You can learn more about Hume’s Outcomes Framework and their social impact strategy in Hume’s 2024 Impact Report.
Determining social impact demands formalised processes of discovery and reporting. Sally Regan, General Manager, Specialist Housing, and Impact from Hume Housing provides a detailed explanation of how Hume has gone beyond the anecdotal to accurately quantify the social impact of their programs on tenants.
It is increasingly important for community housing providers to not only deliver social impact for customers and communities, but to also demonstrate to government and stakeholders the return on investment we achieve. Hume has developed a Social Impact Strategy that describes changes we make in our customers’ lives, along with identifying areas we seek to improve. Now operational, the strategy is transforming Hume’s service delivery.
Hume has delivered positive social impact for over 30 years, but it was not until we developed a bespoke framework and corresponding data analytics tools that we could begin to quantify our impact and better assess how we’re delivering on our purpose of ‘Creating opportunities for people to prosper’.
Hume’s Outcomes Framework (also known as HOF) captures the changes that occur over time for individuals, groups, families or communities due to the services and programs Hume offer.
In 2019, we first began the multi-year process of measuring and quantifying our impact through the development of an Outcomes Framework. The HOF project took a backseat when Hume successfully secured the largest social housing management transfer in Australian history. This transfer saw our portfolio double in size from 2,200 homes to close to 5,000 homes and over 9,000 customers.
Once business had stabilised from this momentous growth phase and we had emerged from COVID restrictions, the project team was in a better position to fully commit to the complex challenge of designing the framework.
We’re particularly proud that we utilised and built upon in-house expertise using a small project team dedicated to the project. To begin, we undertook a foundational review of social impact measurement research and literature to ensure both preparedness and best-practice process informed our approach. The literature described a well-developed methodology to mobilise, map, measure and manage, including:
1. Engaging teams to link activity to outcomes through program logics;
2. Process and data-source mapping; and
3. Identification of indicators, available metrics and building reports.
The project team then took deep-dives into each business unit to fully understand their programs and service delivery, as well as their expectations in relation to intended impacts to customers’ lives.
This phase involved a deep and thorough analysis of Hume’s activities and outcomes already achieved. Importantly, these were aligned with the NSW Government Human Services Outcomes Framework domains. Furthermore, it ensured our process was externally validated by a third party (For Purpose Evaluations) who also provided feedback and signposts for future enhancements to our framework.
Once program activity was mapped and outcomes described, we synthesised the information into a whole-of-organisational map of our outcomes. Multiple outcomes were found to overlap, such as meeting housing needs and sustaining tenancies. While initially this appeared to simplify the Outcomes Framework into the most important measures, it remained a significant body of work as every measure is complex in its own way.
We then built on our Customer Experience Strategy and were able to design Hume’s organisational Theory of Change into a high-level view reflecting our organisational purpose of providing people with opportunities to prosper.
The next stage was building our in-house capability to undertake measurement, recognising that our in-house data management capability, for both operational as well as outcomes measurement, needed to be significantly enhanced.
To meet this challenge, Hume invested in recruiting data management experts who were instrumental in moving the HOF forward. While bringing much-needed capability, the data team exposed the complexity involved in capturing the right data in the right way and developed a series of customisable reports using digital dashboards. This included building a data warehouse so disparate data sources could be better managed, followed by the replacement of our older data analytics software with state-of-the-art Power BI.
The success of the framework hinged on solid collaboration between the project and data teams. Together, we identified indicators for each outcome from existing data and where new data sources were needed. Where historical data exists, we can have a retrospective view for some measures, otherwise with new data sources it would be 12 to 24 months before we could measure meaningful change. However, the focus was ensuring baseline data. Our analytics capacity now includes comparisons of geographical areas and housing types and programs. In future iterations, we aim to increase in sophistication by analysing results for different customer cohorts.
Several new processes were designed to capture data directly from customers e.g. asking customers how safe they feel in their home and neighbourhood. Needless to say, we made many pragmatic decisions along the way based on the reasonableness of adding new processes to our busy frontline employee’s time. We sought to keep new and additional procedures to a minimum and use existing data as much as possible.
Data issues identified were either:
- Systems-related – the systems could not capture the data reliably or at all;
- Procedure-related – there was no consistent process for data capture;
- Integrity-related – we needed to be sure the data was reliable;
As is to be expected in any human service organisation, teams were juggling multiple competing priorities. We found some teams/programs were ready to design and implement a new procedure while others were unable to so, and scheduling was adjusted accordingly. Designated subject matter experts carefully worked around operational demands.
After three years of research, implementation and building inhouse capability, Hume’s Outcomes Framework is fully operational and features multiple Power BI dashboards, able to record and compare at least two years of data showing improved outcomes or where services could be strengthened to provide greater impact.
This is a huge first step and, while we’re still in our infancy of measuring our impact, we acknowledge this is a long-term proposition that will incrementally improve year on year. Today, we can identify where data analytics can be further improved, and we have a series of measures still in the pipeline yet to be implemented.
Hume’s Outcomes Framework ensures a best-practice and evidence-based approach to our service provision and drives data-driven decision-making. Over time, not only are we adding to our growing body of evidence but also ensuring a new level of clarity is established for our teams, customers, partners and stakeholders.
As part of this body of work, the project team managed delivery of Hume’s first Impact Report, which provides an overview of our social impact, alongside out broader environmental and governance commitments.
Hume’s Impact Report identifies our three priority focus areas, which we identified with the help of collaborative conversations with employees and customers. These are:
- No reoccurring homelessness – when a customer comes to us from homelessness the cycle of homelessness stops with us. They never return to homelessness;
- Improved wellbeing for seniors and people with a disability;
- Improved access to opportunities – specifically driven by a new partnership with The Smith Family providing educational support opportunities to families.
Measuring social impact and refining the processes for quantification are not set-and-forget exercises. We’ll be continually revisiting our impact study from different angles and using different tools along with advancements in technology. The only constant we hope to see is how positive social impact from Hume’s programs continues to rise, as do the numbers of people and families maintaining secure tenure and leaving homelessness behind.
Advertisement
Share This Article
Other articles you may like
It is with great pleasure that we announce nominations are now open for the ahi: 2025 Brighter Future Awards .
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
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.
Stay up to date with the latest news and events.
We acknowledge the Wathaurong, Yuin, Gulidjan, and Whadjuk people as the traditional owners of the land where our team work flexibly from their homes and office spaces. Ahi Australia recognises Aboriginal and Torres Strait Islander peoples as the first inhabitants of Australia and the traditional custodians of the lands where we live, learn and work. Ahi New Zealand acknowledges Māori as tangata whenua and Treaty of Waitangi partners in Aotearoa New Zealand.
Copyright © 2023 Australasian Housing Institute
site by mulcahymarketing.com.au