Housing Australia, the agency responsible for delivering Prime Minister Anthony Albanese’s flagship housing initiative, continues to face significant challenges as it strives to meet its ambitious goals. Tasked with constructing 40,000 homes by mid-2029, the agency has so far completed fewer than 4 percent of that target, according to a recent assessment by the auditor-general, Caralee McLeish, who noted “considerable uncertainty” over the agency’s ability to meet its deadlines.

A review commissioned by the Treasury in July and conducted by former New South Wales Roads and Maritime Services chief executive Ken Kanofski, with assistance from consultancy KordaMentha, highlighted ongoing issues within Housing Australia. The report found that the agency lacks clear accountability structures for delivery, indicating that leadership has not fully taken responsibility for the shortfall in house construction.

The findings coincided with the appointment of a new chair, Ann Sherry, who assumed the role last month. Sherry, previously chief executive of Carnival Australia, also holds positions on the National Australia Bank board and as chancellor of Queensland University of Technology. Known for her strategic leadership and ability to manage complex organisations, Sherry inherits an agency described as “struggling,” with previous leadership approaches reportedly less effective.

Earlier this month, CEO Scott Langford began a second extended leave period to attend to a serious family health matter. In his absence, Sherry has appointed Queensland’s deputy director-general of social and affordable housing growth, Sarah Amos, as acting CEO from October 12 until Langford’s return early next year. The move to bring in an external interim leader has raised questions about confidence levels in the agency’s current executive team, with reports that at least one key executive had been persuaded not to resign amid internal uncertainty.

Kanofski’s review also recommended the creation of a deputy CEO position specifically to manage the housing delivery unit, a role that remains unfilled. Observers will closely watch whether this post is allocated externally or filled from within the organisation.

The report warns of a heavy workload ahead, projecting that the number of projects requiring board approval will peak between October and January, potentially exceeding 20 projects monthly. With four to five board meetings scheduled during that period, the board and its Investment Committee face a significant administrative burden.

While Sherry’s leadership is seen as a stabilising factor, Housing Australia still faces “choppy waters” as it works to overcome internal management issues and accelerate progress towards its housing targets in the coming months.