Australasian Housing Institute, AHI

IN THE PIPELINE: Growing Melbourne’s Social and Affordable Housing Stock

In tackling our housing crisis, Launch Housing is doing its part. Alexa Tsoulis-Reay and Kristy Frame run through two of the organisation’s landmark projects – Bellfield, and the winner of the 2023 Australasian ahi: Brighter Future Award for Leading Housing Development, Viv’s Place.

Victoria, like the rest of Australia, is in the midst of an unprecedented housing, cost of living and homelessness crisis. Demand for all kinds of housing is exponentially high – as of March 2024, there were nearly 60,000 applications for social housing across the state.


Cost of living is at record levels, and rents have never been more unaffordable. At Launch Housing, we have seen a steady increase in the number of working Melburnians who are struggling to pay the rent. The percentage of our clients in paid employment who came to us for support paying rent rose from 9.5% in 2019-20 to 20% in the last financial year.


Ending homelessness starts with creating more homes, and at Launch Housing, our owned portfolio keeps growing. We now own and manage 850 properties across the Greater Melbourne area.

Viv's place was modelled on the Sugar Hill project — an affordable housing building in New York City.

In 2022, we hit a significant milestone when we opened the doors to Viv’s Place: Australia’s first supported housing development specifically designed for women and children who have experienced family violence. Viv’s Place was modelled on the Sugar Hill project – an affordable housing building in New York City.


Family violence is the leading cause of homelessness for women and children; in fact, 40% of people seeking homelessness services in Victoria have experienced family violence. But there’s a shortage of affordable, safe and supported housing for those who are leaving violent situations. Viv’s Place offers an innovative solution.  

Viv's Place

"The building’s trauma-informed design by ARM Architecture was the result of years of consultation with a range of stakeholders and subject matter experts.”

Close to public transport in Dandenong, in Melbourne’s southeast, the complex provides 60 permanent apartments with on-site, ongoing support, 24-hour security and a strong community. The building’s trauma-informed design by ARM Architecture was the result of years of consultation with a range of stakeholders and subject matter experts. The outcome: Modern apartments, from studio to four-bedroom, which comfortably house a range of family sizes from single-parent to intergenerational. Today, it’s home to 60 women and over 100 children.


Viv’s Place has a communal kitchen and living area, play spaces filled with books and toys, a library to explore with new friends, and opportunities to create bonds with others. These new connections have significant impact, as domestic and family violence often includes social isolation, blocking women from vital social supports.


The $30 million development had a 40% contribution from the Victorian Government and was anchored by donations from the Australian Nursing and Midwifery Federation, the Lord Mayor’s Charitable Foundation and the Shine On Foundation. Viv’s Place also received generous support from the Gandel Foundation, the Ian Potter Foundation and many other compassionate people and families.


Because many of the residents experience the ongoing impacts of trauma, wraparound care is also available i.e. the supply of accommodation alongside services including health, wellbeing, legal and psychological support.  


The Education Pathways Project is an example of one of these wraparound services. It’s one of the only programs in Victoria that supports children who are overcoming the trauma of family violence and homelessness engage in school and address gaps in their learning.
 
Since the Education Pathways Program started running out of Viv’s Place in 2023, over 70 children have received case management to attend and engage in education, with supports including psychological and speech assessment and intervention, and homework and breakfast clubs. The program works closely with local schools and educators to better support children who have experienced trauma and disadvantage. That same year, the program was co-winner of the Engaging Kids in School award at the Victorian Department of Education’s Protecting Children awards.


Viv’s Place itself has also won several awards, including the 2023 Australasian ahi: Brighter Future Award for Leading Housing Development Project. The award recognises the Viv’s Place model – long-term housing with wraparound supports.



Early findings of a developmental evaluation of Viv’s Place show that most women feel safe there, and that it provides them with a stable home. As residents put it:

“I am so happy that we finally have stability. I am grateful that I can finally raise my children in a secure environment that we feel safe in.”


“No more living in motels or being in domestic violence situations.”


“Viv's Place is such a blessing. My son feels safe at our home...our lives have changed forever.”

Viv's Place shows that collaboration with government and partners can lead to innovative homelessness solutions. As Laura Mahoney, Launch Housing’s Executive Director of Homelessness Solutions and Impact, says, “Viv’s Place is Australia’s first project of its type offering permanent homes, ongoing support, strong community, and a safe place to live for women and their children. We hope that it offers a best-practice example to inspire others in Victoria, and beyond.”


Samantha Ace, Head of Development, agrees, "There's so much potential for increased funding from the Federal Government, and the success of Viv’s Place is proof of concept: We can deliver.”


There is much work to do, and with a range of new and exciting housing projects in the pipeline following the success of Viv’s Place, progress is happening.


Bellfield Social Housing Development: Further proof we can create change


In 2023, Launch Housing’s latest social housing development at Bellfield was unveiled. An apartment building providing 58 homes, the $22 million dollar project was delivered in partnership with the City of Banyule and Homes Victoria, with funding from the Victorian Government’s $5.3 billion Big Housing Build.


The four-level sustainable building, also designed by ARM Architecture, features a mix of studio, one-bedroom and two-bedroom homes. It has generous indoor and outdoor communal spaces for residents to enjoy including a deck area with a BBQ. 


The environmental benefits of the design both lower living costs for residents and reduce the environmental impact of the development, with a rainwater harvesting system and solar panels generating clean energy. The building has a timber structure, which reduces the development’s carbon footprint.


Site-specific artworks are integrated into the communal spaces, including work from First Nations artist Cassie Fisher-Patterson symbolising the tying together of the five Kulin Nation clans.

“Bellfield is home to over 80 people who were on the priority list of the Victorian Housing Register.”

Bellfield is now home to over 80 people who were on the priority list of the Victorian Housing Register. Residents include single people, older people, couples and small families, and a diverse mix of Aboriginal and Torres Strait Islander and culturally and linguistically diverse households. There have even been three babies born since Bellfield opened its doors.


Community and connection are similarly embedded into the foundations of Bellfield. People with ties to the area were prioritised when apartments were allocated.


Bellfield’s tenancy manager, Tessa Densley, recently presented at Australia’s first People’s Commission into the housing crisis as part of a panel devoted to the benefits of social housing. She told the commissioners about the powerful impact that Bellfield has had on the lives of its residents – many of whom have become her friends.



Like 77-year-old Lydia. Before Bellfield, Lydia spent 15 years living in a caravan park because that’s all she could afford. As she got older, her friends worried more and more about her safety, but she couldn’t afford to live anywhere else. Or Andrew, who lived with his daughter as her carer while she battled cancer. When his daughter passed away, Andrew couldn’t afford to stay in their home.
 
At Bellfield, Lydia feels safe. She visits Tessa’s office most mornings for a cup of coffee and continues her day seeing her friends who no longer feel worried about her welfare. Andrew is living close to his grandkids, forging connections with neighbours and focusing on his health.

Bellfield, Dandenong

“At Bellfield, healing happens and thriving begins.”

At Bellfield, healing happens and thriving begins. Like Viv’s Place, it's an innovative model of partnership that can and should be replicated across Melbourne and in states and territories across Australia and Aotearoa New Zealand.


“Local, state and federal governments own a significant amount of land that is often unutilised or underutilised, which doesn’t feel rational when we are in the midst of housing crisis,” says Samantha Ace. “This partnership between Launch Housing, Banyule City Council and Homes Victoria is providing safe and secure homes for our residents – homes that simply would not be available without this innovative approach from Council, a funding commitment from Homes Victoria, and the ongoing management of the project by Launch Housing for the next 50 years.”


Always focused on getting more homes


New research shows that supported housing for people with complex needs is required to ease the burden on the homelessness service system. Data from homelessness entry points across Melbourne over a seven-year period showed that people who repeatedly return have more complex needs. These repeat clients are more likely to have had extended experiences of homelessness, time during childhood in out-of-home care, domestic or family violence, or a mental health condition.


Laura Mahoney says, "This highlights the absence of long-term housing and support needed by the most vulnerable groups and clearly shows that we need to deliver more social housing, housing-first programs and long-term supported housing.”

“We’re not cookie-cutter, so we’re open to looking at every opportunity, bringing in different partners and doing things in different ways for a range of people.”

“We’re not cookie-cutter, so we’re open to looking at every opportunity, bringing in different partners and doing things in different ways for a range of people,” Samantha adds. “We are ambitious, and ambition is good when it enables you to deliver outcomes for people who need housing and support. And that ambition, underpinned by capability, is continuing to deliver outcomes.”


With the success of these two big projects, Launch Housing is now building on its reputation of being an experienced and safe pair of hands – by partnering with government, philanthropists and others to increase Melbourne’s supply of a range of social and affordable housing.


Samantha recalls that a member of our team was recently speaking with one of our long-term philanthropists. He was able to calculate for them that over a four-year period they’d been critical in delivering 180 dwellings.



“That’s profound,” says Samantha. “It was so powerful for them to realise that impact. That’s so many lives changed.”

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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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