The Business Case for Social Housing as Infrastructure

AHURI Final Report No. 312, Australian Housing and Urban Research Institute Limited, Melbourne, DOI:10.18408/ahuri-5314201

111 Pages Posted: 3 Jun 2019

See all articles by Todd Denham

Todd Denham

affiliation not provided to SSRN

Jago Dodson

Centre for Urban Research

Julie Lawson

RMIT University

Date Written: May 15, 2019

Abstract

Compared to standard infrastructure assessments, establishing social housing outcomes are more complex and multifaceted. This research investigated various business case frameworks for funding social housing as infrastructure, including using cost-benefit analysis (CBA) and other alternatives, in order to develop stronger analytical methodologies.

The ‘avoided cost’ approach estimates whole-of-government savings across portfolios, avoiding assigning financial value to the ‘intangible’ dimensions of housing that a CBA would typically calculate. The ‘housing adjusted life years’ (HALY) methodology sees social housing as a welfare/ public health intervention which improves life expectancy and quality of life.

Keywords: social housing, infrastructure, cost benefit analysis, business cases, investment

JEL Classification: H43, I31, I38, P43, R31, R38

Suggested Citation

Denham, Todd and Dodson, Jago and Lawson, Julie, The Business Case for Social Housing as Infrastructure (May 15, 2019). AHURI Final Report No. 312, Australian Housing and Urban Research Institute Limited, Melbourne, DOI:10.18408/ahuri-5314201, Available at SSRN: https://ssrn.com/abstract=3388445

Todd Denham (Contact Author)

affiliation not provided to SSRN

Jago Dodson

Centre for Urban Research ( email )

124 La Trobe Street
Melbourne, 3000
Australia

Julie Lawson

RMIT University ( email )

124 La Trobe Street
Melbourne, 3000
Australia

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