Agency specific objectives and performance

Annual Report 2024-25

Lead

Model a strong, fair and inclusive housing system that delivers on community expectations

No	Indicators	Performance
1.1	Transparently and accountably meet housing needs and deliver value for money	The Public Housing Improvement Program (PHIP) has delivered 156 newly constructed properties to public housing stock this financial year. PHIP also returned 173 vacant properties to public housing stock with the completion of major renovations. The Better Neighbourhoods Program delivered 72 new homes into public housing stock. The BNP will complete the remaining 85 of its 4-year target of 229 homes in 2025-26. The Better Housing Future program delivered the first 20 new homes of the targeted 128, with the remainder anticipated for completion in 2025-26 Introduction of the Rent-to-Buy Affordable Housing Initiative will provide a pathway for eligible long-term renters to enter into home ownership.
1.2	A culture of collaboration, inclusivity and diversity is supported and rewarded	The Public Housing Disability and Accessibility Business Plan has been approved to deliver appropriate housing services to people with accessibility needs. The Trust launched our Innovate Reconciliation Action Plan (RAP) 2024-2026, continuing our commitment to strengthening our relationships with Aboriginal and Torres Strait Islander communities across South Australia. Two all-staff forums were held so that all staff had an opportunity to hear from their leaders about updates on the current housing issues, key projects and milestones. Staff also participated in an online question-and-answer session with the Executive Team. The Trust recognised the importance of Aboriginal and Torres Strait Islander cultures and histories including celebrating Reconciliation Week and NAIDOC week.

Indicators

Performance

1.1

Transparently and accountably meet housing needs and deliver value for money

The Public Housing Improvement Program (PHIP) has delivered 156 newly constructed properties to public housing stock this financial year. PHIP also returned 173 vacant properties to public housing stock with the completion of major renovations.

The Better Neighbourhoods Program delivered 72 new homes into public housing stock. The BNP will complete the remaining 85 of its 4-year target of 229 homes in 2025-26.

The Better Housing Future program delivered the first 20 new homes of the targeted 128, with the remainder anticipated for completion in 2025-26
Introduction of the Rent-to-Buy Affordable Housing Initiative will provide a pathway for eligible long-term renters to enter into home ownership.

1.2

A culture of collaboration, inclusivity and diversity is supported and rewarded

The Public Housing Disability and Accessibility Business Plan has been approved to deliver appropriate housing services to people with accessibility needs.

The Trust launched our Innovate Reconciliation Action Plan (RAP) 2024-2026, continuing our commitment to strengthening our relationships with Aboriginal and Torres Strait Islander communities across South Australia.

Two all-staff forums were held so that all staff had an opportunity to hear from their leaders about updates on the current housing issues, key projects and milestones. Staff also participated in an online question-and-answer session with the Executive Team.

The Trust recognised the importance of Aboriginal and Torres Strait Islander cultures and histories including celebrating Reconciliation Week and NAIDOC week.

Excel

Equip our people to provide efficient and effective services for our customers

No	Indicators	Performance
2.1	Creating a learning and achievement culture, supported by an agile workforce	The Trust has focused on building leadership capabilities in relation to employee wellbeing concerns through the provision of Managing Wellbeing – Leader’s training. A Service Recognition Guideline was implemented following staff feedback, recognising employees for their service and contribution to the organisation and encouraging a culture of support and recognition. The Trust remains committed to preventing gendered abuse and advancing gender equality in the workplace with the Executive Leadership Team signing the White Ribbon Operational Plan (2025–2030). Cultural immersion workshops were delivered to senior leaders and front-line service managers to build cultural capability and encourage deeper learning.
2.2	Modernise our systems and processes to improve access and choice for customers	The Murray Bridge office received significant upgrades to the customer-facing areas and shared facilities, including the meeting room and kitchen. The office functions were temporarily located while the work was undertaken, with the project informed by prior office upgrades, security assessments and feedback from staff and customers. The Vacancy Program – Vacancy Management Allocations Project increased the allocation of houses by undertaking proactive readiness checks with customers on the single housing register, enabling fast identification of prospective tenants when properties are handed over from maintenance, including moving to offers and allocations outside of business hours. A new Vacancy Assessment team assessed over 500 properties since May 2025, with approximately 23% returned within 9 working days as Early Access homes, homes that meet the minimum housing standards and can be renovated while tenanted. Our vacant property numbers continue to trend down.

Indicators

Performance

2.1

Creating a learning and achievement culture, supported by an agile workforce

The Trust has focused on building leadership capabilities in relation to employee wellbeing concerns through the provision of Managing Wellbeing – Leader’s training.

A Service Recognition Guideline was implemented following staff feedback, recognising employees for their service and contribution to the organisation and encouraging a culture of support and recognition.

The Trust remains committed to preventing gendered abuse and advancing gender equality in the workplace with the Executive Leadership Team signing the White Ribbon Operational Plan (2025–2030).

Cultural immersion workshops were delivered to senior leaders and front-line service managers to build cultural capability and encourage deeper learning.

2.2

Modernise our systems and processes to improve access and choice for customers

The Murray Bridge office received significant upgrades to the customer-facing areas and shared facilities, including the meeting room and kitchen. The office functions were temporarily located while the work was undertaken, with the project informed by prior office upgrades, security assessments and feedback from staff and customers.

The Vacancy Program – Vacancy Management Allocations Project increased the allocation of houses by undertaking proactive readiness checks with customers on the single housing register, enabling fast identification of prospective tenants when properties are handed over from maintenance, including moving to offers and allocations outside of business hours.

A new Vacancy Assessment team assessed over 500 properties since May 2025, with approximately 23% returned within 9 working days as Early Access homes, homes that meet the minimum housing standards and can be renovated while tenanted.
Our vacant property numbers continue to trend down.

↑ Back to Top

Renew

Invest in sustainable housing to provide greater choice and better customer outcomes that support State growth

No	Indicators	Performance
3.1	Portfolio planned housing matched to customer needs	The Trust are progressively upgrading walk-up flat complexes to provide modernised internal features and improved amenities and tenant safety. 236 flats were completed across 4 sites in Findon, Gilberton, Hawthorn and Henley Beach South. A commitment to build a further 100 gold-standard accessibility houses over 4-years was made to meet the needs of customers requiring enhanced accessibility features. New public housing continued to be delivered through the Neighbourhood Renewal Program, in Blair Athol, Woodville Gardens and Playford Alive. Energy efficiency upgrades completed to 147 homes, with a further 523 committed under the Social Housing Energy Performance Initiative.
3.2	Develop effective industry partnerships to increase investment, innovation and housing outcomes	The Trust and the South Australian Aboriginal Community Controlled Organisation Network (SAACCON) continue to meet bi-monthly, and are committed to the establishment of South Australia’s first Aboriginal Housing Peak Body. Ongoing partnerships with community housing providers has increased social housing stock numbers via the Renewing our Streets and Suburbs and the Better Places Stronger Communities programs, the Community Housing Asset Renewal Program, and the Social Housing Accelerator Payment Partnered with Renewal SA to commence civil construction and development activity on Seaton and Noarlunga Urban Renewal projects

Indicators

Performance

3.1

Portfolio planned housing matched to customer needs

The Trust are progressively upgrading walk-up flat complexes to provide modernised internal features and improved amenities and tenant safety. 236 flats were completed across 4 sites in Findon, Gilberton, Hawthorn and Henley Beach South.

A commitment to build a further 100 gold-standard accessibility houses over 4-years was made to meet the needs of customers requiring enhanced accessibility features.

New public housing continued to be delivered through the Neighbourhood Renewal Program, in Blair Athol, Woodville Gardens and Playford Alive.

Energy efficiency upgrades completed to 147 homes, with a further 523 committed under the Social Housing Energy Performance Initiative.

3.2

Develop effective industry partnerships to increase investment, innovation and housing outcomes

The Trust and the South Australian Aboriginal Community Controlled Organisation Network (SAACCON) continue to meet bi-monthly, and are committed to the establishment of South Australia’s first Aboriginal Housing Peak Body.

Ongoing partnerships with community housing providers has increased social housing stock numbers via the Renewing our Streets and Suburbs and the Better Places Stronger Communities programs, the Community Housing Asset Renewal Program, and the Social Housing Accelerator Payment

Partnered with Renewal SA to commence civil construction and development activity on Seaton and Noarlunga Urban Renewal projects

Modernise

Make it easier for South Australians to get the housing assistance they need, when they need it, for the time they need it

No	Indicators	Performance
4.1	Assist customers to achieve independence and meet their housing aspirations	The Vacancy Program – Early Access Project has enabled tenants to be allocated to housing more quickly, with non-essential maintenance being programmed for a later date. Transitional Accommodation Centres at Port Augusta and Ceduna provide critical temporary housing and services to support Aboriginal cultural mobility in regional and remote areas. 235 properties settled to eligible affordable homebuyers through the Affordable Housing Initiative. A total of 424 affordable homes have been sold exclusively to eligible affordable applicants since the program’s inception.
4.2	Implement local solutions that improve the outcomes for our customers and the communities they live in	The Port Pirie Lead Abatement Project continues to support the remediation of public housing in Port Pirie by reducing the impacts of lead contamination and lead based dust ingress, with 51 homes completed to date. The Wali Wiru program was expanded to Whyalla to provide culturally appropriate supports for tenants from Anangu Pitjantjatjara Yankunytjatjari lands and other remote areas The Trust is undertaking community engagement with far remote Aboriginal communities, consulting on local priorities to implement the Housing Australia Future Fund (HAFF) Acute Housing Measure: Repairs, maintenance and improvements of housing in remote Indigenous communities.

Indicators

Performance

4.1

Assist customers to achieve independence and meet their housing aspirations

The Vacancy Program – Early Access Project has enabled tenants to be allocated to housing more quickly, with non-essential maintenance being programmed for a later date.

Transitional Accommodation Centres at Port Augusta and Ceduna provide critical temporary housing and services to support Aboriginal cultural mobility in regional and remote areas.

235 properties settled to eligible affordable homebuyers through the Affordable Housing Initiative. A total of 424 affordable homes have been sold exclusively to eligible affordable applicants since the program’s inception.

4.2

Implement local solutions that improve the outcomes for our customers and the communities they live in

The Port Pirie Lead Abatement Project continues to support the remediation of public housing in Port Pirie by reducing the impacts of lead contamination and lead based dust ingress, with 51 homes completed to date.

The Wali Wiru program was expanded to Whyalla to provide culturally appropriate supports for tenants from Anangu Pitjantjatjara Yankunytjatjari lands and other remote areas

The Trust is undertaking community engagement with far remote Aboriginal communities, consulting on local priorities to implement the Housing Australia Future Fund (HAFF) Acute Housing Measure: Repairs, maintenance and improvements of housing in remote Indigenous communities.

↑ Back to Top

Transform

Design and deliver new homelessness service models with our partners to assist people to remain in or achieve sustained housing

No	Indicators	Performance
5.1	Respond quickly and appropriately to emergency, short-term and ongoing housing needs	The Vacancy Program – Rapid Vacancies Project is targeting properties with more maintenance work required to return to accommodation standards, increasing the turnaround time to ensure properties can be allocated quicker. The Emergency Accommodation Program provided over 4,000 at risk customers with financial assistance to secure nearly 84,000 nights of safe temporary accommodation
5.2	Improved collaboration and strengthened responses across all levels of government and the community sector	The management of key service functions at the Transitional Accommodation Centres was transferred to Aboriginal Business Enterprises, enabling economic growth for Aboriginal businesses whilst building cultural capability in service delivery. The community housing sector is a key partner for the Trust in delivering social and affordable housing under federal funding initiatives, including the Housing Australia Future Fund Facility. The sector is undertaking over $560M in development projects to increase the supply of social housing and affordable housing in South Australia.

↑ Back to Top