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Managing Supported Housing in Partnership

Managing Supported Housing in Partnership. Rob McLean General Manager – Housing Services Churches Community Housing and Lesley Butt Manager Mission Australia. History. Developing a housing management vehicle for the church and welfare sector

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Managing Supported Housing in Partnership

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  1. Managing Supported Housing in Partnership Rob McLean General Manager – Housing Services Churches Community Housing and Lesley Butt Manager Mission Australia

  2. History • Developing a housing management vehicle for the church and welfare sector • Working group established in 1997 including The Salvation Army, Uniting Church, Mission Australia, Churches Community Housing, St Vincent de Paul Society • Consultation with various church and welfare organisations over the next 4 years • Consultant employed to work closely with 4 major support providers

  3. Establishing the Company • Staff trained in Tenant Management System (TMS) • Managerial staff of Support Partners contacted and appointments made to address staff and clients to discuss issues / answer questions • Appointments made to inspect properties and provide necessary paperwork to establish tenancies

  4. Communication Communication Communication • Communication Protocol developed • Regular contact with all staff established • Questions encouraged • Tenants encouraged to accept responsibility for maintenance reporting • Support staff reassured that we will be understanding of particular tenant / client needs

  5. Relationship • Regular meetings between CCHL and Support Partners • Monthly reporting to Support Partner Management via CCHL • Regular email communication between Support Partner and CCHL • Constant emphasis of 3 way relationship (tenant / client, CCHL and Support Partner)

  6. Challenges • Supporting the tenant and their rights while working with the Support Partners • Respecting the advocacy role of the Support Partner in relation to their clients / our tenants • Being aware of what to share and what is the sole concern of the tenant • Communication, communication, communication

  7. Lessons Learnt • Communication, communication, communication • Support Partners & CCHL work towards a common goal • We are working with the same people / tenants / clients • Each partner has a contribution to make to sustain and develop the partnership

  8. The Future • The greatest tool to enable growth of CCHL is the relationship and the service we provide to our partners • As far as possible, the partnership should be inclusive and wherever possible, not be exclusive • There is always room for another partner

  9. Reason to Change • Change from managing OCH and Head-leased properties to a partnership with an accredited housing provider. • Historically M A’s core business has always been to support clients. • Became property managers by default. • Separation of tenancy, property and client support issues.

  10. Opportunity for Change • MA sought partners who shared like values. • MA needed to find a partner who understood various client issues and the need for programs. • The criteria to be assessed for any of MA’s supported accommodation programs is more than a need for subsidised housing, rather the primary aim is to skill clients in maintaining their own accommodation.

  11. The Changes • In July 2003, Mission Australia transferred 16 OCH properties to Churches Community Housing • By 2006, we transferred a further 25 properties making a total 41 currently under management by Churches Community Housing. • Staff were now able to focus upon our core business of developing and providing support services to the clients.

  12. The Benefits • Clients have been able to develop positive relationships with Churches Community Housing regarding all aspects of their tenancy. • Communication between the partners allows a greater expectation of successful tenancies. • Communication between the partners enables the provision of living skills development within an essentially normal tenancy environment.

  13. Further Benefits • Workers focus can now be directed more to developing not only living skills, but life skills, instead of housing or tenancy matters. • The communication between partners and clients/tenants promotes and enhances their sense of worth, self-esteem and confidence. • Successful maintenance of a tenancy and the ability to save a bond empowers our clients where previously there was no opportunity for growth in this area.

  14. The Future • Mission Australia looks forward to a continued partnership with Churches Community Housing • An opportunity for increased growth within the accommodation support services. • Further opportunities to exit clients into permanent safe, affordable and successful tenancy.

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