Welcome

1. Welcome Council to Homeless Persons Annual General Meeting 2018

2. Crisis Accommodation, From throughput to therapeutic – the new service model Jane Barnes General Manager, The Salvation Army – Adult Services Network

3. CRISIS SUPPORTED ACCOMMODATION SERVICES • Last overhauled in the early1990’s • Mismatch between client needs and commissioning frameworks • Lack of flexibility in service provision • Cannot meet demand and often do not help end homelessness but rather they can contribute to keeping people homeless • Can play a vital role for people who have experienced extreme isolation, disengagement from community and trauma

4. Guiding Principles • Homelessness is primarily a structural issue • Every client is unique – we engage holistically and flexibly • Many clients have experienced trauma – recovery is important • Achieving meaningful outcomes is more important than maximising throughput • Every client has strengths – we build on these • We form a community of support characterised by genuine acceptance, compassion and care • Achieving lasting change for clients requires us to work together

5. Defining ‘Community as Method’ in Residential Homelessness Services Self-help and mutual support is the principal means for promoting personal change: • Residents and staff participate in the management and operation of the community • Supports the development of positive behaviours, attitudes and values of healthy living • Designed to intensify those life experiences that help individuals learn about themselves, gain self-esteem, develop self-respect & learn about others that fosters mutual respect

6. Defining ‘Therapeutic’ in Community of Support settings • The process of giving and receiving of professional intervention & encouragement from qualified multidisciplinary teams and a workforce of peer support specialists • Peer Support is non-clinical assistance from individuals with similar life circumstances or lived experiences to achieve long-term recovery and sustain well-being

7. Portable coordinated and collaborative case management

8. Components of model re-design

9. Peer Support

10. Components of model re-design • The Service model • 4 key practice areas • Trauma Informed • Phased model of support • Community of Development Framework • Outcomes star

11. OUTCOMES

12. Sacred heart mission J2SI Social impact investment

13. Building people’s capacity to participate more fully in community life, by addressing the underlying causes of deep, persistent disadvantage and social exclusion • Our Services • Sacred Heart Central – engagement hub, case management, crisis assistance, and health wellbeing services • Women’s Services – engagement hub, case management, outreach, crisis accommodation, long term supported housing • Journey to Social Inclusion ( J2SI) Phase 2 – supporting 60 people, Phase 3 – SII– supporting 60 people • Residential Aged Care – long term supported housing (83 beds) • Sacred Heart Local - individual community outreach for people in their homes ( NDIS, Homecare, CHSP) • Supported Rooming House – long term support housing for adults (67 beds) • $25mil budget, 330 staff and 1800 regular volunteers • Operating across southern and northern regions of Melbourne

14. J2SI: A 3-year program designed to break the cycle of homelessness Journey to Social Inclusion (J2SI) is a program that Sacred Heart Mission has been evolving for over 10 years Current homelessness support programs are not “breaking the cycle” • Current homelessness support programs typically offer support for up to 3 months • While this may be sufficient for a subset of those experiencing homelessness, we have identified that short term support does not break the cycle for many of Melbourne’s homeless population Our approach is different –long term & relationship focused • J2SI takes a relationship-based approach, provides long-term support for a period of 3 years • J2SI works from the premise that if people can sustain their housing, this provides a solid foundation to improving other areas of their lives We deliver lasting, tangible outcomes • Positive outcomes include improved physical and mental health, resolving drug and alcohol issues, building skills, increasing connection with community and contributing to society through economic and social inclusion activities

15. Evolutions of J2SI have enabled us to REFINE THE program model J2SI program timeline • Pilot • 40 J2SI pilot participants • Phase 2 • 60 J2SI Phase 2 participants • Phase 3 / SII • Full scale program run over 5 years • Involves three cohorts of 60 people who will participate in the intensive three-year J2SI program

16. J2si makes a meaningful difference in the lives of Program participants “It is the first time I’ve had a bunch of people not giving up on me” - J2SI Participant “J2SI has established excellent therapeutic relationships with difficult to engage clients. Always provided the clinical service with regular updates and feedback… Amazing results with very challenging clients” - Partner Agency Area Mental Health Service “The program gave me confidence, structure, a routine to my life and stability” - J2SI Participant “J2SI has made an incredible difference in the case of my client because of the efforts of this J2SI worker, the client has stable housing for the first time in decades” - Partner Agency Therapist “Now I am studying full time and focused on a career I am extremely passionate about. I’m also working casually in my chosen career and I undertake voluntary work for a couple of organisations” - J2SI Participant

17. J2si delivers measurable outcomes leading to long term benefits Measurable savings Additional program outcomes Reduced crisis accommodation and homelessness support costs Health and wellbeing Reduced interaction with the public health system Social and economic participation Reduced interaction with the justice system Independence

18. Following 2 successful iterations, we have launched a 5 year at-scale program Project overview Key J2SI program elements Three cohorts of 60 people will participate in the intensive, three-year J2SI program Assertive case management and service coordination 1 2 Housing access and sustaining tenancies Cohort 1 3 Trauma informed practice Cohort 2 Cohort 3 4 Building skills for inclusion Performance measurement 5 Fostering independence Key performance targets – measured at years 2, 3 and 4 for each cohort • 30% improvement on reduction in hospital bed days (HBDs) from baseline compared to control group • If health targets are met, 40% of total government performance based funding will be provided • 20% more participants in stable housing compared to the control group • If housing targets are met, 60% of total government performance based funding will be provided Stable housing Hospital bed days

19. J2si program greatly improves long term stable housing outcomes • Pilot housing overview • Randomised control trial between 2009 and 2012 • Housing outcomes measured at 2, 3 and 4 year marks • Intervention group: 40 people participating in J2SI program • Control group: 44 people interacting with the system as usual 2 year housing outcome 3 year housing outcome 4 year housing outcome Increase in stable housing relative to control (%) 86% 85% 75% Marginal (<20%) Underperform (10-15%) Below target (15-20%) Target (20-30%) Above target (30-40%) Outperform (>40%)

20. J2si program greatly improves long term health outcomes • Pilot health overview • Randomised control between 2009 and 2012 • Health outcomes measured at 2, 3 and 4 year marks • Baseline is year prior to commencement of the J2SI 2 year health outcome 3 year health outcome 4 year health outcome Reduction in average hospital bed days (HBDs) in prior year relative to baseline reduction (%) 80% 77% 56% Marginal (<10%) Underperform (10-20%) Below target (20-30%) Target (30-40%) Above target (40-50%) Outperform (>50%)

21. Accurate measurement is key to receiving government payments The control group from Phase 2 is being used as the control group for Phase 3 Performance calculations certified by independent certifier in November 2020 - 2024

22. We believe we will meet targets and receive government funding Key performance targets Funding outcomes based on performance Some government funding is conditional on achieving performance targets for: Stable housing 20% more participants in stable housing compared to the control group Average results from Pilot and Phase 2 Initial results highlight J2SI’s ability to deliver on performance targets Hospital bed days 30% improvement on reduction in hospital bed days (HBDs) from baseline compared to control group • Range of outcomes after 2, 3 and 4 years (see slides 11 and 12) • Range of outcomes after 1 and 2 years, noting year 1 is not a measurement point and year 2 survey expected to be completed in November 2018

23. The Private Rental Sector in response to Homelessness John Blewonski CHP AGM 14 November 2018

24. $799 million State Government investment to increase services and housing stock is being directed to initiatives including: • $185m Public housing renewal • $152m Family violence housing blitz • $133m Family violence rolling fund • $120m Social housing pipeline • $109m Homelessness Support • $33m Private rental assistance • $30 million for rooming house upgrades • $20 million for redevelopment at Preston • $9.8m Towards Home rough sleeping program • $5.5m Victorian Property Fund grant for social housing • $1.6m Winter Rough Sleeping Response Investment in Social Housing & Homelessness

25. Three key policy responses to assist low income households to obtain or maintain private rental: Private Rental Assistance Program - Over $17m p/a to assist over 6,000 households. Currently a two-year pilot scheme as a recommendation of the Royal Commission into Family Violence. Headlease program - $4.1 million committed over two years for 120 family violence and homelessness head leased properties. Bond loan scheme - At the end of the June quarter 2018, the total number of active bonds held in Victoria was 590,995. Approximately 11-12,000 new bonds are allocated each year, but this number is in decline. Govt. Private Rental Programs

26. Headleasing: • Capacity Building step up model lease novation • HomeDirect • Philanthropic Funding • Family Violence Housing Blitz • Juvenille Justice • Rapid Re-Housing (Rough Sleepers Initiative) • COMPASS Social Impact Bond • Key Operational Elements: • Procurement • Property Management • Support Coordination VincentCare Model

27. Procurement: • Dedicated staff (Real Estate Background) • Relationship Building • Agents – value proposition (3 “wins”) • Tenant – sublease/novation • Support Agency Liaison • Support Co Ordination: • Dedicated staff (Services Background) • Client Liaison • Agency Referrals and continuing support VincentCare Model

28. Outcomes *Rough Sleepers and Jesuit Social Services are new programs ** Total number housed 306

29. Supply: • Affordability • Demand • Market Saturation • Ongoing Tenancy Support: • Dedicated staff (Services Background) • Client Liaison • Agency Referrals Challenges

30. Supply of Affordable private rental options With decreasing home ownership and lengthening public housing waiting lists, the private rental market is increasingly competitive, with both high and low income households entering the market Rents are increasing annually across the State and affordability remains an issue. In metropolitan Melbourne, the availability of affordable rental lettings varies between different types of households.

31. Around 1.34 million households receive Commonwealth Rent Assistance (CRA), at an annual cost of over $4.5B • Median fortnightly CRA payment of $132. • 42% CRA recipients were considered to be in rental stress. • If not for CRA, a higher proportion of CRA recipients would have been considered in rental stress (68%). Commonwealth Rental Assistance (CRA)

32. Whilst rent continues to rise, vacancy rates in Victoria have decreased. The trend vacancy rate for metropolitan Melbourne in March 2018 was 1.9%, compared with a rate of 2.1% in December 2017 and 2.2% in March 2017. Demand on private rental vacancies • Rental availability across Metropolitan Melbourne decreased in the June quarter, with 2,212 fewer properties available than the March quarter 2018. Between June 2017 and June 2018, new lettings (turnover in existing rental housing or new additions to rental housing stock) decreased by 8%.

33. Rapid expansion of online rental platforms, combined with growing diversity among renters and investors/landlords, is changing how low-income individuals and households gain entry into and experience tenancy management within the private rental sector (PRS). • Low-income renters, face increased barriers to navigating the formal pathways of the PRS via mainstream real estate agent intermediaries. This is leading to reliance on informal pathways, including the less secure room-rental sector, which is managed and regulated by individuals and families. • Journeys Home data reveals that the main type of living arrangement for those on low incomes was renting informally from friends and family due to constraints accessing formal pathways into the PRS. • The need for direct and ongoing private rental support above that of Commonwealth Rent Assistance (CRA) will persist for a large proportion of private renters. • A viable supported pathway into the PRS will require increased and sustained government investment in and regulation of the community sector. It also requires appropriate incentives for landlords to provide a mix of rental options and set their rents to be comparable with social housing rentals. Additional Barriers

34. Private Rental is not the solution to the shortfall in social housing - it is one response in meeting shortfall in investment of social housing in Victoria: • 1,600 new properties required each year (for the next two decades) in line with population growth. • Sheer volume of demand tells us that it is not the solution – these numbers are simply not going to be met by the Private Rental Sector • Continuing need for investment in flexible and ongoing support for tenants (particularly complex) – without this, the greater majority of Private Rental placements are set up to fail • Need to question: • Capacity/Appetite for continued Government investment in Private Rental as a Response to • Capacity of the sector to leverage resources into Private Rental Schemes • Housing of choice for our clients? Sustainability

35. CHP is on Linkedin Come say ‘hi’ linkedin.com/company/council-homeless-persons

36. Thank you For your ongoing support and membership of Council to Homeless Persons throughout another big year