Australasian Housing Institute, AHI

Happy tenant, happy housing provider

On the back of their remarkable staff satisfaction results for 2023-2024, Te Toi Mahana tenants recently had their say on the organisation’s performance, and the results have left CEO Angelique Jackson and her team as pleased as punch — and keen to do more.

As we detailed in the June 2024 edition of HousingWORKS, it’s been an extraordinary couple of years for the staff and tenants that make up the Te Toi Mahana community in Te Whanganui-a-Tara (Wellington), Aotearoa New Zealand. In 2023, the Wellington City Council restructured the organisation into a charitable trust to take responsibility for its social and community housing stock.


As Angelique Jackson noted in that article, it was a challenging and exhausting time for both the staff and the wider Te Toi Mahana community. But, the results of the 2023-2024 Tenant Satisfaction Survey, like those of their Staff Satisfaction Survey, suggest the long hours, sleepless nights and dedication to the task at hand have been worth it.


Here’s what the survey revealed…


To say the stakes were high for Te Toi Mahana with this tenant survey would be an understatement. Not only was it the first survey of residents and tenants since separation from Wellington City Council’s City Housing, but a decent proportion of respondents had also been housed by the council in some cases for close to 40 to 50 years.


Participants were given the option of completing a written or online survey. Significantly, only 50 residents completed the survey online in 2022, while this year, that number leapt to 191. To ensure consistency, and to accurately measure any improvements or decline in tenant satisfaction, the questions included in the latest survey were, with a few exceptions, identical to those asked by City Housing in previous surveys.

The results showed a modest rise in overall tenant satisfaction––from 76% in the 2022 City Housing survey to 77% in 2024. Turnout also increased slightly, rising from 303 responses in the last survey to 323 in the latest renewal.



“This was a really big deal for our tenant community and for our staff,” explains Angelique. “In terms of our expectations, I was hoping not to drop, but I wasn't sure with such a major change. I would've been surprised if it had been a big drop [in tenant satisfaction] because, since we went live in August 2023 until now, I've not received one complaint about the transition, which is pretty amazing.”


“I put that down to the extensive engagement we did leading up to the change from about a year out,” she continues, “We did lots of in-person events, we did translations of all the consultation material because we've got over 40 different languages spoken in our tenant population. It looks like we really hit the mark. We were really transparent, and we've continued to be transparent since set-up.”


For Te Toi Mahana, tenant satisfaction cannot be measured by just one aspect of their housing experience. Although Angelique doesn’t hesitate to emphasise how community plays a huge role in overall satisfaction.

“I want all of our tenant community to really feel like they're part of the community; that their needs are met in terms of their housing at a bare minimum,” she explains. “They know how to communicate with us — if they log a job for maintenance, that it's done quickly, and they know what's happening. That they know who their tenancy advisor is, that they know where to get help if they need it.”


Ensuring tenants feel valued is another crucial part of tenant satisfaction: “The stigma of being a social housing tenant should lessen. They should feel as important in the community as anyone else and have a good quality of life despite being on a really low income. We can help with that where we can. Obviously, there are things outside of our control––government policy, cost of living and so forth––but where we can, we’re a safe place to go to ask for help.”


The transition to Te Toi Mahana


A moment of truth for the organisation, the survey asked tenants to rate their level of satisfaction with the change from City Housing to Te Toi Mahana. Over 70% of survey respondents were ‘satisfied’ or ‘very satisfied’ with the transition, and only 4% were ‘dissatisfied’.

“It speaks well to how the team managed what was quite an intensive process; coming from the council to setting up Te Toi Mahana,” says Seb Bishop, Te Toi Mahana’s Communications and Engagement Manager.


The survey provided respondents with room to expand on their experience and, as Seb explains––while there was, naturally, some negative feedback––vital details also came to light.

 

“We did a bit of analysis and learned that car parking was a particular issue, even though that didn't quite come through any of the specific questions,” he reveals. “So that was an example of the free text option [in the survey] highlighting some of the issues that we’re now focused on addressing.”


“Parking has been a number one issue for our staff for ages that we just haven't been able to solve for a variety of reasons, mainly because the amount of units and car parks don't line up,” adds Angelique. “But hearing from our tenants that it's pretty much their number one issue, too, put the spotlight on it and made us realise we've put it in the too-hard basket and we can't do that anymore. So, we’ve established a parking working group and now have some solutions in the works.”


As Seb notes, “The other theme the free text comments unearthed was the sense of community and tenants really valuing the broader Te Toi Mahana community. So, that's something that's really important to us. It was really cool to see that come through from the tenants.”


An emphasis on quality of life


Quality of life is a key metric of tenant satisfaction for Te Toi Mahana. In the 2022 City Housing survey, 78% of residents said they had a ‘good’, ‘very good’ or ‘extremely good’ opinion of the overall quality of their life, with 6% saying they felt they had a ‘poor’, ‘very poor’ or ‘extremely poor’ quality of life.


In this latest renewal of the survey, 76.4% of respondents felt their quality of their life was ‘good’, ‘very good’ or ‘extremely good’, while the number of residents who believed their quality of life was ‘poor’, ‘very poor’ or ‘extremely poor’ rose slightly to 9.2%.

While determined to do better in the next survey, Angelique says the results were quite pleasing in the context of the economic conditions being felt across Aotearoa New Zealand.


“When you think about the pressures and the struggles that a lot of our tenant population has, and of course, the wider community, we're still really happy with [those percentages], but obviously, we'd like to see that gap closing over time.”


She adds the early findings of research conducted by the Public Housing Urban Regeneration Project, covering six housing providers around the country, indicates the longer a person is in social and affordable housing, the more likely it is that their quality of life will improve.


“A lot of that's due to tenure,” details Angelique. “So, the longer someone's in stable accommodation, which I think is no surprise to many of us, it lessens their anxiety; they can stay in the same schools and the same support services, and they can build community. Our tenants don't ever have to move on if they don't want to, so I think we're starting to see some of the benefits of that, of not having that insecure accommodation.”


Adding a new question into the survey


How would you say your current housing situation contributes to your wellbeing?


This question was introduced into this year’s survey to better understand the link between housing and tenant wellbeing. Seventy-three percent of Te Toi Mahana residents said their housing situation either ‘positively’ or ‘extremely positively’ contributed to their wellbeing.

“It ties in a bit with the quality-of-life question but from a slightly different angle,” notes Angelique. “How important is that house in terms of how you can live your life? So, while we can't compare it to any other year, this is something we're obviously going to try to build upon in the years to come.


The relationship between tenant and tenant adviser


Providing clients with outstanding service and a reliable number one point of contact is non-negotiable at Te Toi Mahana, and a fundamental ingredient in the recipe for good quality of life. So, for the team, seeing service satisfaction had fallen slightly in this survey––from 76% in 2022 to 74%–– is a point of concern.


“Over the last nine years, it's been between 72 to 79 [percent], so that's our area to work on,” admits Angelique. “We’ve got a great staff, but the flipside to that means we do a lot of internal promotions, so it's a success problem but, from a tenant's perspective, it’s a case of ‘Look, I just got to know this person, now I've got another person’, which can cause problems.”


“When I’m talking to tenants, I tell them it's unrealistic in this day and age to expect someone to be in the same job for 10 years and be your tenancy advisor all of that time,” she continues. “Ideally, it should be like going into a bank or going into any other service industry––no matter who you get on the day, the level of service should be exemplary. That's what we're aiming for. So, it’s a work in progress, but it's also a good thing for us to really focus on, I think.”


Engaging in neighbourly activities


As part of the move from City Housing to Te Toi Mahana, the engagement of tenants with each other was an important part of the process. The efforts appear to have paid off, with engagement climbing from 87% in 2022 to 94% in the current survey period. 


Angelique credits the growth of their community development team and the continued expansion of their kaitiaki— a Māori word meaning guardians, custodians or caregivers—formed from a group of tenant volunteers, for the rise in engagement.


External agencies co-locating in Te Toi Mahana housing complexes has also played its part in the engagement process. As Angelique explains: “At one of our bigger complexes, Central Park, we have a group called Bench Space; a massive woodworking studio. They’re a community group that was looking for a permanent home, and we had the space so we gave it to them for free.”

“They run woodworking classes for all sorts of different groups,” she continues, “and they run, sort of like a ‘fixery’, where people can bring things in to get repaired. They make things like planter boxes, they've got an LGBTQI+ group, and we've had everyone from children to elderly in those sessions, and even found some hidden woodworkers that might've been doing that as a job in their home countries.”


“It’s not just open to our tenants; it’s open to the wider community, and that’s been massively popular. It’s just growing and growing, and we can't keep up with the amount of requests we get now, which is a great situation to be in.”


“Community gardens is another thing that's growing— literally— all the time,” Angelique laughs. “We've got some research coming out on that too, which we'll share with the network soon. It shows a really direct correlation between what we call mara kai—getting back to how we grow and sharing that with your community.”


So, what’s next?


As an organisation, Te Toi Mahana is now focused on the next survey. Before that happens, though, the first and most obvious action is to continue improving tenant experience for their community. Angelique is confident that some of the developments they’ve already introduced, and others they’re on the brink of introducing, will be instrumental in improving that metric in the coming survey period.


“We’ve started taking over a number of services from the [Wellington City] Council,” she says with enthusiasm. “They were responsible for our reception, which meant people would go to the council for queries about their housing, but we've now set up our own reception here. We've also set up our own contact centre recently too, so we would hope we'd see an even higher engagement next survey, where we've got people just dealing with housing instead of the whole raft of services that council offer.”


Te Toi Mahana would also like to increase the response rate to the survey. “If you look at the survey methodology, 323 [respondents] is a pretty good response rate,” Angelique clarifies. “We got a good breakdown; lots of younger people, lots more ethnicities. So that's really pleasing, and we’ll be trying to build on that.”


“Traditionally, people don't do surveys because they often don't see the point, [they think] it's going to go down some big black hole and those in the ivory towers aren't going to pay any attention to it,” Angelique concludes. “But, if people see that ‘I've completed this, here's the results and here are the actions coming out of that’, then I'm hopeful people will see that as a valid way to give us feedback as well.”


The 2024 Te Toi Mahana Tenant Satisfaction survey results can be read online.

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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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