Australasian Housing Institute, AHI

FROM TOURISTS TO TENANTS: How a forgotten motel became a housing lifeline

Once the pitstop for weary travellers, Cardigan Lodge Motel on Ballarat’s Remembrance Drive in Victoria is now home to weary property-seekers, the victims of today’s housing crisis. HousingWORKS speaks to proprietor Amanda Elliott about this unexpected turn of events.

It’s 2017. Amanda and Paul Elliott have just purchased Cardigan Lodge Motel in Ballarat. An accountant with a savvy business eye, Paul illustrated the site’s development potential to Amanda and, after some due diligence and a long, hard think about the venture, the Elliotts—born and bred Ballarat locals—are all-in.

 

What they could not have known at the time was, in less than five years, their property development investment would turn into an almost life-saving accommodation option for renters in one of Australia’s biggest regional cities.

"Cardigan Lodge recalls a time when holiday and overnight accommodation options outside the big smoke were pretty much caravan parks, fibro shacks on the coast or hotel/motel complexes."

Built in 1976, Cardigan Lodge recalls a time when holiday and overnight accommodation options outside the big smoke were pretty much caravan parks, fibro shacks on the coast or hotel/motel complexes. In its glory days, this motel was a bustling hive of seniors’ groups crossing the border for a coach tour of Victoria, sales reps doing their regular Western Districts runs, and families looking to experience Ballarat’s rich history as Australia’s most lucrative goldfield with famous attractions such as Sovereign Hill.

 

As Australia’s holiday accommodation tastes became more refined, better roads and increased speed limits reduced travel times, and freeway bypasses slashed the volume of traffic flowing through regional town centres like Ballarat. Cardigan Lodge’s glory days slipped into the sunset. A series of ownership changes through the 1990s and the absence of any kind of capital expenditure on the property left it withering on the vine.

 

By the time the Elliott’s signed on the dotted line, Cardigan Lodge needed a bit of love. 

 

The genesis


The original plan was to convert the motel rooms into two- and three-bedroom units and then sell them off. But the universe had other plans for the Elliotts.

 

As anyone who’s driven Victoria’s Western Freeway or visited places like Ballan, Daylesford and Meredith on the Golden Plains Highway will attest, the region is home to an array of windfarms. And where there’s construction in regional areas, there’s a need to house the people working on it.

 

“We got a phone call from the real estate agent that we bought Cardigan Lodge from, and he said that he had inquiries from the Stockyard Hill Wind Farm looking for accommodation,” explains Amanda. “That happened before we even could get into the motel and have a look at what was really needed, because they said they wanted it straight away.”

 

“We said, ‘Well, it's not in the best condition––if you want it, you're going to have to take it as is.’ They came through and they said, yep, and they rented the whole place for about 18 months as is. That changed our mindset a little bit. We thought, ‘Oh well, maybe when they leave, we'll do up a room at a time––do bits and pieces around the place––and then we can rent it out to workers.”

 

“Anyway, then COVID hit, and no one was going anywhere,” she continues, “We decided this was the right time to rip the whole place apart and do it up in one big hit because no one's using it anyway. So, we did that, and by that stage the Stockyard Hill Wind Farm was finished and there was another one going up out at Rokewood. We approached them and they weren't too interested, so we ran it as a motel for a little while.”

 

“We’re a little bit out of town, so we’re everyone's last resort. If there's an event in Ballarat, everything else will get booked out first and then us––which was fine because those big weekends, with The Begonia Festival and that sort of stuff, we were booked out, but it wasn't enough to really tick us over.”

"People knew we'd had eight-week blocks of workers staying here, and that we still had workers here, so a couple of people inquired about living at Cardigan Lodge permanently."

“People knew we'd had eight-week blocks of workers staying here, and that we still had workers here, so a couple of people inquired about living at Cardigan Lodge permanently. That got Paul thinking because, Paul being Paul—you've got to know my husband, he thinks outside the square—he thought, how do we go about offering the rooms permanently?”

 

After some lengthy research, combined with Paul’s accounting prowess, the Elliotts decided to give their idea a go. A simple Facebook post from Amanda kicked it all off. And they were inundated with enquiries.

“I just posted ‘anyone struggling to find a rental property or keep getting knocked back, let us know. We are thinking of doing permanents.’ Well,” she laughs, “you would not believe the amount of responses: In a week, I had, like, 85 people enquire. We've got 27 rooms, so we filled up pretty quickly.”

 

The housing market in Ballarat reflects a national trend. Going on the most recent census data, around 63% of homes in the greater Ballarat area are owner-occupied, with rentals and social housing combining for approximately 30.5%. The kicker, though, is the most recent data indicates the vacancy rate of those rental properties is a harrowing 1.5%.

"This kind of market squeezes many people out of secure tenure who would otherwise be ideal lessees."

Amanda realises landlords are now in a position where they can ‘cherry-pick’ their tenants, but she’s also aware this kind of market squeezes many people out of secure tenure who would otherwise be ideal lessees. With that in mind, they have seized the opportunity to secure their own financial situation while making a positive impact in the area through the motel. 

 

“Landlords can pick the cream of the crop: two incomes, no pets, no kids, and everyone else just gets pushed down the line,” Amanda explains. “I was talking to one of our tenants who had gone to an inspection for a rental property, and he said there were 60 other people there. It was just ridiculous. So, we've opened it up to everyone who's out there that works, even if they have two part-time jobs, or the husband works full-time and the wife only works part-time, etc. If they can prove they can pay every week, they're fine.”

 

The deal


Rooms at Cardigan Lodge range from $455 for a family room down to $340 per week for what Amanda describes as ‘non-family rooms’: “People love the family rooms. They go for those rooms first,” she admits.

 

For tenants, their rent covers gas, electricity, Wi-Fi and Foxtel access, and a weekly linen change: “We still want to have it motel quality,” she laughs, “so the tenants get a clean and fresh linen every week.” All rooms are fully furnished, and Cardigan Lodge has a guest laundry.

 

The former restaurant is now a recreational room with a pool table and pay TV on the big screen. Each room has its own kitchenette with a two-burner hot-plate, tea and coffee-making appliances, a microwave and a sink for the dishes: “For a month-to-month thing, it's quite ideal, I think.”

 

“We also removed the swimming pool,” she continues. “When we bought Cardigan Lodge, there were frogs living in there––they'd already made holes in the bottom of the pool, and it was going to cost a fortune to fix up. If we had left it there, we'd have to get the inspector out every month and all that, so we pulled it out and filled it in.”

The finer print


Lease agreements are on a month-to-month basis, with existing tenants having first dibs on renewing. Tenants pay the first week's rent in advance, as well as a de-facto bond of two weeks’ rent. Tenants are then required to give two weeks’ notice before they move out.

 

“The two weeks’ rent is just to stop people coming and going,” says Amanda. “For us, it’s some reassurance they are prepared to stay for the whole month, and they know they've got to stay for the whole month. If at the end of that month they do find something, then they've got two weeks grace. They can stay for two weeks while they're moving into their other house or whatever they’re planning to do next.”

 

The Elliotts get tremendous support from their resident managers, Toni and Billy, who were among the initial batch of tenants and continue to live onsite in their new managerial roles. After running a bottle shop in Ballarat for 16 years before investing in the motel, Paul and Amanda were keen to run operations from behind the scenes: “For the first few months in 2017, I was pretty much out there all the time, but then Toni and Billy came along, and they've been terrific,” says Amanda.

 

Toni vets tenant applications, handles cleaning and takes care of lease agreement signings, while Billy does the gardening and maintenance. This leaves Amanda to look after the financial and compliance obligations.

 

One of the dealbreakers for potential tenants is their hard and fast ‘no pets’ rule. “It’s because we can't house them,” Amanda explains. “You can't have a pet in a little motel room, especially when we've got no fencing or yard as such, because the driveway is open. We've had people say, ‘Yeah, but our dog’s only tiny and he won't leave the room, and he doesn't make any noise’, but I couldn’t have it on my conscience, if something happened to a pet that ran out onto the main road.”

"Despite the short-term nature of these agreements, Amanda says there’s a strong feeling of community among their residents."

The longest tenure at Cardigan Lodge so far has been over six months but, as Amanda points out, the majority of their tenants aren’t looking for an indefinite or long-term stay, illustrating why month-to-month agreements are a great fit. Despite the short-term nature of these agreements, Amanda says there’s a strong feeling of community among their residents.

 

“Toni and Billy have kids, and there are some people staying there with kids, and they all get along. Toni says to me every now and again, ‘Oh, it's great––the kids, they love it. They hang out together and they've always got someone to play with.' She says how 95% or 98% of the tenants are very nice people and they all get along. We've had a couple of tenants where we had to chase money and bits and pieces, but we haven't had any trouble as such.”

"Tenants just need a break. They just need someone to just give them a leg up or something."

For the Elliotts, the number of people struggling to secure tenure has been one of the most confronting takeaways from this experience––so much so, they recommend establishing a motel as longer-term accommodation for anyone who has the resources to do so: “Tenants just need a break. They just need someone to just give them a leg up or something.”

 

The recommendation comes with a word of warning, though: “My biggest piece of advice would be to make sure you have hard, set rules and don't bend them because it's hard not to,” she concludes. “It's hard not to feel sorry for some people and say, ‘Okay, we’re not really pet friendly, but you can bring your dog’–––that sort of thing. You've really got to set some really some tough rules and you’ve got to stick by them.

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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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