Australasian Housing Institute, AHI

SITE VISITS, UNCERTAINTY AND COLLECTIVE WISDOM: Observations from the CHA 2024 Conference

Robert Macbeth, ahi: Director and Head of Housing (Kaiarahi Kāinga) at Tauhara North No 2 Trust (Tauhara North Kāinga Ltd), attended the 2024 Community Housing Aotearoa Conference in Tamaki Makaurau (Auckland) in November where he represented the ahi:, consistent with the longstanding cooperation and support between the ahi:, CHA and Te Matapihi in Aotearoa. He shares some observations with us.

In his introduction to the conference, Paul Gilberd (CHA’s CEO) wrote the following, which wearing my ahi: hat, I found most illuminating:


At last year’s conference in Otautahi / Christchurch, participants were asked to let us know how many years they had worked in housing. The answer provided was that we had over 5,600 years of relevant experience in the room! This accurately reflects the knowledge that is collectively held by all of us as a sector.


That knowledge and, I’d add, institutional memory (having caught up with colleagues going back to the 1980s!), demonstrates the professionalism and tenacity held by us in the sector, which is where the ahi: comes in, of course. The importance and contribution of recognised professional membership across our Australasian jurisdictions should not be underestimated. 


This year’s CHA Conference was particularly important as it’s the 20th anniversary of CHA as our community housing sector voice in Aotearoa. The theme was 'Growing Together – Sharing our Knowledge'; a particularly pertinent theme given our change in government focus in Aotearoa and the inevitable uncertainty this creates and the need to adapt to changing paradigms. Unfortunately, this is the nature of the industry we passionately serve – those of us who have seen governments come and go are used to this ‘up and down’ cycle. 

"It's really hard being a community housing provider and a professional in our sector in Australasia with the level of uncertainty that we have to cope with regularly."

I do look with envy at other countries that don’t seem to have the same pattern that we face here. I recall one housing association CEO from the UK saying a few years back that, since 1974––while the quantum of government investment and particular focus may vary year to year––the community housing sector in the UK has been able to plan with some certainty of continuance. It's really hard being a community housing provider and a professional in our sector in Australasia with the level of uncertainty that we have to cope with regularly. 


This provides a little of the context to this year’s conference and many side conversations. Without getting into detail of all the amazing workshops and plenary sessions, I did just want to make two observations that readers may be interested in. 



When the ministers spoke, they made a deliberate point of being, in their words, “agnostic about who builds and owns social housing”. This, of course, goes to that perpetual debate in our part of the world (it doesn’t seem to be an issue in other western countries) of the role of public housing (owned and operated by government agencies) and community housing.

"I fear the Government’s focus may be less about strategy and ‘housing vision' and more about economics and market forming."

In New Zealand, the current Government has, apparently, a philosophical contempt for Kāinga Ora and is focusing any growth to be through the community housing sector – hence ‘agnostic’ means growth by anyone other than Kāinga Ora. As a community housing advocate, I accept this makes sense––let the public housing authority focus on retaining and managing what they have and grow the community housing sector. But I fear the Government’s focus may be less about strategy and ‘housing vision' and more about economics and market forming. 


Don’t assume, though, that this focus comes with significant capital/equity investment for the community housing sector––it doesn’t, which leads me to my second observation. 


The New Zealand Government has now fully turned its attention to reliance on demand-side subsidies––Income Related Rent Subsidies (with operating supplements)––made available to registered CHPs in New Zealand as its principle way of funding social housing growth.



Most capital grant and partnership initiatives have been cancelled. The Government has a target to grow social housing by 1,500 homes using this IRRS funding mechanism exclusively with CHPs. This does have some benefits to our sector here––it potentially starts to create a ‘level playing field’ with Kāinga Ora (which like state and territory housing authorities in Australia used to have a monopoly access to IRRS), and it has made it possible for some CHPs to grow with the certainty of adequate forward revenue.

"Perhaps I’m old school in my belief that a financially sustainable community housing operator has both equity/balance sheet and cashflow?"

The down side is the lack of access to capital/ equity/ capital grants to actually pay for the homes up front. The Minister announced that some IRRS may now be capitalised (is this a proxy capital grant?) but, clearly, they are seeking a bigger role for institutional investors at the capital level. What will this mean for community housing providers in the future––operators of houses that are owned by investors, without balance sheet but with guaranteed operating revenue? Perhaps I’m old school in my belief that a financially sustainable community housing operator has both equity/balance sheet and cashflow? 


In short, I think New Zealand may provide some interesting innovation and lessons for the funding of social housing growth––watch this space.


As housing people, we love visiting the fantastic community housing homes provided by our CHPs. The Conference ended with two bus trips of Auckland community housing developments, and I wanted to showcase the ones I visited. I believe that community housing strength is its diversity and close connection with its communities of interest. This was fully on display.


Nga Kāinga Manaaki – Tauhara North Kāinga Ltd – Mt Wellington

The 30-apartment (1, 2 and 3-bed) affordable rental home development was completed in April 2024. 


Ngā Kāinga Manaaki is a NZD$26 million development, with the Government (through Te Puni Kōkiri) contributing NZD$12.3 million – about 48% of the cost. Tauhara North No 2 Trust (based in Rotorua) contributed the other 52% and sees this as a positive example of how iwi/Māori organisations can actively contribute and co-invest in meeting the housing needs of their whānau, in partnership with the Crown. 


Consistent with their partnership principles, Te Kāinga Atawhai, an Auckland-based Māori CHP, provides culturally appropriate on ground tenancy and property management services. Concurrently, Te Mahurehure Marae is contracted to provide wrap-around support for whānau at Ngā Kāinga Manaaki as required.


This is an example of an urban-based ‘papakāinga like’ community based on Māori values, which includes wraparound support – it's more than just affordable rental housing.

Mahi Tahi Kāinga Trust, Kōtukutuku Papakāinga – Otara

‘’A community where whānau reach their full potential’’


Opened in February 2021, this development consists of 41 single bed apartments, a whanau apartment and whare manaaki. For me, these homes exemplify the benefits of holistic delivery of support with housing, and, in this case, in a Māori way. 


In our sector, we often hear, especially from our regulatory authorities, the need to separate wraparound support from tenancy and property management. In a Māori worldview context, such separation is infeasible and is contrary to a holistic approach. I saw elements of ‘supportive housing’ (such as Commonground), ‘housing first’ and kaupapa Māori delivery. It was inspiring. 


Mahitahi Trust is a kaupapa Māori mental health and addictions NGO and the Kāinga Trust is a Housing Provider - the two arms being fully complementary. The team passionately explains that it is not just about being a housing or a mental health Provider but a blending of the two-service delivery ends of each arm, which they define this as being traditional whānau ora (family wellbeing).


The architecture and communal spaces were ‘traditionally inspired state of the art’.

Housing Foundation – Watchfield Close, Molesworth Place, Māngere West – Mangere


We visited the Kāinga Ora base for community renewal in the Mangere suburb, which took me back to some of the community renewal initiatives in which I was involved in Victoria, notably Norlane in Geelong. Of particular interest, was the active role of community housing, and particularly that of the Housing Foundation in supporting local families on their pathway to home ownership: 


"The Housing Foundation has taken the opportunity to secure development sites in Mangere and be part of the significant regeneration of the area being led by Kāinga Ora. We’re really starting to see a fresh look to Mangere with new homes, new streetscapes, parks and community spaces. The Housing Foundation has recently built and sold 37 homes across three sites and another 115 homes at the consenting stage covering another three sites. Plus, we are also considering additional Mangere sites to further increase our presence in this vibrant and diverse community."


"This is an exciting long-term project for us and one where we acknowledge the great transformational work already achieved by the Mangere Kāinga Ora team. We enthusiastically share their vision for Mangere with new high-quality homes supporting the creation of a stronger, engaged and connected community. We hope our new homes give local residents a chance to achieve their homeownership dream and build a future for their families in familiar surroundings."


Housing Foundation, CORT and Abbeyfield, Puhinui Park – Manukau

Community housing people understand the importance of mixed tenure, blind tenure and comprehensive urban development. In the absence of enforced inclusionary zoning, we take the opportunity to create our own inclusive communities, and Puhinui Park is a great example of a successful model:


"Starting in 2019 and completed in 2022, Housing Foundation joined with partners Te Tumu Kainga (TTK) and CORT Community Housing to develop this greenfield 5-hectare site. Sitting adjacent to the Manukau train and bus stations with very handy motorway connections, this development has proven very popular with first home buyers."


"The Manukau City Centre is only a 300m walk away with great shopping and entertainment, which has added to the attractiveness and desirability of the location. The Partnership constructed a total of 157 dwellings at Puhinui Park comprising a mix of 2, 3- and 4-bedroom terrace homes plus 4 walk up apartment blocks with 1- and 2-bedroom units. The development now has a dynamic Residents Association that is fully engaged with supporting the neighbourhood, helping make Puhinui Park a highly connected community and a truly amazing place to live."


The diversity of housing in what is clearly a sought-after community stands out. We visited social rental homes, an Abbeyfield home for older renters (in a hostel-type arrangement) and progressive home ownership properties. 


CORT, the owner of social rental homes, was asked whether there was any negative feedback from owner-occupiers or investors. The answer was 'absolutely not', in fact the community values the rental tenancies. Is this a positive story for inclusionary zoning or what?


In conclusion

With the Conference theme of ‘Growing together – sharing our knowledge’, the tour of community housing demonstrated the diversity, capacity and connectedness of community housing. In all of the examples, the closeness to communities of interest and the concept of partnership — working together — was particularly evident. 

This is community housing! 


If our governments fully understood this, it would be a no-brainer to properly invest in community housing growth (and please excuse the photos – I am not a photographer!)

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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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