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.
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