{ "entity_id": "B-001972", "folder": "Australian-Housing-&-Urban-Research-Institute", "name": "Australian Housing & Urban Research Institute", "type": "Statutory Agreement Body", "jurisdiction": "Commonwealth", "portfolio": "Treasury", "website": "http://www.ahuri.edu.au", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": false, "has_vision": false, "has_kpi_targets": false, "has_kpi_results": false, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 7, "n_kpi_targets": 0, "n_kpi_results": 0, "n_outcomes": 0, "verified_own_data": false }, "strategy_profile": { "status": "needs_review", "confidence": "low", "summary": "", "official_site_url": "http://www.ahuri.edu.au", "source_documents": [ { "type": "strategie", "title": "VIEW HERE", "url": "https://www.ahuri.edu.au/sites/default/files/documents/2023-01/Strategic%20Plan%202022-2027_FA-lores%20singles_0.pdf", "period": "2023", "confidence": "medium" }, { "type": "corporate_plan", "title": "Corporate Plan", "url": "https://www.ahuri.edu.au/sites/default/files/documents/2023-01/Strategic%20Plan%202022-2027_FA-lores%20singles_0.pdf", "period": "2023", "confidence": "high" } ], "purpose": null, "vision": null, "strategic_priorities": [], "values": [], "outcomes": [], "performance_measures": [], "document_alignment_terms": { "must_support": [], "watch_terms": [], "avoid_claiming_without_evidence": [] }, "review_note": "No current official strategy document has been verified yet." }, "global_initiatives": null, "strategy": null, "ideas": [ { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 14]\nGovernance\nNational governance is complex\nJoint Council:\nNational Cabinet\nand Coalition of Closing the Gap\nNational Housing\nAboriginal and strategy and National Cabinet\nand Homelessness Plan\nTorres Strait priority reforms\nIslander Peak\nOrganisations\nCurrent housing\nprograms\nNational\nCommonwealth National Housing and\nAustralian and\nHousing Policy Treasury Housing Supply Homelessness\nTorres Strait\nPartnership and Affordability Ministerial\nIslander Housing\nCouncil Council\nAssociation National Indigenous\nAustralians Agency\nIndigenous Business\nAustralia\nHousing Sector\nStrengthening Department of\nPlan Social Services\nHousing Australia\nState and territory housing administrations and Indigenous advisory/partnership entities\nKey\nGovernance arrangement\nCurrent strategy/policy\nCurrent institutions\nEvolving policy\n9 AHURI Final Report No.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "reviews/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strai.pdf (http://www.ahuri.edu.au/sites/default/files/documents/2026-02/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strait-Islander-housing-in-Australia_.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 14]\nGovernance\nNational governance is complex\nJoint Council:\nNational Cabinet\nand Coalition of Closing the Gap\nNational Housing\nAboriginal and strategy and National Cabinet\nand Homelessness Plan\nTorres Strait priority reforms\nIslander Peak\nOrganisations\nCurrent housing\nprograms\nNational\nCommonwealth National Housing and\nAustralian and\nHousing Policy Treasury Housing Supply Homelessness\nTorres Strait\nPartnership and Affordability Ministerial\nIslander Housing\nCouncil Council\nAssociation National Indigenous\nAustralians Agency\nIndigenous Business\nAustralia\nHousing Sector\nStrengthening Department of\nPlan Social Services\nHousing Australia\nState and territory housing administrations and Indigenous advisory/partnership entities\nKey\nGovernance arrangement\nCurrent strategy/policy\nCurrent institutions\nEvolving policy\n9 AHURI Final Report No.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "reviews/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strai.pdf (http://www.ahuri.edu.au/sites/default/files/documents/2026-02/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strait-Islander-housing-in-Australia_.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 22]\nHow governments can support community-controlled housing\nUnder the national policy commitments to support To build the sector’s capacity, all governments\nthe Indigenous community-controlled housing should:\nsector, each state and territory jurisdiction should\n• fund Indigenous housing peak bodies to\nhave a negotiated plan for growing and sustaining\nlead the development of the sector’s\nits local sector.\nworkforce and provide training, education\nTransferring publicly owned housing needs to be a and support in National Regulatory System\ncore element of the plan to achieve this.28 for Community Housing (NRSCH) registration\nand compliance, housing governance and\nmanagement capabilities\nThese transfer programs should:\n• invest in leadership development, workforce\n• be of sufficient scale to provide a rental income\ntraining pathways, staff remuneration and", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "reviews/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strai.pdf (http://www.ahuri.edu.au/sites/default/files/documents/2026-02/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strait-Islander-housing-in-Australia_.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 22]\nHow governments can support community-controlled housing\nUnder the national policy commitments to support To build the sector’s capacity, all governments\nthe Indigenous community-controlled housing should:\nsector, each state and territory jurisdiction should\n• fund Indigenous housing peak bodies to\nhave a negotiated plan for growing and sustaining\nlead the development of the sector’s\nits local sector.\nworkforce and provide training, education\nTransferring publicly owned housing needs to be a and support in National Regulatory System\ncore element of the plan to achieve this.28 for Community Housing (NRSCH) registration\nand compliance, housing governance and\nmanagement capabilities\nThese transfer programs should:\n• invest in leadership development, workforce\n• be of sufficient scale to provide a rental income\ntraining pathways, staff remuneration and", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "reviews/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strai.pdf (http://www.ahuri.edu.au/sites/default/files/documents/2026-02/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strait-Islander-housing-in-Australia_.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Otherwise it turns into a, not a\nslow-moving train wreck, a very fast-moving train wreck. (Panel Participant 1)\nThe best outcomes in a housing sense are when the focus is on the people in the housing, their\nlife opportunities and life outcomes, and how collectively the various sectors of government,\nservice delivery and non-government service delivery for that matter work together to enhance life\noutcomes. (Participant 8)\nWhat I have seen work abysmally, or not work perhaps is the way to put it, is when you separate out\nasset ownership and management or asset ownership from services, and then you end up in a very\nunhealthy tussle … You don’t have a healthy, competitive tension between going, do I make this\ncommercial decision at the expense of tenant, or do I make this service delivery decision? (Panel\nParticipant 2)", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "reviews/AHURI-Final-Report-453-Administering-Australian-housing-policy_practitioner-pers.pdf (http://www.ahuri.edu.au/sites/default/files/documents/2026-01/AHURI-Final-Report-453-Administering-Australian-housing-policy_practitioner-perspectives_.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Otherwise it turns into a, not a\nslow-moving train wreck, a very fast-moving train wreck. (Panel Participant 1)\nThe best outcomes in a housing sense are when the focus is on the people in the housing, their\nlife opportunities and life outcomes, and how collectively the various sectors of government,\nservice delivery and non-government service delivery for that matter work together to enhance life\noutcomes. (Participant 8)\nWhat I have seen work abysmally, or not work perhaps is the way to put it, is when you separate out\nasset ownership and management or asset ownership from services, and then you end up in a very\nunhealthy tussle … You don’t have a healthy, competitive tension between going, do I make this\ncommercial decision at the expense of tenant, or do I make this service delivery decision? (Panel\nParticipant 2)", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "reviews/AHURI-Final-Report-453-Administering-Australian-housing-policy_practitioner-pers.pdf (http://www.ahuri.edu.au/sites/default/files/documents/2026-01/AHURI-Final-Report-453-Administering-Australian-housing-policy_practitioner-perspectives_.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Otherwise it turns into a, not a\nslow-moving train wreck, a very fast-moving train wreck. (Panel Participant 1)\nThe best outcomes in a housing sense are when the focus is on the people in the housing, their\nlife opportunities and life outcomes, and how collectively the various sectors of government,\nservice delivery and non-government service delivery for that matter work together to enhance life\noutcomes. (Participant 8)\nWhat I have seen work abysmally, or not work perhaps is the way to put it, is when you separate out\nasset ownership and management or asset ownership from services, and then you end up in a very\nunhealthy tussle … You don’t have a healthy, competitive tension between going, do I make this\ncommercial decision at the expense of tenant, or do I make this service delivery decision? (Panel\nParticipant 2)", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "reviews/AHURI-Final-Report-453-Administering-Australian-housing-policy_practitioner-pers.pdf (http://www.ahuri.edu.au/sites/default/files/documents/2026-01/AHURI-Final-Report-453-Administering-Australian-housing-policy_practitioner-perspectives_.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Otherwise it turns into a, not a\nslow-moving train wreck, a very fast-moving train wreck. (Panel Participant 1)\nThe best outcomes in a housing sense are when the focus is on the people in the housing, their\nlife opportunities and life outcomes, and how collectively the various sectors of government,\nservice delivery and non-government service delivery for that matter work together to enhance life\noutcomes. (Participant 8)\nWhat I have seen work abysmally, or not work perhaps is the way to put it, is when you separate out\nasset ownership and management or asset ownership from services, and then you end up in a very\nunhealthy tussle … You don’t have a healthy, competitive tension between going, do I make this\ncommercial decision at the expense of tenant, or do I make this service delivery decision? (Panel\nParticipant 2)", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "reviews/AHURI-Final-Report-453-Administering-Australian-housing-policy_practitioner-pers.pdf (http://www.ahuri.edu.au/sites/default/files/documents/2026-01/AHURI-Final-Report-453-Administering-Australian-housing-policy_practitioner-perspectives_.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "[Page 69]\nAppendix 2: Research projects that may be relevant to the project objectives\nTable A 2: Relevant research projects\nProject Centre Institution Year\nSCOPE Access Home Modifications Case Study SCOPE Access - 2013\nPerson-Centred Approaches to Private Housing for People with Disability:\nDisability policy and research working group QUT/UniQld 2014\nImpediments, Difficulties and Opportunities\nReport of Audit of Disability Research in Australia Centre for Disability, Research and Policy University of Sydney 2014\nAddressing the housing needs of participants is critical to NDIS success Centre for Applied Disability Research - 2015\nWA HACC Home Modifications and Assistive Technology Project Independent Living Centre Curtin University 2015\nBuilding Occupants Survey System Australia (BOSSA) Faculty of Architecture, Design & Planning University of Sydney 2016", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/Housing-for-people-with-disability-evidence-review-of-post-occupancy-evaluation-.pdf (https://www.ahuri.edu.au/sites/default/files/migration/documents/Housing-for-people-with-disability-evidence-review-of-post-occupancy-evaluation-instruments.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "[Page 69]\nAppendix 2: Research projects that may be relevant to the project objectives\nTable A 2: Relevant research projects\nProject Centre Institution Year\nSCOPE Access Home Modifications Case Study SCOPE Access - 2013\nPerson-Centred Approaches to Private Housing for People with Disability:\nDisability policy and research working group QUT/UniQld 2014\nImpediments, Difficulties and Opportunities\nReport of Audit of Disability Research in Australia Centre for Disability, Research and Policy University of Sydney 2014\nAddressing the housing needs of participants is critical to NDIS success Centre for Applied Disability Research - 2015\nWA HACC Home Modifications and Assistive Technology Project Independent Living Centre Curtin University 2015\nBuilding Occupants Survey System Australia (BOSSA) Faculty of Architecture, Design & Planning University of Sydney 2016", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/Housing-for-people-with-disability-evidence-review-of-post-occupancy-evaluation-.pdf (https://www.ahuri.edu.au/sites/default/files/migration/documents/Housing-for-people-with-disability-evidence-review-of-post-occupancy-evaluation-instruments.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 37]\nPillar 3 Pillar 4\nGrowth and development of a Enhanced housing tenure\nsustainable Indigenous community- security and choice\ncontrolled housing sector\n3.1 Develop and fund an Indigenous community- 4.1 Governments to actively promote and\ncontrolled housing sector and workforce facilitate culturally appropriate (individual and\ndevelopment strategy that reflects jurisdictional collective) home ownership tenure pathways\nand geographic differences in organisational and to meet demand\nservice delivery models\n4.2 Protect and facilitate rental access and\n3.2 Progressively and sustainably increase the security in all jurisdictions by:\nhousing stock owned and managed by the\nIndigenous community-controlled housing • Strengthening anti-discrimination\nsector—including by investing in new housing and legislation\nappropriate transfers of public housing and land", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "reviews/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strai.pdf (http://www.ahuri.edu.au/sites/default/files/documents/2026-02/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strait-Islander-housing-in-Australia_.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-001972", "entity_name": "Australian Housing & Urban Research Institute", "folder_name": "Australian-Housing-&-Urban-Research-Institute", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 37]\nPillar 3 Pillar 4\nGrowth and development of a Enhanced housing tenure\nsustainable Indigenous community- security and choice\ncontrolled housing sector\n3.1 Develop and fund an Indigenous community- 4.1 Governments to actively promote and\ncontrolled housing sector and workforce facilitate culturally appropriate (individual and\ndevelopment strategy that reflects jurisdictional collective) home ownership tenure pathways\nand geographic differences in organisational and to meet demand\nservice delivery models\n4.2 Protect and facilitate rental access and\n3.2 Progressively and sustainably increase the security in all jurisdictions by:\nhousing stock owned and managed by the\nIndigenous community-controlled housing • Strengthening anti-discrimination\nsector—including by investing in new housing and legislation\nappropriate transfers of public housing and land", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "reviews/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strai.pdf (http://www.ahuri.edu.au/sites/default/files/documents/2026-02/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strait-Islander-housing-in-Australia_.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] } ], "legislation_administered": [], "artifacts": [ { "category": "strategies", "year": "2023", "url": "https://www.ahuri.edu.au/sites/default/files/documents/2023-01/Strategic%20Plan%202022-2027_FA-lores%20singles_0.pdf", "file": "strategies/Strategic-20Plan-202022-2027_FA-lores-20singles_0.pdf", "bytes": 4643875, "link_text": "VIEW HERE" }, { "category": "reviews", "year": "2026", "url": "http://www.ahuri.edu.au/sites/default/files/documents/2026-02/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strait-Islander-housing-in-Australia_.pdf", "file": "reviews/AHURI-Final-Report-457-A-framework-for-the-future-of-Aboriginal-and-Torres-Strai.pdf", "bytes": 10958126, "link_text": "FULL PUBLICATION" }, { 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