Homelessness NSW Annual Report€¦ · 4 Homelessness NSW - Annual Report 2014-2015 4ghlights of...

Homelessness NSW Annual Report

99 Forbes Street Woolloomooloo NSW 2011 ABN 37596554677

2014

-201

5

2 Homelessness NSW - Annual Report 2014-2015

1. Who we are

2. Our Vision

3. What we do

4. Highlights of 2014-2015

5. Chair’s word

6. Treasurer’s word

7. Our Board

8. Policy Council

9. Our Staff

10. CEO’s word

11. Policy and advocacy activities

12. Industry Parnership- Sector Development Project

13. SHS Service Delivery Design Project

14. Sydney Women’s Homelessness Alliance (SWHA)

15. Auditor’s statements

16. Homelessness NSW’s members

Table of Contents

Homelessness NSW - Annual Report 2014-2015 3

1 Who we areHomelessness NSW is a not for profit organisation that operates as a peak agency for its 110 member organisations to prevent and reduce homelessness across NSW. Our members include small, locally based community organisations, multiservice agencies with a regional reach and large State-wide service providers.

2 Our visionA NSW where no-one is homeless or at risk of homelessness.

Our purpose

To advocate and provide leadership on homelessness issues across NSW and to support effective service delivery to those who are homeless or at risk of homelessness.

Our strategic goals for 2012-15

- A stronger focus on the prevention of homelessness

- An increased organisational capacity and profile

- Members that are sustainable and offer high quality services

- A consumer focus is a core element of service provision

3 What we do - We develop and assess policies that impact on homelessness and its risk. We advocate to Governments,

business and the broader community to improve policy and program initiatives that affect homelessness

- We provide extensive information and education about the causes of homelessness and the diverse program and service delivery approaches that are taken to tackle it;

- We provide significant amounts of support and advice regarding organisational change and development and service delivery design in the homelessness sector

- We work collaboratively with other peak housing, homelessness and broader human services organisations at the NSW and national level


4 Highlights of 2014-15 - Securing a commitment from the Commonwealth Government to fund the National Partnership Agreement on

Homelessness until June 2017

- Broad consultation with the sector around the impacts of the Going Home Staying Home reforms

- Established the Industry Partnership Sector Development Project and SHS Service Design Project in partnership with DVNSW and Yfoundations

- Assisted the Sydney Women’s Homelessness Alliance (SWHA) to convene a Women’s Transgender Forum

- Facilitated a partnership between the Asylum Seekers Resource Centre and the Sisters of Charity to provide housing to asylum seekers

- Co-sponsored Milk Crate Theatre in working with homeless members of its ensemble;

- Secured ongoing funding until June 2017

Milk Crate Theatre performance of This House is Mine photo credit: Milk Crate Theatre


Due to the implementation of the NSW Government’s Going Home Staying Home reforms and uncertainty surrounding the Commonwealth Government’s commitment to the National Partnership Agreement on Homelessness (NPAH), 2014-15 represented a significant period of change, upheaval and regrowth for homelessness services in NSW, including Homelessness NSW.

Throughout 2014-15, Homelessness NSW monitored the implementation of the GHSH reforms and advocated for positive client and service provider results. At the same time, in conjunction with our partner organisations, Yfoundations and Domestic Violence NSW, we consolidated the SHS Industry Partnership Industry and Workforce Development Project designed to help all homelessness services adapt to the huge challenges that the GHSH reforms generated and assist them to meet the NSW Homelessness Quality Assurance System Standards. Homelessness NSW also successfully lobbied, in partnership with national and other state peaks, for Commonwealth commitment to the NPAH until June 2017.

Preventing and reducing homelessness will always be a multifaceted agenda in which making the homelessness services system more effective is but one element. To this end, our organisation has continued to advocate and develop proposals that aim to tackle the structure, personal and social causes of homelessness.

We work strongly with other peak organisations and interest groups in pursuing proposals that will add to the supply of social and affordable housing, that will better align employment opportunities for homeless people, that will encourage less incidence of family and domestic violence and mental health problems and that will improve the housing and support offers to people leaving custody and other forms of care.

These achievements were undertaken during a period of uncertainty for the organisation itself. Due to the GHSH reforms, a number of Homelessness NSW Board Directors were forced to resign midway through their term, Homelessness NSW core funding was only confirmed until June 2015 and our highly skilled and experienced Chief Executive, Gary Moore, resigned in November 2014.

The commitment of the remaining Board of Directors and other Homelessness NSW members who stepped in to assist during this period has ensured that Homelessness NSW now has a vibrant Board of Directors that represent the breadth of our membership including large and small organisations, rural and inner city and youth, Aboriginal, women’s and men’s services. We were able to appoint a new Chief Executive, Katherine McKernan, who has extensive homelessness policy experience and our core funding has now been confirmed until June 2017.

I would like to thank the Board of Directors, Policy Council members and staff for enabling Homelessness NSW to continue to advocate for and support homelessness services during this period.

Having supported the organisation for over ten years and particularly through this period, I believe that Homelessness NSW is now in a prime position to consolidate and grow and to continue to provide advocacy and support that ensures good outcomes for homeless people.

So, it is not without regret, that I am taking this opportunity to step down from the Homelessness NSW Board knowing that the organisation is in a good position to continue its effective work.

I wish the organisation all the best for the future. .

5 Chair’s word

Rhonda Gregory Chairperson


Pleasingly, 2014-15 was a steady year of financial performance for Homelessness NSW.

We began 2014-15 with some uncertainty with the core funding and project funding concluding and not clear indication from FACS about their future direction. NSW Department of Family and Community Services (FACS) provided our core funding with a one year contract as well as a year extension of the SHS Industry Partnership funding.

As host the SHS Industry Partnership’s Industry and Workforce development project, which saw a diverse range of organisational change and development assistance being provided to a significant portion of the NSW SHS sector during the year.

The NSW Department of Family and Community Services (FACS) continued to provide a sound level of funding assistance to enable this suite of services to be developed and provided as homelessness services began to tackle the challenges in adapting to new service delivery models and new organisational governance and management arrangements.

This funding assisted in meeting a short fall in the core funding. The core Homelessness NSW budget was also supplemented by a small level of donations and contributions, whilst revenue raised through membership fees remained at previous levels.

I am pleased to advise that our annual audit for the 2014-15 year produced a satisfactory and unqualified result. Our financial reserves are in a sound position to meet current and future known liabilities.

I would like to thank the departing Homelessness CEO Gary Moore in his efforts and sound management which secured the 14-15 funding and contributions to delivering the end-of-year result.

I am also pleased to advise that the NSW Department of Family and Community Services (FACS) has committed to ongoing core funding for Homelessness NSW in line with the Going Home Staying Home contractual period until June 2017.

I would also like to congratulate the new Homelessness NSW CEO Katherine McKernan in the back half of the financial year to solidify the good result, but to negotiate with NSW Department of Family and Community Services (FACS) for ongoing stable funding.

These discussions are still also ongoing with FACS regarding the provision of funding for the SHS Industry Partnership’s Industry and Workforce Development Project for an additional two years and again in line with the SHS Program contractual period until June 2017.

These developments have placed Homelessness NSW in a strong financial position and the organisation will continue to work to consolidate our position whilst providing high quality services to all members and the broader community. .

6 Treasurer’s word

David Allen Treasurer


7 Our BoardThe Board of Homelessness NSW is comprised of 9 members elected by our membership. Due to the change in funded services as a result of the GHSH reforms, four Board Directors were required to resign from the Board after only serving half their term. These Board Directors were replaced by four members based on the results of the 2013 election.

In 2014-15, the Board members were:Chair Rhonda GregoryDeputy Chair Patricia BrambleTreasurer David AllenSecretary Sherri Makepeace (until October2014)

Owen Atkins (from October 2014) Director Owen Atkins (until October 2014)Director Matthew Cleary Director Zed Tintor (until October 2014)Director Meena Johnson (until October 2014)Director Laurie Maher (from October 2014)Director Jenni Beetson-Mortimer (from October 2014)Director Kelly Hansen (from October 2014)Director Deborah Longhurst (from October 2014)

8 Policy CouncilA Policy Council, comprising some Board members and several other members of Homelessness NSW operates to provide advice and assistance to the Board and staff. Again, due to the GHSH reforms the membership of the Policy Council was required to be re-established in 2014-15. In 2014-15, its membership was:

In 2014-15, the Policy Council members were:Board Directors: Patricia Bramble

Owen Atkins Meena Johnson (until October 2014) Sherri Makepeace (until October 2014) Laurie Maher (from October 2014)

Other members: Leigh Smith Maree Tan Michele Maitland Brett Macklin Annabelle Daniel Laurie Maher* Tracey Lawson* Fred Oberg*

*until October 2014


9 Our staffIn 2014-15, Homelessness NSW employed a mix of Policy, Administration and

Project staff. They were:CEO Gary Moore (until November 2014)

Katherine McKernan (from February 2015)Senior Policy and Research Officer Digby HughesAdministration Manager Catalina LoyolaProject Officer, SWHA Sue McGilvray

On behalf of the SHS Industry Partnership, we also employed to operate the SHS Industry and Workforce Development Project:

Project Manager Jennie BurrowsProject Officer Persis Eskander (until December 2014)

Chela Weitzel (from January 2015)Senior Project Officer Dougie Wells

Homelessness NSW staff and students lunch


Since joining Homelessness NSW in February 2015 it has been a whirlwind of consultation, advocacy and consolidation.

The impact of the Going Home Staying Home reforms on the homelessness sector has been significant and 2014-15 has been a year of regrouping and recovery. SHS services have reconfigured, new data and referral systems have been implemented and partnerships have had to be re-established. On top of this, there has been a new Minister appointed to this area and significant changes within the Department of Family and Community Services. All of this has been undertaken in a context in which the demand for homelessness services has been increasing. It is a credit to the sector that it has continued to deliver quality services to homeless people in the context of so much change.

Homelessness NSW too has been impacted by the reforms. The Board experienced significant change, core funding was only committed until June 2015 and the Chief Executive, Gary Moore, resigned in November 2014 taking with him a huge wealth of policy knowledge and advocacy experience. I would like to thank him for his work in developing and building Homelessness NSW so that it was in the best shape possible during such significant period of change.

My focus has been to utilise the energy and enthusiasm that comes with a new job to meet and listen to as many sector representatives as possible, gather a clear evidence base on the issues that are emerging and build relationships so that the organisation can appropriately advocate and represent the sectors’ views.

I have also been required to focus on the consolidation of Homelessness NSW itself and I am pleased that the organisation now has its core funding confirmed until

June 2017. I have also worked closely with DVNSW and Yfoundations to ensure that the Industry Partnership Sector Development Project is delivering quality support and resources to SHS services that has assisted with their own regrouping and consolidation.

In the midst of all this change, 2014-15 also saw many shorter term projects and pieces of policy work and advocacy being conducted, including ongoing Boarding House advocacy work and partnerships with Alzheimer’s Australia, the Sisters of Charity and the Asylum Seekers Resource Centre. These achievements are summarised elsewhere in this Annual Report, and they illustrate how well a small organisation, working strategically and collaboratively, can help to make a difference at both the local and broader levels of society.

The consolidation of our Board representation in 2014-15 and the significant contributions of Policy Council members and many other local members ensured that the quality of our service offerings was always informed by the experience of front line services working with clients. I would particularly like to thank Rhonda Gregory, the outgoing Chair of Homelessness NSW, for all her support during my first few months in the position. Her calm and supportive approach will be sorely missed.

I would like to also thank my staff colleagues at Homelessness NSW for their wonderful work during this financial year and particularly for all their support as I scrambled to get across the vast amount of work that they are responsible for. The team is an innovative, hardworking, highly skilled and supportive group who continued to do their jobs professionally and adeptly during a period of significant uncertainty for the organisation. .

10 CEO’s word

Katherine McKernan CEO


Going Home Staying Home

A priority focus for Homelessness NSW in 2014-15 was to inform and provide advice about the reform activities in the State’s homelessness services system being implemented by the NSW Government under its Going Home Staying Home banner.

Along with other peak homelessness and housing organisations and NCOSS, Homelessness NSW participated in a key Government advisory body, the Sector Reference Group and several working groups throughout the year.

Whilst we supported the objectives of the reform agenda, such as an increased focus on the prevention of homelessness and more emphasis on obtaining housing with appropriate “wrap around” support services for homeless people, we have raised, and will continue to raise, a number of issues that have emerged as part of the reform.

One of the priorities has been to engage and consult with as many Homelessness NSW members as possible and we have held consultation forums with members in the following FACS Districts:

- Hunter New England

- Illawarra Shoalhaven

- Murrumbidgee

- Nepean Blue Mountains

- Northern NSW

- South Eastern Sydney

- Southern

- Sydney

The main issue identified in all consultations was an unprecedented demand for crisis services and a lack of available affordable housing. This was the case in all areas and for all client groups. Homelessness NSW was active in raising issues both with the NSW Government and in the media on this situation and will continue to advocate in this area.

Other priority issues that have been identified through consultation that Homelessness NSW has and will continue to highlight include:

- Need for a whole of government commitment to addressing and preventing homelessness with commitment from the Health, Corrective Services, Out of Home Care and Education portfolios

- Need for integration of SHS domestic and family violence service delivery with the broader domestic and family violence service system and a whole of government commitment to addressing domestic and family violence

- Need for a planned approach to the ongoing implementation of the GHSH reforms including outcomes measurement, one funding program and a strengths based approach to contract management and assessment

- Review of GHSH and FACS programs/services supporting the SHS Program including Joint Working Agreements, Link2Home, Temporary Accommodation and data analysis

Homelessness NSW also advocated for ongoing funding of the National Partnership Agreement on Homelessness and was pleased to see the Commonwealth commit to this until June 2017.

11 Policy and advocacy activities

Digby Hughes Policy Officer


Boarding house regulation

Homelessness NSW continued to play a key role in focusing attention on the need to adequately enforce the requirements of the Boarding House Act during 2014-15. We worked on this through our membership of the Boarding House Implementation Committee and CASA and our collaboration with the Tenants Union, the Newtown Neighbourhood Centre and inner Sydney Community Legal Centres.

Older women and homelessness

Homelessness NSW continued to work on issues around the risk of homelessness for older single women. We continued our membership of a group, convened by the Mercy Foundation which includes the Council on the Ageing, the Older Women’s Network, the

YWCA and FACS, to identify specific actions that could be taken. We started preliminary planning on a forum for Homeless Persons Week.

Asylum Seekers Housing Project

Homelessness NSW was plesed to facilitate an arrangement between the Sisters of Charity Foundation and the Asylum Seekers Resource Centre to establish housing for asylum seekers.

The Foundation has invested close to $3m in the purchase of a residential building which is being used exclusively by the Asylum Seekers Centre for emergency and transitional housing to assist asylum seekers who are homeless or at risk of becoming homeless.

The Project was officially opened in March 2015. Homelessness NSW continues to provide support to the Asylum Seekers Resource Centre in developing this project.

Dementia forums

During 2014-15 Homelessness NSW developed a partnership with Alzheimer’s Australia that saw the two organisation co-host 2 forums on homelessness and dementia. These were valuable opportunities for services working in disparate sectors to meet together and begin to form some alliances. Homelessness NSW and Alzheimer’s Australia are looking at continuing this partnership.

Membership

Homelessness NSW continued to provide information to our members. During 2014-15 we produced 30 E-Bulletins. We continued our strong social media presence. As at 30 June 2015 we had over 5,000 social media followers.

Other issues

During 2014-15, Homelessness NSW responded to numerous media requests as well as requests from students and other organisations for information. We also provided a submission to the FACS Social Housing Discussion Paper. Homelessness NSW also provided comments and information to requests from Homelessness Australia.

Homelessness NSW was pleased to support MilkCrate Theatre in its production of This House is Mine a performance about mental health issues created and performed by Artists who have experienced homelessness or social marginalisation.

Homelessness NSW provided placement experience and supervision to one student during 2014-15. .

Asylum Seekers Housing Project


In 2014-15 FACS provided funding of approximately $2m to the Industry Partnership (IP) – a partnership between Homelessness NSW, DVNSW and Yfoundations - for the implementation of the Sector Development Project (SDP).

GHSH Reform, FACS has funded homelessness service packages across NSW for the 1 July 2014 to 30 June 2017 period. Around 30 organisations have also been funded under the Service Support Fund (SSF) until 30 June 2017. Nearly half of the packages are being delivered through joint working arrangements (JWAs).

All Specialist Homelessness Services (SHS) funded organisations will be required by June 2017 to be compliant with the NSW Quality Assurance System (QAS).

The SDP aims to assist the SHS sector to consolidate the GHSH reform and to implement key priorities under the SHS Industry Development Strategy to build the sector’s capacity over the longer-term. The SDP Program of Work consists of a series of projects aligned to the eight Standards of the NSW Quality Assurance Scheme (QAS) and is overseen by a FACS-IP Governance Group. Each project is detailed in a Project Plan which includes a monitoring and evaluation component. The FACS-IP Governance Group has endorsed these Project Plans.

The projects within the SDP are:

A. Quality project

B. Standard 1 – client rights

C. Standard 2 – service access, design and delivery project

D. Standard 3 – client participation project

E. Standard 4 – service quality project

F. Standard 5 – linkages project

G. Standard 6 – governance project

H. Standards 7 and 8 – management project

I. Cultural competency project

J. Standard 5 – outcomes project

K. Industry Development and Workforce Plan Implementation project

The IP support is available to all funded organisations and partners, including those funded through the SSF.

12 Industry Partnership – Sector Development Project

Jennie Burrows Project Manager


Due to the major changes facing the sector in the first part of 2014-15 the project was extended until December 2015 and the focus for this year has been:

*providing support during the transition phase

*providing support for implementation of the Quality Assurance System

*finalising a NSW Homelessness Industry Strategy and Workforce Development Plan.

The Transition Phase

16 workshops were held across the State to assist SHS organisations with the 3 month transition from the old to the new SHS system, once Going Home Staying Home tender decisions were announced. A comprehensive workbook was provided to participants covering all aspects of organisational management.

An additional staff member was employed in each peak body to assist with identifying issues during the implementation of new services.

47 organisations who were unsuccessful in the tender were offered a Business Advice Service so that they could consider their future options with a professional consultant. Most organisations used the Service to prepare an application for the Service Support Fund and these applications were 100% successful. Around 30 organisations have also been funded under the Service Support Fund until 30 June 2017.

Nearly half of the Going Home Staying Home delivery is being managed through joint working arrangements (JWAs). The SDP provided a JWA Service that assisted organisations with legal, quality and all aspects of joint

arrangements. A Lead Agent Network was developed with its first meeting held in May 2015 and attended by over 40 organisations and an electronic Community of Practice for Lead Agents was also initiated.

Templates and resources were provided to all organisations taking part in a Joint Working Arrangement. 35 organisations delivering 39 service packages were provided with advice through the JWA Service. 2 organisations delivering 7 packages were provided with assistance through the JWA Intensive Service. These organisations were funded a short-term project officer to progress essential JWA work.

Quality Assurance System

In 2014-15 the SDP completed phase 1 of Project A which focused on raising sector awareness of the QAS and providing instruction on the quality standards and requirements. This included the provision of 16 workshops across the FACS Districts which were attended by over 200 SHS representatives.

Projects were also developed to provide support to the SHS sector on partnerships, governance and cultural competence. This included support for the provision of the first Women’s Transgender Forum held in May 2015.

Development of the NSW Homelessness Industry and Workforce Development Strategy

Extensive work was undertaken to develop an Industry and Workforce Development Strategy for the Homelessness Sector. The SDP undertook extensive consultation including 14 focus groups (attended by 125 people), and a survey of the SHS sector and a survey

The Sector Development Project’s Partnership Masterclass in Coffs Harbour. L-R: Steph Hill (OTCP), Kenn Payne (Gurehlgam), Amanda Ryan (OTCP), Amy Anderson (OTCP), Cheryl Coppin

(OTCP), Nicky Minchinton (OTCP), Jillian Knight-Smith (Women Up North) and Peter Usher (OTCP).


of mainstream non-SHS organisations regarding priorities. The SHS sector survey received 376 responses and the mainstream consultation survey received 200 responses. A draft Industry and Workforce Development Strategy containing ranked priorities and aligned to the QAS was submitted to FACS in June 2015.

Priorities for next year:

The SDP will focus on implementing the NSW Homelessness Industry and Workforce Development Strategy.

This will continue to focus on the Quality Assurance System and the SDP will provide all SHS organisations with a trained facilitator to conduct quality guided self- assessments, leading to the development of a Quality Plan of areas for improvement. Professional assistance will be provided to action the improvements needed. Areas of focus include complaints and feedback systems, client charters, service user involvement, case management, working within and outside the sector, cultural competency, partnerships, risk management and governance skills.

Advice will also be provided to FACS around the need and options for Third Party Verification within the Quality Assurance System.

The SDP will also develop some resources for JWAs and continue to provide tailored support to those JWAs who require it.

The IP will maintain the Lead Agents Network, and will establish a Sole Agents Network, a Sector Support Fund Network, and an Outcomes Interest Group. .


The SHS Service Design Project is part of the wider SHS Industry Partnership – Sector Development Project. During 2014-15, each of the homelessness peaks employed a project manager to assist organisations with service access, design and service specialisation needs arising from the Going Home Staying Home reforms, with initial FACS funding divided equally between the three homelessness peak bodies in NSW: Homelessness NSW, DV NSW and Yfoundations.

The project managers also progressively monitor the impact of the reforms on the Specialist Homelessness Services (SHS), including Special Support Fund (SSF) services.

Homelessness NSW’s project manager reports directly to its CEO.

GHSH Sector Support Survey

In conjunction with the other homelessness peaks, the SHS Service Design Project undertook a survey of all SHSs and SSFs during April and May 2015 to assist in identifying priority areas and to better understand the impact of the GHSH reforms.

A total of 107 services completed the survey, a response rate of over 71%.

The major thread running through the results of the survey is the impact of the lack of appropriate housing/ accommodation at both entry into, and out of, the SHS/ SSF system. This has impacts on how other aspects of the GHSH reforms are implemented, such as the No Wrong Door approach.

The survey revealed that 84% of SHSs and SSFs are regularly operating at full or near to full capacity, which may be related to the aforementioned lack of appropriate housing and accommodation at both the entry and exit points of the system.

The Homelessness NSW project manager for the SHS Service Design Project has developed a number of activities including:

Roundtable for Homelessness Services Supporting Adults Leaving Custody

The roundtable was held in conjunction with FACS, the Community Restorative Centre and the Department of Corrective Services NSW and was attended by over 60 service providers.

Held in April in 2015, the roundtable aimed to:

- inform services of evidence-based best practice; examine how services can work more effectively together;

- identify any known gaps in current service provision, and how to address those gaps; and to identify future work to enable a better response to adults leaving custody.

A follow-up session for the homelessness sector, based on these areas and focused on systemic supports required to work with this client group will be held in the latter half of 2015.

Access to Housing Training Pilot Project

To be held in September 2015, this pilot project is aimed at inner city case managers in the homelessness sector and is being developed in partnership with FACS and the Public Interest Advocacy Centre. The project aims to enhance the capacity of case managers to navigate the complexities of FACS housing access products on behalf of their clients; to gain a working knowledge of the Housing Pathways system; to gain a working

13 SHS Service Design Project

Dougie Wells Senior Project Officer


knowledge of the NSW tenancy legislation; and to gain skills in negotiation and advocacy skills around housing issues.

The training will be of particular benefit to those case managers working in an SHS where there is a responsibility to provide an early intervention/ preventative model of service to people who are homeless or at risk of homelessness.

This pilot project is being developed with the intention of rolling it out to other districts within NSW, where future funding for the Industry Partnership is provided.

Scoping of three other projects also commenced including:

Private Rental Engagement Project

The aim of this project is to assist SHSs with their engagement with local real estate agents to secure properties for the homeless or at risk of homelessness clients. The project will bring together services from the homelessness sector and those working in FACS – Housing as Private Rental Brokerage Officers in the one district to discuss and agree on a mechanism to co-ordinate engagement activities with local real estate agents. A key feature of the mechanism is the FACS-

produced booklet Keys To Opening Doors, which provides guidance on engaging with real estate agents.

It will be piloted in the Newcastle area

Reconnecting Health and Homelessness Services in South Eastern Sydney Pilot

This project is a joint venture by South East Sydney Local Health District (SESLHD) and Homelessness NSW to reconnect relevant health services in that district with homelessness services.

The project will take the form of a half-day forum in late September 2015, to be attended by representatives from both the homelessness and health sectors to identify ways to bridge the gap, and to explore opportunities to collaborate with each other. This project aligns with the SHS Service Design Project’s remit to assist homelessness services to build relationships with other, mainstream services. If successful, this project structure will be made available in other FACS Districts.

Integration between Community Housing Providers and SHSs Supporting Complex Needs Tenants

This is a project of NSW Federation of Housing Associations, involving

Homelessness NSW, the Mental Health Co-ordinating Council and FACS Community Homes and Place.

This project will build the community housing industry’s understanding and capacity to support community housing providers’ (CHPs) to respond well to applicants and tenants who experience mental health conditions and coexisting difficulties, by providing a more integrated response between CHPs and SHSs.

Other activities included:

- Regular meetings with Link2Home to provide feedback on their suite of services to SHS and SSFs

- Attendance at Sydney South Eastern, Hunter, South Western Sydney and Southern DHIGs

- Liaison with Co-ordinators from the TAAS network of tenancy advice centres on training in tenancy legislation for SHS and SSF case managers.

- Participation on the Connect 100 Governance Group and development of a partnership with the City of Sydney’s Homelessness Unit to enhance access to Connect 100 by homeless people .


Homelessness NSW supports the Sydney Women’s Homelessness Alliance through employing a project officer for one day per week. SWHA has been established to assist cross agency sector collaboration and improve a woman’s journey through such a complex system. A collaborative approach is taken to identify emerging gaps, map the current service system, and look at addressing problematic structural issues within the delivery of women’s services.

Women’s Transgender Forum

The major achievement for 2014-15 was the SWHA Women’s Transgender Forum held in May 2015. It was a ground-breaking and innovative mouthpiece to discuss the issues of access and equity facing transgender women in the specialist homelessness sector and included the launch of Women’s Transgender friendly posters and stickers for services to display. The Forum was launched by Anna Bligh, CEO of the YWCA, and attended by over 150 people.

Other achievements include:

Continued to maintain our advocacy position and respond to women’s homelessness issues despite pressures on members generated by the GHSH reform process

Supported member agencies through the GHSH process by providing relevant communications, networking with capable support people and providing regular updates on what supports, training and services were available

Produced and maintained an accurate map of the specialist homelessness services available to women in the inner City allowing services gaps to be identified and advocated for.

Instigated a new working group tasked with ensuring issues relating to domestic violence receive support and advocacy as part of the SWHA focus

Made a submission to the NSW Domestic Violence Disclosure Scheme via our DV working group and proposed that the Surry Hills Local Area Command be included as a pilot group for the scheme with SWHA members represented on the Consultation Board for the Pilot

Priorities for next year include a focus on:

- domestic and family violence

- women’s only boarding houses

- Temporary Accommodation .

14 Sydney Women’s Homelessness Alliance (SWHA)

Anna Bligh, YWCA CEO, launching the SWHA Women’s Transgender Forum

Sue McGilvraySWHA Project Offficer


15 Auditor’s statements


Aids Council of NSW

Adele Dundas Inc.

Barnardos Temporary Accommodation Program

Bathurst Women’s Housing

Boarding House Outreach Service - Newtown NC

Bridge Housing LTD

Byamee Proclaimed Places Inc.

Catholic Care Social Services

Catholic Community Services

Centacare South West NSW

Central Coast Community Legal Centre

Coast Shelter

Common Ground Support Services

Combined Pensioners and Superannuants Association

CRC Accommodation Service

Detour House

Edel Quinn Hostel

Eurobodalla Homelessness Support Service

Gunnedah Family Support

Haymarket Foundation

Help at Hand - St George Youth Services

Hornsby Homelessness Task Force

Houses to Homes

Housing Plus

Hume Community Housing

Innari Housing Inc.

Jenny’s Place

Jesus Cares Ministry Inc.

John Purcell House

Linking Communities Network Ltd

Lismore Neighborhood Centre Helping Hand Program

Lou’s Place

Manly Community Centre & Services Inc.

Manly Women’s Shelter

Marist Youth Care

Matthew Talbot Hostel

McArthur Ozanam Centre

Mid Coast Communities Inc.

Mid North Coast Supporting and Securing Tenancies

Milk Crate Theatre

16 Homelessness NSW’s members

Homelessness NSW is primarily comprised of small, medium and large sized not for profit organisations working to prevent and reduce homelessness across NSW. The list of members includes:


Mission Australia

Mission Australia - Kingswood

Mission Australia - South West

Mission Australia Centre (MAC)

Monaro Crisis Accommodation Service

Moving Forward

Narrabri & District Community Aid Service Inc.

Nova for Women and Children Inc.

NS District Homelessness Early Int. & Prevention Service

On Track Community Programs Inc.

Orana Support Service

Platform Youth Services Inc.

Rainbow Lodge

San Miguel Family Life Centre, Boystown

Sector Connect

Singleton Council

Sisters Housing Enterprises Inc.

South Eastern Sydney

Southern Youth and Family Services Association

St Benedict’s Community Day Centre

Stepping Out Housing Program

St Vincent de Paul - Bathurst Central Council

St Vincent de Paul - NSW Support Services

St Vincent de Paul Support Service Southern NSWCase Mgmt. Team

St Vincent de Paul Support Services Inner City Case Mgmt. Team

St Vincent de Paul - Support Services WS Case Mgmt. Team

Taldumande Youth Services

Tamworth Family Support Service

Tenants’ Union of NSW

The Crossing (Youth) - Mission Australia

The Footpath Library

The Haymarket Centre

The Jewish House

The Salvation Army - The Samaritan House

The Salvation Army (NSW) Property Trust

The Salvation Army Homelessness Service Network

The Salvation Army NSW - Property Trust

The Station Ltd

Tumut Regional Family Services Inc.

Vincentian House

Women and Girls Emergency Centre

Wesley Community Services Inc. (Parramatta, Hills)

Wesley Community Services Inc. (South East & South)

Wesley Community Services Inc. WFS

Wesley Community Services Inc. (Central Coast)

Wesley Edward Eager Lodge - Wesley Mission


Wesley Mission Community Housing

Wesley Newcastle Supported Accommodation

Wesley Youth Accommodation Service CBN

Western Sydney Homelessness Outreach Prevention RR

Wollongong Emergency Family Housing Inc.

Wollongong Women’s Housing

Women in Prison Advocacy Network

Women Transitional Housing (WISH and Yaralla)

Women’s Community Shelters

Women’s Housing Company Ltd

Yes Youth and Family Services

Young Crisis Accommodation Service

YWCA Homeless Brokerage Program

Homelessness NSW Annual Report€¦ · 4 Homelessness NSW - Annual Report 2014-2015 4ghlights of...

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Transcript of Homelessness NSW Annual Report€¦ · 4 Homelessness NSW - Annual Report 2014-2015 4ghlights of...