Australasian Housing Institute, AHI

Meet our new ahi: Directors

As our Institute evolves, so do our people and, in the final months of 2023, we were privileged to introduce two new faces to the ahi: Board of Directors:  Jess Karlsson and  Adell Hyslop. Let's get to know them a bit better.

JESS KARLSSON


Jess Karlsson is the embodiment of the power of social housing to change lives.


From insecure housing in caravan parks and motels in and around various parts of Queensland to becoming CEO of a leading Aboriginal Future Fund — The Gumala Trust — she openly credits access to affordable housing through Queensland’s then Housing Commission as the launching pad that helped propel her to where she is today. 

“There were times when we lived in caravan parks," says Jess about her journey. "I remember a significant amount of time in motels living with my single mother, and in interim foster care as well, which didn't always have secure housing." 


“My family was on the waiting list for public housing or affordable housing for a long time," she continues. During that time, I went to about 10 different primary schools, lived in all sorts of accommodation, and it was a really scary time for a young child - even more so for the adults in the household because they had the responsibility of providing secure housing.”

"When her family finally accessed housing in Queensland’s idyllic Sunshine Coast region, it gave them the invaluable stability to get on with living."

Jess vividly describes how her housing situation (or lack of it) disrupted her schooling. But, when her family finally able accessed housing in Queensland’s idyllic Sunshine Coast region, it gave them the invaluable stability to get on with living.


“It meant security and consistency in schooling. It meant that I went to one high school for a number of years; that we didn't have to move around; there was some sense of stability and routine within the household; We even had pets that we were able to keep for the first time."


"It was a very transformative moment in my youth that highlighted the importance of having affordable, consistent and secure housing. I just wish that we had had access to it five or six years earlier.”


Jess is still in awe of the dedication and tenacity of her Mum to get them into stable housing.

"For Jess, having that type of lived experience has coloured her career."

“Amazingly, my single mother managed to get a three-by-one ground floor house on a quarter acre block with a backyard in a reasonably nice neighbourhood,” she says. “We were very lucky that we had our own yard, and I remember it had concrete floors - no carpets or tiles or anything - but, at that time in the '90s, she was only paying something like AUD$50 a week. The house was quite basic, but it was a really lovely house.” 


For Jess, having that type of lived experience has coloured her career. Despite the disruptions in her school years, she earned her first degree in Exercise Physiology when she was in her 20s. After spending some time working in private and commercial fitness centres, she had what she only half-jokingly refers to as a “quarter-life crisis”. This led to her moving into the community health space.


The change in career direction quickly meant moving from her native Queensland to the Northern Territory, and later, Victoria, before settling in Western Australia and working in disability, youth and outdoor recreation education. 


Since 2015, Jess been a leader at registered community housing providers, culminating in her current role as CEO of The Gumala Trust where she's responsible for a range of properties under management, including social housing for the organisation’s Aboriginal members living in the Pilbara.

"My role as CEO of Gumala Investments is to oversee good governance - good investments - and make sure we're finding a balance for supporting our members."

"Gumala is the oldest and largest Aboriginal Trust in Australia, and we were the first land use agreement to be entered into with a mining company,” explains Jess. “My role as CEO of Gumala Investments is to oversee good governance - good investments - and make sure we're finding a balance for supporting our members: Aboriginal people from our three language groups across the Pilbara. We're finding that balance between supporting them here today but also building a future fund in perpetuity so we can look after our members' children, and their children's children, and so on.”


Jess joined the ahi: in 2023 while leading a community housing organisation. After seeing a LinkedIn post about a Board vacancy, she decided to throw her hat in the ring: “I've studied governance and sat on many boards, and I thought that my experience - both lived and professional - could contribute to an organisation like the ahi:.”


As a newly minted member of the ahi: Board, it’s not surprising to find Jess is almost evangelical about the benefits of membership in industry-specific professional bodies, particularly the opportunity to meet and learn from colleagues. Jess says that the recognition of housing professionals as being key to the sector, attending every networking event and engaging in professional development opportunities has enormous power. 


“I think some advice I’d give my younger self would be about [the importance of] affiliation, not only with credible entities but also with the people within those entities,” she begins. “I've had the pleasure of working across many different industries, and living and working across Australia, to know there are so many opportunities to learn from other states and jurisdictions, and even more so from our counterparts in New Zealand.” 

"Maintaining relationships and networks is something I probably would have dedicated more time to instead of just doing the work when I was younger."

“You can never underestimate the benefit of having a strong network in any industry,” she continues. “Maintaining relationships and networks is something I probably would have dedicated more time to instead of just doing the work when I was younger.” 


As for her vision for the ahi:, Jess believes it’s time for the Institute to expand its membership offering.


“The education and the networking the :ahi currently offers is very important for housing professionals,” she states. “I think that we can broaden that and introduce new opportunities, such as international study tours or other learning and development opportunities, placements, recruitment opportunities. I think by diversifying these offerings, it will also help strengthen the Institute's financial position.” 


“Additionally,” adds Jess, “I feel housing professionals should see themselves as professionals and recognise the importance of the sector in which they work. That means celebrating that label a little bit more than it is currently celebrated.”


As well as stable housing, education and life-long learning have been the other bedrocks in Jess’ career and life.


“I’ve gone back [to study] and completed my MBA and achieved multiple diplomas. Through this education, I've been successful in working my way out of living in affordable housing. I'm now a homeowner and very proud to be in that cohort in Australia."


"But I still maintain empathy for anyone living within affordable housing," she concludes, "particularly families who rely on government and community housing professionals to provide housing that is affordable. Because it's the foundation of a good life.


"Everybody, regardless of background age or any of the other variables in life, deserves to have a good life and opportunities.”


The ahi: Team congratulates Jess on her appointment to the Board.


ADELL HYSLOP


Adell Hyslop plans on wasting no time in stewarding Aboriginal cultural awareness within the ahi: to a higher level. A 15-year veteran of the community housing space, her path to membership of the ahi: and its Board goes back to her relationship with Bloom HR’s Natalie Carrington.

 

It started when she moved from her role in CHIA NSW and got more involved in the consultancy space. Natalie suggested Adell take a closer look at how membership of the ahi: could help her in the next phase of her housing career.

“Interestingly enough,” she says, “I really only became aware of the ahi: after I left the NSW Federation of Housing—or what was then known as CHIA NSW. Nat had mentioned the ahi: and I felt it was very much focused around the work that we were doing.”

 

“I happened to see that Board nominations had come up and there was an opportunity for an Aboriginal board member, so when I saw the opportunity to put forward a nomination to the board, I certainly jumped at it."

 

A Wodi Wodi Jerrinja and Walbunja woman, Adell's journey in Aboriginal affairs goes back to 2001, working for NSW Aboriginal Land Council. By 2006, she had become CEO of Jerrinja Local Aboriginal Land Council , managing 27 properties on a former reserve. 

"Social housing for Aboriginal people [is challenging especially] when it’s social housing for Aboriginal people that are your family, where you have a connection to community."

“That was really the start of my management of social housing, which is very challenging when it's social housing for Aboriginal people," she notes. "But also, social housing for Aboriginal people that are your family, where you actually have a connection to community––you have a kinship tie to that community."

 

She talks at length about the issues that plagued many Aboriginal housing bodies, particularly the way in which funding would be provided, without any kind of support in how to most effectively use it.

 

“Back in those times, you received no support whatsoever from any government agency, or any sort of peak body for housing, to say, 'Here's the tools and resources on what's best practise in managing housing'."

"When you have properties that were built in the late '70s as part of a federal government initiative, they were handed the keys to their home and there was then no support after that."

"The Aboriginal Housing Office would provide support, as well as trying to bring houses up to standard," she continues. "But when you have properties that were built in the late '70s as part of a federal government initiative, they were handed the keys to their home and there was then no support after that––nothing about saying, 'You're responsible for rent; You're responsible for rent collection; you're responsible for property maintenance; you're responsible for paying land rates and water rates...' So, when you don't have that guidance, it's very quick to fall into a trap of not maintaining those [aspects of the property]."

 

"When I came on board in 2006, our properties were starting to deteriorate. There was very little money coming in from the tenants to pay for any of the outgoings or maintaining any of the properties. That was my first real eyeopener into managing social housing.”

 

Fast forward to 2024, and Adell has a number of objectives she wants to realise during her time on the ahi: Board. At the root of these objectives is her belief the ahi: has an exciting opportunity to bring change through creating learning and development strategies that complement the work of bodies like Northern Aboriginal and Torres Strait Indigenous Health Alliance (NATSIHA) and others in the Aboriginal housing space. This is something she’s adamant has been lacking in many organisations.

 

“There’s a huge opportunity to be able to bring change through the cultural competency space," she admits. "Also, being able to ensure the training that's delivered has a cultural lens—which has been lacking for quite some time within the industry.”

 

Adell has a strong belief that boards and executives need to take the lead on bridging the gap in the massive differences in cultural needs between Aboriginal and non-Aboriginal housing. 

"[Change] should be driven by the organisation and the board that leads that organisation."

“There's always been good intentions from individual people within the industry, and within their own organisations, but they shouldn't be the ones having to make the change themselves,” she explains. “It should actually be driven by the organisation and the board that leads that organisation. So, for me, I really feel the ahi: has the opportunity to impact at that strategic level through its learning and development training, not just at an individual level. I really feel that's important because, without that change, it will amount to nothing.”

 

“One of the things I would really like to do as part of my tenure is to look at the way in which L&D is delivered, both from a cultural lens to ensure there is an Aboriginal and Torres Strait Islander aspect to it, and to ensure we’re providing the necessary tools and resources to our mainstream providers to manage Aboriginal and Torres Strait Islander and Māori tenancies with cultural competency, and in ways that are culturally appropriate.”

 

“It’s a big thing for me because there's no point in doing learning and development and leaving that whole section out," she continues. "I'd love to get some Aboriginal and Torres Strait Islander trainers to come on to share and deliver training, so we have that cultural lens."

"It's not about identifying individual people,” she stresses. “It's actually looking at the processes."

Furthermore, Adell is keen to form an Indigenous advisory group––what she describes as “a caucus”––to enable the voices of our Aboriginal and Torres Strait Islander and Māori housing workers to be able to raise their concerns in a culturally safe area, so we can actually then look at that as a collective.”

“It's not about identifying individual people,” she stresses. “It's actually looking at the processes and how things are done collectively and then working out how we come up with ways to address them, which again, could be through developing training to address those concerns or issues.”

 

As well as obvious lived experience as an Aboriginal woman, Adell has solid insights into Māori housing needs as well. “My partner's Māori, and I think our issues are very similar. It's important to ensure that our Māori and our Aboriginal and Torres Strait Islander cohorts and individuals have the capacity to raise their voices and be heard, and that the things they raise are followed through."

 

Not surprisingly, Adell would love to see more Aboriginal and Torres Strait Islander organisations become members of the ahi: “Whether that be at an individual level, or at the corporate level, I would love to see an increase and provide them with a body they significantly value to bring change for them.”

 

“At the end of the day, we've got to lead by example. So, if the ahi: can demonstrate it's going to provide a cultural lens across its own organisational business functions, and the Board shows strong leadership in actually bringing that to the table, that to me sends a very clear message to the housing providers and individuals. I think the ahi: has the capacity to do that.”


The ahi: Team congratulates Adell on her appointment to the Board. 

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Brighter Future Awards nominations now open!!

February 14, 2025
It is with great pleasure that we announce nominations are now open for the ahi: 2025 Brighter Future Awards .

Submission in response to the Draft NSW Homelessness Strategy 2025 - 2035

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

Appointment of new auditor

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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