Aboriginal Housing Strategy. Proposed strategic directions

Transcription

1 Aboriginal Housing Strategy Proposed strategic directions

2 The Aboriginal Housing Office The AHO is a Legislative Authority for the housing needs of Aboriginal people in NSW, enabled by the Aboriginal Housing Act 1998 The AHO owns, funds and finances the delivery of Aboriginal social and affordable housing in NSW to be managed by the Aboriginal community housing sector The AHO owns 5,827 houses and supports a sector owning and managing a further 4,860 houses

3 The Aboriginal Housing Office The AHO s remit extends to ensuring that all Aboriginal people have access and choice in affordable housing, and providing advice to the Social Housing Minister regarding the housing needs of Aboriginal people in NSW New to AHO, Services Our Way is a wrap-around early intervention program for vulnerable Aboriginal families, previously delivered by FACS The AHO also works in partnership with the broader NSW social and affordable housing sector to ensure the housing needs of Aboriginal people are always considered

4 The case for change Since 2010, the AHO has been operating under the refurbishment, maintenance and reform-focused Build and Grow Aboriginal Community Housing Strategy, in line with the National Partnership Agreement on Remote Indigenous Housing (NPARIH). The NSW Government s early buy-out of NPARIH, combined with the new strategic direction for social housing set by Future Directions, the NSW Policy for social housing, necessitates a longterm strategy (10 years) for the Aboriginal Housing Office and the Aboriginal Housing sector (the Sector), which addresses the growing demand for social and affordable housing and delivers better health and wellbeing outcomes for Aboriginal people.

5 The case for change Historically, there has been under-investment in supporting the viability and growth of the ACHP sector, and limited partnership and recognition of the role they play in providing a culturally appropriate level of service and linking people with the services they need, when they need them. Under-investment has produced limited growth, resulting in significant undersupply - estimated to be 36,025 dwellings in 2017 To meet the growing demand for housing and housing services, we need to develop innovative approaches to tenure and support ACHPs to build capacity at scale so Aboriginal people are provided with opportunities to move along the housing continuum

6 ACHPs are best placed to deliver quality housing services to the Aboriginal Community, as they already do. Investing in ACHPs through regulation and capacity building over the long term is an opportunity for the NSW Government to create a high quality social and affordable housing sector which delivers positive results to the Aboriginal Community, in partnership with mainstream and public housing services Housing alone is not enough, so key whole-of-government initiatives will ensure a consistent and holistic approach which genuinely improves the lives and resilience of Aboriginal people, supports better engagement and connection with community, builds a strong evidence base of success and introduces new models of care designed by Aboriginal communities.

7 We are still seeing many vulnerable families across AHO, Public, Community and Mainstream housing overrepresented and at risk of losing their homes due to challenges they face, we talk about this in a deficit way rather than recognising resilience and strength. It s time to change language and the way we do business

8 Sources: (1) 2011 Census of Population and Housing, Aboriginal and Torres Strait Islander Peoples (Indigenous) Profile, New South Wales, Catalogue number Canberra: ABS, 2012 (2) NSW Population Health Survey (SAPHaRI) Centre for Epidemiology and Evidence, NSW Ministry of Health (3) NAPLAN 2016, ACARA We are still not doing well enough on socioeconomic and wellbeing indicators for our communities per cent Unemployment rate, 15 years and over Aboriginal Non-Aboriginal No post-school qualifications, 15 years and over Households: rented homes Persons living in overcrowded household High and very high Below NAPLAN psych distress national minimum standard for Y5 Reading AEDC Vulnerable on 1 or more domain

9 We asked the sector, who know our clients best, what they need from us to deliver better outcomes for their communities? The AHO should be a strong leader and advocate, with responsibilities for capacity building and sector investment A new strategy is needed to set future direction and should be codeveloped with the sector Reforms and programs need to be locally tailored and flexible, and codesigned with the community A successful provider has sound governance structures and an integrated service approach to tenant management More quality housing stock; centralised waiting list; increased Aboriginal employment opportunities; and increased decision-making role for repairs and upgrades

10 We think a new strategy should be underpinned by four strategic goals, developed in consultation with the Sector and stakeholders 1. Deliver housing solutions for Aboriginal people informed by evidence based demand for social and affordable housing 2. Achieve better outcomes for Aboriginal tenants by facilitating partnerships with human services agencies, with Aboriginal organisations and through creating opportunities for economic participation 3. Strengthen and grow Aboriginal Community Housing Providers through capacity building, change in regulation and transfer of housing and asset management 4. Enhance data collection, evaluation and analysis functions to ensure planning is robust and resources are targeted where they are needed most