Scoping the capacity of Indigenous Community Housing Organisations
This research examined the organisational capacity of Indigenous Community Housing Organisations (ICHOs). It found that remote location, inadequate governance procedures and lack of economies of scale undermine the organisational performance of Indigenous community housing organisations. The study drew on data from the 2006 Community Housing and Infrastructure Needs Survey, telephone interviews with 69 ICHOs and an in depth qualitative evaluation of 22 ICHOs. It established that the ICHO sector is heterogeneous, and organisations vary by location, size, and whether they provide non housing services. The legislation of the jurisdiction in which they are located and the community history also has affects on the form of the organisation. The study concluded that the ICHOs performing best were: managing more dwellings (10% of those surveyed manage stock of more than 100 dwellings); located in urban or large regional centres; managing housing in more than one settlement type; and specialising in housing management rather than providing multiple services. Building the capacity of ICHOs requires a focus on financial management, governance structures and decision making skills. One off injections of funds will not resolve these issues.
Project Number: 80316
Research Theme(s): Indigenous housing, Public and community housing
Project Leader: Anda, Martin
Funding Year: 2005
Research Centre: Western Australia
This research examined the organisation capacity of ICHOs. It analysed data from the 2006 Community Housing and Infrastructure Needs Survey, conducted telephone surveys with 69 ICHOs, and completed an in-depth qualitative evaluation of 22 of these.
The key findings of the research are:
- The ICHO sector is heterogeneous, varying by location, size, whether the organisation delivers non-housing services, legislation of the jurisdiction, and unique community history.
- ICHOs managing more dwellings (10% of ICHOs manage 100 plus stock) tend to perform better than those managing fewer dwellings.
- ICHOs in urban or large regional centres (47%) tend to perform better than average, and those in extremely remote locations, worse than average.
- ICHOs managing housing in more than one settlement type tend to perform better, regardless of location.
- ICHOs that specialise in housing management (12 out of 68), rather than managing multiple types of service (e.g. support and community services), tend to perform better.
- Building the capacity of ICHOs requires a focus on financial management, governance structures and decision making skills. A once-off injection of funds will not resolve such issues.