Australia’s housing and infrastructure systems face critical capability gaps.
Below is the evidence shaping our sector, drawn from the reports we read closely. Read together, it explains why coordinated, community-led delivery matters, and why we built Hunter Boorn to do it.
Indigenous businesses create $42.6 billion of social value each year. Every dollar of revenue generated by Indigenous businesses equates to $3.66 of economic and social value.
Social housing is public infrastructure. It’s as important as transport and education and healthcare, because if people don’t have a stable and affordable home, there are libraries of evidence to demonstrate you get worse outcomes.
Delivering new supply requires coordinated action across multiple parties, including councils, community housing providers, state agencies, financiers, developers and the construction sector.
The NSW Government’s analysis identified 31 formal partnerships. Of these, 80% met the membership element, 42% met formal agreements, 55% met decision-making, and only 23% met the funding element.
To overcome these barriers, both industry and government must rethink how they engage and partner with Indigenous businesses. Meaningful engagement should be embedded at every level of an organisation.
A lack of internal capacity and capability across the system remains one of the most significant barriers to accelerating new supply.
Low income and First Nations households will be hardest hit by climate change.
Projects that fail to establish clear roles, responsibilities and risk allocation early are more likely to experience delays, cost overruns or failure to proceed.
The community has the vision. The funding exists. The design talent is here. What’s missing is the bridge: the people who hold the pieces together so the project actually gets built.
Seven case studies show this evidence on the ground, from Good-JIN-Bah in construction to the funding secured for Aunty Ruth’s Place. Nothing about a community goes public without their sign-off.
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