Australasian Housing Institute, AHI

President's Pick – from the archives

ahi: President Sean Kelly selects an article from the HousingWORKS archive for our readers to revisit. As we enter another  Brighter Future Awards year, it seems timely to rewind to over a decade ago (2013) and re-experience our Australasian Awards event. 


Housing's Night of Nights...

Housing Works President's Pick - March 2025

As anyone working in social housing realises, it can be both a rewarding and thankless career. Amid seemingly endless lobbying and red tape, those real moments of achievement may often feel few and far between. It’s for this very reason that an awards event – an official ‘slap on the back’ for those making a lasting difference – is such an important occasion for people working in social housing who deserve to know their efforts have not gone unrecognised.


Since 2004, the AHI has been filling the awards role in the Australasian social housing industry with what has been coined the ‘AHI Professional Excellence in Housing Awards’. The most recent presentation – held at the Adelaide Convention Centre in Adelaide, South Australia, on Wednesday 30th October 2013 – consolidated the increasing popularity of the awards, as well as the event’s professional viability.


A record attendance of 140 people – the largest attendance for any AHI event, not just the awards – witnessed the ceremonial

disbursement of eight trophies from a field of 34 nominees (originally determined from 73 nominees announced on 1st October at the Australian and New Zealand State Awards).


This year also saw the introduction of two new categories to round out the awards offering – Excellence in Social Housing and Leading Tenant Engagement Practice. An Awards Committee of six members (see below) had the unenviable task of determining the winners; not surprisingly, ties are commonplace.

Social housing events tend to shirk ostentation, and the AHI Awards are no exception. Presented as a round-table, cabaretstyle event, the only extravagance afforded to attendees was the delicious two-course dinner incorporated in the ticket cost; a choice of Frenched lamb rack or chicken breast followed by mandarin panna cotta or chocolate and Cointreau tart (appropriately supplied by Adelaide-based chocolatier Haigh’s).


With bellies sufficiently satiated and glasses frequently refreshed, guests were more than happy to consume the official proceedings that stretched across a three-hour timeframe. This included a number of VIP dignitaries, the likes of Philip Fagan-Schmidt (Executive Director, Housing SA), Mike Allen (Chief Executive, Housing NSW), Noelene Swanson (Senior Executive Director, Remote Housing NT), Ian Winter (Executive Director, AHURI), Joslene Mazel (Chief Executive, SA Department for Communities and Social Inclusion), Senator Sue Lines and Mark Johnston (Acting Assistant Secretary, Office of Community Planning and Development, US Department of Housing and Urban Development).


Both the South Australian Minister for Social Housing, the Hon. Tony Piccolo MP, and his counterpart, Shadow Minister for Social Housing, Dr Duncan McFetridge MP, attended this year’s Awards ceremony, although they were accommodated on separate tables. Reports confirm that politics were pushed to one side for the evening, with both ministers cordially acknowledging each other’s presence from the stage.

"Every winner - and, in fact, every nominee - demonstrated the great diversity that can be found in the social housing industry."

Acting as Master of Ceremonies was the AHI’s President Tony Gilmour who may have surprised a few people with his quickwit and turn of phrase. Given these Awards will be Tony’s last as AHI President, it was a treat to see him personally relish in the night and make it a highly entertaining experience for all involved.


The real stars of the night, however, were the award winners (see next page) and – of course – their acceptance speeches were the words on which everyone was hanging. Along with a trophy, one-year subscription to HousingWORKS and one-year AHI membership (for individual awards), this year’s recipients found themselves clutching a bottle of wine and a box of chocolates. Why? Because the traditional bunch of flowers had been deemed impractical, due to many of the winners hopping

on a plane the next morning.


Every winner – and, in fact, every nominee – demonstrated the great diversity that can be found in the social housing industry. Unfortunately, both the joint winners of the Inspirational Colleague Award were unable to make it on the night but, even in her absence, one of the Tenant Led Initiative Award winners, Stefanie Allen, was able to convey her gratitude and pleasure on receiving the honour via a pre-recorded speech.


In being pronounced victorious, the nominees revealed often untold stories of inspiration that didn’t fail to impress. One such story came from Owen Blackburn of Housing New Zealand Corporation’s Driveway Safety Project – one of the four out of eight gongs collected by New Zealand organisations at this year’s Awards. Owen’s particular project focused on helping reduce the alarming number of preventable childhood deaths that take place every year in domestic driveways. Not surprisingly, his specific experiences struck an emotional chord with the audience and provided one of the more sobering moments of the night.


Once the trophies were distributed accordingly, it was time to mingle with fellow housing professionals and smile for the Awards ‘Snapparazzi’, Colin Evermore from Photographics (see photos opposite), who was arguably the busiest man in the room. Regardless of who took home an award, though, everyone was in good humour with – as they say in the classics – the real winner being the social housing industry itself.


The AHI Professional Excellence in Housing Awards is traditionally held every two years to coincide with National Housing Conference, although you may be mistaken at thinking it’s an annual event after the 2011 presentation was bumped to 2012 due to the Brisbane floods. There’s been some conjecture over changing the awards to an annual event, although the jury is still out on that decision. Given the popularity of the Awards and the excellence within the social housing industry, there might be cause to celebrate more frequently.


We will see...

Brighter Future Awards 2013
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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
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