Australasian Housing Institute, AHI

What are the aspects of successful community housing?

Jed Donoghue from The Salvation Army Tasmania looks at what we’ve learned across 30 or so years of community housing. 

Community housing programs were developed in the 1990s in Australia to provide a flexible and responsive social housing service for low-income earners. Community Housing Providers (CHPs) aimed to foster tenant participation and address the housing needs of people on a pension or benefit who faced discrimination and prejudice in the private rental market, and who had neither the income nor the resources to access homeownership.


By definition, community housing encompasses a wide range of stock, tenure and accommodation types, from housing associations to co-ops for people with independent living skills. Many community organisations also provide a variety of tenures, such as short-term crisis accommodation, DFV shelters, disability housing, transitional housing and long-term supported housing for people with limited independent living skills and long-term support needs.


Case study: The Salvation Army


Like other organisations, The Salvation Army successfully tendered for government stock transfer programs in the 1990s in several states, and hundreds of empty public housing properties were transferred to them. State governments provided seed funding to set up community housing programs, which were intended to provide not just choice for applicants but also exit points from homeless and DFV services.


Since their humble beginnings, community housing programs have received little or no recurrent funding from state governments or parent organisations and have relied on tenant rental contributions and Commonwealth Rent Assistance for their income.

"Community housing programs have received little or no recurrent funding from state governments or parent organisations."

The initial allocation of community housing properties went to applicants with serious support needs due to alcohol, drug and gambling addiction, and family breakdown. Family violence and chronic homelessness often resulted in poor housing outcomes including low rental returns, high maintenance costs, high tenancy turnovers, property damage and failed relationships, which were in part due to the lack of skilled community housing tenancy workers, bad referrals, poor property allocation and a lack of good management.


In December 1998, a manager with a background in community managed housing was appointed to ensure The Salvation Army did not incur a financial loss, contractual failure or reputational damage in Tasmania. The program was reviewed, and property transfer targets were reduced from 200 properties in 12 months to 120 properties. Responsible support and sensitive allocation practices were introduced; good maintenance and arrears practices were also initiated. A viable mix of tenants with independent living skills and support needs was achieved via the use of applicant interviews, client support agreements and sensitive allocation practices.

After 12 months of operation, a new service agreement was negotiated with Housing Tasmania and the program has operated purely on rental income for the last 25 years. This community housing program has also been able to demonstrate how a successful community housing program should operate.


Support issues


There is no surprise that people receiving government pensions or benefits find it difficult to access affordable, secure housing in the private rental sector.


There is a number of factors contributing to this situation: Increasing cost of market rents and bonds; prejudice; discrimination; a history of bankruptcy; a lack of rental references; and a decline in the number of low-cost rental housing due to the rise of short-stay accommodation and increased demand due to a growing population and increased numbers of foreign students. These factors have all combined to impact on the ability of low-income earners to find affordable and appropriate housing.

"The willingness of tenants to accept support can be undermined by difficulty in accessing it."

Many community housing tenants (>80%) have independent living skills. Tenants with support needs (<20%) have a variety of needs that impact on their ability to pay rent, look after their property and interact positively with their neighbours. Community housing providers provide a limited amount of tenancy support and try to link tenants into specialist homeless services for outreach support to maintain the tenancy and achieve positive housing outcomes.


The willingness of tenants to accept support, address their issue(s) and maintain long-term housing can be undermined by the difficulty in accessing support due to the high demand for support services, high caseloads and limited follow-up. People who have no support needs might be prioritised over applicants with support needs due to providers needing a regular rental income to operate and service loans directly related to new properties they’re building.


Success factors


Successful community housing programs function well due to the dedicated work of experienced, skilled, supportive and professional teams. CHPs recognise the importance of good property management, and good allocation policies and practices, which are ‘sensitive’ and seek to place applicants in areas of support and significance to them, such as near family, schools and services.

"Paying rent will be required in the real world, so it’s important we prepare our tenants."

The best CHPs strive to achieve and maintain high occupancy levels (>99%) and low vacation rates using sensitive allocation practices and supportive tenancy provision reflect a strong client focus. Good rent recovery practices facilitated using Centrepay and low rent arrears need to be a priority as they reflect the fact that rental contributions are often the program’s only source of income. Paying rent will be required in the real world, so it’s important we prepare our tenants. 



Affordable rents (25% of household income plus CRA) and responsive maintenance policies and practices are similarly important, as they allow the CHP to generate an income, help to improve the condition of properties and meet the tenants’ community needs. All these factors are underpinned by good financial management, housekeeping and budgeting skills.


Lessons to learn


The main lesson for community housing programs has been that growth via debt financing, leveraging of state funding or the transfer of public housing stock needs be incremental and well-planned. CHPs need to consolidate existing stock (and tenancies) before they can attempt to grow and introduce new stock and tenants into the program.


The desire to ‘rescue’ and place primary homeless clients in properties without adequate support services needs to be ‘tempered’ by the knowledge that setting people up to fail reinforces negative outcomes and reduces future housing options. Sensitive allocation requires tenants to have the necessary support services engaged to promote a successful tenancy outcome, which goes beyond the standard CHP expectations regarding regular rent payment, good property condition and ‘quiet enjoyment.’

"Setting people up to fail reinforces negative outcomes and reduces future housing options."

CHPs continue to grow, and they currently manage over 114,000 properties nationally (AIHW 2024). The larger stock transfer programs in several states have included the successful transfer of tenanted public housing properties. These transfers have identified the need and the demand for more support and community development services.


Tier 1 CHPs currently manage >24% of all community housing stock, and they think big in terms of property development, access to funding from government(s) and the ‘holy grail’ of superfunds. However, the major challenge for the community housing sector will be how they manage their relationship with specialist homeless services. Their ability, capacity and desire to provide quality, supportive housing services to people who are at risk of, or are, experiencing homelessness is the key to continuity of success.


CONCLUSION


The development of a national Social Housing and Homeless plan by the Commonwealth Government should be a positive step forward for community housing providers. CHPs will need to position themselves in relation to Commonwealth housing and homelessness policy and the increasing demand for community managed housing by the clients of specialist homeless services.

"To improve the provision of community housing, there is a need to increase the level of housing and homelessness training."

A coherent social housing plan would facilitate the development and provision of a range of cohesive community housing options. The development of generic national homeless and social housing measurement and evaluation tools would also allow (supply and demand) data to be collated, analysed and used to better inform community housing planning.


To improve the provision of community housing, there is a need to increase the level of housing and homelessness training. By refining our staff skill-base and knowledge of homeless and housing options, we will be better able to provide supportive housing services. However, the management of transitional properties should not be undertaken by CHPs, as specialist homeless services can separate the provision of support and tenancy functions to achieve more successful housing outcomes.


References


Australian Institute of Health and Welfare (2024) Housing assistance in Australia 2024, AIHW, Australian Government, accessed 01 November 2024.

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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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