Homes for NSW

Good service will be achieved through changes to tenancy management ratios, clearer key performance indicators and better use of technology to support service delivery.

Communications must be easily understood and be simple and clear for our customers.

This includes consideration of cultural diversity, gender and disability, and employment of people with lived experience, including social housing residents.

Make our services more inclusive, sustainable and better aligned with the reality of people's experiences.

Responsible and ethical use of new technologies, including AI, with a focus on privacy and transparency.

Agree to objective and quantifiable standards for service delivery for staff, contracting arrangements and other business mechanisms.

Implementing a needs assessment and using plain language application forms.

Maximise resource allocation to improve transition to private rental assistance from social housing.

Long-term security that does not require eligibility review.

The two offer policy requires a person to either accept one of two reasonable offers or be removed from the social housing register.

A tool to assist tenants to proactively swap homes.

The negative classification policy will be reviewed in line with private rental market practice.

The aim is to better manage neighbourhood complaints and anti-social behaviour.

Use trials to improve the way vacant public housing properties are allocated, including by matching people's needs and potential to strengthen communities.

Standardised policy expectations for rent-setting, mutual exchange, tenancy succession and absence from a dwelling.

Homes are built and maintained to a baseline standard, well-maintained and regularly upgraded.

Refine complaints process to deliver consistent, timely and fair outcomes.

The aim is to understand what is required to serve Aboriginal tenants.

Provide long-term homes that are accessible by public transport, close to shops and services, well designed, well built, and well maintained.

Investment in existing social housing communities is expressed to be a priority.

Raise additional funding to address unmet existing and anticipated future housing need.

Better utilise housing stock to improve alignment between stock and tenure categories.

This review is aimed at saving and sustaining private market tenancies.

Delivering the Government's commitments under Building Homes for NSW will require a combined effort across the entire system.

Decisions are made by using a prioritisation framework that considers housing demand, growth opportunities, environmental risk, access to services, value for money, time efficiency.

This commitment is set out in the Building Homes for NSW program (reviewed separately).

This commitment is set out in the Building Homes for NSW program (reviewed separately).

New social housing should be of high quality and provide a legacy for the future.

New homes will be accessible and built to Livable Housing Design Guidelines silver level. Existing homes will be enhanced for improved accessibility. Modifications will be streamlined.

Review climate risk modelling and develop a Climate Change Adaptation Plan and Net Zero Plan to develop a roadmap to put adaptation into practice.

Optimise thermal comfort and reduce energy bills.

Clarify the purpose of these products and where they can be deployed and possibly design new products.

There is no statewide register of affordable housing stock and people don't know how to access it.

Quickly let properties and manage rental arrears.

Support tenant self-service and use local suppliers.

A tenant engagement plan will be made which fosters cohesive neighbourhoods and empowers residents to be involved in decisions affecting them.

Expand the use of affordable housing to serve the priority housing needs of key workers in critical industries including housing, health and infrastructure.

Define criteria for eligibility for and delivery of key worker housing.

We will support local community and tenant-led initiatives to build strong communities.

Improve long-term financial sustainability for providers and consider tenure attaching to a person rather than a property.

The government is stewarding and subsidising affordable housing providers, which it acknowledges have a range of capabilities and capacity.

Identify where affordable housing providers impact other parts of the housing system and facilitate collaborative engagement to achieve system wide outcomes.

Set targets for the proportion of Aboriginal housing in the system; standards for specialist providers and reducing mixed management arrangements.

A more nuanced understanding of value-for-money, and by involving partners in creating template agreements and delivering our revised direct dealing policy.

The housing system is being reformed and Housing Australia Future Fund and National Housing Infrastructure Facility programs are intensive. This workstream will leverage existing skills for the benefit of the affordable housing system.

Flexibly deliver housing and homelessness services to improve responsiveness.

Coordinate local support for rough-sleepers and those whose tenancies are at risk.

Collaborate to better identify housing needs and reduce homelessness.

Increase the number of properties under management by Aboriginal Community Housing Providers and increasing homelessness service delivery by Aboriginal providers.

Set staff quotas to reflect the cultural demographics of customers, and increase Aboriginal staff at all levels of Homes NSW.

Create opportunities for emerging Aboriginal talent and develop an anti-racism strategy.

This objective requires a system wide remedy for Aboriginal people's mistrust of the agency and its predecessors.

Consistent system-wide indicators and reporting and benchmarks will be developed in collaboration with peak bodies, service providers and customers.

A data improvement strategy that will progress data improvements across the system.