Presentation on theme: "GOING HOME STAYING HOME SHS Awareness Sessions Morning Session"— Presentation transcript:
1GOING HOME STAYING HOME SHS Awareness Sessions Morning Session May/June 2013
2Welcome and Introduction Session Objectives Update GHSH reforms (FACS) NSW Homelessness Action Plan (HAP) Evaluation Presentation (FACS)GOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
3Going Home Staying Home ReformAwareness SessionsI would like to provide a quick update on the GHSH progress to date and current status of the Reform work.
4Innovation Fund Focus on service redesign EOIs closed 19 April 2013 Successful projects announcement planned for June 2013Innovation FundInnovation Funding has been provided through Commonwealth NPAH funds - $2 million were set aside for this purpose. Innovation funding is for providers to scope, plan and pilot new service delivery models.The EOI closed 19 April.112 applications were received.Assessment process is underway and the decision is expected to be announced in June 2013.
5Industry Partnership & Industry Development Fund Industry partnership establishedIDF EOI closed on 26 AprilIDF focuses on organisational and structural change17 Initial projects already approvedAn Industry Partnership has been established between Homelessness NSW, Yfoundations and the Women’s Refuge Movement.Housing NSW has finalised a $1.9million funding agreement with this Partnership to develop industry and workforce strategies, as well as tools. The Partnership is also providing advice to services and disbursing an Industry Development Fund. The purpose of the Industry Development Fund is to assist providers in planning and taking preparatory steps towards organisational change overThe Industry Development Fund EOI closed on 26 April. A total of $900k is available for allocation as part of this EOI. 17 early adopters have already been approved. These services will receive $435,000 to reconfigure their services to form collaborations and to better connect services.
6Streamlined AccessPreliminary scope for the state-wide information and referral serviceAccess Practitioner Advisory Group (PAG) establishedAssessment framework completedTesting and consultation on the information, referral and assessment tools to occur mid to late 2013The state-wide information and referral service has been scoped and is undergoing consultation with governance groups.An access practitioner Advisory Group with representatives from DV, adult and youth SHS, and representatives from each of the phone lines, HPIC, YConnect and DV Line has been established.The purpose of the group is to provide practitioner input into the development of access and assessment tools and processes.The first meeting was held in April with discussions on the no wrong door and client information protocolThe assessment framework has been completed and feedback is being sought.The assessment framework will assist in the development of consistent assessment, risk, prioritisation and referral tools and practices.The Practitioner Advisory group will have a key role in this work.We will be testing the information, referral and assessment tools later in this calendar year in selected services.The sector will also be able to provide their feedback through online mechanisms.
7Better Planning & Resource Allocation Short term priorities finalised.A resource allocation model is being developed that identifies service gaps and recommends resource allocation levels by regionShort Term prioritiesWhile the Going Home Staying Home reform plan sets out the main elements of a longer term planning process, the need to disburse the Innovation funds by July 2013 meant there was a need for a shorter process. The key objective of the process was to develop regionally relevant reform priorities aligned with the Going Home Staying Home service delivery framework. The Chairs of RHCs led the identification of up to 5 regional priorities for each of the 15 local health districts in consultation with local stakeholders. These priorities formed part of the assessment process for the Innovation Fund EOI.Resource Allocation ModelA draft resource allocation model is due to be finalised by September A high level resource allocation approach was considered by the Resource Allocation Working Group in April. The scoping of key pieces of work currently underway.
8Industry & Workforce Development Workforce development alliance between Industry Partnership and SHS Learning and Development UnitLong term workforce development planSHS Learning & Development activities continuing with a focus on reformFACS has entered into an industry partnership with the three peak SHS bodies, Homelessness NSW, Yfoundations and Women’s Refuge Movement. The partnership is developing the five year Industry Development Strategy which will set goals and priorities and providing a vehicle to disburse the Industry Development Fund.The first meeting of Workforce Development Alliance was held on 1 March 2013.
9Contracting, Quality & Continuous Improvement Quality assurance system and implementation planScope evaluation strategyContracting is the mechanism to embed reforms from July 2014 onwards. Next steps for contracting (with indicative dates):Determine contracting approach (July 13)Determine pricing approach (July 13)Develop procurement plan (October 13)Quality AssuranceQuality Assurance system is being developed by Bradfield Nyland Group (who developed the National Quality Framework) to support effective contract management. This will be consistent with the National Quality Framework- although details have not yet been finalised, the agreement in principle is that this will include assessment of service standards by an external agency. An important principle is mutual recognition of compliance with quality requirements relating to other funding programs.Evaluation StrategyWork has begun to scope an evaluation strategy for SHS services, but is at an early stage. Further details will be available as this work progresses.ContractingCurrent service specifications have extended for By the end of June 2014, New Service Agreements and new Specifications reflecting the reforms will be put in place. Contracting Approach options are currently being developed to procure the new service agreements. Decisions have not been taken on the preferred approach at this stage. At the same time, work is being developed to identify the preferred pricing model for the new services.Once decisions have been made, both the Contracting Approach and Pricing Model will be announced to the sector.
10Service Delivery Design Interim service delivery design guidelines completedFirst version of fuller guidelines being developed (by May 2013)Awareness sessions for SHS (May/June 2013)Service Delivery Design Guidelines - Outline the preferred service approaches, are informed by evidence including NPAH evaluation, and are supported by training.Interim guidelines were developed to inform Innovation Fund proposals.Draft version of the fuller guidelines has been developed by the Going Home Staying Home Reform Team - outline evidenced based good practice for delivering client-centred approaches according to the four key responses: prevention and early intervention; rapid re-housing; crisis and transitional responses; and intensive responses for complex needs clients.20 awareness raising sessions for Specialist Homelessness Services (SHS) (one in each of the local area FACS districts) are being undertaken during late May/June. These sessions are focussing on the Plan’s Service Delivery Framework and the new Service Delivery Designs
11For more information Website www.housing.nsw.gov.au/GHSH/ Email: Phone:
12NSW Homelessness Action Plan (HAP) Evaluation Strategy – Overview of Findings
13What is the Homelessness Action Plan (HAP)? The NSW Homelessness Action Plan (‘the HAP’) outlines the five year whole-of- government effort to reduce homelessness in NSWThe HAP aimed to drive reform of the NSW homelessness service system through:Increasing the focus on preventionImplementing new approaches to long term housing and supportSupporting coordination and collaboration between servicesThe HAP set the direction for state-wide reform of the broader homelessness service system with a vision that:People never become homelessPeople who have become homeless don’t become homeless againPeople who become homeless don’t become entrenched in the systemThe HAP particularly aimed to increase the focus on prevention.13
14HAP Evaluation Strategy - Overview The HAP has approx 100 initiatives55 projects are commitments under the National Partnership Agreement on Homelessness (NPAH)The challenge: large numbers of projects and diversity in service approachesHAP includes approximately 100 projects, about 55 of which are funded commitments through the National Partnership Agreement on Homelessness (NPAH).These NPAH funded projects are primarily delivered by non government organisations and are spread around the State. They also target different groupsThe key challenge for the Evaluation Strategy was to try and evaluate across all key areas of the HAP.An important focus for the evaluation was whether there was any evidence that reform of the system had been achieved.The evaluation strategy was also designed to identify achievements and provide evidence of effective responses and lessons learnt that should be considered in the future response to homelessness in NSW.14
15Evaluation Strategy – What we Did The HAP Evaluation Strategy included –a self evaluation done by projects themselves,an extended evaluation of 15 selected projects that enable an in depth analysis of different service approaches, andan HAP Evaluation Strategy Summary that brings all evidence together.The service approaches covered by the extended evaluations are: support for women and children escaping domestic violence; youth foyers; support for people exiting institutions; tenancy support to prevent evictions; and, long term housing and support.5 independent consultants undertook the extended evaluations and there is a consistency of findings that gives confidence to the validity of the findings.AHURI is doing the Strategy SummaryStreet to Home longitudinal evaluations are also being undertaken but these will not be finalised until June This will enable better outcome data to be collected on the chronically homeless group.Before presenting some of the key findings from the evaluation, some limitations should be noted and kept in mind when considering the assessment of project outcomes.These include factors such as:The evaluations are a snapshot of a point in timeThere are variations between projects which makes it difficult to compare between service models or approaches15
16Key Service Approaches - What Worked Local coordination groups comprising relevant agenciesProvided clients with a “no wrong” door approachEnabled integrated case planningMaximised the use of local resourcesResponded to the range of needs of a clientIncreased the capacity of staff and servicesCoordination groups needs resourcingThere were some common outcomes in relation to service delivery across the projects.Many of the HAP projects established multi-agency coordination groups as a key mechanism for implementation. The evidence showed that these groups enabled people to get access to the assistance they needed through contact with just one agency, who could then draw on the other services in the coordination group.This is an approach that the evaluators found was consistent with the “no wrong door approach” to addressing homelessness.An important element in this approach was collaborative case planning where available services and resources were matched to client need.This was found to maximise the use of local resources as it minimised the risk of duplication of effort and identified gaps in services. Coordination groups were also found to increase the capacity of services and staff through shared discussion and problem solving, as well as cross agency training.The evaluation found that coordination groups need strong commitment from government and non government agencies as well as agreed processes and resourcing to work effectively.16
17Key Service Approaches - What Worked Access to flexible brokerage funding helped provide a tailored approach to client needsEnabled a client centered approachFacilitated the purchase, as required, of services (e.g. case worker) and goods (household furniture) as part of a case planResponsive, timely approach to resolving critical issues to move a client to housing stability (eg rent arrears)Provided an incentive for service collaboration when combined with integrated case planningA key feature of some HAP projects was the use of flexible brokerage funding. The evaluators found that availability of this funding enabled many elements in a case plan, which were not available through local services, to be implemented.This included the purchase of services (such as counselling or additional case worker time) as well as goods (such as household furniture).It was found that it was important that the allocation of the brokerage funding needed to be done quickly to resolve critical issues, such as removalist costs for a woman leaving a violent partner.The Evaluation also found that flexible brokerage funding linked to case planning provided an incentive for service collaboration as it required services to identify and problem solve issues together prior to any allocation of funding.Clear guidelines for this process and accountability mechanisms for monitoring progress were also found to be crucial to achieving sustainable client outcomes.
18Example – Coordination Groups Riverina Murray Rural Interagency Project4 Coordination GroupsBrokerage applied against areas in agreed case planThe Riverina Murray HAP Project is a good example of a project that used coordination groups and also flexible brokerage.The project was auspiced by Regional Development Australia.There were 4 coordination groups in in Wagga, Griffith, Albury and Deniliquin.This project had a focus both on early intervention and people with complex needs.This slide shows the process for an early intervention response; a referral comes in about a tenancy at risk, the Coordinator sends it to the relevant coordination group and an agency is identified to respond. The coordination group agrees on a case plan and brokerage is allocated if needed..HAP Project Coordination Group Meetings have developed into cohesive groups who support and refer clients to each other’s services.
19Key Service Approaches - What Worked Providing support for the period and intensity that a client neededLinked to an agreed case plan with clear goalsStaged support worked – intensity decreasing over time but capacity to increase if neededLonger periods of consistent support with no one size fits all (e.g. 12 months of support) enabled clients to stabilise housingSupport needed to begin pre-exit for those in institutional settingsThe quality of the relationship between worker and client was critical to successHAP projects provided services to a range of client groups with different needs. It was found that there is no “one size fits all” approach for people who are homeless or at risk of homelessness.For many people staged support worked best, with intensity of support decreasing over time and with the capacity for an increase in support if needed.It was also found to be important that support was able to follow a client if they needed to move between different accommodation types.Longer periods of consistent support (up to12 months) was found to be particularly useful for clients with more complex needs, such as those leaving custody, young people leaving out of home care and women leaving violent relationships.For those in institutional settings the optimum time for commencement of support was found to be prior to exit and was found to assist with establishing housing stability during the immediate post exit time which can often be a time of stress and uncertainty.The Evaluation demonstrated that the quality of the relationship between worker and client could also be critical to success.Employment of Aboriginal workers was identified as having an important role in the engagement and support of Aboriginal people who were homeless or at risk of homelessness.
20Key Service Approaches - What Worked A whole of client/family perspective was needed to reduce the factors contributing to a client’s risk of homelessnessInclusion of a child’s needs in the case plan of a parent/carerThis reduces the drivers of homelessness within the family such as a partner’s gamblingA key element of the approach used in many HAP projects was to consider the clients holistically.The Evaluation found that clients who accessed services had many different drivers for homelessness, such as violence, gambling of a partner or unexpected medical bills for a child.It was found that case planning that considered the circumstances and needs of the whole household achieved more sustainable housing outcomes.The needs of children were also identified as being important to consider in this process. In addition the Evaluation identified evidence that the use of brokerage funding could be beneficial to addressing client needs holistically.
21Key Service Approaches - What Worked Short term investment up front when a tenancy is at riskAn average of 4 months support for clients at risk of eviction helped stabilise their housingBrokerage funding was critical to supporting clients out of a critical situationCase plans which included financial management and a repayment plan builds the capacity of clients to sustain housingEvaluation focused on three services that aim to prevent people at risk of eviction from losing their tenancy and becoming homeless. These were:Tenancy Support Program Far North Coast managed by On Track Community ProgramsTenancy Support Service Mid North Coast managed by Samaritans FoundationCoastal Sydney Aboriginal Tenancy Support Service managed by Mission AustraliaTenancy support programs evaluated under the HAP offered an average of 4 months support for clients at risk of eviction or tenancy failure.Accumulation of rent arrears was identified as the key reason for eviction and access to brokerage funding was found to be helpful in securing a tenancy.The Evaluation also found that payment of arrears needed to be linked to a repayment plan and other financial management support, such as budgeting skills development and debt management.Advocacy and liaison with real estate agents, other landlords and housing providers was found to be important to negotiate rental arrears payment plans. Support to access private rental products and resolve any problems with income support was also found to reduce the risk of future tenancy failure.Access to tenancy advice and legal support was identified to be critical for some people at risk of eviction.
22Key Service Approaches - What Worked Strong relationships with the private rental market (both landlords and agents)Case management approach is not enough to secure housing in the private rental marketTargeted strategies are needed with landlords and real estate agents to build good communication and understanding of the issuesEvidence that these relationships lead to more referrals to services and less evictionsA key feature of many HAP projects was to assist homeless clients to access the private rental market.It was found that a case management approach of individual clients was not always enough to secure housing in the private rental market, as the barriers to access could also lie with the private rental providers.The Evaluation demonstrated that targeted strategies were needed with landlords and real estate agents to build good communication and understanding of the issues for clients. It was also found that these strategies needed to include a strong business focus that demonstrated financial benefits as well as client outcomes.Also, the use of brokerage funding to resolve the financial crisis leading to arrears was found to be useful in the initial engagement with agents.The Evaluation identified that a strategic engagement strategy with the private rental providers not only could increase access to private rental properties but could also lead to real estate agents/landlords becoming more active partners in preventing tenancy failure through making referrals to services when problems in a tenancy were identified.
23Key Challenges in Implementation Availability of affordable housing – problems with support period ending without permanent housing (especially for young people and people exiting institutions)Access to specialised services in regional locations, particularly mental health and alcohol and drug servicesWorkforce development, recruiting and maintaining staff in regional areasCommitment to integrated case management takes time and resourcesLate referrals meant services often worked with Aboriginal people already in crisisThe major challenges relate to lack of supply of affordable housing. Some projects had access to National Building Stimulus Prjects in the first year but these were not available in other years.This created problems with support period ending without permanent housing (especially for young people and people exiting institutions).Projects developed relationships with community housing providers and also with private rental providers to facilitate access to housing and some had quite a lot of success in doing this.There were also problems with access to specialised services such as mental health and alcohol and drug services.Workforce issues were an issue particularly recruiting and maintaining staff in regional areas. Some projects developed their own workers, providing training in case management. Aboriginal trainee positions were also created on the north coast.Building an integrated case management takes time and resources and there were some challenges in getting participation and agreement to processes from all relevant services.There was less success for some projects in doing early intervention work with Aboriginal people; often the referrals only came after an eviction had occurred and so the response needed to be to the crisis.2323
24Next StepsFindings to inform the future directions for homelessness (National arrangements and Going Home Staying Home): How?Evaluation reports on HNSW websiteEvidence notes on service approach findingsStandard power point presentationBriefings for key stakeholdersSummary of findings to inform GHSH Innovation Fund and Industry Fund planningDistribution to Commonwealth and other jurisdictionsApproval is being sought to have all reports publicly released.Summaries of the evaluations are also being prepared.Stakeholder briefings will take place through Regional Homelessness Committees, Premiers Council, GHSH Working groups.The findings will also inform the planning for the GHSH reform and any future national arrangements on homelessness and be shared with the Commonwealth and other jurisdictions.
25SERVICE DELIVERY DESIGN CLIENTPrevention and early interventionIntensive responses for complex needs clientsRapidre-housingFACS recognise that some SHS are delivering services in ways that are consistent with the four core service responsesThis practice influenced the new structure as well as the evidence baseA key aim of the reform is to shift more focus towards preventing people becoming homeless or intervening as early as possible but this is not to the detriment of crisis and transition services – it’s about using resources more efficiently and effectivelyCrisis and transition responseGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
26What makes it different from the current situation? Responses are not tied to crisis beds & allows a SHS to provide a range of care to their clientsAllows a shift to early interventionsArticulates the breadth of existing service approaches and allows for future innovationsConsistent understanding of good practice that can be embedded across SHS service systemThe new service delivery design aims to break down ‘programmatic” barriers whereby a SHS can respond to clients according to their needs; removing the requirement to access a crisis bed before they can receive a serviceAllows services to shift towards early interventionGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
27GOING HOME STAYING HOME SHS Awareness Sessions - Morning Session WHY?Consistent with the evidence of good practice whereby:intervening early to prevent homelessness is often the best outcome and a more effective use of resourcesrapidly re-housing people where possible reduces the time a client spends homelesscrisis and transition responses will always be needed but there can be more effective ways of doing this & follow-up post-crisis support must be embedded into practicetargeted and specialized approaches to people with complex needs can break the cycle of homelessnessGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
28A CLIENT CENTERED APPROACH Fundamental to the new service delivery designResponses built around the needs of the client rather than programmatic responsesClient at the centre of their own careRecognises that individual needs change over time so support must be flexible and portableSHS have reported that a range of client centred models and a flexible approach to service delivery is essentialGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
29TOOLS TO FACILITATE CLIENT CENTERED APPROACH Service IntegrationMulti-agency coordination groupsCLIENTTrauma informed practice modelCase managementPivotal role of case workerConsumer choice & client involvementCollaboration tacticsClient choice – motivational interviewing techniquesFacilitating access to services outside SHSDuration and intensity of supportBrokerage fundingGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
30PREVENTION & EARLY INTERVENTION - SHS Prevention aims to increase awareness of homelessness; andavoid the emergence of risk factors that may ultimately lead to homelessness.Early intervention aims to address individuals and families who are at imminent risk of homelessness through assisting them to maintain personal and housing capacities before a crisis is reached.Both prevention and early intervention aim to prevent homelessness from happening in the first place.However, the role of SHS in primary prevention is limited given that that they neither have the resources nor the mandate to affect structural or service system change. Partnership approaches can therefore be useful in this area of work.GOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
31TYPES OF APPROACHES: Prevention Community awareness / Early identificationPromote awareness of the causes of homelessness & the early warning signsCollaborative or partnership approaches to identify people at risk of homelessness early and appropriately respondCommunity awareness –The range of existing community awareness activity among SHS is quite specific to particular client groups which is discussed below:Youth - raising awareness of youth homelessness by providing the community with information about the risks and support services available was identified by Youth SHS as a strategy that could prevent the escalation of issues leading to homelessness as it increased the likelihood that young people and families needing assistance in the early stages of a crisis would make proactive contact with a service.Many Youth SHS reported that they run community and student awareness programs in local schools to increase knowledge about what programs are offered to young people experiencing or at risk of homelessness.Many Youth SHS are engaged in the Love Bites program which is widely recognised as a successful program through which to educate young people about healthy relationships.In the context of domestic violence, prevention activities aim to provide a means through which community understanding of domestic violence and its impacts including homelessness can be increased.DV SHS also reported that they conduct community education strategies such as talks, information stalls and community forums at venues such as TAFE, clubs and community organisations.GOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
32TYPES OF APPROACHES: early intervention Tenancy support – what are elements of good practice?Effective relationships with housing providersBrokerage support arrangementsAffordable debt repayment arrangementsPortable support arrangements & outreach strategiesEffective case management and service coordination arrangementsEmphasis on learning budgeting & financial management skillsTenancy support approaches are efficient, cost effective means of preventing homelessness & reducing the future risk of homelessness.GOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
33TYPES OF APPROACHES: early intervention Post crisis – what are elements of good practice?Ensuring client remains a client after exitProviding outreach through visits, phone calls, s, text message & social networking sitesImportance of on-going relationshipsRelationship is key to success of post crisis outcomesLong term sustainable outcomes are achieved by creating meaningful relationships with young people and such relationships often replace family relationshipsContinue to make young people welcome to youth SHS in post crisis period is importantFor women and children experiencing domestic violence, post-crisis outreach and case management support was identified as an effective and essential component of service required to assist women leaving violent relationships to remain in their own home and to prevent a recurrence of homelessness.GOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
34TYPES OF APPROACHES: early intervention Assisting women and children affected by domestic and/or family violence to stay in their homes, where it safe to do so:interagency cooperation and service coordinationprovision of outreach services & court supportdevelopment of individualised safety plansincreased safety and security measures in the homepersonal support servicesThis approach is consistent with the Staying Home Leaving Violence (SHLV) program.We are aware that some SHS providers support women & children experiencing domestic and/or family violence in very similar ways to Staying Home Leaving Violence (SHLV).Basically, this approach aims to support women and children experiencing domestic or family violence to remain safely in their own home.This type of approach is very reliant upon working in collaboration with the police and courts to remove the violent offender. Further, the other elements of this approach include:provision of outreach services & court supportdevelopment of individualised safety plansincreased safety and security measures in the homepersonal support services
35TYPES OF APPROACHES: early intervention Exit planning – what are elements of good practice?Participate in pre-exit planningProvide case management support tailored to individual needsStaged approach to service delivery (i.e. initial intensive support if required which is phased gradually down to minimal support)Provision of housing/stable accommodation as stable foundationGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
36GOING HOME STAYING HOME SHS Awareness Sessions - Morning Session RAPID RE-HOUSINGResponds quickly to fast track client into affordable, long term, suitable housing options including private rental, social housing or quality boarding housesGenerally works for people who have previously lived independently in permanent housingUsually combined with low-level support and some follow-up but is not suitable for people with complex needsAcknowledge the current housing situation – limited affordable housing available in some areasGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
37Rapid re-housing – what are elements of good practice? Strategies to identify people as soon as they become homelessEstablishing ‘business’ relationships with real estate agents and effective relationships with local Housing NSW and community housing providersGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
38Rapid re-housing – what are elements of good practice? Response/case plans developed immediately which focus on finding accommodation firstlyCase management to support client to maintain tenancy & access range of services they need or ensure another service undertakes this role24 – 48 hours create case planSHS don’t have to do it allGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
39CRISIS & TRANSITION RESPONSES Safe & affordable crisis or transitional accommodation with case management supportCrisis responses which do not include crisis accommodation such as outreach for couch surfers or interventions to prevent a family breakdownEmphasis on exiting clients into long term arrangements with post crisis supportWe will always need crisis and transition responses in SHS due to limited appropriate exit options.Sometimes a crisis or transition response is the most appropriate for the client.For example, women and children experiencing domestic violence, or for people discharged from institutions such as medical facilities or prisons may need a crisis or transition response as a first step in their journey to a long-term option.In addition, young people experiencing homelessness may require transitional housing in the first instance as they need to acquire the necessary skills to live independently and establish income support before being placed into permanent housing.Crisis and transitional accommodation are also necessary as a substitute for permanent housing in cases where there are housing shortages or extremely low housing affordabilitySHS don’t have to do it allGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
40CRISIS & TRANSITION RESPONSES (cont) General support (advice, advocacy, living skills, court support), personal support for families and relationships, financial and employment support and basic support (meals, showers and transport)Support to access broader service system & programs that promote education, employment and independent living skills (such as a Foyer Model approach)Address the underlying cause of homelessnessTrish will indicate here that I’m really seeking input from the group for good practice. Seek participants input to identify what their practice is currently – ask questionsSafe & affordable short term or temporary crisis accommodation with support or transitional accommodation with supportCrisis responses which do not include crisis accommodation. For instance, young people who are couch surfing or require an immediate intervention because of a family breakdownAn emphasis on exiting clients into long term arrangements with post crisis supportGeneral support (advice, advocacy, living skills, court support), personal support for families and relationships, financial and employment support and basic support (meals, showers and transport)Support clients to access into the broader service system (i.e. non-SHS) as well as programs that promote education, employment and independent living skills (such as a Foyer Model approach)Addresses the underlying cause of homelessnessCHCCH16B, CHCCH24A and PRXPD33A Feb 2009
41INTENSIVE RESPONSES FOR COMPLEX NEEDS Aim to stop the cycle of homelessnessMultidisciplinary & aim to integrate client into broader service system over timeConsistent with Housing First philosophyEncourage community and family to play a roleThere are many reasons why it’s so important to focus on clients with complex needs and why this has been included as one of the four core service designs.Clients who have complex needs are often the most vulnerable and experience severe disadvantage compared to the rest of the community.People who are chronically or long-term homeless often have complex issues (e.g. co-morbid psychiatric illness/anti-social behaviour).These clients are the highest cost users in SHS because of the complexity of their needs.Not only includes rough sleepersAlso includes women and children leaving violent relationships and tenancy failing due to complex needs such as mental health issuesGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
42TYPES OF APPROACHES: intensive responses for complex needs Assertive outreach or street to home models for rough sleepers– what are elements of good practice?Persistent & practical outreach in situ which focuses on long-term goals & outcomesMultidisciplinary teams - generalist outreach workers, health workers, mental health workers, living skills counsellorsProvide assessment, care planning and ongoing support in situ to clients with the ultimate goal of transitioning the clients to mainstream supports over timeEmphasis on accessing long-term accommodation optionsCase plan takes into account specific and changing needs of individual clientServices/interventions need to be holistic, intensive and integratedGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
43TYPES OF APPROACHES: intensive responses for complex needs What are elements of good practice?Focus on quickly transitioning clients into safe, secure, affordable, long-term housing (i.e. Housing First approach)Wrapping support around the client and assisting them to navigate the service systemEstablish multi-disciplinary case coordination group/s (if required)Trauma informed approachMulti-disciplinary approach to avoid duplication – AOD, psychological/mental health, DV, housingGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
44TYPES OF APPROACHES: intensive responses for complex needs What are elements of good practice (continued)Flexible brokerage funding (such as paying to move young people back home or removalist costs or buying in services)Support clients in their journey towards social inclusion over timeTraining & skills development to enhance self-esteem & provide participants with interpersonal, educational, practical, tenancy and vocational skillsGOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
45GOING HOME STAYING HOME SHS Awareness Sessions - Afternoon Session PANEL PRESENTATIONPanel members will discuss significant/innovative changes/models within their organisationThis is an opportunity for service providers to give real examples of how best practice approaches work in the field and what were the success factorsGOING HOME STAYING HOME SHS Awareness Sessions - Afternoon Session
46PANEL PRESENTATION (continued) The presentation will include:Models that demonstrate good practice.What was the impetus for changeHow the changes were achievedInnovative modelsSome of the challenges providers experiencedSuccessful outcomesQuestions and discussion with panel membersThink about what is considered good practice and what opportunities we have to strengthen our response to homelessnessGOING HOME STAYING HOME SHS Awareness Sessions - Afternoon Session
47GOING HOME STAYING HOME SHS Awareness Sessions AFTERNOON Session May/June 2013
48QUESTIONS FOR DISCUSSION Describe your organisation’s current service delivery practices that are similar to each of the core responses?Describe what are the success factors/successful approaches?What would you do differently to make this approach work more effectively?GOING HOME STAYING HOME SHS Awareness Sessions - Morning Session
49GOING HOME STAYING HOME SHS Awareness Sessions - Afternoon Session REFLECTIONWhere to from here?Think about what aspects of your current work is consistent with best practice and those that could be improved or reconfigured to be consistent with GHSH reformDiscuss further in your staff meetingsWhat further information would you like?GOING HOME STAYING HOME SHS Awareness Sessions - Afternoon Session
50Reflection (continued) We will be developing an eLearning resource that will contain further Going Home Staying Home Reform information.This resource will contain information from these workshops and good practice examples of what services are doing in the homelessness sector.Webinar in 7 weeks to follow upWhat are your suggestions about ways to share information concerning GHSH reform?GOING HOME STAYING HOME SHS Awareness Sessions - Afternoon Session