Tell us about the first time you heard about Housing All Australians.
Silvio: We first heard about Housing All Australians at an industry breakfast where we heard Robert speak. You could really feel his heart and passion for the cause.
We all knew there was a housing crisis in Australia, but beyond the government’s efforts, we hadn’t seen anyone truly tackling it head-on.
Robert’s speech really grabbed our attention. He shared about the Undercover documentary they were working on, and that’s what sparked our interest.
After that, we approached Robert and told him we’d like to be involved in some way, what would that look like? And so that was our introduction. That documentary has since gained a lot of attention, even getting on Netflix. We’ve shared it with many people, and it really tells the story.
When you first heard about the concept of pop-up shelters, what was your first thought?
Silvio: Well, as an idea, you think, oh, that’s awesome. What a great idea. And then all of a sudden, your mind goes into “how is that possible?”. You know, with planning regulations, insurance, who’s going to do it? And then all the hurdles start to come up logistically in your mind on how that’s going to be delivered.. However, then you start to break it down, and as you get a little bit more involved, and speak to Robert a little bit more, you start to realise that these hurdles are actually only hurdles. You’ve got to just get over them. They’re not monumental walls that you can’t scale. So, you start to see it’s actually doable.
And that’s where you start to get excited because you can see that there is potential. That there is a possibility for these pop-up shelters to actually become a reality, and be able to move people from a park bench and into some accommodation that’s, you know, safe and warm at the very least.
What motivated you to get involved with the Emerald Street project?
Silvio: As an organisation, my two brothers and I have always felt that our purpose extends beyond just business. It’s in our DNA to do projects like this. Our faith background challenges us to look beyond business and our immediate family, and consider what we can do for the community.
We’re always having discussions about what’s within our responsibility and what we can do with what we have to make a difference. It’s something we always keep an eye out for.
We’ve often helped with international initiatives, but this time it was in our own backyard. And you know, you really have to fix your own backyard first before looking at someone else’s.
So there was an opportunity there (with Emerald Street) that we saw that was very much within our wheelhouse, because we’re builders, with the ability for us to connect into the wider community of our business network.
So, we tested it out a little bit. I just went out to some suppliers and trades and said, guys, look, we’re thinking about this (we hadn’t committed at this stage), would you get involved? And we just got an overwhelming response of absolutely. What do you need? So, once we started to get that response, we thought, well, this is actually doable.
So they introduced us to the Emerald Street project, and it was 31 apartments, but during the first meeting, they said to us, guys, we only want you to do eight, just the first eight. But once we got started, it just made sense for us to continue and complete all 31. It just felt natural to continue. The momentum was there, and it was a great experience.
Being a family business, considerably smaller than the likes of Mirvac or Metricon, the project must have been a huge commitment.
Silvio: We’re definitely not on the same scale as those guys. But it’s all about the willingness to step up and do it.
It was an interesting time because when you’re going through contracts (for paid jobs), especially if you’re one of these bigger companies, the contracts can be a bigger hurdle than actually doing the job.
So, we were working through the contracts together (for Emerald Street) with the project manager, Nicole, and a couple of others in the organisation. And by this point, we had already started on site. So, we were working through them, and it was literally getting to a point where we were like, look, guys, this contract’s a little bit irrelevant now. Just whatever you want, just sign it and it’s fine. So, we just got over that bit and sort of just, you know, as Robert says, just got shit done. We’re all about that. Just get the shit done. It’s easier.
What was your experience like working on the project as the business owner?
Silvio: My involvement in the project was very much about overseeing. I had a sort of construction manager role. We also have a maintenance division within our group, so they took on a lot of the day-to-day, aside from the few big days that we had on weekends. But we just managed it at a high level.
We also made it a company-wide effort, involving all of our staff. Everyone was unanimous about helping. It was a really practical way for our staff and ourselves to actually get involved and get our hands dirty, because that always gives one ownership when that happens, which is a really nice thing, as opposed to, oh, this is just something that our company is doing.
I think when someone comes with a generous heart and is happy to give up their time, some resources etc, there’s a bigger purpose at play rather than we’re just here to do a job. So that momentum started with all the trades involved in the project, and it really just started to take on a life of its own. We just had a great experience.
We also knew we needed to condense it, though, so it didn’t become a thorn in everybody’s side, because that can happen. Everyone says yes, and then it starts to drag on, three months, six months etc. and they’re like, oh, gosh, I still got to go back to that place that they’re not paying me for, and then you lose the momentum, the spark around it, that fuzzy, warming, warm feeling and the excitement. So, we knew we just really had to condense it and said, guys, we’re going to do it. We’ve committed. Let’s make it happen in the shortest period of time possible. And I felt that was probably the key to actually getting to the end of it and delivering it well, because it was only for a short period of time.
What kind of feedback did you get from your subcontractors? Did they have a good experience, and are they ready to help again next time?
Silvio: All of them. All of them said it was fantastic.
When we had the big handover day where, you know, we put some food on, everyone (trades, residents, other project stakeholders) came, and it was a bit of a celebration, you couldn’t get more warm and fuzzy than that day.
And seeing people move into those apartments was worth so much more than just getting paid to do a job. You know, you see these people’s lives transformed, and that’s really what it was about. Seeing the real impact a project like this can have on people’s lives.
A lot of times, we build, get paid for it, and you leave the buildings empty, and you just never see it again. This one here, you sort of start to see what life it takes on afterwards. And that was the reward for everybody, you know?
And everyone who participated said, if you do this again, we’re in.
Do you think other companies should get involved?
Silvio: Absolutely. Other companies, individuals, suppliers, anyone with the ability to help should get involved. Because I do believe this problem belongs to all of us. It’s not a problem where you say, “oh, this is not my issue”.
It’s an industry issue. Let the industry deal with it. It affects our backyard, our community, and our city.
And there are generational repercussions of the positive influence that this can have on people’s lives and families. I mean, it’s a generational fix. You don’t just fix someone’s night to be warm, although that’s fantastic, and that needs to be done. But it’s the impact on their life for years to come, their children, and their children’s children. And it’s just ongoing. So, the responsibility is everybody’s.
I don’t think anyone’s exempt from talking about it, at the very least. And then whatever you can do, whatever you steward, get on with it and make it happen, because it’s certainly fixable. You know, it’s going to take time. But many hands make light work.
The positive impact back to you as an individual and as a company is off the charts. And what it does for potential residents who are living, you know, in the street or in their car or caravan, it’s just unexplainable. I think everybody should get into it.
And more so, the building industry needs to get into it, because it’s in their wheelhouse. We’re not trying to fix the automotive industry. This is the building industry. It’s stuff we can do. It’s easy. Just do it. Just get on with it.
How do you personally feel about the homelessness and housing crisis in Australia?
Silvio: It’s devastating to see, especially when you start to get involved and understand the enormity of the problem. We can easily go through life thinking, “I’ve got my family, my friends, everyone has a job, everyone is managing their own challenges.” But no one really thinks about homelessness unless you step into that world and see what it truly looks like. It’s a confronting issue.
You begin to realize how deeply people’s lives are affected by it. This problem needs to be addressed from many angles. The government is doing its part. Whether we agree with how it’s being done or not, they’re trying. But private enterprise needs to step up, too.
You know, if you aim to fix one percent at a time, you’ll eventually start to get momentum. Momentum is where this thing needs to get. Whether it’s fixing one apartment or thirty-one apartments. You’ve got to get momentum in this industry to mobilise the thousands and thousands of people that can actually make a difference.
There’s that part of you that makes you want to put the homeless people you see on the street in your car, take them home, and help them get back on their feet one by one, but that’s just not a practical thing to do. To really solve the issue, we need all sectors to get involved and work together collectively. Otherwise, we’re going to end up like overseas. There are going to be tent towns that are on the sides of our freeways that house 10,000 people, because that’s what’s happening overseas. Because people have to live somewhere.
I think we should learn from what’s happening overseas and say, well, how did they get there? How did they get to this point? Because rewinding the clock back from that problem is almost an impossible task. I don’t think there’s an answer for that. But we are maybe 20, 30 years recursive to that. So I think now is definitely the time to be doing something. It’s critical.
I agree with what Housing All Australians is doing. I agree with what the government’s trying to do. Are there better ways? I’m sure there are always better ways, but we’ve got to do something. Let’s start with something and build and improve on that.
Any closing messages you’d like to share that you haven’t already?
Silvio: I just think you need to have compassion. People need to have a compassionate heart at the very least, because that compassion will start something.
If you’re compassionate about something, then you become passionate about something, and then you can mobilise it into creating an outcome. If you just say, look, this is not my issue. Well, then, you know what? Just do your own life and don’t worry about it. Don’t live in community. I just think it starts with a bit of compassion, and then you can move on from there.