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SESSION 2_Foundations for Success v2
- 1. Webinar Session Two Foundations For Success: a guide for social housing providers working with Aboriginal people and communities Part 2 -The tenancy life cycle Facilitator: Tim Flynn Date: Month 2015
- 2. Acknowledgement of Country • I would firstly like to acknowledge the original owners of the land on which we all stand • To elders past and present I acknowledge that it is upon their ancestral land that we all meet • As we share our knowledge, teaching and practices may we also pay respect to the knowledge embedded forever within the Aboriginal Custodianship of Country • Always was, always will be Aboriginal land 2
- 3. Intention of the guide The guide has been developed for social housing providers to influence practice when working with Aboriginal families and individuals to strengthen social housing tenancies 3
- 4. What we’ll cover in this session • What the guide covers • Application and pre-allocation • Allocation and tenancy start up • Managing emerging issues during the tenancy • Organisational building blocks • Exits from social housing • More information 4
- 5. What the guide covers
- 6. What the guide covers Part 1 - Principles for working with Aboriginal people and communities 1. Flexible approach to work with clients 2. Accessible and culturally appropriate access and service points 3. Services need to be responsive and timely 4. Solutions need to be holistic and take into account diversity and complexity of issues and needs 5. Responses need to be participatory and client focused Part 2 – How principles apply across tenancy phases 1. Application and pre-allocation of social housing 2. Allocation and tenancy start up 3. Managing emerging issues 4. Tenancy exits 6
- 7. What today’s session covers Part 1 - Principles for working with Aboriginal people and communities 1. Flexible approach to work with clients 2. Accessible and culturally appropriate access and service points 3. Services need to be responsive and timely 4. Solutions need to be holistic and take into account diversity and complexity of issues and needs 5. Responses need to be participatory and client focused Part 2 – How principles apply across tenancy phases 1. Application and pre- allocation of social housing 2. Allocation and tenancy start up 3. Managing emerging issues 4. Tenancy exits 7
- 8. Part 2 -The Tenancy Life Cycle Application and pre-allocation of social housing
- 9. Making a positive start • What challenges do you as a staff member experience during the application process? 9
- 10. Aboriginal people feel welcome and supported when they apply for housing assistance • FACS Housing office, Parramatta 10
- 11. Aboriginal people feel welcome and supported when they apply for housing assistance 11
- 12. Ways of working with Aboriginal people and communities • Please raise your hand if your office could be considered welcoming or safe? 12
- 13. Communication approaches • Assertive outreach can be very effective in helping to build a positive relationship with a client • Interacting with local Aboriginal groups to gain a better understanding • Trust is an important ingredient in any positive, engaged relationship. Low trust is sometimes a challenge to be overcome Assertive Outreach – Example “Our main focus is on assertive outreach. The boys go out – to the river, the bushland, the homeless kitchens and so on. A lot of the time the kitchens are feeding tenants who struggle. It’s amazing that people open up to you if you’re out and about, rather than knocking on the front door. 13
- 14. Trust – an essential ingredient • How do you feel when you’re interacting with someone in a low- trust relationship? • Top 2 – 3 emotions from this list? 14
- 15. Trust – an essential ingredient • How do you feel when you’re interacting with someone in a high-trust relationship? • Top 2 – 3 emotions from this list? 15
- 16. Communication approaches – trust is an essential ingredient • Trust is a firm belief in the reliability, truth, or ability of someone • It can be developed, improved and even repaired • The application process is an opportunity to build or rebuild trust 16
- 17. Helpful strategies • Effective and creative communication approaches • Ways to engage support • Effective support plans • Collaboration to deliver improved social housing outcomes • Contributing to a positive, believable vision for the client 17
- 18. Working with a client to identify need for support Tenancy breakdown is usually underscored by risk indicators, including….. 18
- 19. Working with a client to identify need for support • What are some other risk indicators you’ve come across when working with clients? 19
- 20. Working with a client to identify and engage support high medium low Levels of Support Referral to specialist agencies e.g. drug or alcohol counselling or parenting programs Intensive support with well-established case management plans Practical advice, referral or information e.g. financial and household management skills, advocacy 20
- 21. Collaboration with client, their family and community • When a household is struggling, a client’s willingness to engage support is critical • Clients may be difficult to engage in support. It’s often helpful to address easier issues first to make progress and help the client believe in themselves • Positive progress can help build trust to address more complex issues 21
- 22. Shared decision making and support plans • Housing providers can refer tenants to external agencies to develop a support plan • The support plan should set up the person or family with the right support, clarify the roles of housing and support providers, and specify communication and follow up • Housing providers should encourage support providers to set goals with their tenants to help stabilise the tenancy • Risk: clients may disengage with support. Good relationships with other services will help identify and address early warning signs 22
- 23. Shared decision making and support plans • New tenant with a support plan (specialist staff involvement) • NGO withdrew support because of changed funding arrangement. Didn’t advise local office • Tenant contact office to advise of challenge (i.e. lack of support) • Aboriginal worker was able to work with tenant to get support they needed 23
- 24. Flexible and responsive policies/procedures 24 • Taking a holistic & flexible approach • Understanding the broader housing need • Taking a pragmatic approach to policy implementation, need to be policy compliant and still deliver an effective outcome • What were we trying to achieve?
- 25. A person and family centred approach 25 Person and Family-Centred Practice Model Practice that builds relationships Practice that supports choice and participation Technical quality Staff values, attitudes and beliefs Staff interpersonal skills and behaviours Decision- making and action Flexible and responsive services and supports Staff expertise, applied to benefit the client and family Developing co-designed pathways (shared decision making) with individuals and families ensures preferences and decisions are understood and respected and those decisions deliver improved social housing outcomes.
- 26. The Tenancy Life Cycle Allocation and tenancy start up
- 27. Allocation and tenancy start up • What challenges have you as a staff member experienced during the allocation and tenancy start up phase? 27
- 28. Review the applicant’s support needs • Often, significant time has passed between the application and offer • Support needs are not always established; or they’ve changed • A pre-offer review to confirm a client’s housing and support needs could be helpful (12 months or more?) • A pre-offer review as an applicant approaches the top of the waiting list; could reduce activities during allocation 28 Challenge to involve a prospective client in decisions about property allocation: limited availability; policy requirements; meet void turnaround times. Flexibility and participation needed to be considered to avoid allocation of an inappropriate property – resulting in premature tenancy exit and a vacant property.
- 29. Helpful strategies during the allocation and tenancy start up phase • Support needs identified upfront • Housing provider to agree to support plan • Client involved in case plan development and continued involvement • Family and cultural needs are important • Significant effort and clear communication is required to ensure tenants understand their rights and responsibilities 29
- 30. Support plan • What do you think the important elements of a case plan are? 30
- 31. Support plan • If support is needed – ensure a support plan is in place • A comprehensive support plan needs to include a written case plan • Clients need to be involved in the discussion about their support plan and fully agree to engage in the process • Establish written agreement from the support provider that they’ll advise if the client withdraws from the agreed support activities 31
- 32. The Tenancy Life Cycle Managing emerging tenancy issues
- 33. Clear communications about rights and responsibilities • Rights and responsibilities are extensive; can be a real communications challenge • Sign-up is not always the best time to explain these rights and responsibilities; or the only time • Creative ways to share this information: – a DVD in client’s welcome pack or playing in the housing provider’s office – community outreach and events • Early home visit, first meeting with client after they’ve settled into their home (within 6 weeks) 33
- 34. Clear communications about rights and responsibilities Clients must be aware of dispute resolution processes, including: • Local support services • Payment options • Advocate agencies (assist client to better understand their rights and responsibilities) 34
- 35. Building blocks for managing emerging issues during tenancy • Flexible and responsive policies and procedures • Team structures designed for working with vulnerable households • Importance of Aboriginal staff • Culturally competent workforce – senior management to client service staff • Engagement with community and a person/family centred approach • Balance between business accountability and person centered outcomes need to be clear 35
- 36. The importance of Aboriginal staff • What challenges do you think Aboriginal staff might face in their day-to-day work? 36
- 37. The importance of Aboriginal staff • Here are some of the challenges we’re aware of: – Negotiating work and community expectations – Time pressure and workload of being “all knowing” on Aboriginal issues – Dealing with complex Aboriginal family responsibilities – Black politics of communities – lateral violence • Aboriginal staff are important because: – Provide knowledge of effective ways of working with Aboriginal people – Good sense of local issues and needs – Facilitate better informed decisions and choices 37
- 38. Engaging with tenants • How do you engage with clients you can’t visit? • What techniques do you use? 38
- 39. Engaging with tenants • Build and maintain good relationships with tenants and communities • Conduct tenancy ‘settling in’ visits within the first 6 weeks • Intervene early and engage with support to redress issues (e.g. unpaid rent) • Ensure client outcomes are a priority in tenancy management • Client centered approach may take longer and be resource intensive = better outcomes 39
- 40. The Tenancy Life Cycle Exits from social housing
- 41. Tenancy ends • Tenancy ends occur for both positive and negative reasons • Clients need to understand and respect the need to stabilise their tenancy • As an individual and organisation, we need to be confident we have taken all possible actions to stabilise a tenancy • Identify those who no longer need social housing and assist them to transition into other housing 41
- 42. Tenancy ends – HOMES users Why have a Termination Reason Code? • To distinguish between exits and transfers • To monitor transitions from social housing into the private market • To compare tenant movements across different housing providers • To understand drivers of tenancy turnover, and client outcomes, particularly for Aboriginal clients and clients with complex needs 42
- 43. Tenancy exit Case Study • Mother with two young children – in rental arrears of $500 • Specialist visited client in her home. Discovered domestic violence situation • Mother was just about to flee with her children • Moved her to safe place, then rehoused • Debt repayment plan over 50 weeks 43
- 44. Flexible and responsive policies/procedures 44 • Taking a holistic & flexible approach • Understanding the broader housing need • Taking a pragmatic approach to policy implementation, need to be policy compliant and still deliver an effective outcome • What were we trying to achieve?
- 45. Tenancy success – what it looks like • Positive relationships built on respect and trust • Home visits to engage tenants, identify issues and prevent problems • Skilled staff who identify early warning signs and demonstrate cultural understanding • Housing providers policies and procedures that identify a person centered method of working 45
- 46. Tenancy success –what it looks like • When a tenancy is stable, vulnerable households feel more trustful, resilient and confident • Stable tenancies are more likely to engage across a broader range of services including: – education (increased attendance rates for children at school) – adult career development & training – Increased employment opportunities and – Improved willingness to engage and improve levels of social capital and moral entrepreneurship across communities 46
- 47. Tenancy ends • How do you measure success in your work? • What techniques do you use? 47
- 48. How the guide is being shared
- 49. What we’re doing to share the guide 49 • Visit the Housing Pathways intranet site for the latest news and updates: – Additional webinars (on-demand) – Podcasts – Workshops (on-demand) • Want more information? Email us at foundations@facs.nsw.gov.au or phone Tim on 02 87539476
- 50. Where you can get assistance • Link2home • Provides information about local support services. • Free call – 1800 152 152 • Aboriginal Tenants Advice and Advocacy Service (ATAAS) • NSW Civil and Administrative Tribunal (NCAT) • General advice on its practices and procedure. Cannot provide legal advice. • Free call – 1300 006 228 (1300 00NCAT) 50
- 51. Where you can get assistance – other services • Housing Appeals Committee • Independent agency that reviews NSW social housing providers’ decisions • Free call – 1800 689 794 • Tenants Advice and Advocacy Services • Provides assistance to tenants of private and social housing, boarders and lodgers, and residential community residents. • Information at Tenants NSW website. Tenants Unions of NSW. • Free call – 1800 251 101 • NSW Ombudsman • Investigates complaints about public sector and community services in NSW. • Free call – 1800 451 524 51
- 52. Additional resources • The FACS / CHPs resources include: • Foundations for Success Guide • Statement of Commitment • Aboriginal Cultural Inclusion framework 2015-18 • Service Charter for Aboriginal clients 52
- 53. What we’ve covered 53 • Raised awareness about the guide and best practice methods • Ideas and insights about effective ways of working with Aboriginal people and communities • Principle that are designed to influence decision making and develop local solutions for local challenges • We can provide copies of the guide
- 54. Thank you. Please complete the session feedback questions.
Hinweis der Redaktion
- Good morning and welcome to today’s session: Foundations for Success –Introduction and overview My name is Tim Flynn and I am: Senior Policy Officer, working with the Foundations for Success team for almost 2 years I have had a key role in developing the guide I am a Murri man from the Yagera mob which for those that are unfamiliar is the Brisbane area. Today I am assisted by Milka Trifunovic (Tra-Fun-A-Vic) who will be working behind the scenes to assist anyone who may have technical or other issues/concerns
- Welcome to Country and Acknowledgement of Country There is often some confusion about the difference between a Welcome to Country and an Acknowledgement of Country. What is the difference between a Welcome to Country and an Acknowledgement of Country? A Welcome to Country is a formal welcome onto Aboriginal Land given by an elder or person of that land. An Acknowledgement of Country is a statement of recognition of the traditional owners of the land. An Acknowledgement of Country can be given by any person, Aboriginal or Torres Strait Islander or non-Aboriginal or Torres Strait Islander.
- The purpose of the Guide is to influence practice. The ideas and principles contained within the guide are met to provoke thinking, increase understanding and lead to better decision making for organisations and Aboriginal people and communities. The guide recognises the need to balance the ideas and concepts against your organisation’s policies and procedures. Using the guide in your day to day business will allow your organisation to strengthen social housing outcomes for all social housing tenancies, including Aboriginal people and communities.
- Today – we’ll talk about…..
- Does anyone have any questions before we move on?
- Part 1 When we developed the Guide it became clear that there were a number of principles for working with Aboriginal clients that are broadly recognised across all forms of service delivery. These are: Flexible approaches to working with clients Accessible and culturally appropriate service delivery Responsive and timely service delivery and support to address issues before escalation Holistic service delivery responding to diverse issues and needs Participatory and client focused approaches These principles ensure a focus on family and client centred outcomes. Cultural competency from senior management to frontline staff. And engagement with community to build trust and develop effective local solutions. Part 2 is about how do use part 1 in practical terms back at the office
- Todays session focuses on Part 2 –How to apply the principles across all of the tenancy phases i.e. from the first 30 seconds of contact to the last 30 seconds
- What Aboriginal people told us made a difference: How sensitive staff were in addressing social/cultural needs Where offices displayed artworks, flags or posters these were identified as welcoming and more likely to be culturally sensitive to Aboriginal needs Staff capacity to treat Aboriginal people with respect and dignity and willingness to ‘listen to their stories’ Orgainsational cultural is led from senior managers (top down). If valued by executives then this method of working becomes part of ‘business as usual’ at the operational level The aim when dealing with Aboriginal people is to overcome historical barriers and REMEMBER: If they are unsure give them the confidence to ‘ASK’
- What your organisation can do to help make Aboriginal people feel welcome and supported: Display and have as part of a service delivery expectation: Posters Artwork Statement of Commitments Service Culture Statements Engage with local Community elders and participate in local ceremonies and celebrations i.e. NAIDOC, Sorry Day The aim when dealing with Aboriginal people is to overcome historical barriers and REMEMBER: If they are unsure give them the confidence to ‘ASK’
- Question: Please raise your hand if your office could be considered welcoming or safe? Hint: Does it display artwork, flags, pictures, staff wear name tags, have Aboriginal staff at the counter? Pause: We have ?? People in the virtual room with their hand up indicating ??% on the call are currently dealing with Aboriginal people. Aboriginal people who feel safe and welcomed are more likely to engage, trust and ask for help from organisations.
- Effective and creative communication approach Housing providers need to know how to interact with local Aboriginal groups to better understand the multiple obligations faced by Aboriginal people that impact on a housing application an the pre allocation process. Some Aboriginal people remain fearful of government agencies and still struggle to ask for help. Assertive Outreach –When you go out to the person rather than waiting for them to come to you e.g. visiting at home, community centres, having a ‘yarn’ on a regular basis to an Aboriginal organisation, using ‘informal community’ connections Social housing providers will need to be aware of the cultural sensitivities when dealing with Aboriginal clients and families who are asking for assistance. For this reason it is important the client feels safe requesting assistance or support.
- In this first section of the learning session, we’re going to take a look a some helpful strategies during application and pre-allocation phases. Developing an effective and creative communication model Working with the client to identify and engage support Support plans that are strengths-focused, well understood, agreed between housing and support providers, and responsive to clients needs Collaborating with individuals, family, communities and service partners to deliver improved social housing outcomes Shared decision-making, underpinned by the PFCA practice model Support plans that create a believable vision for the client
- Tenancy breakdown is usually underscored by risk factors Factors to consider when assessing support needs for a social housing tenant: Clients transferring from out of the area who may lack social supports Larger families Undiagnosed or unsupported mental health, disability or other complex needs A history of being targeted by others, such as being often robbed Long or repeated periods of homelessness Poor tenancy history, including tenancy debts or no previous experience as a tenant IMPORTANT: Aboriginal people do not often think of themselves as being ‘homeless’ when they are staying at ‘aunties’ or relatives QUESTION: What are some other risk factors you’ve seen, that are not listed here. Please chat through.
- Clients require different levels of support It is really valuable to identify support needs before a client is housed
- Resistance to engaging support. When a household is struggling, a tenant’s willingness to engage support is critical. Client participation and a strengths-based approach enable the person to remain at the centre of service provision, help drive the process, and agree to shared responsibilities. After you find out who is receiving support, identify if it is enough? Is it doing what it's was meant to deliver? Ask if the client is happy to engage with ONLY Aboriginal services or also involve mainstream? Be aware that some Aboriginal people may not answer or avoid questions or challenge persons they perceive as ‘people in authority’ Remember issues such as ‘cultural Shame’
- Language to avoid: “I’m with the government, I’m here to help” A Person centered model involves the person and family working together to find an approach and solution. Make sure family and cultural obligations are taken into account and balanced appropriately with your business obligations Recognise and design a response that takes into account the role an Aboriginal person has within their family, community and culture
- Thinking back to the case study. The question for social housing providers is really about problem solving. QUESTIONS TO CONSIDER AS PART OF A PERSON AND FAMILY CENTRED APPROACH: What were we trying to achieve if anything Did we meet the challenges that the client bought us? Did we actually achieve a good business outcome in $$$ or Did we achieve any real housing outcome ? Could we of work more flexibly? CULTURAL AWARENESS AND COMPETENCY THOUGHTS: Did the staff in Shelly’s case have the skills or supports to use policies and procedures in a flexible way or Were they under pressure to meet business KPIs?
- A Person and Family Centred Approach (PCFA) aims to put the individual and family at the centre of every decision. It empowers them to be genuine partners in their housing outcome. It is about building relationships, trust and mutual respect which can then lead to improved expertise, understanding and commitment. A PCFA approach is characterised by: A focus on strengths, risks, wants and needs Participation in strengths based planning that focuses on long term solutions/goals Empowers people to make choices affecting their lives Enables people to exercise choice in service delivery and life decisions. A PCFA approach can be applied in relation to developing support plans and managing tenancy issues.
- Often, significant time has passed between the application and offer Support needs are not always established during the application stage; or they may have changed by the time an offer is made A pre-offer review to confirm a client’s housing and support needs could be helpful; especially if there is 12 months or so between application and offer A pre-offer review could be held as an applicant approaches the top of the waiting list and could reduce the number of activities during the allocation stage REALITY CHECK: Resources are tight as a minimum identify and target the more vulnerable households What cultural things if any need to be considered?
- An applicant’s support needs should be reviewed prior to the allocation of a property Housing providers should ensure an agreed support plan is in place that includes a written case plan and clients should be involved in the discussion about a property to take into account their family and cultural needs Significant effort and clear communication is required to ensure tenants understand their rights and responsibilities and have supports in place at the commencement of the tenancy QUESTIONS: Why are family and cultural needs important? What are some family and kinship obligations? How do you balance between business and family?
- Housing providers should ensure an agreed support plan is in place that includes a written case plan and clients should be involved in the discussion about a property to take into account their family and cultural needs QUESTION: What do you think the important elements of a case plan are? Please chat these through.
- The number of rights and responsibilities is extensive and can be a real communications challenge, especially for a new client with complex needs Sign ups is not necessarily the best time to explain these rights and responsibilities. Can be very overwhelming for a person. FEEDBACK: We give or new tenants so much information at ‘sign-up’ that I thought we should be giving them a shopping trolley to carry all of the stuff out” Keep the message simple; there are things we have to do/non negotiable Think about opportunities that can be had to –reinforce the message about tenants rights and responsibilities Creative ways to share this information: a DVD in the client’s welcome pack or playing in the housing provider’s office community outreach and events Early home visit, first meeting with client after they’ve settled into their home Within first 6 weeks then as often as required REMEMBER: If they are unsure give them the confidence to ‘ASK’
- Aboriginal people may not be aware of what is expected of them Aboriginal people may not always raise an objection to a decision even when based on incorrect or incomplete information Data shows that Aboriginal rates of appeal are low, we don’t engage in dispute resolution processes easily Teams/staff and organisations need to encourage Aboriginal people to appeal if they disagree with a decision TAAS or other advocacy services can provide assistance and knowledge for Aboriginal people. Advocates are NOT the enemy. A strong referral mechanism needs to be developed and implemented within organisations
- Today’s session focuses on key organisational building blocks that support the delivery of Foundations for Success across the tenancy life cycle. Flexible and responsive policies and procedures Team structures designed for working with vulnerable households Importance of Aboriginal staff Culturally competent workforce – senior management to client service staff Participation – engagement with community and a person/family centred approach Recognition that a balance between pressures of business accountability and person centered outcomes need to be clear
- Approach: Tim – to intro Using the Chat room. Renee to reinforce and read out comments. Tim to make comment on the comments.
- Aboriginal workers are critical to service delivery to Aboriginal clients/communities, they staff have a strong understanding of culture and connection to community and the importance of local context. Workers face significant challenges in frontline roles and require the support and understanding of other staff, including senior management Aboriginal workers provide a key role in working with vulnerable clients. Staff and Specialists may be in high demand and tools may be needed to effectively manage workload demands such as a Specialist Referral Form (screen shot of form over page?) Where an Aboriginal worker or Specialist is not available, housing providers should contact the Aboriginal Tenants Advice and Advocacy Services (ATAAS). ATAAS provides proactive and culturally sensitive services which help to support Aboriginal families and engage with communities. ATAAS can be contacted on Tenants NSW website to find local Tenant Advice and Advocacy Services. Advocate services are NOT the enemy. They can and do help achieve and work with the client for a common goal. If we make mistakes then we need to rectify that error. If the clients needs assistance to ‘tell their story’ then this should be considered an important step in the development of trust with an organisation.
- Question – informal communication channels – e.g. community member to “run” into client.
- Housing providers may not have adequate resources to conduct ‘settling in’ visits, or regular property inspections While visits are beneficial they may not immediately bring to the attention of staff any risks, dangers or issues that the client may have Skilled and culturally appropriate staff help build trust and engagement and can be important in overcoming issues that the client may be having Build and maintain good relationships with tenants and communities Conduct tenancy ‘settling in’ visits within the first 6 weeks of a tenancy commencement Intervene early and engage with support where required to redress issues such as unpaid rent, property care Ensure client outcomes are a priority in tenancy management Understand that when organistations work using a client centered approach that outcomes may take a long time and be resource intensive IMPORTANT THINGS TO CONSIDER: Build respectful and trusting relationships Take the time to listen to their stories Be honest, don’t over promise and under deliver Follow-up on things when you said you would (CSO phone call even if you don’t yet have an answer)
- Social housing tenancies for a number of reasons many positive some for negative reasons. Despite our best efforts to stabilise a tenancy it still may be necessary to evict tenants. What we need to do is ensure that ALL actions have been taken to stabilise the tenancy. The development of checklists, exit development plans or clear business processes can remind staff about the need to ensure that both an organisation policy and procedures have been covered if an eviction is to take place. A tenancy should only be sustained for as long as the clients need remains. Helping households transition into other forms of housing is a new challenge for social housing. Products that can assist with moving or rental products could be developed and can been seen as a helpful incentive. Procedures to evict must a last resort Develop transition plans facing eviction and if possible identify and refer to supports, engaging with a Specialist homelessness service may be an option Where other housing products are a suitable option, develop products that can assist clients transition out of social housing
- The TTR is structured around 12 CORE reasons - FACS will use 28 sub-reasons The 23 Where Next Housed (WNH) options can be grouped under 12 headings Sub-reasons have multiple purposes: Can provide more detailed monitoring for large portfolios Can be varied across time or across providers without disrupting longitudinal or cross-provider comparisons Can assist staff chose the correct Core reason Careful design of a code means that administrative data can both: assist in the day-to-day management of service delivery, AND be a reliable source of evidence for monitoring, evaluation, and service improvement purposes Cross-provider and cross-jurisdictional TTC comparisons will inform the bigger picture CHPs Unit record reporting of the termination codes (the TTR and WNH) will be available from 1 July 2015 6 month lead-in time for providers to adapt. All providers will need to be reporting the codes by 1st January 2016
- Thinking back to the case study. The question for social housing providers is really about problem solving. QUESTIONS TO CONSIDER AS PART OF A PERSON AND FAMILY CENTRED APPROACH: What were we trying to achieve if anything Did we meet the challenges that the family bought us? Did we actually achieve a good business outcome in $$$ or Achieve any real housing outcome ? Could staff used a more flexible approach? Could we of better used our policies and procedures to achieve a better outcome for this family and the housing, provider? CULTURAL AWARENESS AND COMPETENCY THOUGHTS: Did the staff in this case have the skills or supports to use policies and procedures in a flexible way or Were they under pressure to meet business KPIs?
- Positive relationships build on respect and trust between the client and housing provider are important success factors + Home visits are a good way to engage tenants, identify issues and preventing problems that may arise Skilled staff that can identify early warning signs, can demonstrate cultural understanding and can work with clients are important factors in a families success Housing providers having policies and procedures that clearly identify a person centered method of working can ensure that referrals and supports such as Specialist Homelessness Services can help to support families at risk
- Successful outcomes can lead to genuine change for Aboriginal people and communities: These are just a few examples: Empowers us to draw on our cultural strength Builds confidence to work towards better outcomes Builds resilience when things “get tough” Develops stronger economic outcomes Builds great independence Less reliance on governments Points from previous slide: Overcoming the challenges of systemic disadvantage can lead to genuine change for Aboriginal people and communities Change will empower them to draw on their cultural strength and confidence to work through future challenges Using the guide will build knowledge, respect and understanding of the issues that have historical impacted Aboriginal people and communities It will embed in organisations confidence to co-design service delivery models that lead to better outcomes for Aboriginal people
- Thank you for you time and I hope that I have given you some ideas that you can take-away and use in your office.
- Mention – Saint George’s Aboriginal Service Agreement Statement of commitment to Aboriginal people.
- Thanks for being involved in today’s session. We’d really like to know what you thought about it – please complete the feedback form which you’ll get at the close of the session. Today’s we have hopefully raised your awareness about best practice princes about working with Aboriginal people and communities. This is the start of a change journey. We now need to bring about new ways of working, in your local area, to break the cycle of Aboriginal homelessness. I will now handover to Milka for the final slide