Australasian Housing Institute, AHI

Coming together, Golden Oldies style

Tania Thompson, creator of Golden Oldies, saw an opportunity for residents of Bridge Housing’s Elger Street Community Group to come together in activities that support active ageing. Her enthusiasm, and that of the participants, earned them a place as finalists in the Tenant Led Initiative category of the NSW ahi: Brighter Future Awards 2023. HousingWORKS finds out more.

For many years, the prevailing wisdom has been that mental health issues like anxiety and depression were caused solely by a chemical imbalance in the brain. But an increasing body of scientific research continues to show that social, physical and, in many cases, spiritual isolation plays just as big a role in our physical and mental wellbeing — particularly among older adults. 


Those researching loneliness, isolation and depression could do a lot worse than sitting down with Tania Thompson, the driving force behind Golden Oldies, a wellbeing and social inclusion program run at Bridge Housing’s Elger Street housing development in Glebe, Sydney. Elger Street is home to over 200 senior residents, many of whom live alone.



The origins of the program go back to 2019. With improving social inclusion and resident wellbeing already a major focus at Bridge Housing under their Tenant Participation and Community Engagement Strategy, Tania – with the support of Bridge’s Sustainable Communities Team – secured a grant from the State Government’s Ageing Well in NSW program to get Golden Oldies off and running. 

While not playing down the devastating effects of the pandemic lockdowns that followed, Tania sees the events of 2020 as having an unexpected positive effect on the program’s success. It meant she had a golden (pardon the pun) opportunity to find out what the residents really wanted from an initiative like Golden Oldies. 



“Because of COVID, things popped up that I didn't actually think about while applying for the grant,” Tania admits. “The majority of the residents here are over 65 and struggle with isolation and loneliness within their own surroundings because most of them live in a single bubble. When we received that grant, obviously it was exciting but, at the same time, with COVID, we weren’t sure about how we could continue with the project in a way that would keep our elderly safe and healthy. A lot of the residents couldn't leave home, couldn't go anywhere, and didn't know how to access certain things.”

"I almost thank COVID for opening a window that a lot of people were very closed off to seeing.”

“I didn't like COVID but…,” Tania hesitates before continuing, “…at the same time, I almost thank COVID for opening a window that a lot of people were very closed off to seeing.” 


That window meant giving Tania the ‘luxury’ of time to delve deeper into meaningful actions for the residents. With widespread support for the project among participants, she was determined to work around the restrictions without breaking the law or jeopardising anyone’s health. She soon found herself masked up and sitting outside the door of people’s homes, so they remained connected in some way with their community. 


“I’d get them to sit on the inside of their door and we'd have a discussion, and maybe a little activity like chair exercises, to just start the conversation,” she says. “So, it was funny, but it actually achieved everything I wanted to do, which was to let them know they weren't alone, and we can do things to keep you healthy within your home. I earned a nickname within the community as the lady with the chair and the mask!” Tania laughs.  

Her sheer doggedness and determination enabled her to gain insights into the residents and their lifestyles — both before and during COVID — that she wouldn’t have discovered otherwise. As she admits, “I listened a lot. I listened a lot to what people would tell me, what they missed and where they were at on a daily basis. I became very close with our seniors. It opened up windows into their lives.” 


This process of reaching out and asking people what they really needed to help reconnect was the best thing that could have happened in terms of the program’s ultimate scope and its impact.


“We got a ladies group together and started meeting in a safe outdoor area where they could come, and they could engage. I just kept conversations going, things like ‘when we come out of this, what am I going to do, and how am I going to give this out to you, and how am I going to make your life so much better? I need you to tell me.’ So, we worked on plans, and I involved those residents in that planning. When we came out of COVID, there was so much excitement!” 



Before long, Tania had yoga and self-defence instructors involved in Golden Oldies, as well as a qigong coach. Bus tours, movie and games nights, and even a harbour cruise complete with lunch at Cockatoo Island were stand-out events for the program. Another notable initiative was getting local resident Felix — who runs the Elger Street Art Club — to get creative residents to join in Sunday art sessions. Tania even supported some of her tech-savvy neighbours to start computer classes using the shared computers in the complex’s community room.

"Golden Oldies was attended by over 250 participants during the grant funding period."

Bridge Housing’s metrics evidence the success of the program. According to their data, Golden Oldies was attended by over 250 participants during the grant funding period.



“Ninety-two percent of residents valued the activities and wanted to continue to meet after the period,” Bridge noted. “The program has been hugely successful in bringing residents together, sparking many new friendships and helping residents to build connections so they have someone to reach out to if they need support. Golden Oldies is an exemplary tenant-led initiative that builds social inclusion, encourages active ageing and fosters the sense of community that our Elger Street resident community value so highly.” 

Tania hopes the program can become her legacy. Six years ago, she was forced into early retirement on medical grounds, and found herself living in social and community housing – a situation she emphatically states “wasn’t in her plans”. Like a lot of retirees, she soon realised her life was not over; it just needed a new purpose.



“I’ve raised two amazing adult children, and I'm now a grandmother, which is the joy of my life. My children say I was always a workaholic, and I have always worked really hard. I've always been a communicator, and I'm always engaging with people. I suppose at the end of the day, it was about having purpose back in my life again.”

"It’s probably the most fulfilling thing that I’ve ever done in my life — giving something back to people who had largely been forgotten.”

"Golden Oldies is my first time ever doing something of that description,” Tania adds. “And it’s probably the most fulfilling thing that I’ve ever done in my life — giving something back to people who had largely been forgotten.”



As well as the personal satisfaction it’s given her, knowing her neighbours feel empowered to step up and help manage Golden Oldies themselves is also an immense source of joy. For Tania, this demonstrates the ongoing viability of the program.


“I'm not going to do this forever because I have to take care of myself too, health-wise,” she says, “But it’s opened doors not just for myself but for them to interact with the larger community. It’s made them feel that they’re not invisible, and that they all have a purpose here in life too. This is my way of thanking the older generation for what they’ve done for me, my children and my grandchildren, moving forward. It’s beautiful to see.”

In acknowledging those who have helped make Golden Oldies what it is today, Tania doesn’t hesitate in naming Rebecca Pinkstone and Helen Tighe at Bridge Housing, and the generosity of the people at Addi Road Food Pantry.


“I feel very lucky because I've made some very amazing friendships here and made so many connections. It's been a really nice journey. I love to see people just smiling and knowing that they're getting something out of it, and that they want more.”



“I love that. I just want to see more.” 

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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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