going home staying home shs awareness sessions morning session

GOING HOME STAYING HOMESHS AWARENESS SESSIONSMORNING SESSION

GOING HOME STAYING HOMESHS Awareness Sessions - Morning Session

Welcome and Introduction

Session Objectives

Update GHSH reforms (FACS)

NSW Homelessness Action Plan (HAP) Evaluation Presentation (FACS)

Going Home Staying Home Reform

Awareness Sessions

Innovation Fund

• Focus on service redesign • EOIs closed 19 April 2013• Successful projects announcement planned for June

2013

Industry Partnership &Industry Development Fund

• Industry partnership established • IDF EOI closed on 26 April • IDF focuses on organisational and structural change • 17 Initial projects already approved

Streamlined Access

• Preliminary scope for the state-wide information and referral service

• Access Practitioner Advisory Group (PAG) established

• Assessment framework completed

• Testing and consultation on the information, referral and assessment tools to occur mid to late 2013

Better Planning & Resource Allocation

• Short term priorities finalised.

• A resource allocation model is being developed that identifies service gaps and recommends resource allocation levels by region

Industry & Workforce Development

• Workforce development alliance between Industry Partnership and SHS Learning and Development Unit

• Long term workforce development plan

• SHS Learning & Development activities continuing with a focus on reform

Contracting, Quality & Continuous Improvement

• Quality assurance system and implementation plan

• Scope evaluation strategy

• Contracting 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)

Service Delivery Design

• Interim service delivery design guidelines completed • First version of fuller guidelines being developed (by May 2013)• Awareness sessions for SHS (May/June 2013)

For more information

Website

www.housing.nsw.gov.au/GHSH/

Email:

[email protected]

Phone: 8753 9215

http://www.housing.nsw.gov.au/GHSH/

mailto:[email protected]

NSW Homelessness Action Plan (HAP)Evaluation Strategy – Overview of Findings

What is the Homelessness Action Plan (HAP)?

• The NSW Homelessness Action Plan 2009-14 (‘the HAP’) outlines the five year whole-of- government effort to reduce homelessness in NSW

• The HAP aimed to drive reform of the NSW homelessness service system through:

– Increasing the focus on prevention– Implementing new approaches to long

term housing and support– Supporting coordination and

collaboration between services

HAP Evaluation Strategy - Overview

• The HAP has approx 100 initiatives• 55 projects are commitments under the National

Partnership Agreement on Homelessness (NPAH)• The challenge: large numbers of projects and diversity in

service approaches

Evaluation Strategy – What we Did

Key Service Approaches - What Worked

Local coordination groups comprising relevant agencies

• Provided clients with a “no wrong” door approach• Enabled integrated case planning• Maximised the use of local resources• Responded to the range of needs of a client• Increased the capacity of staff and services• Coordination groups needs resourcing


Access to flexible brokerage funding helped provide a tailored approach to client needs• Enabled a client centered approach• Facilitated the purchase, as required, of services (e.g.

case worker) and goods (household furniture) as part of a case plan

• Responsive, 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 planning

Example – Coordination Groups

Riverina Murray Rural Interagency Project

4 Coordination Groups

Brokerage applied against areas in agreed case plan


Providing support for the period and intensity that a client needed• Linked to an agreed case plan with clear goals• Staged support worked – intensity decreasing over

time but capacity to increase if needed• Longer periods of consistent support with no one size

fits all (e.g. 12 months of support) enabled clients to stabilise housing

• Support needed to begin pre-exit for those in institutional settings

• The quality of the relationship between worker and client was critical to success


A whole of client/family perspective was needed to reduce the factors contributing to a client’s risk of homelessness• Inclusion of a child’s needs in the case plan of a

parent/carer• This reduces the drivers of homelessness within the

family such as a partner’s gambling


Short term investment up front when a tenancy is at risk• An average of 4 months support for clients at risk of

eviction helped stabilise their housing• Brokerage funding was critical to supporting clients

out of a critical situation• Case plans which included financial management and

a repayment plan builds the capacity of clients to sustain housing


Strong relationships with the private rental market (both landlords and agents) • Case management approach is not enough to secure

housing in the private rental market• Targeted strategies are needed with landlords and

real estate agents to build good communication and understanding of the issues

• Evidence that these relationships lead to more referrals to services and less evictions

• 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 services

• Workforce development, recruiting and maintaining staff in regional areas

• Commitment to integrated case management takes time and resources

• Late referrals meant services often worked with Aboriginal people already in crisis

Key Challenges in Implementation

23

Next Steps

Findings to inform the future directions for homelessness (National arrangements and Going Home Staying Home): How?• Evaluation reports on HNSW website• Evidence notes on service approach findings• Standard power point presentation • Briefings for key stakeholders• Summary of findings to inform GHSH Innovation Fund

and Industry Fund planning• Distribution to Commonwealth and other jurisdictions

CLIENT

SERVICE DELIVERY DESIGN


Prevention and early

intervention

Rapid re-housing

Crisis and transition response

Intensive responses for

complex needs clients

• Responses are not tied to crisis beds & allows a SHS to provide a range of care to their clients

• Allows a shift to early interventions• Articulates the breadth of existing service

approaches and allows for future innovations• Consistent understanding of good practice that can

be embedded across SHS service system

What makes it different from the current situation?


Consistent with the evidence of good practice whereby:

• intervening early to prevent homelessness is often the best outcome and a more effective use of resources

• rapidly re-housing people where possible reduces the time a client spends homeless

• crisis 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 practice

• targeted and specialized approaches to people with complex needs can break the cycle of homelessness

WHY?


Fundamental to the new service delivery design

• Responses built around the needs of the client rather than programmatic responses

• Client at the centre of their own care • Recognises that individual needs change over time so

support must be flexible and portable

A CLIENT CENTERED APPROACH


CLIENT

TOOLS TO FACILITATE CLIENT CENTERED APPROACH


Service Integration

Multi-agency coordination

groups

Case management

Pivotal role of case worker

Facilitating access to services

outside SHSBrokerage

funding

Duration and intensity of

support

Consumer choice & client involvement

Trauma informed

practice model

GOING HOME STAYING HOME

SHS Awareness Sessions - Morning Session

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.

PREVENTION & EARLY INTERVENTION - SHS



Community awareness / Early identification

• Promote awareness of the causes of homelessness & the early warning signs

• Collaborative or partnership approaches to identify people at risk of homelessness early and appropriately respond

TYPES OF APPROACHES: Prevention



Tenancy support – what are elements of good practice?

• Effective relationships with housing providers• Brokerage support arrangements • Affordable debt repayment arrangements• Portable support arrangements & outreach

strategies• Effective case management and service

coordination arrangements• Emphasis on learning budgeting & financial

management skills

TYPES OF APPROACHES: early intervention



Post crisis – what are elements of good practice?

Ensuring client remains a client after exit

Providing outreach through visits, phone calls, emails, text message & social networking sites

Importance of on-going relationships



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 coordination• provision of outreach services & court support • development of individualised safety plans• increased safety and security measures in the

home• personal support services



Exit planning – what are elements of good practice?

• Participate in pre-exit planning

• Provide case management support tailored to individual needs

• Staged approach to service delivery (i.e. initial intensive support if required which is phased gradually down to minimal support)




• Responds quickly to fast track client into affordable, long term, suitable housing options including private rental, social housing or quality boarding houses

• Generally works for people who have previously lived independently in permanent housing

• Usually combined with low-level support and some follow-up but is not suitable for people with complex needs

RAPID RE-HOUSING



• Strategies to identify people as soon as they become homeless

• Establishing ‘business’ relationships with real

estate agents and effective relationships with local Housing NSW and community housing providers

Rapid re-housing – what are elements of good practice?



• Response/case plans developed immediately which focus on finding accommodation firstly

• Case management to support client to maintain tenancy & access range of services they need or ensure another service undertakes this role

Rapid re-housing – what are elements of good practice?



• Safe & affordable crisis or transitional accommodation with case management support

• Crisis responses which do not include crisis accommodation such as outreach for couch surfers or interventions to prevent a family breakdown

• Emphasis on exiting clients into long term arrangements with post crisis support

CRISIS & TRANSITION RESPONSES

• 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 homelessness

CRISIS & TRANSITION RESPONSES (cont)

CHCCH16B, CHCCH24A and PRXPD33A Feb 2009



•Aim to stop the cycle of homelessness•Multidisciplinary & aim to integrate client into broader service system over time•Consistent with Housing First philosophy •Encourage community and family to play a role

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 & outcomes

• Multidisciplinary teams - generalist outreach workers, health workers, mental health workers, living skills counsellors

• Provide assessment, care planning and ongoing support in situ to clients with the ultimate goal of transitioning the clients to mainstream supports over time

• Emphasis on accessing long-term accommodation options

TYPES 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 system • Establish multi-disciplinary case coordination group/s (if

required)• Trauma informed approach




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 time

• Training & skills development to enhance self-esteem & provide participants with interpersonal, educational, practical, tenancy and vocational skills



SHS Awareness Sessions - Afternoon Session

• Panel members will discuss significant/innovative changes/models within their organisation

• This is an opportunity for service providers to give real examples of how best practice approaches work in the field and what were the success factors

PANEL PRESENTATION



The presentation will include:•Models that demonstrate good practice. •What was the impetus for change•How the changes were achieved•Innovative models •Some of the challenges providers experienced •Successful outcomes

Questions and discussion with panel members•Think about what is considered good practice and what opportunities we have to strengthen our response to homelessness

PANEL PRESENTATION (continued)

GOING HOME STAYING HOMESHS AWARENESS SESSIONSAFTERNOON SESSION



1.Describe your organisation’s current service delivery practices that are similar to each of the core responses?

2.Describe what are the success factors/successful approaches?

3.What would you do differently to make this approach work more effectively?

QUESTIONS FOR DISCUSSION



Where 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 reform

•Discuss further in your staff meetings

•What further information would you like?

REFLECTION

GOING HOME STAYING HOMESHS Awareness Sessions - Afternoon Session

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 up

What are your suggestions about ways to share information concerning GHSH reform?

Reflection (continued)

going home staying home shs awareness sessions morning session

Documents

service gaps

homelessness npahthe

procurement plan

service redesign eois

nswthe hap

didkey service approac

initiatives55 projects

initial projects