is central to this strategy. To achieve these 2020 goals, we have developed nine strategies. These are a mixture of evolution and revolution. Some extend what we are already doing, and others will create value for members in quite new and different ways. It recognises our unique position as an industry that together employs more Australians than any other and contributes the most to GDP. Inside you ll also find exciting plans to deliver more for members. No organisation can be successful without a focus on the people who make it all happen and this strategy also has a focus on our staff team. Thank you for your support for the Property Council and to the Property Council staff, thank you for the vital work you do on our behalf. The strategy sets out a powerful agenda that befits the nation-leading position of our industry and of the Property Council as your chief advocate over the next three years. The Property Council benefits enormously from the close engagement of our members in everything that we do. Some 1600 volunteers sit on our industry committees. Many hundreds more participate as speakers, presenters, judges, educators and research suppliers. And tens of thousands engage with our advocacy alerts, events, courses, research and information. Thank you for your strong support for the Property Council. We look forward to continuing to deliver outstanding results for our industry. Susan Lloyd-Hurwitz National President Ken Morrison Chief Executive

4 Table of CONTENTS A message from the Prime Minister Strategic foundations 2020 strategy goals Our strategies A message from the PRIME MINISTER The property and construction industry continues to build an Australia for the 21st Century. Its record of success and innovation underpins the industry s contribution to the national economy, as it remains a key driver of Australia s strong economic growth. Messages from our political leaders 14 Of the more than 400,000 jobs that were created in Australia last year, a quarter were in the construction industry. Strategies 1. Advocacy impact 2. Showcasing the industry s contribution to the community 3. Attracting talent to our industry 4. Championing diversity and inclusion 5. Stronger membership engagement 6. Digital delivery 7. Creating new value for members 8. Exceptional events and member services 9. A great place to work It is a testament to the high quality of the property and infrastructure sector that it continues to achieve outcomes that benefit millions of Australians. It is a testament to the high quality of the property and infrastructure sector that it continues to achieve outcomes that benefit millions of Australians. The Property Council of Australia continues to provide essential support and advocacy on the behalf of those who own, develop and invest in property. The Council has made a significant and meaningful contribution to important national debates around housing affordability, cities and infrastructure, and planning and regulation reform. The Government considers itself a friend and supporter of the property and construction industry. This support has been evident in our actions over the past year, as my government seeks to grow and develop the Australian economy. Through our efforts in cutting taxes for businesses with turnover under $50 million, many of your members will be able to invest more, employ more and pay higher wages. Extending these tax cuts to all companies remains a top priority. We have reestablished the Australian Building and Construction Commission, restoring the rule of law in the construction industry. With our Reducing Pressure on Housing Affordability plan, the Government is improving Australians access to secure and affordable housing right across the property spectrum. Our unprecedented $75 billion investment over the next 10 years will produce world-class infrastructure, cities and transport. The Australian Government will work with the property and infrastructure industry to continue building Australia s economic success. I look forward to our shared future achievements. The Hon Malcolm Turnbull MP Prime Minister of Australia Property Council Strategy

5 Strategic FOUNDATIONS This three year strategy builds on strong foundations. OUR VISION A thriving industry creating prosperity, jobs and strong communities. Members are fundamental to every aspect of the Property Council. We are a for-purpose organisation and that purpose is our members. provide our advocacy mandate OUR MISSION To champion a strong property industry. are embedded in the Property Council are our reason for being OUR VALUES OUR Members Leadership Excellence Our members are at the heart of all that we do. We make a difference in our industry and our community. We are passionate about our work and deliver outstanding results. Collaboration We respect each other s diverse views and are committed to our one company culture. Integrity We are ethical, accountable and believe in each other. are our customers MEMBERS give us our credibility partner in the delivery of our services own the organisation 8 Property Council Strategy Property Council Strategy

6 2020 Strategy GOALS The strategies in this document are designed to achieve four clear goals. POWERFUL ADVOCACY EXCEPTIONAL MEMBER VALUE GOALS INDUSTRY LEADERSHIP DYNAMIC ORGANISATION 10 Property Council Strategy Property Council Strategy

7 Our STRATEGIES Together, the strategies in this document deliver on our 2020 goals. STRATEGIES 1. Advocacy impact 2. Showcasing the industry s contribution to the community 3. Attracting talent to our industry 4. Championing diversity and inclusion 5. Stronger membership engagement 6. Digital delivery POWERFUL ADVOCACY INDUSTRY LEADERSHIP EXCEPTIONAL MEMBER VALUE DYNAMIC ORGANISATION Nine strategies have been developed which together will deliver on these 2020 goals. 1 4 Advocacy impact Championing diversity 2 Sharpening our advocacy targets, investing in thought leadership and technology think tanks, and investing more money into advocacy. Showcasing the industry s contribution to the community Mobilising members in the delivery of our industry image campaigns. and inclusion Maintaining our strong diversity programs and consider tangible non-gender initiatives. 5A more strategic, uniform approach to Stronger membership engagement membership engagement, renewal and recruitment driven by a central membership unit. 7 8 Creating new value for members Grow the Property Council Academy, create a state and territory awards program and new international study tours. Exceptional events and member services Fostering best practice across our services. 7. New value for members 8. Exceptional events and member services 9. A great place to work 3 Attracting talent to our industry National roll-out of Girls in Property, a new engagement program with schools and universities and an industrywide internship program. 6Digital delivery Extending our message delivery, deepening our member engagement and augmenting the member service experience. 9A great place to work Embedding our existing people and culture programs, resetting our recruitment and induction practices, build in surge capacity, grow our own future leaders and invest further in a learning organisation. 12 Property Council Strategy

8 Hon Gladys Berejiklian MP Premier of New South Wales Hon Daniel Andrews MP Premier of Victoria Hon Annastacia Palaszczuk MP Premier of Queensland Hon Mark McGowan MLA Premier of Western Australia As we deliver an historic transformation for NSW, the Property Council is an important voice on the policy issues that matter to our cities and regional communities, from housing affordability to infrastructure and planning. The Government is pleased to have the Property Council s support for our plans to create more jobs, offer greater opportunities and secure a better quality of life for the 7.8 million citizens of our state. Its research and advocacy are always valuable contributions to the The Victorian Government values the Property Council of Australia s contribution to public debate and research on property in Victoria. I would also like to acknowledge the Council s steadfast support of an industry that generates significant investment and creates thousands of jobs across our state. I look forward to working together as we continue to improve access to affordable and high-quality housing for all Victorians. The Queensland Government is focused on creating jobs and strengthening communities right across our great State. My government understands the importance of the property industry in achieving these objectives. The Property Council plays an important role in contributing to the public discussion and policy development process. I look forward to continuing to work collaboratively on our shared desire to foster a strong and growing Queensland economy. The Property Council plays an important role in Western Australia, contributing to discussions about policies that help shape our cities and towns. The McGowan Government is committed to growing the economy and generating jobs - the Property Council s vision to grow jobs, prosperity and strong communities is therefore very timely. I look forward to working with the Property Council to continue to generate jobs and support sustainable and vibrant communities. discussion about our future, and I look forward to seeing the Council continue to play an important role in NSW public policy in the year to come. Hon Steven Marshall Premier of South Australia Hon Will Hodgman Premier of Tasmania Andrew Barr MLA ACT Chief Minister Hon Michael Gunner Chief Minister of the Northern Territory As the state s peak industry body, I m looking forward to working constructively with the Property Council to create more jobs and help South Australia reach its full potential. Tasmania s economy continues to grow strongly, creating more jobs, new business investment and improved standards of living. A growing economy also brings new challenges to deal with. The Property Council has a vital role to play in meeting those The Property Council are forceful contributors to Canberra s frequent planning debates. The Council robustly pursues their policy interests with the ACT There is change happening in the Northern Territory. We are drawing new businesses, creating new industries and building new, vibrant, exciting Central Business Districts. challenges and also seizing the opportunities, through strong advocacy and public policy debate. The Tasmanian Government looks forward to working closely with the Property Council to build our future. Government. Canberra is experiencing a period of very strong economic growth, urban renewal and public infrastructure investment that will transform the city. The Property Council has been front and centre of this change, both in advocating for its members and in its contributions to discussions about the Territory economy, jobs and population growth. The Territory is a stronger place for the Property Council s work. We look forward to working with Property Council members to make our growing city an even better place to live, work, study and do business. 14 Property Council Strategy Property Council Strategy

9 1 Advocacy impact High value advocacy outcomes for members. Major advocacy wins secured. Momentum for policy change. Thought leadership projects on creating great cities, creating great places and the impact of disruptive technologies. Increased resources for advocacy. Members reinforce our advocacy and showcase industry leadership. 3. More resources for advocacy policy research and advocacy staff. 4. Strengthening our public voice in the media, across digital platforms and through thought leadership. 1. Target priority reform areas of planning, infrastructure and tax Leverage our industry leaders in our advocacy. 6. Invest in organisational capability and nimbleness. SUSTAINABILITY VALUE CAPTURE NEGATIVE GEARING LOCAL GOV. REFORM Thought Leadership Focus VALUATIONS RATING CITIES DENSITY National Office ENERGY COSTS Federal Government Nimble, flexible staff teams and research budgets able to meet our advocacy needs. STAPLED STRUCTURES BUILDING REGULATION FOREIGN INVESTMENT BUILD TO RENT CITY DEALS HOUSING AFFORDABILITY 16 2 Nationwide Priorities INFRASTRUCTURE PLANNING TAX Confronting Known Challenges PLANNING REFORM Divisions A respected industry with a strong social licence to operate. 1. Continue to run public-facing industry image campaigns. 2. Deepen the integration of these campaigns with the industry s own messaging, communication platforms and physical assets. 3. Draw on our great cities, great places and other thought leadership initiatives to build alignment with the community. 4. Document the industry s contribution to society, including highlighting members own social sustainability work. 5. Leverage our Innovation and Excellence Awards and our Retirement Living Awards to showcase industry leading practice and community dividends. 6. Align our advocacy messages with community benefits and partner with unlikely allies wherever possible. The public understands our contribution to the community and our economic significance. More favourable public opinion and greater trust in the industry. Engagement of the industry directly in our community awareness campaigns. Respect for the Property Council s policy and public positions. STAMP DUTY FOREIGN SURCHARGES LAND SUPPLY Showcasing the industry s contribution to the community State, Territory & Local Government LAND TAX ASSET RECYCLING PLANNING REGULATION 17

10 3Attracting talent to our industry A greater awareness of the breadth and depth of employment opportunities offered by the property industry among school and university students. 1. National roll-out of the Girls in Property initiative in 2018 to increase awareness and motivation of young women to select courses and seek jobs in the property industry. 2. Extend this initiative into a broad-based engagement program in 2019 that targets the low awareness among school and university students of the breadth and depth of employment options within the industry. 3. Leverage the contact networks of senior members to access schools and universities. Greater awareness of the breadth and depth of employment options in the industry among school and university students. Greater numbers of school-aged girls entering into property-related university courses. Number of students, schools and universities who engaged with Property Council programs. More positive perceptions of the industry, reinforcing our industry image campaign objectives in strategy Consider the feasibility of establishing an industrywide internship program in 2020 to link students and graduates with industry employers incorporating a Property Council Academy training component. 5. Create stories for relevant government/educational careers publications, media and social media. 18 Property Council Strategy Property Council Strategy

11 4Championing diversity and inclusion Accelerated momentum for greater inclusion and gender diversity in the property industry. 5Stronger membership engagement Stronger engagement with our members across all sectors. 1. Continue our focus on gender diversity and our existing suite of programs, and reinforce that inclusion is the primary concept. 2. Roll-out the Girls in Property initiative as a national program in 2018 (see strategy 3). 3. Refresh our diversity knowledge hub on our website. 4. Extend our 100 Women in Property program to a 500 Women in Property program in Deepen gender diversity among attendees at our conferences, events and courses through strategies that disrupt the status quo. 6. Ensure our overall 40:40:20 gender targets are maintained in the 2018 committee spill and that areas of existing low gender diversity are addressed. 7. Recognise, celebrate and enhance the existing ways the Property Council is supporting inclusive cultures beyond the issue of gender. 8. Consider tangible actions that could broaden our diversity focus beyond gender in ways that are genuine and do not inhibit our ability to continue to make a substantial difference on gender. This could include undertaking a Reconciliation Action Plan. Foster greater public awareness of the leadership the property industry is providing on inclusion and diversity. More women in leadership roles in the industry (CEO to CEO-2). Deeper talent pools for the industry through attraction and retention of female staff. A spread of programs in place to facilitate gender diversity. Greater public recognition for the leadership being shown by the property industry. Tangible initiatives for non-gender based diversity. 1. Implement targeted changes to member categories in 2018 to provide more opportunities for small organisations to be members. 2. Provide a more strategic approach to member identification, conversion and retention through the creation of a central membership team. 3. Direct increases in membership revenue to advocacy resourcing. 4. Targeted membership strategies to bring new growth sectors such as international, education and health more strongly into the membership. 5. Purchase a best-in-class off-the-shelf CRM system to replace our association database tool and use data to guide engagement. 6. Review membership categories for each member every two years. 7. Lift our internal membership training and resources for our staff. Increased engagement of new members in Property Council activities. Changes to membership categories are understood, supported and implemented. Further increases in membership retention. Further growth in member numbers. A structured and consistent approach to embedding new members, particularly in their first 12 months across the organisation. Refreshed membership collateral. 20 Property Council Strategy

12 6Digital Delivery Exceptional member experiences, deeper member engagement and an amplified public voice. 1. Create a digital roadmap based on a deep understanding of members needs and informed by digital leaders within the industry. 2. Invest in priority projects: Rebasing our website to provide digital analytics. Bigger public audiences for Property Council messages. Strengthened engagement, particularly with those not already immersed in our committees. Innovative new service outcomes for members. 7Creating new value for members s An expanded Property Council Academy offering that meets the learning needs of our members and funds our strategy to attract talent to our industry. A strong state-based Innovation and Excellence Awards program that complements our national awards program. Two international study tours per year. A best-in-class off-the-shelf CRM system to replace our association database software. A member preference centre on our website to enable us to customise our services and content. A Property Council app. Committee member collaboration tools. Predictive analytics to turn data into insights. 3. Amplify our public voice through stronger digital and social media platforms. 4. Create a digital capability and culture. Very high satisfaction in members engagements with the Property Council. Seamless communication and collaboration across our business to engage and inform our members. Highly engaged staff who clearly see the importance of data-driven insights to deliver value to members, and who have the tools and systems to do this. 1. Expand the Property Council Academy to offer additional retirement living courses, including sales management, more in-house training, government sector courses and other new course offerings. 2. New state-based Innovation and Excellence awards program to complement our existing national awards. 3. Run two international study tours every year, starting with one in More value for members. Increased financial surpluses to fund our strategic initiatives to attract talent to our industry. 5. Transform data into new services. 22 Property Council Strategy

13 8Exceptional events and member services Outstanding events and services for members, every time. 1. Foster best practice across the organisation. 2. Create a program of roadshow events to deliver high value offerings to members, grow revenue and streamline delivery. 3. Build stronger incentives to innovate. 4. Build the profile of the Property Council/MSCI performance index. 5. Deepen our engagement with new generation members beyond Future Directions. Members have consistently exceptional experiences at each interaction across the country. Each division has access to the resources needed to deliver services at a consistent quality. An appropriate surplus is generated to fund our advocacy projects. Our culture, budgets and KPIs give our teams permission to experiment and innovate. 24 Property Council Strategy

14 9A great place to work An organisation that motivates, develops and retains its staff talent. 1. Embed our existing successful people and culture programs. 2. Strengthen our recruitment practices. 3. Comprehensive induction. 4. Build in surge capacity within the organisation to handle high demand events or critical advocacy campaigns. Outstanding people leadership in place. Highly constructive staff culture. Regrettable staff turnover at 15%. Property Council is recognised as a Best Employer. Property is Australia s biggest industry 13% of Australian GDP $202.9b Property ($202.9b) HEALTH ($112.9b) MINING ($99.5b) RETAIL ($73.6b) The property industry is Australia s biggest employer 1.4 million WORK IN PROPERTY 182k 218k 819k 5. Strengthen our positioning as a learning organisation. 6. Career and development plan for every staff member. 7. Grow our own future leaders. 8. The Property Council staff compact our employee value proposition. Property touches the lives of all Australians Property secures your future More than DERIVE THEIR WAGE FROM THE PROPERTY INDUSTRY DIRECTLY OR INDIRECTLY 14.8 million Australians HAVE A FINANCIAL STAKE IN PROPERTY THROUGH THEIR SUPER FUNDS 26 Property Council Strategy

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