Australasian Housing Institute, AHI

ON A NEEDS BASIS: Social housing, support and dire straits

Do we really understand the support needs of social housing tenants? What we may assume, even from our sector experience, could be different to the current realities. Megan Freund from the University of Newcastle teamed with Shalik Ram Dhital and David Adamson from Home in Place to uncover some truths.

Anyone who works in social housing will be very aware of the many challenges, often complex, that can be experienced by residents of our communities. This is an inevitable consequence of rationing a scarce resource, which leads to only those with the highest needs receiving our services.


In 2022-23, over 83% of allocations to public housing in Australia were to people designated as having ‘greatest’ needs. Of these, 54% were defined as homeless and a further 36% were at risk of homelessness (AIHW, 2024a). Behind these statistics are many life stories of trauma, physical and mental health challenges, disability and social isolation  (Buhrich et al, 2000).


Housing providers are not funded to meet these needs but often provide support for residents to help them maintain the tenancy. Consequently, a better understanding of support needs, and the role of the social housing provider, can equip us collectively to be more effective and efficient in the use of our scarce resources.


Social housing populations are diverse in nature and can be viewed from a 'deficit' perspective (only identifying problematic behaviours), or from an ‘asset’ or ‘strengths’ based perspective (where residents engage in positive and supportive behavioural characteristics). In this article, we take an assets-based perspective and assume that social housing residents can and will engage with health and wellbeing initiatives; however, we do so while recognising the very real barriers and poor health outcomes that get in the way.


Problematic behaviours can include neighbourhood noise and anti-social behaviours causing stress and irritation, intentional activities that harm neighbours, the use of offensive language and, in more extreme cases, causing physical, mental and social harms such as drug production and supply, and violence against other tenants (AIHW, 2024b).


Supportive behaviours include mutual support between neighbours, following tenancy rules, promoting good neighbourhood relationships, showing care and support, keeping a property clean and well-maintained, and engaging with support mechanisms such as health education and specific programs to improve wellbeing.


With this complex situation, the needs of social housing residents and support for better living and wellbeing are yet to be fully studied and comprehensively understood. Here, we outline our research exploring the support needs of social housing residents and provide recommendations to develop a housing service that promotes health and wellbeing for this specific population, which often misses wider support programs targeted at the general population in Australia.


THE SURVEY CONTEXT


Home in Place has a long-term engagement with staff at the Health Behaviour Research Collaborative, School of Medicine and Public Health, University of Newcastle, NSW, Australia. This began with a survey-based pilot in 2019 to assess the support needs of social housing residents, (Freund et al, 2022, 2023a), and then a second study in 2023 assessing the health literacy of social housing tenants  (Freund et al, 2023b).


Firstly, let's look at a few statistics to set the context of social housing in Australia. 

"In 2022-2023, approximately 824,000 (4.1%) of the population lived in social housing."

In 2022-2023, approximately 824,000 (4.1%) of the population lived in social housing, distributed between four components of the social housing sector: 67% in public housing, 23% in community housing, 5.9% in state-owned and managed indigenous housing (SOMIH) and 3.85% in indigenous community housing. Some 55% of residents are female, over a third are over 55 years old, and another third are below 25 years old  (AIHW, 2024a).


Indigenous Australians and other disadvantaged groups are over-represented among social housing occupants. Approximately 18% of Aboriginal and Torres Strait Islander households reside in social housing, although only making up 3.8% of the total Australian population (AIHW, 2023). The sample in our study were approximately representative of the general social housing population but with a higher proportion of respondents over 55 years of age and female. Participation was voluntary but was incentivised with a $20 gift card.

Healthy cooking class at The Meeting Place Hub, Central Coast

SUPPORTS NEEDS OF SOCIAL HOUSING TENANTS


The survey asked residents about their support needs according to five categories (domains) of everyday activities:

  • Transport, employment and financial stress
  • Housing and safety
  • Health and wellbeing
  • Access to services
  • Life control


In total, 38 potential support needs were identified, and the questions were designed to explore whether help with an issue was needed, and to what degree.


Response options for each item were: ‘I had enough help’, ‘I could’ve used a little more help, ‘I could’ve used a lot more help’, or ‘I didn’t need help’.


SURVEY FINDINGS


The highest reported ‘need for help’ referred to financial need, specifically ‘paying for an unexpected bill’. Clearly, this is a consequence of social housing allocation to the lowest income decile of the population and the expected challenges with financial issues.


Of the remaining top five support needs, mental-health-related issues dominated.


Table 1. Top 5 identified support needs

Need Domain Could have used help (%)
Paying unexpected bills (e.g. broken fridge) Transport, employment and financial stress 42
Feelings of sadness or anxiety Health and wellbeing 39
Feelings of anger or frustration Health and wellbeing 34
Memory or concentration problems Health and wellbeing 33
Worrying about the future Health and wellbeing 32

Over one third of residents expressed a need for help with antisocial behaviour, and a quarter of residents identified help needed with feeling safe in their complex or neighbourhood.


In contrast, the number of respondents citing help needed with some of the stereotypical behaviours often identified with social housing residents, such as addiction and domestic violence, were very low. Some explanation of this low number can be accounted for by social desirability bias and reluctance to report issues that may lead to a tenancy breach, despite assurances that only university staff had access to the data.


Table 2. Lowest 5 identified support needs

Need Domain Could have used help (%)
Alcohol problems Health and wellbeing 6
Gambling problems Health and wellbeing 5
Drug problems Health and wellbeing 4
Overcrowding at home Housing and services 4
Violence in your household Health and wellbeing 2

Unsurprisingly, the need for help was not distributed evenly throughout the sample, and there was clustering of support needs with individuals often identifying support was needed with multiple issues. Respondents on average identified seven areas of their lives requiring support.



Of the demographic characteristics identified by the survey, only Aboriginal and Torres Strait Islander status had any significant impact on the extent of help needed – the 21% of respondents who identified as Aboriginal and Torres Strait Islander people reported a mean of 11.5 support needs.

"The predominance of health concerns in the sample prompted the university team to consider the health literacy of social housing tenants in Australia generally."

The predominance of health concerns in the sample prompted the university team to consider the health literacy of social housing tenants in Australia generally. Health literacy refers to’ an individual’s ability to seek, locate, comprehend and appraise health information, and apply the knowledge gained to address or solve a health problem (Freund et al, 2023b). Low health literacy is a factor influencing health itself through factors including access to services.


Using data from the 2017–2018 Australian National Health survey, the review concluded that social housing tenants did have lower levels of health literacy compared to other housing tenures, but the difference was relatively minor and not to the extent more generally indicated by poor health outcomes for residents of social housing.


CONCLUSIONS


The identification of a complex and interrelated set of support needs raises a critical question, especially for community housing providers (CHPs), as to the extent of support that can be provided by a service not generally funded to deliver any level of case management and support.

"The increasing vulnerability and complex support needs of a changing tenant population will create a pressing need to support tenants to maintain their tenancies."

Although the potential for outcomes-based contracting seems to have faded currently, the increasing vulnerability and complex support needs of a changing tenant population will create a pressing need to support tenants to maintain their tenancies. Ensuring they receive appropriate support may become a condition of delivering an effective and financially viable housing service.


The examples of the Tailored Coordinated Support model of the NSW Social and Affordable Housing Fund (SAHF), and the funded support partnerships between CHPs and support agencies in the NSW Together Home program, have demonstrated the capacity of the sector to meet this rising level of need, providing there is a targeted funding stream.

Hearing Australia Partner event

CHPs deploying Commonwealth Rental Assistance already achieve considerable contributions to tenant wellbeing, but additional funding could begin to improve the widening health and wellbeing gap between social housing residents and the general population.


RECOMMENDATIONS


Recognising this potential role points to some areas where social housing agencies could intervene.

"Given the highest need for support was financial, assisting tenants with financial pressure points can have advantages for tenants and providers."

Firstly, it is important to create support programs that help social housing tenants with both their housing and non-housing needs. Given the highest need for support was financial, assisting tenants with financial pressure points can have advantages for tenants and providers. Brokerage referrals, assisting Energy Accounts Payment Assistance (EAPA) applications (NSW), or equivalents in other jurisdictions, offering debt counselling and debt management plans can all assist tenants to maintain a tenancy through a financial challenge.


Secondly, improving access to quality healthcare services is crucial. Tenants should have easy access to healthcare services, including mental health support and places for physical exercise. By supporting healthcare accessibility, housing providers can significantly enhance the health outcomes and quality of life for tenants, addressing the disproportionate health challenges they often face compared to the general population. 


Best achieved through partnership with expert agencies, housing providers can host health education sessions on smoking cessation, substance and alcohol misuse, diet improvement, weight loss and WASH (water, sanitation and hygiene) programs. All these are relatively cost-effective to deliver and will often be funded by external agencies, especially where a CHP facilitates access to the social housing population, which is often defined as ‘hard to reach’ by other agencies. The unique relationship between tenants and housing providers provides access to marginalised population other agencies frequently fail to reach.


Thirdly, fostering improved social cohesion and reduced anti-social behaviour can reduce stress and improve the mental health challenges identified in the survey. Community development activities, community gardens and providing volunteering opportunities can develop community social capital and an improved sense of wellbeing. Life-skills training to empower social housing tenants with essential skills, such as budgeting and household safety, can create an enabling environment where residents are able to live more independently and make informed choices regarding lifestyle and consumption patterns.



These recommendations aim to create a supportive environment that enhances social housing residents’ overall health, wellbeing and quality of life.

Authors: Shalik Ram Dhital (Post-Doctoral Research Assistant), David Adamson (Manager Special Projects, Home in Place) and Megan Freund (School of Medicine and Public Health, College of Health, Medicine and Wellbeing, University of Newcastle, NSW)


References:

AIHW (2023). Housing circumstances of First Nations people. Australian Institute of Health and Welfare. Available from https://www.aihw.gov.au/reports/australias-welfare/indigenous-housing. Accessed 25th July 2024.


AIHW (2024a) Housing Assistance in Australia 2024. Australian Institute of Health and Welfare. Available from https://www.aihw.gov.au/reports/housing-assistance/housing-assistance-in-australia/contents/entries-exits-and-transfers#HH. Accessed 12th July 2024.


AIHW (2024b). Alcohol, Tobacco, and other drugs in Australia. Australian Institute of Health and Welfare. https://www.aihw.gov.au/reports/alcohol/alcohol-tobacco-other-drugs-australia/contents/drug-types/alcohol#keyfindings. Accessed 15th July 2024.


Australian Bureau of Statistics. National Health Survey: Health literacy [Internet]. Canberra: ABS; 2018 [cited 2024 July 25]. Available from: https://www.abs.gov.au/statistics/health/health-conditions-and-risks/national-health-survey-health-literacy/latest-release.


Australian Bureau of Statistics. Housing Statistics for Aboriginal and Torres Strait Islander Peoples. Available from https://www.abs.gov.au/statistics/people/aboriginal-and-torres-strait-islander-peoples/housing-statistics-aboriginal-and-torres-strait-islander-peoples/latest-release. Accessed 25th July 2024.


Buhrich N, Hodder T, Teesson M. ‘Lifetime prevalence of trauma among homeless people in Sydney.’ Australian & New Zealand Journal of Psychiatry. 2000 Dec;34(6):963-6.


Freund M, Clapham M, Ooi JY, Adamson D, Boyes A, Sanson-Fisher R. (2023a)‘The health and wellbeing of Australian social housing tenants compared to people living in other types of housing.’ BMC public health. 2023 Nov 24;23(1):2334.


Freund, M., Noble, N., Boyes, A., Clapham, M., Adamson, D., & Sanson-Fisher, R. (2023b). ‘How Does the Health Literacy of Adults Residing in Social Housing Compare with That of Those Living in Other Housing Tenures in Australia? A Secondary Analysis of the Australian National Health Survey 2017–2018 Dataset.’ International journal of environmental research and public health, 20(18), 6753.


Freund, M., Sanson-Fisher, R., Adamson, D., Norton, G., Hobden, B., & Clapham, M. (2022). ‘The wellbeing needs of social housing tenants in Australia: an exploratory study.’ BMC public health, 22(1), 582.


Parsell, C., Moutou, O., Lucio, E. and Parkinson, S. (2015) Supportive housing to address homelessness, AHURI Final Report No.240. Melbourne: Australian Housing and Urban Research Institute. Available from https://www.ahuri.edu.au/sites/default/files/migration/documents/AHURI_Final_Report_No240_Supportive-housing-to-address-homelessness.pdf. Accessed 25th July 2024.

Advertisement

Share This Article

Other articles you may like

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.
More Articles
Share by: