Australasian Housing Institute, AHI

A NEW DAWN: UK Housing Community Summit

The first ever Housing Community Summit was billed as a groundbreaking collaboration between Chartered Institute of Housing (CIH) and National Housing Federation (NHF). And, by all accounts, this groundbreaking two-day event hosted in Liverpool, UK, lived up to the hype. 

Nearly 3,000 delegates and more than 300 speakers arrived at ACC Liverpool on 9th & 10th September 2024, all of whom were keen to learn, network, collaborate and get stuck into the dozens of topical and insightful sessions on offer. 


But, if an unprecedented collaboration between two of the largest professional bodies in the sector wasn’t enough, it was also the first major housing conference to be held post-election. And that meant there was lots (and lots) to talk about. 


The political winds of change 


“There’s an enormous amount to be welcomed so far [from the new government],” CIH Chief Executive Gavin Smart said in his joint opening address with his NHF counterpart, Kate Henderson. “The sector and the government are on the same page," he added.


Housing Minister Matthew Pennycook reaffirmed as much in his keynote address, while speaking of his government’s commitment to getting “the country building again" and delivering 1.5 million homes by the end of this parliament. 


“In opposition, I said many times that bringing the housing crisis to an end would not be a quick or easy task,” Matthew said. “But that it could be done by a government prepared to finally tackle its fundamental causes, with sustained focus, energy and determination. 


“That belief is what has guided our actions as a department over the past nine weeks.”

Matthew Pennycook outlined the series of changes the government plans to make or has already made on housing. These include giving all local authorities in England mandatory housing targets and changing the way these targets are calculated to better reflect local needs; strengthening “but also reforming” the presumption in favour of sustainable development “so that its use as a failsafe does not green-light poor-quality schemes"; and “bold reforms” to the National Planning and Policy Framework (NPPF) “to deliver the biggest increase” in social and affordable housing delivery “in a generation”. 


He also said his government was “acutely aware” more “needs to be done” to support councils and housing associations. He added that his government has committed to setting out plans in the next fiscal event to give social landlords “the rent stability they need to borrow and invest” and provide them with “certainty” about future government investment at the spending review. 


One of the core planks of the government’s strategy to deliver 1.5 million new homes by the end of this parliament is to make full use of brownfield (and ‘grey belt’) land. But how big a role can brownfield actually play in ameliorating the housing crisis? 


“It’s part of the solution; not the whole solution,” Kate Henderson neatly put it at a session dedicated to exploring the potential of brownfield. While delivering new homes on brownfield land is “absolutely necessary”, she said building on brownfield alone wouldn’t be enough to deliver the number of homes needed. 


SNG (formerly Sovereign Network Group) Chief Executive Mark Washer agreed. “It’s not a silver bullet but a golden opportunity,” he said. 


Decarbonisation and energy efficiency is another area on which the government appears intent on progressing. Minister for Energy Consumers Dr Miatta Fahnbulleh was on hand to talk about her role in “bringing social housing and decarbonisation together”. She spoke of the need to upgrade and decarbonise existing homes and ensuring new homes are built as part of a “low-carbon future”. 


“[It is an] absolute imperative to prioritise the upgrade of social and council homes,” she said, adding: “If we get this right, the impact will be huge.” 


Miatta keenly pointed out the link between energy-inefficient homes and fuel poverty, highlighting the £6.6 billion that this government has pledged as part of its Warm Homes Plan. She said more detail – through which grants and low-interest loans will be made available for energy-efficiency and low-carbon measures such as insulation and solar panels – “should” be provided in the Autumn Budget.



Dr Miatta Fahnbulleh was also present for the launch of a new public-private alliance – the Future Homes Liverpool City Region plan – aimed at delivering homes with zero energy bills in the Liverpool area. Liverpool City Region Mayor Steve Rotheram officially launched the initiative outside a modular home, constructed in just a week, situated next to the ACC venue. It is hoped the Liverpool region will become a “centre of excellence” for offsite construction.

Works in progress 


While the new government beds in and gets to work with its proposed changes, the sector continues to adapt to changes already set in motion by recent legislative milestones – namely the Social Housing (Regulation) Act, which passed last summer. 


One of the most notable is the new consumer standards regime, which came into effect in April this year and sees social housing providers – including local authorities – assessed on things such as tenant engagement and communication and the safety and quality of homes. 


In a packed-out session exploring the new regulatory regime, the Regulator of Social Housing’s Fiona MacGregor provided an update on the first few rounds of inspections, which have so far seen around 25 social landlords (at the time of writing) receive an in-depth assessment and a subsequent grading based on the Regulator’s findings. 


Fiona pointed out that, so far, there has been a “pretty even split” between C1, C2 and C3 gradings, with C1 and C2 denoting compliance and C3 (and C4) denoting non-compliance. 


She added that she was “slightly surprised” that the first batch of inspections had more C1 gradings than the Regulator initially inspected. She said this could be an “accident” attributable to the “particular makeup” of that first batch of providers. 


For those landlords that have so far not met the standards, MacGregor said many had struggled with health and safety compliance. She also said, in some cases, landlords were “still not really knowing what needs to be done” due to inadequate data collection and analysis. 


Moving on to the Tenant Satisfaction Measures (TSMs), which came into effect in April 2023, Fiona MacGregor asserted they are “not just a tick-box exercise”. She advised attendees to use them to help “get under the skin of what they [tenants] are telling you”. 


“Listen to complaints and show that curiosity. What is it actually saying about the service you’re providing?” she said.

Building and fire safety is another area on which the whole sector has been striving to improve. And this was noted in a session titled ‘Seven years on from Grenfell: Are we getting it right?’, which took place just a week after the publication of the final report from the Grenfell Inquiry. 


The report laid the blame for the deaths of the 72 people who died in the fire at the feet of several actors, including politicians, cladding manufacturers and the Kensington and Chelsea Tenant Management Organisation. As summarised by Rhys Moore, the NHF’s Executive Director of Public Impact, the victims of Grenfell were “failed not by one organisation but by many”. 


“A serious failure of regulation and then a serious failure of cultures and practice among a range of industries [contributed to the fire],” he said. 


However, as both the Grenfell report and the session’s panellists made clear, there is still much more to do to ensure such a tragedy never happens again. Martina Lees, who writes for The Times and The Sunday Times and often reports on building safety, said there still “could be up to 558,000 people living in flats with fire risks”. She also pointed out that just 27 per cent of social buildings identified by the government as needing remediation have been fixed. 


For Anne Waterhouse, the Chief Executive of Wandle Housing Association, part of the problem is funding and the lack of financial support from the government. “The financial burden on social housing providers just doesn’t feel fair,” she said, adding that, while they have not necessarily been able to do so, there is “not a single social landlord” that does not want to remediate their buildings quickly. 


Despite the challenges and the work still to do around building safety and remediation, progress had been made. “If we didn’t recognise that, we’d be in a very bad place,” Rhys Moore said. 


Homing in on health 


Housing and health is currently a big area of discussion in the sector, with the question of whether there is a need to establish a royal commission on housing and health – as called for by the Housing Ombudsman – emerging as a key area of debate during the conference. 


“Do we need a royal commission? My response first of all was ‘no’,” said environmental health and housing consultant and journalist Dr Stephen Battersby at a session chaired by CIH policy and practice officer Sam Lister. 


“But then I had second thoughts, because perhaps the answer is ‘yes’ but with a wider remit,” he added, arguing that some of the issues highlighted by Ombudsman also pertain to the private sector. 


Gavin Smart was “in two minds” about the merits of a royal commission. While he conceded that a royal commission would bring more attention to the links between housing and health, he said getting the initiative up and running would likely take “a very long time”. He added that such commissions “can be used as a mechanism for kicking the can down the road”. 


“I don’t think it needs a royal commission to fix it; I think it needs a government focused on outcomes,” Kate Henderson added.

The Ombudsman’s sector learning and development manager, Polly Cox, was on hand to explain some of the thinking behind the call for a royal commission. “There needs to be a renewed focus on housing as a public health intervention,” she said, pointing out that poor quality housing costs the NHS around £1.4 billion each year. 


Cox also said “so many health issues” can be either be worsened or improved by a home, arguing for the need to increase the awareness of the link between the two areas so that as many homes as possible have a positive rather than negative impact on people’s health. 


This focus on housing and health coincided with the launch of Healthy Homes, Healthy Places, a partnership launched by CIH and fire safety specialists AICO to highlight the importance of homes and communities as a key building block for health and wellbeing. 


“We want to promote healthy homes and healthy neighbourhoods,” said Gavin Smart, adding that while there are plenty of challenges in this area, there are also “big opportunities”. 


A good start 


With a new government that appears more receptive to the needs of the sector than previous regimes, there is hope within the sector things are on the up – despite the gloomy economic backdrop. That optimism could be felt all throughout the Housing Community Summit, with a palpable sense of alacrity pervading all areas of the conference, from the exhibition area to the main stage, the fringe events to the networking zones. 


There will no doubt be much to discuss when the Housing Community Summit returns to the ACC in Liverpool on 8th & 9th September 2025.

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February 14, 2025
It is with great pleasure that we announce nominations are now open for the ahi: 2025 Brighter Future Awards .
February 14, 2025
About the Australasian Housing Institute The Australasian Housing Institute (ahi) is a professional body for workers in the social and affordable housing and Specialist Homelessness Service (SHS) sectors across Australia and New Zealand. It has Branch Committees in each state and territory, as well as in New Zealand. The ahi is submitting a response to the Draft NSW Homelessness Strategy (the Strategy), representing the collective feedback of the NSW Branch Committee, with the support of the entire ahi organization. With over 2,000 members across NSW, ahi members work in both government and non-government housing organizations. The ahi has a long history of collaborating with SHS, Specialist Disability Services, and other mainstream services, including health, education, and local councils. For the past 25 years, ahi has been proudly delivering training for industry housing professionals across a wide range of areas, including tenancy management, asset management, and governance. The ahi also hosts masterclasses and networking events to support its members. The ahi provides professional development to the workforce through: Training and knowledge-building on a range of issues relevant to social housing professionals, from induction programs for new workers to advanced and specialized training in areas such as asset management, trauma-informed approaches with applicants and tenants, personal development, and community participation. A mentoring program that pairs experienced professionals with newer or younger members to help them achieve their career aspirations and goals. A certification program for social housing professionals to uphold professional standards and ensure success in their area of expertise. Leading the Annual Brighter Future Awards, which recognize excellence in the social housing industry. Promoting active, engaged, and connected membership through the delivery of topical events, seminars, webinars, masterclasses, and more. As a member-based professional body, the ahi is uniquely positioned to build trust, enhance skills, and foster relationships across both the government and non-government sectors, as well as between organizations. Summary The ahi congratulates the NSW Government on its significant investment of $6.6 billion in the 2024 budget, aimed at tackling the unprecedented housing stress and the rising numbers of individuals experiencing homelessness driven by the ongoing rental crisis in both the private rental and social housing sectors. The Strategy for 2025-2035 is highly commendable, with its three core goals—rare, brief, and non-repeated—standing out as ambitious and impactful objectives aimed at addressing homelessness. These goals are set to bring about significant changes in the social housing system and provide a clear policy framework to guide efforts toward achieving meaningful outcomes over the next decade. The ahi recognizes the importance of this Strategy and the critical role that the social and affordable rental housing system plays in meeting these goals, emphasizing the need for genuine, whole-of-government collaboration in delivering results. This approach involves collaboration across government, the not-for-profit community housing sector, and mainstream services, all supported by SHS’s within a Housing First framework and guided by a clear governance structure. It marks a shift from a deficit-driven perspective to a solution-focused, positive approach. The success of this transformation relies on collective efforts through co-design, co-evaluation, and co-delivery, ensuring the long-term effectiveness of the change. For this paradigm shift to succeed, it will require a skilled, committed, and dedicated workforce, as outlined in Principle 8 (The Workforce is Strong and Capable). Recognizing the need for a sustained, locally connected workforce is crucial to addressing the diverse needs of individuals experiencing homelessness across all three phases of their journey. In its feedback on the Strategy, the ahi emphasizes the importance of focused attention on homelessness and social housing workforce planning, professional development, industry support, and the need for culturally competent workers—both paid and voluntary—who bring diversity, inclusion skills, and lived experience. Finally, the ahi urges that Principle 8, which highlights the strength and capability of the workforce, be prioritized, particularly in supporting First Nations people experiencing housing stress and homelessness, with a long-term vision extending beyond the next 10 years. Detailed response The following is more a detailed response from the ahi to the questions outlined in the consultation paper for the Strategy. SECTION 1: The Guiding Principles of the Strategy 1. What do we need to consider as we implement services and system reform guided by these principles (total 9) over the next 10 years? As we implement services and system reform guided by these principles over the next 10 years, the ahi suggests the following approaches be prioritized: Workforce planning should be a key focus in the first rolling action plan (2025-2027), with an emphasis on forecasting the ongoing skills and competency needs throughout the life of The Strategy. This will ensure the workforce is equipped to meet evolving demands. Increasing the supply of dwellings to address crisis, transition, and permanent housing needs must be matched by a parallel increase in the workforce. This includes expanding both paid employees and volunteers within social housing, community housing organizations, and Specialist Homelessness Services (SHS). A well-supported workforce is essential to ensuring the successful and sustainable delivery of outcomes envisioned by the Strategy. Skilling workers who assist First Nations people experiencing homelessness should be prioritised. This requires a culturally competent workforce at all levels to provide high-quality services and ensure that First Nations people do not experience repeated homelessness. By focusing on cultural competence, we can foster better outcomes and long-term stability for these communities. 2. Which Principle should be prioritized and why? The ahi fully supports all nine Principles, with particular emphasis on Principle 8: Workforce is Strong and Capable, as being foundational. Addressing homelessness is a person-centered solution that requires culturally competent employees and volunteers who can establish strong, supportive networks with wraparound services at the local community level. This is essential to meeting the evolving needs and remains a high priority in the First Action Plan (2025-2027). Ongoing professional development for workers is crucial to ensuring long-term success in meeting the changing social, economic, and environmental needs of those living in quality housing. It is also vital for ensuring tenants not only live well but stay connected to their communities. Supporting the workforce’s safety and wellness is key to maintaining a capable, resilient workforce, which in turn ensures the best possible quality of housing, management, and support for tenants. SECTION 2: Strategy focus areas: 1. To make homelessness rare, what should NSW prioritise for action and why? The ahi believes that adequate funding for SHS’s is essential to ensure they are properly resourced to assist individuals at risk of or in a crisis state of homelessness at the point of need. The ability to identify risks and allocate resources effectively for intake assessments and service coordination is key to early intervention and prevention. A triage system is vital for facilitating positive outcomes, aiming to make homelessness a one-off experience. The ahi also supports dedicated funding for staff training and development in this field, recognizing its importance in preventing homelessness from becoming a long-term issue. Investing in training allows for timely and appropriate interventions, helping to break the cycle of homelessness early on. 2. What opportunities and risks are there for implementing actions under this outcome? Delaying action in assisting individuals experiencing homelessness can lead to a loss of faith and hope in the NSW housing system, pushing them toward the justice system or, in the case of older people or women escaping domestic violence, even premature death. Implementing this outcome presents an opportunity to build a culturally competent, and trauma-informed workforce, a key factor to transforming lives while simultaneously increasing the supply of housing. Supporting a resilient workforce, where high job satisfaction is fostered, creates committed and effective workers who can make a lasting difference. 3. What types (s) would be most useful to measure our impact and why? A key target in the First Action Plan (2025-2027) is to reduce the number of people on the social housing waitlist during the reporting period. This measure will serve as an indicator of success and validate the effectiveness of early intervention policies in preventing homelessness. Additionally, setting targets for the number of employees and volunteers in the social housing and SHS sectors, as well as tracking turnover rates, is essential to assessing the success of building a stronger, more capable workforce. 4. To make homelessness brief, what should NSW Priorities for action & why? Domestic violence, family abuse, and coercive control are major causes of homelessness among women, with the number of homeless women and children increasing according to the latest data. Adequate funding for this vulnerable group is a top priority. Supporting these women has a profound impact on their recovery, resilience, and ability to raise their children, leading to positive generational outcomes in the long term. The rising trend of older women experiencing homelessness for the first time also requires early intervention to prevent premature death. 5. What opportunity and risks are there for implementing actions under this outcome? The continued trend of women dying as a result of domestic violence and family abuse is deeply concerning. In 2024, 14 older women aged 55 and over were killed, a distressing statistic according to the Commissioner for Domestic and Family Violence, Michaela Cronin. These women are at a higher risk of vulnerability, often with no support systems to rely on. Implementing actions under this outcome presents a crucial opportunity to save lives, reduce the number of women experiencing both domestic violence and homelessness, and help them rebuild their lives. 6. What types of target(s) would be useful for measuring our impact and why? Reducing the number of women who die as a result of domestic violence and family abuse during the First Action Plan (2025-2027) is an important metric to track and report, demonstrating the efficacy of The Strategy. Individual success stories are powerful testimonies that show the goals of the Strategy are benefiting both individuals and the housing system. The skills required for employees and volunteers in this area demand dedicated funding and training resources. Implementing a measure to evaluate the outcomes of training courses would be valuable, helping to refine and improve the content and application of these programs. 7. To ensure homelessness is not repeated, what should NSW prioritize for action and why? First Nations people are overrepresented in experiencing homelessness and face significant challenges in breaking the cycle. Priority should be given to this group under the Housing First Principle, supported by skilled and capable staff and volunteers, to empower them and prevent repeat homelessness. Rental tenancy laws in NSW should be reviewed, particularly regarding the cessation of tenancy due to prolonged absences. Cultural customs related to death and bereavement (Sorry Business) should be recognised as acceptable reasons for absences and incorporated into tenancy policies. 8. What opportunities and risks are there in implementing actions under this outcome? The risk of not achieving the goals outlined in the National Agreement on Closing the Gap for the NSW Government is significant if priority is not given to properly housing and supporting First Nations people. There are valuable opportunities in collaborating with Aboriginal leaders through a co-design, co-evaluation, and co-delivery approach. Their collective commitment to improving the lives of Aboriginal and Torres Strait Islander people can lead to positive outcomes in housing, health, education, employment, justice, safety, and inclusion. 9. What types of target(s) would be most useful to measure the impact and why? Increase the number of Aboriginal workers with certified qualifications across various areas of the Aboriginal housing sector. Aboriginal tenants depend on highly qualified and culturally competent workers and volunteers to help build their resilience and prevent repeated homelessness. Regular customer satisfaction surveys should be conducted to measure tenants’ satisfaction levels and identify areas of strength and improvement. Conclusion The ahi supports an ambitious supply growth program throughout the life of the Strategy to address homelessness in NSW. With 63,260 households (based on 2023-2024 data) currently on the waiting list, it is crucial to reduce this number over the next 10 years through the rolling action plans. Successfully delivering the Strategy will require a skilled, trauma-informed, and competent workforce to implement an integrated housing system. While workforce planning is mentioned as one of the nine principles, its lack of detailed planning is concerning. The ahi strongly suggests that the principles of co-design, co-evaluation, and co-delivery be incorporated from the outset in developing the rolling action plans. The ahi thanks the NSW Government for the opportunity to submit feedback and for its ongoing consideration of building a strong and capable workforce that is recognised and supported by a broad range of industries. The value of including people with lived experience and their unique knowledge and skills cannot be overlooked as an essential voice in this transformative process. Contact NSW Branch Committee - Australasian Housing Institute admin@housinginstitute.org www.theahi.com.au (02) 6494 7566 Date submitted: 11/2/25 Submitted to: Homelessness.strategy@homes.nsw.gov.au
October 24, 2024
Australasian Housing Institute (the Company) wishes to announce that effective from today, 24th October 2024, Accounting & Audit Solutions Bendigo (AASB) has been appointed as auditor of the Company. The change of auditor has occurred due to the resignation of Kelly Partners (Sydney) as the company’s auditor. The company received approval from the Australian Securities and Investments Commission (ASIC) to change its auditors in accordance with section 329(6) of the Corporations Act 2001 (Cth). Accordingly, the Company has accepted the resignation of Kelly Partners (Sydney). AASB’s appointment is effective until the next Annual General Meeting of the Company. In accordance with section 327C of the Corporations Act, a resolution will be put to members at the 2025 Annual General Meeting to appoint AASB as the Company’s ongoing auditor.
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