Australasian Housing Institute, AHI

SPARE BEDROOMS, TAXATION AND PENSIONS: How older Australians can help with housing

Originally published as a QUT Centre For Justice Briefing Paper, Dr Lyndall Bryant puts forward a solution for the housing crisis that draws from our current housing stock and the large number of empty bedrooms in homes owned by elderly Australians.

The Australian housing crisis and its societal impacts are well documented. Housing affordability is at its worst level on record and is not forecast to improve before 2029 (National Housing Supply and Affordability Council, 2024). Strong demand in the rental sector is being fuelled by post-COVID population growth of 651,000 persons in 2023, combined with shrinking capacity in housing supply evidenced by falling building approvals (ABS, 2024) and increasing construction company insolvencies. Homelessness services are experiencing a “tsunami of homelessness” as tenants are priced out of the rental market (Homelessness Australia, 2024).


New data on the state of the housing crisis emerges almost daily. By the time this article is published, not only will the statistics be out of date, the situation will have deteriorated. 

"The Government’s own report has forecast demand for housing to outstrip supply in Australia until at least 2029."

In an attempt to boost housing supply, governments at all levels have committed billions of dollars to fund new housing, particularly in social and affordable housing. However, new housing supply has long lead times, which means any potential relief is years away. The Government’s own State of the Housing System report has forecast demand for housing to outstrip supply in Australia until at least 2029 – the limit of its forecast horizon) (National Housing Supply and Affordability Council, 2024). Relief from the housing crisis is not in sight.


This paper suggests a shift in the housing debate – from new supply to better utilisation of existing housing – by incentivising older homeowners to increase rental stock through renting out spare bedrooms. In doing so, this paper adopts a pragmatic, knowledge translation lens to rental income and suggests a reframing of existing taxation policy.


A changed understanding of rental income, together with minor changes to tax and social security settings is suggested to achieve immediate access to affordable housing and cost-of-living relief to vulnerable Australians. While suggested policy changes may be minimal, accompanying initiatives are needed to ensure success, including education on complex tax/social security settings; tenancy matching and management services; and supports for potential diminishing business acumen and mental capacity, and potential elder abuse.


UNDERUTILISED EXISTING HOUSING AND THE ROLE OF OLDER AUSTRALIANS


If new housing stock is years away, then shifting the focus to existing housing may provide some short-term solutions. As at the 2021 Census, 77% of private homes had at least one spare bedroom, with 3.09 million households (31.8%) having two spare bedrooms and 1.22 million households (12.5%) having three or more spare bedrooms (AHURI, 2022). This equates to 13 million unused bedrooms within the existing Australian housing stock (AHURI, 2022). 


Table 1: Number of private swellings with spare bedrooms

% of all households No. households No. spare bedrooms
1 bedroom spare 32.50% 3,163,030 3,163,030
2 bedrooms spare 31.80% 3,094,903 6,189,806
3 or more bedrooms spare 12.50% 1,216,550 3,649,650
Total % of households with spare bedrooms 76.80% 7,474,483 13,002,486
All households 100% 9,732,400

The question becomes: Who are these homeowners and how can they be incentivised to utilise existing housing more efficiently?



Older Australians represent the highest proportion of homeowners, with over 80% of persons aged over 65 owning their own home (AIHW, 2023). Three-quarters of those homes contain three or more bedrooms, and 84% of these homes are under-utilised (Judd et al., 2010). Various policies to incentivise older people to downsize and release these large homes for younger families are rejected due to a preference to age in place (James et al., 2020), and hence, the inefficiency persists.

"Approximately 80% of older Australians rely at least in part on the age pension, and over 25% living in poverty."

This is where Australia’s housing crisis intersects with the cost-of-living crisis. Older homeowners are often ‘asset rich and income poor’. Approximately 80% of older Australians rely at least in part on the age pension, and over 25% living in poverty (Australian Human Rights Commission, 2014). While older homeowners have a veil of housing security that renters do not, cost-of-living vulnerabilities exist around energy poverty and poor health due to thermal discomfort, inability to purchase essential items, food insecurity and social exclusion (Porto Valente et al., 2021). An opportunity therefore exists to incentivise older Australians to rent out a spare bedroom, contemporaneously improving access to affordable housing and cost-of-living relief to vulnerable older Australians.


WHAT IS THE ROLE OF TAXATION IN FREEING UP EXISTING HOUSING SUPPLY?


Tax reform proposals in relation to housing supply generally focus on increased taxes to disincentivising homeowners for leaving homes vacant (AHURI, 2022) or using for short-term accommodation (BCC, 2024). Calls to reduce taxation to improve housing affordability focus on transaction-based duties such as stamp duty and other fees such as infrastructure charges (Bryant, 2017). These calls for tax reform come from a social equity/wealth distribution perspective and generally apply to state or local taxes. 


Conversely, this paper suggests an alternate approach. Inefficiency in the housing market by way of millions of spare bedrooms has been established; however, no evidence was found in the literature to suggest why homeowners fail to rent these for additional income. One suggestion is that the answer may lie in the complexity of the Australian taxation and social security systems and a fear of taxation: on additional income, loss of pension and/or creation of a liability for capital gains tax. 


The remainder of this paper provides a high-level interpretation of current tax policy and social security settings related to rental income. It does not provide tax advice. It highlights existing arrangements that may facilitate older homeowners increasing their income and suggests reforms to policies that have the potential to unlock at least some of the 13-million unused bedrooms.

WHEN IS RENT NOT TAXABLE INCOME?


Existing Arrangements


The ATO (2024a and b) makes provisions for “domestic arrangements” or other non-commercial rental arrangements when board and lodging is provided, not to be treated as assessable income for taxation purposes. Consider the age-old practice of ‘taking in a boarder’, providing accommodation and family setting for low-income workers, while providing often-essential income to run the household (Modell & Hareven, 1973). Income received from domestic arrangements is not taxable (ATO, 2014). The corollary is any expenses associated with generating this income is not deductible. 


Homestay for international students is another form of domestic arrangement. Homestay hosts may earn around AUD$350 per week to provide a fully furnished room, main meals and utilities (Oz Homestay, 2024). This is not taxable income (ATO, 2014). It is a valid affordable housing option generally used by international students seeking an immersive family experience. For a pensioner on a fixed income, struggling to meet increased housing costs, the cost of housing one extra person may be easily offset by an additional AUD$350 per week income, tax-free with the additional cross-cultural and companionship benefits. 


Further information may be found in Taxation Ruling IT 2167 and ATO ID 2001/381.


Reform Opportunity 1 – Adapt the Work Bonus scheme for pensioners


Pensioners may be fearful of renting out spare bedrooms due to fear of loss of their pension if they earn additional income. Pensioners have fixed incomes that have not increased at the same rate as inflation, and hence are marginalised by the cost-of-living crisis.  


All pensioners are currently eligible for the Work Bonus scheme, enabling additional earnings in the amount of AUD$504 a fortnight for single pensioners, and AUD$660 per fortnight for couples without loss of any pension (DSS, 2024). This policy could readily be adapted to accommodate rental income and pave the way for single pensioners to rent out spare bedrooms for up to AUD$250/week and not impact their pension payments (AUD$330/week for pensioner couples).  


Another interpretation of this policy is that renting out spare bedrooms is a form of self-employment and hence ‘work’. No change to policy would be required for this approach to be implemented. A broader understanding of this policy by homeowners receiving the pension would free up much-needed affordable accommodation, while assisting pensioners with cost-of-living pressures. Remembering that domestic arrangements that include board and lodging would not be limited by this policy, being domestic in nature and already not taxable.



CAPITAL GAINS TAX


Existing Arrangements


Anecdotal evidence suggests homeowners fear that renting out a spare bedroom will attract capital gains tax (CGT) when the property is sold. While this may be true in some situations, it is somewhat of an urban myth that is poorly understood. According to ATO (2023 and 2024c), the current provisions associated with CGT in relation to homeowners include:


  • CGT only applies to properties bought after 20 September 1985;


  • CGT is not a separate tax; any gain is taxed at the marginal tax rate in the year the house is sold;


  • Capital gains on property receive a 50% discount (i.e. homeowner only pays tax on half the net capital gain);


  • Capital gains can be offset against carried-forward capital losses;


  • Net capital gain is the difference between the sale price (less agent commission, legal fees and other costs) and the cost base, which includes not only the price of the home but also any costs associated with acquiring, owning, maintaining or improving the home; expenses that are not otherwise tax deductible. 


The complexities of these provisions are illustrated in the following scenarios.


Scenario 1: A pensioner has owned their family home since 1984. As a pre-CGT asset, any gains are exempt from capital gains tax. Thus, no CGT liability would be created from renting out spare bedroom/s.


Scenario 2: A pensioner has owned their family home since 1999 and rents two spare bedrooms providing board and lodging for local apprentices for the past 10 years, earning AUD$300/week. As a domestic arrangement, the AUD$15,600 income earned per annum is not taxable and no CGT is liability exists.  


Scenario 3: A pensioner has owned their three-bedroom family home since 2019 and has rented one spare bedroom for AUD$250/week for the past year (AUD$13,000 per annum). The tenant pays their proportion of utility costs, and the rental is considered on commercial terms: 


  • The pensioner runs this rental as a home business and the income is under the Work Bonus threshold, hence pension payments are not impacted; 


  • Income tax may be payable on the AUD$13,000 per annum, less expenses such as a proportion of rates, insurance and maintenance; expenses that would not otherwise be tax deductible;


  • A CGT liability may apply when the house is sold, calculated by 50% of the proportionate net capital gain on the sale of the home.

    In calculating the capital gain, expenses such as transfer duty, legal fees and other acquisition costs are added to the purchase price. Agent commission, marketing and other expenses are deducted from the sale price. Say the net capital gain after adjusting for allowable expenses is AUD$100,000 – the property has been used to generate taxable income for one year out of five, hence one fifth or AUD$20,000 of the capital gain is attributable to that period. One of the three bedrooms was rented, hence one third or AUD$6,666 of the capital gain is attributable to that period. A 50% concession applies to CGT, resulting in a taxable capital gain of AUD$3,333.

    CGT is not a separate tax; it is treated as income in the year earned, hence in the year this property is sold, AUD$3,333 is added to the pensioner’s taxable income, taxed at the pensioner’s marginal tax rate. If the pensioner had no other income other than their pension (not taxed), the rental income earned (AUD$13,000 less associated expenses) and the proportionate capital gain on sale of the property (AUD$3,333), no tax is payable on the AUD$16,333 of income earned that year as it is below the AUD$18,200 tax-free threshold that applies to Australian taxpayers. 


Reform Opportunity 2 – short-term CGT ‘holiday’ period


Application of the Australian tax system is complex. These scenarios are illustrative only, with individual circumstances always to be considered. The potential for generating any possible CGT liability may be a sufficient disincentive for homeowners to rent spare bedrooms. However, under scenarios 1 and 2, little to no tax reform is required, as these scenarios already do not attract any tax. Scenario 3 may deter some homeowners who have not kept records in relation to cost base elements, given those expenses were of a domestic nature and not able to be claimed. The pensioner’s income and/or capital gain may result in the tax-free threshold being exceeded and income tax being payable. 


A potential policy solution, therefore, could be a short-term CGT ‘holiday’ for a period of, say, three to five years, giving homeowners an amnesty period until new housing stock can be built. This policy approach could allay fears of creating a CGT liability, thus incentivising older homeowners to rent out spare bedrooms during the housing crisis.


CONCLUSION


The housing crisis is a complex matter, and new housing supply is years away despite billions of dollars of government commitments. Millions of empty bedrooms exist, and yet many older homeowners live in poverty rather than risk losing their pension or paying taxes by renting out a spare bedroom. 


Were policy makers able to address a fear of losing the pension and/or generating a capital gains tax liability on sale, older Australians may be incentivised to rent out spare bedrooms; a policy position that could provide short-term relief to both the rental and the cost-of-living crises for vulnerable Australians. Much of this proposal largely fits within existing tax and social security policy settings. Minor policy amendments, including extension of the Work Bonus scheme and/or a CGT ‘holiday’ may be required and justified, given the urgency of addressing the current housing and homelessness crisis.


This paper makes an innovative contribution to alleviating the housing crisis. However, tax and social security issues are complex, particularly for older Australians who may suffer diminishing business acumen and mental capacity. Barriers include improved understanding of complex taxation and social security concepts, increased record-keeping and tax-agent expense, tenant matching and management, as well as social issues such as potential elder abuse.


Under the right circumstances, with appropriate support and education, such ‘house sharing’ arrangements could still alleviate some of the current housing and cost of living issues. There is an urgent need for further research to be undertaken to explore opportunities to incentivise, educate, support and protect older Australians to open their homes and unlock existing housing stock for immediate use by those in need. 


For more on this topic, read ‘Could Philip Lowe be onto something with his shared housing idea?’ by Steve Bevington in the October 2023 edition of HousingWORKS.


[1] Please note: this paper does not provide tax or financial advice.  It is general in nature and should not be relied upon for taxation or financial purposes.



References


Australian Bureau of Statistics [ABS]. (2024). Building Approvals, Australia. https://www.abs.gov.au/statistics/industry/building-and-construction/building-approvals-australia/apr-2024


Australian Housing and Urban Research Institute [AHURI]. (2022). Are there 1 million empty homes and 13 million unused bedrooms?  https://www.ahuri.edu.au/analysis/brief/are-there-1-million-empty-homes-and-13-million-unused-bedrooms


Australian Institute of Health and Welfare [AIHW]. (2023). Home ownership and housing tenure,  https://www.aihw.gov.au/reports/australias-welfare/home-ownership-and-housing-tenure  

Australian Tax Office [ATO]. (2014). ATO ID 2001/381 Interpretive Decision. https://www.ato.gov.au/law/view/document?docid=AID/AID2001381/00001 


Australian Tax Office [ATO]. (2023). Guide to capital gains tax 2023. https://www.ato.gov.au/forms-and-instructions/capital-gains-tax-guide-2023


Australian Tax Office [ATO]. (2024a). Income, deductions, offsets and records. https://www.ato.gov.au/individuals-and-families/income-deductions-offsets-and-records


Australian Tax Office [ATO]. (2024b). Rental property as investment or business. https://www.ato.gov.au/individuals-and-families/investments-and-assets/residential-rental-properties/rental-property-as-investment-or-business


Australian Tax Office [ATO]. (2024c). Using your home for rental or business. https://www.ato.gov.au/individuals-and-families/investments-and-assets/capital-gains-tax/property-and-capital-gains-tax/your-main-residence---home/using-your-home-for-rental-or-business


Australian Human Rights Commission. (2014). Face the facts: Older Australians. https://humanrights.gov.au/our-work/education/face-facts-older-australians 


Brisbane City Council [BCC]. (2024). Short-Stay Accommodation Taskforce Report.  https://www.brisbane.qld.gov.au/sites/default/files/documents/2024-06/20240613_Short-Stay%20Accommodation%20Taskforce%20Report%20-%20accessibility%20-%20updated.pdf. 


Bryant, L. (2017) Housing affordability in Australia: an empirical study of the impact of infrastructure charges. Journal of Housing and the Built Environment, 32(3), 559-579.

Department of Social Services [DSS]. (2024). Work Bonus. https://www.dss.gov.au/seniors/programmes-services/work-bonus


Homelessness Australia. (2024). Services on the frontline of the housing crisis call on PM to increase income support and prevent rising homelessness. https://homelessnessaustralia.org.au/


James, A., Rowley, S., & Stone, W. (2020). Effective downsizing options for older Australians, AHURI Final Report No. 325. http://www.ahuri.edu.au/research/final-reports/325


Judd, B., Olsberg, D., Quinn, J., Groenhart, L., & Demirbilek, O. (2010). Dwelling, land and neighbourhood use by older home owners, AHURI Final Report No. 144. https://www.ahuri.edu.au/research/final-reports/144 


Modell, J., & Hareven, T. K. (1973). Urbanization and the Malleable Household: An Examination of Boarding and Lodging in American Families. Journal of Marriage and Family, 35(3), 467–479. https://doi.org/10.2307/350582


National Housing Supply and Affordability Council. (2024). State of the Housing System. https://www.housingaustralia.gov.au/research-data-analytics/state-nations-housing-report-2022-23


Oz Homestay. (2024). Host Family Fees and Conditions. https://www.ozhomestay.com.au/families/host-family-fees-and-conditions/


Porto Valente, C., Morris, A., & Wilkinson, S. J. (2021). Energy poverty, housing and health: the lived experience of older low-income Australians. Building Research & Information, 50(1–2), 6–18. https://doi.org/10.1080/09613218.2021.1968293

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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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