Progress


The tiles below set out the progress against the 15 SHS Transition Plan goals and related deliverables. The Executive Advisory Group determined nine goals and related deliverables should be prioritised in the initial implementation phase. These priority goals are highlighted in pink.

 

Organisational and industry readiness goals

1

Embed person-centred models of practice

 

 

In Progress

Initially

  • Document an SHS Person Centred practice approach building on the established frameworks and other current sector approaches:
    • The Opening Doors Framework
    • Other current sector developments (e.g. Launch sites)
    • Organisational approaches to practice
  • Undertake sector consultations
  • Participate in the VCOSS led process to develop person-centred principles for practice in the community services sector
  • Build SHS Person Centred practice approach with principles developed through the process that VCOSS is leading as part of the Community Services Industry Plan

  • A training module exploring a consumer’s perspective of person-centred practice is under development. CHP Peer Education and Support Program (PESP) members will co-deliver the training. Learnings about best practice from existing consumer participation practices are being incorporated.
  • CHP CEO participated in two half-day workshops convened by VCOSS to progress the development of the community sector implementation plan and will continue to be involved in process

2

Build sector capacity in relation to outcomes

 

 

In Progress

Initially

  • Consistent with the CHP Outcomes Position Paper (CHP, 2018)
    • Provide forums to orientate the sector to and build organisational understanding of outcomes measurement
    • Consult with the SHS about the best methods, metrics and data collection approach for outcomes measurement

Part complete

  • CHP Future forum on 8 October 2018 included a capacity building session about outcomes for SHS. Session included consultation about possible approaches for embedding an outcomes framework. SHS members have expressed interest in joining a sector working group to progress the sector’s view of implementing outcomes in the sector.
  • DHHS to lead development of the SHS outcomes framework
  • CHP in discussions with Mark Planigale of Lirata Consulting about complementary sector work and building sector capacity to engage, support and contribute to the development of a DHHS led outcomes framework for the SHS
  • The process will include facilitating SHS outcomes working group and sector consultations to determine the best methods, metrics and data collection approach for outcomes measurement
  • The SHS Outcomes Working Group, comprising cross sector representation and lived experience, has met twice from 2 April 2019  and will meet monthly for the life of the project
  • The sector consultation strategy is currently being developed and the sector will be advised of dates and engagement opportunities through CHP communication channels (eg eNews, CHP website)
  • Lirata will consult with the Organisational readiness working group on 13 May with a focus on issues relating to organisational capacity for outcome measurement – e.g. barriers and enablers for good outcomes data collection
  • To support sector engagement, key documents developed as part of the project will be available on the SHS Transition Hub

3

Promote Aboriginal and Torres Strait Islander self-determination 

 

In Progress

Initially

  • Deliverable to be determined using the principles of Aboriginal self-determination and autonomy

A goal of the CSIP developed by VCOSS and DHHS is Embedding Aboriginal self-determination. A key initial strategic action will be to develop a Compact/Agreement between the Victorian Aboriginal Community Controlled sector and the community services industry.Rather than duplicate effort or develop alternative processes CHP will support VCOSS and DHHS action this goal by:

  • helping to articulate the role of SHS organisations
  • participating in reference group and working groups
  • utilise our positive networks with ACCOs delivering homelessness services to keep them informed about the process and any opportunities for engagement
  • Keep the SHS informed about the Victorian Aboriginal Affairs Framework self-determination principles

 

 

4

Develop a consumer participation strategy

 

 

 

In Progress

Initially

  • Update summary of research and practice related to consumer participation
  • Produce a discussion paper identifying SHS good practice in consumer participation, including the distinct strategies required for particular cohorts (e.g. Aboriginal; CALD; LGBTIQ)
  • Propose a model for implementation in the SHS

Part complete

  • A training module exploring a consumer’s perspective of person-centred practice is under development. CHP Peer Education and Support Program (PESP) members will co-deliver the training. Learnings about best practice from existing consumer participation practices are being incorporated

5

Build data provision and sharing protocols

 

 

 

In Progress

Initially

  • Facilitate routine availability of SHIP data reports to worker, team, program, services and LASN level
  • Complete consultations with the Australian Institute of Health and Welfare (AIHW), government and the SHS on data provision and sharing protocols
    • Use SHIP Champions Working Group to consider practical implications of consultation findings

Part complete

  • DHHS release quarterly Local Area Service Network (LASN) data reports via My agency channel of key data from the Homelessness Data Collection (HDC) ( Note the HDC data comes from SHIP data)
  • To support the routine availability of SHIP data to worker, team, program, services and LASN level CHP has arranged with DHHS to display the LASN reports on the CHP website.
  • Using recently released data from AIHW, CHP has produced two spatial maps for Victoria, which look at the number of people accessing services at both the LGA and Victorian LASN levels. Both maps provides detail about the gender, age range and housing situation (homeless or at risk) when a person presented for a service
  • CHP is a member of the DHHS Homelessness Reporting Advisory Group, which is tasked with exploring how SHIP data could be better used to report of activity in SHS and support outcome measurement.
  • CHP has provide significant support to the North and West LASNs and Launch sites with activities such as: data cleaning, data analysis and presenting that analysis at forums.
  • CHP are members of the AIHW housing and homelessness dashboard Advisory Group and support feedback from the sector and the SHIP Champions informing that work (and CHP reports back to the SHIP Champions about outcomes of meetings)
  • SHIP Champions continue to meet regularly and in 2019 will have a focus on this priority goal
  • SHIP Champions will look for opportunities to  support sector engagement with the HDC data – for example facilitating analysis of HDC data at LASNs and/or with service provider organisations

6

Build service capacity to deliver the contemporary suite of services to gain and sustain housing

 

In Progress

Initially

  • Develop materials to support the SHS to be prepared to deliver the full suite of contemporary services
  • Showcase services demonstrating best practice across the service continuum

  • As noted against the Provide training and development to the SHS goal CHP has developed a number of training modules that address identified training gaps and/or respond to various reforms (eg NDIS, Homelessness and Rough Sleeping Action Plan). Training resources and materials are being developed as part of this process
  • In addition to existing capacity building resources, CHP has developed an Assertive outreach resource and a guide to support the understanding and implementation of Housing First Permanent Supportive Housing programs in Australia
  • An element of the communication strategy for the implementation of the SHS Transition Plan CHP will be showcasing services demonstrating best practice against specific goals (eg innovative use of technology)
  • The Action tables for each SHS Transition Plan goal includes examples of best practice relevant to that goal.

 

 

 

7

Strengthen consumer service pathways

 

 

Initially

  • Launch sites are supported to document their findings related to improving consumer pathways
  • LASN’s supported to further lead service performance improvement at a local level
  • Leverage key resources (e.g. Victorian Housing Register) to strengthen consumer pathways

Updates on the progress of this goal will appear here. Please check back or subscribe to the SHS Transition Bulletin

8

Improve local service coordination

 

 

Initially

  • Consult with the SHS about how the LASNs could be further expanded and strengthened
  • Build and support the capacity of LASN’s to lead service system improvement at a local level
  • clarify and consistently utilise the variables to be used for reporting

Updates on the progress of this goal will appear here. Please check back or subscribe to the SHS Transition Bulletin

 

9

Make effective use of new technologies

 

In Progress

Initially

  • Identify a process for review and ongoing awareness of new technology relevant to the sector, drawing on new innovations being trialled by the sector and those led by government

  • The SHS transition hub will feature a Transition Through Tech blog, showcasing new technologies relevant to the SHS and exploring innovations being trialled by organisations, workers and government, that are relevant to improved outcomes and work productivity.

 

10

Develop SHS research priorities and complete research

 

 

Initially

  • Undertake consultation to identify the key components of an SHS Research Plan

Updates on the progress of this goal will appear here. Please check back or subscribe to the SHS Transition Bulletin

 

 

Workforce capacity building goals

11

Build a SHS workforce development strategy

 

 

In Progress

Initially

  • Identify immediate, practical workforce development strategies for implementation
  • In consultation with the sector, develop a SHS position paper on the workforce development required to take contemporary SHS practice to scale, including detailed planning for future needs
  • Develop a regular method to gather and analyse demographic, satisfaction and capability data on the SHS, align this activity to a broader community services wide survey where possible
  • As suggested in the third dot point above look for opportunities for collaboration with VCOSS, CHIAVIC and CFECFW to avoid duplication

  • Note DHHS has prioritised the development of a workforce capability framework
  • In terms of immediate practical workforce development strategies CHP has identified a need for building the capacity of Team Leaders in the SHS. This gap has been identified by the SHS Training Advisory Group and in the sector consultations informing the development of the SHS Transition Plan
  • CHP has partnered with Women Working Wonders to develop a tailored leadership program for team leaders in the SHS. The 3 day training will be trialled and evaluated in July 2019. A trainers’ manual and training resources will be developed to guide future delivery of the training (subject to funding eg on the SHS training calendar)

12

Develop a SHS workforce capability framework

 

 

In Progress

Initially

  • Identify and document the key elements required for development of a Workforce Capability Framework to deliver the contemporary suite of SHS services, manage and lead change in the sector, and provide effective governance, management and leadership to the SHS
  • Review workforce capability frameworks in allied sectors and from SHS nationally and internationally
  • Complete report on impact of reforms and other issues for DHHS Workforce Development Branch, utilising the template they will provide (TBC by March 2019)
  • Membership (with CHIAVIC, Centre for Excellence and DHHS) of the Workforce capabilities and training project reference group being led by DHHS Workforce development branch
  • Complete DHHS Workforce Development Branch Capability framework template (by June 2019)

    • To support the development of a Capability framework across the homelessness, community housing, youth and family services sectors. DHHS Workforce Development Branch have provided a model for Capability framework for CHP to adapt for the SHS
    • To drive consistency across sectors CHIAVic  and Centre for Excellence in Child and Family Welfare will also adapt the same Capability framework model for those sectors
    • HNSW was funded by NSW government to trial and now implement a HNSW Capability framework for the NSW SHS. CHP has had discussions with HNSW about utilising this work to inform the workforce capability framework being developed in Victoria
    • The CHP Housing Support Guides, the North West LASN Cared For Enough To Be Involved Consumer Participation guide and the SHS Transition Plan have also been used to inform the Capability framework
    • DHHS Workforce Development Branch asked CHP to provide a report on reforms impacting the SHS. As these are considered and addressed in the SHS Transition plan report, this has formed the basis of the report which will be added to the SHS Transition hub)

     

    Note: The DHHS Workforce capabilities and training project includes the following activity/objective:

    • map capabilities to the appropriate education and training qualifications and skills, to inform future workforce development initiatives, including training (DHHS with DET and sector)

     

    This objective will support the following SHS Transition Plan goals:

    • Develop a SHS workforce capability framework
    • Build a SHS workforce development strategy
    • Develop workforce pathways

13

Develop workforce pathways

 

 

 

In Progress

Initially

  • Build on relationships with key education providers to:
    • Streamline vocational pathways to the SHS for students (e.g. through structured student placements and closer ties with education providers) Give focused consideration to specific groups (e.g. Aboriginal people, young people, CALD people, people with lived experience and LGBTIQ people)
    • Encourage development of more homelessness content to be included in human services tertiary and other relevant education programs.

Part complete

  • CHP convenes the SHS Training Advisory Group (TAG) that brings together DHHS, Wodonga Institute of TAFE, Swinburne University and key SHS representatives to support the development of learning and workforce development strategies for the homelessness sector in Victoria
  • The SHS TAG supports relationships with key education providers
  • CHP worked with Swinburne on a project that aimed to contextualise the Certificate IV in Social Housing for the SHS.
  • An outcome of the project relevant to the Develop workforce pathways priority goal, was homelessness specific content for all 15 of the units of competencies in the Certificate IV in Social Housing
  • CHP will publish a document on its website compiling homelessness specific content for each of the 15 units of competencies
  • This document will be available for any trainers delivering or students undertaking those units of competencies at any relevant education provider and/or as part of another qualification (eg Diploma of community services)
  • If the model proves effective CHP will explore opportunities to provide a homelessness lens and develop homelessness specific content to other, relevant units of competency or university subjects
  • CHP has been engaged by No to Violence to apply a homelessness lens to the ‘Work with users of violence to effect change’ unit of competency
  • CHP is advocating for a new homelessness course and is exploring how they might be best progressed

 

14

Share and use data to inform SHS practice

 

 

In Progress

Initially

  • Identify key research and evaluation for dissemination
  • Support SHS workforce to make better use of SHIP and other data to inform their work

Part complete

  • CHP routinely identifies key research and evaluation and incorporates it where relevant into training it delivers. However there is a need to determine the best method to disseminate and promote this material
  • CHP plays an ongoing role in supporting SHS workers to better use SHIP and other data (eg data training, an element of the two day Introduction to Homelessness training, convening and supporting SHIP Champions).
  • AIHW releases annual data reports for all states. In addition it also releases specific reports, such as the recent couch surfers report.
  • CHP shares this data with the sector (Enews, media) and works to build the sector capacity in relation to the data, for example by incorporating into capacity building activities
  • To support the routine availability of SHIP data to worker, team, program, services and LASN level CHP has negotiated with DHHS to display the LASN reports on the CHP website.
  • Using recently released data from AIHW CHP has produced two spatial maps for Victoria, which look at the number of people accessing services at both the LGA and Victorian LASN levels. Both maps provides detail about the gender, age range and housing situation (homeless or at risk) when a person presented for a service
  • SHIP Champions continue to meet regularly and in 2019 will have a focus on this priority goal
  • SHIP Champions will look for opportunities to support sector engagement with the HDC data – for example facilitating analysis of HDC data at LASNs and/or their organisation

15

Provide training and development to the SHS

 

 

In Progress

Initially

  • Support the SHS Training Advisory Group to identify, prioritise and document immediate training needs for the sector using recent sector consultation data, Training Needs Analysis (see Capability Framework above) and a review of current SHS practice and cohorts presenting to SHS services (see Workforce Development above)
    • Incorporate government priorities as reflected in the Homelessness Launch site and other recently funded initiatives
    • Consider current training program activities
    • Develop or source immediate training needs content for the SHS
    • Build the capacity of senior staff to provide supervision and staff development practices
    • Ensure all training aligns with broader capability framework development activities (see Capability Framework above)

Part complete

  • Through the SHS Training Advisory Group, consultation informing the development of the SHS Transition Plan and feedback from the sector CHP has identified a need for building the capacity of Team Leaders in the SHS
  • To address this gap CHP has partnered with Women Working Wonders to develop a tailored leadership program for team leaders in the SHS. The 3-day training will be trialled and evaluated in July 2019. A trainers manual and training resources will be developed to ensure the training can be continued to be delivered (subject to funding) moving forward (eg on the SHS training calendar)
  • Development of a training module exploring a consumer’s perspective of person-centred practice is under development.   CHP Peer Education and Support Program (PESP) members will co-deliver the training. Learnings about best practice from existing consumer participation practices are being incorporated
  • To respond to the Rough Sleeping Action Plan (RSAP) CHP developed an assertive outreach training module. This has been trialled with a mixed group of workers from RSAP projects, and 3 more days of training have been provided to organisations delivering assertive outreach. (to Greenlight RSAP 28 February, Frankston and Dandenong RSAP 4 April and Uniting Care Ballarat RSAP 11 April,)
  • To respond to the NDIS reforms CHP has developed and is delivering NDIS training to the SHS
  • To respond to the increase in private rental brokerage funding in the SHS, CHP is developing a Supporting clients to access private rental training module, will trial it and make it available to be included on the SHS training calendar
  • The SHS Training Advisory Group (now Workforce Working Group) has developed a new regional training needs template to support Regional Networkers and Wodonga TAFE to identify training needs and coordinate the delivery of training to the regions. Template is being trialled