Submission No 227
INQUIRY INTO SOCIAL, PUBLIC AND AFFORDABLE HOUSING
Organisation: Jewish House Date received: 11/03/2014
Jewish Jewish House is pioneering the innovative Homebase program in Australia, which househas had wide success in addressing Pro homelessnessjec in Newt York City. plan
Project 2500 Rebuilding Lives A MESSAGE FROM THE CEO
People facing homelessness are often the most vulnerable, marginalised and disadvantaged within the community. It is a spiralling crisis situation that T he program referred requires immediate and effective action. Homeless people are being shifted from one refuge to another, or they seek accommodation at hostels or private share rentals. This cycle of instability can result in reduced employment prospects, mental health problems and greater demands on the community to to as ‘Project 2500’ support these individuals. In response, Jewish House has developed a program to break the cycle of homelessness based on first-hand experience and extensive research in the has an objective to US and Canada. The program referred to as ‘Project 2500’ has an objective to help 2,500 homeless people over a three year period in Sydney’s Inner City and Eastern Suburbs. Project 2500 is a non-denominational approach to help 2,500 homeless ‘people helping people’, aimed at preventing long-term homelessness. This is a pilot and we are taking ownership by leading the way and setting directions so that eventually this approach can be rolled out and used by other people over a three organisations across the state and the country. The pages that follow outline the components of Project 2500 and how we intend to positively impact those in crisis, empowering them to turn their lives around. Jewish House is committed to future growth and is well positioned in year period in terms of its experience, expertise and infrastructure to achieve the ambitious goals we have set ourselves over the next 3 years. Sydney’s Inner City Thank you all for your support. All the best. and Eastern Suburbs.
Rabbi Mendel Kastel CEO Jewish House
There are currently more than 28,000 people experiencing homelessness in NSW, which is more than any other state.1 We need your help to break the cycle of homelessness and rebuild people’s lives.
1 ABS, 2012, Census of Population and Housing: Estimating 2 Homelessness 2011 3 A MESSAGE FROM pwc
PricewaterhouseCoopers (“PwC”) was engaged by Jewish House to assist in the compilation of this project W e commend Jewish plan to facilitate the successful implementation of its project to help 2,500 homeless people over the next three years. House on its work This document articulates how Project 2500 will be implemented from an operational and governance perspective, including details of the proposed services, goals and objectives, how performance outcomes in the community will be monitored, as well as resourcing and financial requirements. Our terms of reference comprise an advisory to help prevent the engagement, which is not subject to Australian, or any other auditing or assurance standards. Consequently no conclusions intended to convey assurance are expressed. homelessness crisis It has been a great pleasure working with Jewish House’s Board, management and local supporters. and promote the well being of people in need. Alister Berkeley Principal PricewaterhouseCoopers
4 5 Executive Summary
Jewish House’s Project 2500 plays a vital Jewish House is pioneering the innovative role in the achievement of the Government’s Homebase program in Australia, which strategy to break the cycle of homelessness, has had wide success in addressing at a federal, state and local level. homelessness in New York City.
The Problem Our Response Project 2500 Delivery Framework Homelessness is one of the most potent examples A holistic response of disadvantage in the community and one of the Project 2500 is Jewish House’s response to A potential saving to Project 2500 leverages the Project most important markers of social exclusion. the detrimental economic and social costs of the state of NSW up to existing expertise of Jewish 2500 homelessness in the Inner Sydney and Eastern an estimated $243.2m House with best practice Homelessness has many drivers and causes, (minimum of $74.2m) as a concepts and strategies for Suburbs areas. result of the cost reductions including the shortage of affordable housing, addressing homelessness long-term unemployment, mental health issues, 2,500 people assisted in health, justice, welfare and eviction. that have been successful substance abuse and family and relationship Our objective is to help 2,500 homeless people overseas. breakdown.1 over a three year period in Sydney’s Inner City and Based on the cost of Eastern Suburbs with a non-denominational operating Project 2500, it People without the appropriate support networks, has been estimated that approach. Jewish House has skills or personal resilience, or who have limited the project will produce a Project successfully raised capacity due to their age or disability, can quickly Prevention & intervention 12-39x return on the $6.2m cost investment. $925k to fund the become homeless. Project 2500 directs resources to strengthen $6.2m project to date. prevention and early intervention responses Crisis Accommodation is at – enhancing and improving existing the core of our expertise. Homeless targets 105,000 people homeless services. Our mission is to provide the highest standard of 1,650 660 90 120 Are homeless on any given night 2 Government alignment support to people in crisis, + + + integrating them into the Project 2500 aligns with the Australian Government’s Community Bridging C risis R apid Re-housing Homebase community in a productive The Road Home and NSW Government’s Going A supportive service Accommodation The primary focus A community-based 23% increase and safe environment. Home Staying Home reforms. that monitors a Offers relief to those is helping clients homelessness Increase in the number of people staying in person’s situation and in immediate crisis access and sustain prevention program specialist homelessness services from 2006 2 Experience & expertise Jewish House is a provides them with the and provides them permanent housing as to help families and non-denominational charity necessary support to an avenue to find a quickly as possible. individuals overcome Jewish House understands the problems in the that has helped thousands help prevent them from more stable home Services include immediate problems Sydney’s Inner City and the Eastern Suburbs and becoming homeless. environment. rental subsidies and that could result in the $706,264 of people in times of need transitional housing. loss of housing. has the capacity, resources and track record to through its holistic approach The present value cost if a person remains deliver this project. to homelessness, which homeless throughout their life 3 includes crisis prevention, Funding requirement crisis management and Jewish House is seeking $5.3m to fund the delivery follow-up. $2.7bn of Project 2500, which will be used to increase the Estimated lifetime cost to the State of NSW (health, capacity of its homelessness centre and add the justice, welfare, eviction costs) of homelessness resources to support project roll-out. More than 2,500 homeless We believe Jewish House can make a Source: people helped. 1 The Australian Government’s White Paper on Homelessness, significant and valuable contribution to the The Road Home (2008) reduction of homelessness that have been 2 Australian Bureau of Statistics, Census Data 2011 set by the State and Federal Government. Potential cost savings of 3 Australian Housing and Urban Research Institute, The Cost of Homelessness and the Net Benefit of Homelessness Programs: $243.2m to Sydney’s Inner A National Study, 2013. City and Eastern Suburbs.
6 7 project critical success model
Jewish House has developed a comprehensive framework to deliver positive outcomes to homeless people through Project 2500.
1 Strategy
2 .1 Addressing social needs Alignment with Government policy 3.3
3 Service delivery Implementation and resourcing 4
3 .1 Value proposition Funding 4 .1
3.2 Community Engagement Project evaluation 4.2
2 .1 Social Impact
NB: Numbers correspond to sections of the report. 8 9 1. a bout bc a kground jewish house
Jewish House’s holistic approach to homelessness:
Crisis Crisis 1prevention 2management 3 Follow-up
Jewish House was founded by Roger and Anthony Clifford in 1984 with the aim of helping people in Sydney’s Inner City and Eastern Suburbs through life issues and crisis. Since it started operating, Jewish House has helped thousands of people in times of need through its holistic approach to homelessness, which includes crisis prevention, crisis management and follow-up. We open our doors and 24/7 crisis line to members of the public in need, with counselling, immediate crisis intervention, food and shelter, psychiatry, psychology and job search support. The community demand for services provided by Jewish House continues to grow. We are finding that we need to extend and expand our accommodation services, as well as supplementing our professional staff to support all the activities. To meet this growing demand and to help prevent the cycle of homelessness, Jewish House is implementing Project 2500 in Sydney’s Inner City and Eastern Suburbs areas. Our goal is to help 2,500 people in need over the next 3 years and reduce the costs to our community – both economic and social costs. Jewish House offers a dignified, non- denominational, and effective approach to resolving an already spiralling homelessness crisis situation by empowering individuals to turn their lives around.
W e are helping to piece We have helped over 20,000 people in need since back the lives of those I started here at Jewish House 5 years ago. who are homeless Rabbi Mendel Kastel, CEO
10 11 Ex VISIONecut &ive VALUES & SumMISSIONmary BELIEFs
Jewish House’s Project 2500 plays a vital role in the achievement of the Government’s strategy to break the cycle of homelessness, at a federal, state and local level. O ur Vision Act with integrity and honesty in all Improving the well being and our undertakings independence of people in crisis by ensuring the best possible outcomes. Relevance and accountability for the services we provide to the community Our Mission Respect for the rights, differences, and Providing the highest standard of support dignity of all in our community and help to people in crisis, integrating them into the community in a productive Non-denominational and flexible to the and safe environment. diverse needs of individuals Immediacy in our response to the needs of the homeless in our community Selfless service through leadership
“Jewish House is not just a name, Jewish House has serviced its People helping people it is the people who work ‘for...’, community for 29 years, with including both staff and Board, a proven, tangible and trusted the volunteers who give time and approach to helping to reduce services, the partners who work homelessness through the provision with us, the community who of community services. supports us and the generosity of the donors who give to us” Rabbi Mendel Kastel, CEO
12 13 key achievements
Over the last 5 years we have helped over 20,000 people in need, further supporting Who? our ability to deliver on Project 2500. The typical profile of a Jewish House resident is:
• Young (44.6% under 34 in • Unemployed (73.9% in 2011) • On government benefits 2011) • Victim of violent crime (56% in • Experiencing a mental health • Single (87.8% in 2011) 2011) issue • Homeless (76.6% in 2011) • Experiencing significant • Abusing illicit substances psychological distress 15,000 (61.8% in 2011) Number of people visited as Chaplain to local hospital How? 5,000 Crisis Prevention Crisis Management Follow-up Number of counselling • Educational / self help • 24/7 crisis line • Referrals to, and liaising with, programs other agencies about clients sessions provided • Crisis and short-term • Chaplaincy, pastoral care and accommodation employment and long-term accommodation spiritual enrichment • Personal counselling, including • Case management employment and financial 720 • Psychology Number of people we have provided a place to eat and sleep Why? Addressing the causes of homelessness provides better long-term outcomes and reduces the social and economic cost to society. “The thing we finally figured out is that it’s actually not only better for people, but cheaper to solve 240 homelessness than it is to put a band-aid on it, because, at the end of the day, it costs, between shelters Number of people we and emergency rooms and jails, it costs about $40,000 a year for a homeless person to be on the have helped ho suffer streets.” from substance abuse Shaun Donovan United States Secretary of the Department of Housing and Urban Development, 2012
Jewish House is a world class crisis centre for which the community can be truly proud
Note: Statistics are based on Jewish House FY11 client surveys.
14 15 current services current services managment prevention
• A dedicated service handling calls from anyone on an • Jewish House has introduced family/relationship mediation 24/7 Crisis unlimited range of topics including; drug and alcohol abuse, Mediation counselling. Rabbi Kastel chairs the initial sessions with financial distress, suicidal intentions, domestic violence families or individuals whose relationship is in strife, with and homelessness. Our trained volunteer counsellors listen a view to assessing the seriousness of the situation. and assist, offering access to a variety of services. The Counselling or further mediation sessions may be latest technology is used so emergency services can be recommended until the problem is resolved. summoned immediately and included in calls if required. • Rabbi Kastel and our Psychologists are experienced • The crisis line is often the first point of contact for a person mediators, allowing people to work through their issues who needs immediate attention and if necessary, we will and reach an agreement, even for the most complex family send someone to attend to them in person. conflicts. This service is provided either at no charge or for a small fee. We also work with other mediators and Psychologists in the community to expand our reach to • A community resource offering bulk billing, making those in need. Psychology psychological and psychiatric assistance within the reach of anyone who requires it. • Pastoral care is provided by Rabbi Kastel who has two and • Jewish House employs two experienced Psychologists decades of experience in assisting people in distress. who know and understand the nature of the clients who Pastoral Care This program is usually administered as part of an overall come to us. Our services include all activities in support Counselling counselling plan for a client. of the mental, emotional and psychological care of Jewish Services House clients and their families. In addition we work closely • We take the view that assisting clients in a crisis or those with a number of Psychiatrists in the community to help emerging from a crisis must include an option to access diagnose and treat mental disorders. spiritual guidance. • Through close associations with local facilities, such as the Sydney Clinic, St Vincent’s Hospital, Prince of Wales Hospital, Royal Hospital for Women, Prince of Wales • Culturally sensitive chaplaincy services are delivered by Private and Wolper Hospital amongst others, referrals can Chaplaincy Rabbi Kastel for the NSW Police and Emergency Services, be easily made to the appropriate organisation, to achieve The Sydney Clinic, St Vincent’s Hospital (Public and Private), ideal outcomes for the client. Royal Prince of Wales Hospital (Public and Private), the Wolper Hospital, the Royal Hospital for Women, The Sydney Children’s Hospital, Sydney Clinic, BJE Corporate, Reddam • Our Crisis Accommodation centre was established over 20 House and Maccabi NSW. This service is part of our Crisis years ago as a refuge for those emerging from drug and philosophy of ‘people helping people’. alcohol problems or those breaking free from a cult. Accommodation • Over the years the service has expanded to accommodate clients seeking refuge from violent relationships, • Experienced financial counsellors work with clients to review homelessness or any other circumstances that place them Financial their finances and identify the best solutions to stabilise their in a situation where they are without a home. Our approach situation. is to offer clients holistic care, by accessing our other Counselling • Jewish House has partnered with Max Employment and services and those of our partners. Xcelerate Employment Services to help the unemployed • Our current capacity is 12 beds and houses up to 240 back into the workforce, through training programs and people a year. Victims of addiction, abuse or family advice. upheavals are showed a warmth and acceptance that they • For those unable to work, Jewish House assist them with may never have experienced. Most importantly for clients, Centrelink applications, advising them on their entitlements. we offer a safe environment. Our goal is to provide clients with the means to live an independent and dignified existence.
Jewish House’s services are designed to tackle the core problems of homeless people and people at risk of homelessness
16 17 future broa d growth profiles
Jewish House is committed to the future Jewish House is overseen by an experienced growth of the organisation and is well and qualified Board of Directors that are positioned in terms of its experience, expertise committed to delivering homelessness and infrastructure to accommodate growth. services in the community.
We recognise that we are one of the smaller organisations in this sector and that growth is important for our future viability. The four growth areas we have identified that will help us Rabbi Mendel Kastel Rabbi Kastel joined Jewish Rabbi Kastel has been providing achieve our objectives are: CEO House at the beginning of 2008. Rabbinic expertise to the Sydney His deep community and social community for over 20 years, Growth within current areas of operation and new related areas welfare experience, passion having spent 15 years of service Jewish House has the available resources to comprehensively complete grant applications. To for the cause and collaborative at the Great Synagogue. He enhance the likelihood of being successful in completing these grant applications and achieving approach has seen the Jewish has been a driving force behind 1 growth from this source of funding, the focus will be on the following: House grow and develop various youth and welfare throughout his tenure. Both he organisations such as Point Zero, • Prioritising all tender invitations; and the Jewish House are well Waverley Youth Service (WAYS) • Ensuring sound relationships with prospective or current funders to ensure we understand their recognised for applying innovative and J Junction. requirements; best practices to the provision of expert crisis services in the • Fostering new relationships in government and funding areas, whilst strengthening current Sydney community. relationships; and • Understanding the direction and focus of new and changing government initiatives. Roger Clifford Roger Clifford, together with his success story because of the brother Anthony, founded Jewish continued, tireless support and Diversification of current funding avenues to enable growth activities Co-President & Co-Founder House 28 years ago. Over time, devotion of its founder. The diversification of investment streams is necessary to mitigate funding risks that arise when the the organisation has grown into a Roger is a prominent investor base is narrow. prominent provider of crisis care businessman and owns the Arc 2 Comprehensive marketing, promotions and fundraising plans are to be developed to enhance the services for the broader Sydney Fashion Group. His business community and is now available funding base. acumen combined with a to all who seek its services. compassionate regard for his Diversification in regard to related services to ascertain the viability of expansion into Originally established to combat fellow humans has always been new areas issues of cult membership an invaluable guide for Jewish Research into the following fields will be required: and alcohol and drug abuse House and its staff. issues within the Sydney Jewish 3 • Homelessness – A partnership with a University specialising in the analysis and research into community, it has become a homelessness in Australia is preferable. • Expansion – Identify and quantify the communities demand for homelessness services for the purposes of implementing new services. Gary Cohen Gary Cohen has been on the Executive Group Chairman of The project plan has been designed to address and take advantage of growth in Co-President Board of Jewish House since iSOFT Group Limited. related services. 1989. Gary has extensive Gary was previously a leading corporate experience which has legal practitioner and a Principal been a valuable contribution Exploration of possible partnership and strategic alliance opportunities of an Australian investment to the Board of Jewish House. Jewish House will seek to identify possible synergies and joint ventures with other service providers bank. Gary has a proven track Gary’s efforts have ensured its and related organisations. The avenues that Jewish House will explore over the coming year are as record of building management continual growth and innovation. 4 follows: teams, strengthening customer Gary has extensive experience in relationships, and developing ties • Joint ventures with other organisations; and the IT industry and he is chairman with stakeholders. • Strategic alliances with other organisations. of the ASX listed Invigor Group As long lead times currently exist to seek out and identify compatible organisations and engage their Limited. He was CEO and then interest, Jewish House understands the need to give attention to this area.
18 19 broa d profiles
Jewish House is overseen by an experienced The Jewish House Board is an extraordinary group of committed and hardworking people who guide and direct and qualified Board of Directors that are me in the goal of being all that we can be to people who are committed to delivering homelessness unable to help themselves and are struggling with life’s day to services in the community. day challenges. Rabbi Mendel Kastel, CEO
Graham Einfield OAM Graham is a consultant with In 2005 Graham retired as a Sharonne Phillips Sharonne has a deep Jewish House. Drawing on her Treasurer ESV, Accounting and Business Partner of ESV and now provides Director understanding of the workings real life experiences and business Advisors. consultancy services to the firm of the health and social services expertise, Sharonne interacts on superannuation and retirement sector and joined the Board in and engages with all members Graham is a superannuation and planning issues. He also has 2011. Sharonne is a professional of the community. She has a retirement planning specialist leadership roles in a number ergonomist working in the health wonderful ability to empower and with a wealth of experience in of community and charitable industry. She has vast experience inspire people from all walks of accounting, auditing, taxation and organisations. Graham is a Fellow in the area of Occupational Health life so they can fulfil their potential. management services to a broad of the Institute of Chartered and Safety. Sharonne applies this approach range of clients. Accountants. to both our client interactions and She is a professional speaker wider community engagements. and trainer who brings energy and insight into her role with
Ruth Lilian OAM Ruth Lilian joined the Board in Ruth was awarded the Medal Director 2011. She has been involved in of the Order of Australia (OAM) Barry Goldman Barry joined the Board in 2012. Barry established the Business the Jewish and wider community in the 2008 Australia Day Director He is a Director of Portfolio Asset Association of The City of Sydney for many years, having served on Awards. Part of this award was Services and CEO of Leda Real (B.A.S.C) and helped found Boards and Committees within for her service to the meetings Estate, having been involved in Pyrmont Progress Inc. Barry the event management industry and events industry, specialist city property for over 43 years – is Chairman of Living Sydney as well as Jewish Communal medical organisations and the both as an Agent and Property Limited, which runs a political organisations. wider community. She lectures in Developer. team in the City of Sydney event management and mentors She has a wealth of experience Council electorate. young people in business and the He is a former past President of developing corporate partnership events industry. In 2009, she was the Pyrmont Ultimo Chamber programmes to ensure a recipient of a Tourism Australia of Commerce. He holds sustainable relationship across Training Legends Award. qualifications in valuation, hotel business sectors. This has management and real estate enabled her to build awareness agency. of Jewish House in the wider community.
Chana Warlow-Shill Chana Warlow-Shill is a Lawyer knowledge of not for profit, legal Ron Hirsch Ron Hirsch joined the Board companies and chairman of in 2012. His experience in the the Fresh Venture Group and Director specialising in commercial, and taxation issues. Director construction and property law. corporate world extends over a director of NSW regional Chana takes an active role in She has been a keen supporter 25 years and includes 5 years division of Redkite, a not for profit the evolution of Jewish House’s of Jewish House for many years with an investment bank in organisation supporting children expanding range of services. and Honorary Secretary since mergers and acquisitions and and young people through June 2010. CEO positions in Australian public cancer. companies. Chana is a dedicated supporter Ron is passionate about of many charities and has Ron is CEO of Leaders Forum increasing the effectiveness and volunteered her professional Pty Ltd, a mentoring organisation enhancing the lives of business skills in this area for over 15 for business owners of small owners and making a difference years; developing a specialised to medium businesses. He in people’s lives. is a director of several private
20 21 key sponsors partners
Jewish House believes in its motto of ‘people Sponsors of Jewish House are our strongest helping people’. Jewish House maintains supporters. They believe in our cause of strong relationships with the following minimising homelessness and help fund our community organisations. operations so we can focus our attention on those in crisis.
A snapshot of some of the organisations we work with on a regular basis, including some with which Jewish A snapshot of some of the sponsors of Jewish House: House have a memorandum of understanding with to deliver our services:
Welfare Providers Sponsors
Sydney Women’s Homeless Alliance
Goodridge Arc Fashion Group Foundation Hospitals
Education Providers Housing Providers
Homeless Persons Education Heritage Mission Beat Foundation Information Centre
Lowy Family Roth Perpetual Foundation Foundation Foundation Other
The Pollock Vincentia House Berger Trust Foundation
Bermeister The Reuben Pelerman Homeless Persons Foundation Benevolent Foundation Information Centre
22 23 2. t he homelessness problem facing australia People facing homelessness are the most vulnerable, marginalized and disadvantaged within our community.
Rabbi Mendel Kastel CEO 82yrs The average life expectancy of Australians1 47yrs The average life expectancy of homeless people2
1 World Bank (2011) O n any given night in Australia 2 Homelessness: a Silent Killer (2011) 1 in 200 people are homeless ABS Census of Population and Housing: Estimating Homelessness, 2011
24 25 homelessness primary in australia causes
Homelessness can affect anyone. In Australia, There are a number of factors that can around 105,000 people are homeless on any contribute to homelessness throughout a given night.1 persons life.
1.1 million households or 10% of all Australian households were estimated to be under housing stress in 2007.
In 2004-05, 12% of Supported Accommodation Assistance Program (SAAP) clients reported a mental What is Homelessness? Homelessness in Australia health problem, 19% reported a 55% of women with children and Lack of stable and Homelessness is not just the result of too few Based on the Australian Bureau of Statistics as substance use problem and another 37% of young single women who seek affordable housing houses. Its causes are many and varied. Domestic at Census night 2011, there were 105,237 people 5% reported both a mental health assistance from specialist homeless violence, a shortage of affordable housing, classified as being homeless. This was up 17% from and substance abuse problem. The cost of renting has become worse services do so to escape violence. in recent years. The increase in family 2 unemployment, mental illness, family breakdown 89,728 as at Census night 2006. homelessness can be explained in part and drug and alcohol problems can cause As at Census night 2011, there were 28,190 people by declining housing affordability and homelessness. Often, a single further pressure financial stress. experiencing homelessness in NSW – more people or event – job loss, eviction, poor health or a Mental health and than any other state.2 Moreover, there was a 27% substance abuse relationship breakdown – can tip a person who is Domestic violence 1 increase in the number of homeless people in NSW Rough sleepers and the homeless already vulnerable into homelessness. are more likely to have complex needs 22% of all people become homeless between 2006 and 2011, which is much higher than as a result of escaping domestic and Furthermore, homelessness is not a choice. the national average of 17%. such as mental health issues, substance abuse and disabilities. Mental health family violence. Domestic violence is the Homelessness is one of the most potent examples most common driver of homelessness, People without the appropriate support networks, and substance use disorders can be of disadvantage in the community and one of the particularly for women. skills or personal resilience, or who have limited key contributing factors leading to most important markers of social exclusion.2 homelessness. capacity due to their age or disability, can quickly The most widely accepted definitions of become homeless. Those with the least resources Primary homelessness in Australia describes three kinds of are likely to remain homeless longer, creating a causes homelessness1: vicious cycle of disadvantage. of 1. Primary homelessness – such as sleeping rough or living in an improvised dwelling. Prevention of Homelessness homelessness Preventing homelessness can be achieved by People leaving health care 2. Secondary homelessness – including services, child protection Family breakdown identifying people at risk and ensuring that they have staying with friends or relatives, or in specialist and correctional facilities access to the right support before reaching crisis 10% of SAAP clients become homelessness services with no other usual Service providers report that many homeless as a result of family or point. Preventing homelessness involves both: address. people come to specialist homeless relationship breakdown, which is the • Tackling the structural drivers of homelessness services soon after hospital discharge, second most common driver of people 3. Tertiary homelessness – including people living leaving prison or young people seeking assistance from specialist (such as entrenched disadvantage and the in boarding houses or caravan parks with no who have left the care of child homelessness services. shortage of affordable housing); and Long-term unemployment secure lease and no private facilities. protection services. • Targeting groups who are at particular risk of People who are unemployed for Jewish House offers its services to people who fit homelessness (such as people exiting statutory long periods of time are vulnerable to within any of the three kinds of homelessness. For homelessness as they find it difficult to care and people in housing stress). secure affordable housing. Most working 7% of prisoners reported that 19% of SAAP male clients with example, case management services are provided age people who are homeless would like they were homeless at the time children sought assistance to people identified as either primary, secondary, or to earn an income, but face barriers of of their arrest. as a result of relationship or tertiary homelessness. Rapid Re-housing services holding down a job without a home family breakdown. are provided to any homeless client that meets the of their own. eligibility criteria to receive Jewish House services.
Currently only 11% of people who leave specialist homelessness services have a job to go to.
Source: 1 The Road Home: A National Approach to Reducing Homelessness, Australian Government. Source: 2 Australian Bureau of Statistics (ABS), Census of population and housing: The Road Home: A National Approach to Reducing Homelessness, Australian Estimating Homelessness, 2049.0, 2011. Government, 2008. 26 27 the cycle of breaking homelessness the cycle
Unemployment and homelessness form a Jewish House’s services help the vicious circle, which can be hard to break unemployed and homelessness break without the support of community based the cycle. organisations such as Jewish House.
Economic cost of welfare is $6,620 per case – Cost to taxpayer in use of welfare and Economic cost of Jewish House’s Community Bridging to engage Jewish House’s Jewish House’s Crisis Accommodation individuals back with employment services Homebase and Rapid Re-housing taxation forgone. eviction is $75 per case – Eviction from previous residential premises due to Individual on The Unemployed seek Government assistance, inability to afford rent. Individual on The Unemployed seek Government assistance, low income which may result in dependence on welfare. Unable to pay low income which may result in dependence on welfare. Unable to pay loses their job. rent because loses their job. rent because of insufficient of insufficient income and lack of income and lack of affordable housing. affordable housing.
Lack of references, Lack of references, permanent address permanent address and in some and in some circumstances a circumstances a criminal record may criminal record may limit employment Individual / limit employment Individual / opportunities. family become opportunities. family become homeless. homeless.
Total social cost of each case-managed Use of Crisis Use of Crisis homeless Accommodation Accommodation person is and shelters Vicious cycle of and shelters Project 2500 $29,450 per increases. Increasing stress, increases. Increasing stress, year – Loss of homelessness with the potential breaks the cycle with the potential self esteem and to lead to mental to lead to mental hope to keep illness and a higher illness and a higher likelihood of domestic likelihood of domestic trying violence. violence.
Unable to obtain Unable to obtain Substance abuse and Substance abuse and rental accommodation engagement with the rental accommodation engagement with the because of lack Substancejustice system. abuse and because of lack Substancejustice system. abuse and of employment. engagement with the of employment. engagement with the justice system. justice system.
Economic cost of Economic cost of children placed in care justice system is is $2,342 per case $5,906 per case – – Exclusion from the Use of emergency community, breakdown We are often the only port of call when our services and criminal in family. Children can partners get the clients who ‘fall through the The aims of Project 2500 are justice system be placed in care due to Economic cost of health cracks’ of other agencies pre-requisites. to prevent individuals reaching unstable accommodation, is $14,507 per case – informal out-of-home care the deeper issues of long-term Poor physical health and at a cost to government. Rabbi Mendel Kastel mental wellbeing, as well as homelessness and to reduce CEO participation in crime and the associated social and justice consequences. economic costs. * While the causes of homelessness have been illustrated in a cycle, each case is unique and can result in different outcomes for individuals. Source: Economic costs obtained from Australian Housing and Urban Research Institute, The Cost of Homelessness and the Net Benefit of Homelessness Programs: A National Study, 2013.
28 29 daemogr phics of australia's homelessness
Homeless people in Australia by operational groups, 2006-20111
2011: 2006 2011 Change 48.9 Number % Rate Number % Rate per Number % of per of 10,000 of Change homeless 10,000 homeless of pop. homeless 2006: of pop. 45.2 Homeless groups Homeless persons in Persons who are in improvised Australia per 10,000 7,247 8 3.7 6,813 6 3.2 434 -6% dwellings, tents or 3 sleeping out Persons in supported 17,329 19 8.7 21,258 20 9.9 3,929 23% 7 60% accommodation for the homeless* of homeless are aged Persons staying below 35 years old (2011) temporarily with 17,663 20 8.9 17,369 17 8.1 -294 -2% 3 other households Persons staying in 15,460 17 7.8 17,721 17 8.2 2,261 15% boarding houses 7 Persons in other 500 1 0.3 686 1 0.3 186 37% temporary lodging 7 31% Persons living in 'severely' crowded 31,531 35 15.8 41,390 39 19.2 9,859 31% 7 increase in the number of people dwellings** living in severely crowded dwellings Total homeless 89,730 100 45.2 105,237 100 48.9 15,507 17% 7 (2006–2011) persons
3 Reduction in homeless numbers 7 Increase in homeless numbers
* Persons in supported accommodation for the homeless includes those accommodated by Specialist Homelessness Services.1 ** Persons living in severely crowded dwellings are usual residents living in dwellings reported in the Census requiring 3 extra bedrooms to 23% accommodate them. They are considered to be homeless because they do not have control of, or access to space for social relations. increase in the number of people staying in homelessness services Trends in recorded homelessness: (2006–2011) • There was a very large increase of 31% in the • There was a sharp increase in the number number of people living in dwellings that were of people staying in specialist homelessness severely overcrowded 1. Much of this increase services, up 23% from 2006.1 In this climate of was in major cities, indicating a decline in increasing demand, there is a need for a holistic The total number of persons experiencing rental affordability. service offering such as Project 2500, which homelessness in Australia has increased • Rental payments increased by more than 49% a not only deals with crisis management, but also prevention to break the cycle of homelessness. 1 week between 2006 and 2011, which is twice the by 17% since 2006 , which means that rate that weekly incomes have increased over the same time period,1 thus increasing the proportion nearly 1 in 200 Australians experience of households experiencing rental stress. homelessness.
Source: 1 Australian Bureau of Statistics, Census Data 2011. 2 Australian Bureau of Statistics, Census Data 2006. 30 31 2.1 Social Need
The social need for assisting the homeless*
Health Services Homelessness is severely detrimental to the health of the Welfare Services Unemployment is a significant issue for homelessness (Incl. mental health) individual who are deprived of basic human necessities people. Homelessness and unemployment are such as food, shelter and medicine due to their inextricably linked, with the result being a tangible inaccessibility or cost. Homeless people are 3 times more economic cost to the community through foregone tax likely to have a intellectual or psychological disability than receipts. People who access homelessness services the general population.1 Homeless people use hospital display a higher probability of being a recipient of emergency services at higher rates than the general government welfare benefits than the general population. population to treat conditions and fix injuries that are made worse by being homeless.2 The prevalence of mental illness, particularly severe Child + Eviction Services Children are particularly vulnerable to the traumatic effects and persistent disorders such as bi-polar and schizoid of homelessness. Children who have been homeless type disorders is higher amongst people experiencing are more likely to experience emotional and behavioural homelessness.3 In addition to the higher rates of mental problems such as distress, depression, and aggression.7 illness experienced, people who are homeless can In 2009-10, the homelessness service system supported experience poor dental health, eye problems, podiatry 84,100 children.7 Every day 2 in every 3 children who issues, infectious diseases, lack of preventive and routine request immediate accommodation are turned away from health care and inappropriate use of medication.3 homeless services. 7 Over 60% of children accommodated in homeless assistance services in Australia have witnessed or been Justice Services Homeless people and those at risk of homelessness victims of domestic or family violence.6 Homelessness utilise justice services at a significantly higher rate than the inhibits the physical, emotional, cognitive, social, and general population. Homeless people are apprehended at behavioural development of children. 7 a rate of 200 times greater than the general population.1 Homeless people perpetrate much of the violence against each other, many of whom suffer from a high level of mental health and other drug-related problems. However, nearly one-third of the violence experienced by homeless people is committed by the public.5 Those who are homeless are more likely than others to be picked up by the police on the streets, face court appearances and go to jail.1
Source: 1 The Cost of Homelessness and the net benefit of homelessness 5 Australian Government 2008. Homelessness: a new approach. programs, Flatau et al, 2013, Australian Housing and Canberra: Department of Families, Housing, Community Services and Urban Research Institute. Indigenous Affairs. 2 G Phillips, ‘Homeless People in Emergency Departments’, 6 Australian Institute of Health and Welfare, Homeless people in SAAP: Parity, vol. 20, no. 2, 2007. SAAP National Data Collection annual report 2005–06, AIHW cat. no.
3 HOU 156, Canberra, 2007. * Excludes costs for sanitation, tenancy court costs, charitable donations/services. Homelessness in Australia, April 2013. 7 4 Royal District Nursing Service, homepage,
Homelessness trends Jewish House is addressing the social need of Youth homelessness is a significant social issue. The negative impacts of homelessness on the homeless people While Jewish House services are not primarily health and well being of youth: targeted at youth homelessness, they are offered to The problems homeless people or people at risk of • Jewish House’s Rapid Re-housing is an effective Health and well being of children who are homeless all individuals and families satisfying their admission homelessness are complex and often compound on end to the homeless experience. They provide very is negatively impacted in the following ways:1 one another. Homeless people entering into case high quality crisis services, case management and profile when in need. There are increasing trends management often present multiple issues, which service linkages delivering a step up, not a step of youth homelessness in Australia and in NSW, • Often experience lower levels of safety and presents a unique challenge in building the self-esteem down, in what can be done for homeless people.4 which can result in negative impacts later in life: security; of the person to turn their life around. When a person • Youth in homeless families are the largest single • May have lower self esteem and increased becomes homeless, even briefly, the impact can be group who seek support from the homelessness anxiety, behavioural issues and mental illness; long-lasting. service system.1 In 2011, there was 28,758 • More likely to exhibit signs of distress such as Maintaining the current effort on homelessness will • Jewish House offers homeless people the means youth aged under 18 homeless in Australia bed wetting; see an increase in the number of Australians who are for mediation with landlords or family members, (27% of all homeless people). Of this, 6,274 • Suffer more frequent illnesses such as homeless due to the growth in populations at risk Rapid Re-housing, service linkages, critical time 2 of homelessness, such as older people in housing intervention and permanent supportive housing were located in NSW. respiratory infections; stress and children in care and protection. Demand for placements. • The number of homeless youth located in • Higher rates of asthma, recurrent ear infections, housing assistance in Australia remains high, with the NSW has increased by 31% from 4,802 youth vision problems, eczema and development number of households experiencing ‘housing stress’ in 2006.2 delays; on the rise and supply of social housing dwellings built not keeping up.1 • Significant disadvantage, vulnerability and risk • Have lower immunisation rates; and factors are obvious from early adolescence, yet • Are more likely to become homeless later in life Specialist homelessness services are struggling • Both the specialist homelessness service providers, care and protection and early intervention do to meet the demand for their services. A survey such as Jewish House and the mainstream and raise families who, in turn, also become not occur in any substantial or sustained way.3 conducted by the Public Interest Law Clearing House systems have roles to play in helping people homeless. reported that 74% of those surveyed had at one point participate socially and economically in their • Every day 2 in every 3 children who request been refused crisis or transitional accommodation by a communities and to maintain long-term housing.3 immediate accommodation are turned away service provider; mainly due to lack of beds.2 from homelessness services.1 Homelessness prevention services and services which • Jewish House produces positive outcomes for • Accommodation is only provided to 31% of work with clients to end their homelessness is a good their clients at a relatively low cost and delivers homeless children under 12 years, and 28% social investment. Provision of assistance to prevent a government savings in avoidable health, justice and of youth aged 12 to 18 years.2 period of homelessness has the potential to decrease police outlays.3 government expenditure and/or decrease demand on the system and thus allow improved efficiency and 16% effectiveness within current budgetary constraints. Of Jewish House clients Investing in services to prevent and reduce • The best outcomes for people who are homeless are aged under 18 years homelessness delivers benefits not only to those will be achieved when specialist and mainstream vulnerable to homelessness, but also to the entire services are highly integrated. Jewish House can community. 3 The economic costs to government are connect clients to mainstream programs such as Jewish House has been serving young significant, as are the social and human costs. housing, health services and employment services children as part of its service offering that can deliver ongoing support, improve outcomes to families. Early intervention by Jewish for clients and reduce the likelihood of homelessness House is critical in limiting the spiral of 3 happening again. youth homelessness. Source:
1 3 Pro Bono Australia News, Housing Stress on the Rise – Report, The Road Home: A National Approach to Reducing Homelessness, Source: Friday, November 8, 2013. Australian Government. 1 Homelessness and Children, Homelessness Australia. 2 Flatau, P., Zaretzky, K., Brady, M., Haigh, Y. and Martin, R. (2008), The Cost 4 2013 National Conference: Alliance President Keynote Remarks, 2 Australian Bureau of Statistics, Census of Population and Housing: Estimating homelessness 2011, Cat No. 2049.0 Effectiveness of Homelessness Programs: A First Assessment, Volumes 1 Conference Presentation, August 9,2013. 3 School of Social Sciences, University of New South Wales, Lifecourse institutional costs of homelessness for vulnerable groups, May 2012. and 2, A Report for the Australian Housing and Urban Research Institute, 4 Australian Institute of Health and Welfare, Child development & WA Research Centre, AHURI Final Report No. 119. AHURI, Perth, WA wellbeing – Safety and security, located at: http://www.aihw.gov.au/child-health/safety-and-security/ 34 35 Social Case for Social Costs Assisting Women
Jewish House is focused on creating a safe Jewish House’s delivery of Project 2500 environment for single women and women can result in significant cost savings as with children who are facing homelessness. well as dramatic improvement to the lives of homeless people.
Service design to assist women Jewish House recognises the vulnerability and the lack of resources available for single women and 1 women with children who are facing homelessness. Economic costs Jewish House has a number of female staff including a qualified social worker and psychologist to Direct specialist homelessness Social costs1 address specific women’s needs. Our policies and procedures for individual case management of single service costs. Lower educational outcomes. women and families have a focus on ensuring safety and referral to appropriate services. For example, for Welfare benefits and higher income support single mothers with children escaping domestic violence we aim to ensure their safety by keeping there payments provided to the homeless. Lost Lower income earning capacity. taxation or lower taxes. whereabouts confidential and assist in securing Apprehended Violence Orders (AVOs) if needed. Poor health, mental health issues and Indirect costs on mainstream service exacerbation of existing conditions. systems and therefore government budgets Drug and alcohol dependency. Local alliances in assisting women including health, mental health, drug Participation in crime and justice and alcohol, justice, child protection and consequences. Jewish House works collaboratively with other women’s service providers in the community to offer clients eviction costs. access to additional sources of professional expertise, support and advocacy with the aim of maximising Social exclusion, alienation Long-term economic impacts including and boredom. positive outcomes for clients. They work with single women’s services to ensure the safety and well being productivity, available workforce and of the client and ensure they are kept in a safe environment. economic growth. Jewish House actively participates in Sydney Women’s Homelessness Alliance (SWHA). SWHA’s main purpose is to triage women in Housing NSW’s temporary accommodation with the aim of providing timely and appropriate information and referrals to assist the women to escape homelessness. To manage the triage needs, multiple services in the Inner City including Jewish House have come together to support women in temporary accommodation. Jewish House works closely with Women and Girls, Lou’s Place and St Vincent’s de Paul to achieve the aims of the SWHA.
Jewish House caters specifically to women’s needs: Preventing a • Single adult women represent 35% of Jewish House’s clients that are homeless or at risk of person from becoming homelessness. homeless or transitioning them into stable permanent • Families with or without children represent another 35% of Jewish House’s clients. housing through Project 2500 • Jewish House has a 55% success rate placing female clients that are homeless. Single mothers with can result in significant cost small children are prioritised. savings to the community, as well as dramatic • 33% of families that require assistance from Jewish House have used its Crisis Accommodation Jewish House’s Project 2500 supports homeless improvement to the lives services. people by assisting them to achieve positive of homeless people. changes in their lives. This improves the social and economic costs of homeless people’s use of Australia’s health, justice and welfare services.
Source: 1 The Real Cost of Youth Homelessness in Australia, Swinburne Institute for Social Research (2012). 36 37 Social Costs (Cont.) Social Return on Investment
Each homeless person costs society on The potential impact of Project 2500 to the State of average $29,450 per year. This translates to a NSW is up to an estimated $243.2m (minimum of present value cost of $706,264 if that person $74.2m) reduction in the cost of homelessness over the lifetime of 2,500 people it is designed to help. remains homeless throughout their life.
Social cost per homeless person Total surveyed (n=190) Single men Single Tenancy Street-to- Average 12-39x 8.9% $ women $ support $ home $ Cost $ The potential return on a $6.2m investment The potential long-term reduction in the cost to society4 of homelessness to NSW5 Annual offset per client Health 22,824 13,247 4,254 4,575 14,507 • Through its holistic Project 2500, Jewish House are able to provide assistance for people who are homeless, marginally housed or at risk of homelessness through Community Bridging, Crisis Justice 10,684 2,749 4,536 1,302 5,906 Accommodation, Rapid Re-housing or Homebase services. Welfare and taxation 10,482 4,558 3,503 8,937 6,620 • The economic cost of homelessness at a National and State level, and the benefit of Jewish House’s foregone (average wage) Project 2500 is as follows: Children placed in care 8 2,734 5,908 (101) 2,342 Eviction 139 64 0 0 75 Summary No. of clients Cost of Cost of Description Homelessness Homelessness Potential offset per $44,137 $23,352 $18,201 $14,713 $29,450 (Lifetime) (Project) client – annual National 105,2371 $10.2bn $3.1bn A significant financial cost of homelessness in Australia.
Average life offset per client NSW 28,1901 $2.7bn $830.2m A significant financial cost of homelessness in NSW. 3 Health 547,361 317,677 102,020 109,713 347,898 Local 3,644 $351.6m $107.3m A significant financial cost of homelessness in the local councils of Waverley, Woolhara, City of Sydney, Randwick and Justice 256,222 65,921 108,782 31,218 141,630 Botany Bay. Welfare and taxation 251,384 109,313 84,018 214,335 158,758 foregone (average wage) Project 2500 Impact 1,650 people across $159.2m $48.6m Jewish House’s case management reduces homelessness by Children placed in care 199 65,561 141,683 (2,428) 56,172 – Community Bridging 3 years addressing the person’s specific needs, including help with accommodation, psychological assistance and referrals to Eviction 3,325 1,544 (12) (12) 1,806 other necessary services. Potential offset per $1,058,491 $560,016 $436,491 $352,826 $706,264 Project 2500 660 people across $63.7m $19.4m Jewish House’s Crisis Accommodation provides share client – life Impact – Crisis 3 years accommodation for people in periods of crisis. Accommodation Project 2500 Impact 90 people across 3 $8.7m $2.7m Jewish House’s Rapid Re-housing program provides homeless • Offset per client is based on the cost differential between the average cost of services that are – Rapid Re-housing years people with accommodation for a period of 3 to 12 months. provided to people who are at risk of homelessness and the general population. The equation Project 2500 Impact 120 people across $11.6m $3.5m Jewish House’s Homebase program prevents homelessness used to calculate each categories cost differential is: – Homebase 3 years for people at risk by responding to the specific circumstances that threaten homelessness. • (Average annual use by clients) * (unit cost of service) – (population average annual use) * Potential Impact 2,520 people $243.2mill $74.2m This is the potential savings to the community (unit cost of service) of Project 2500 across 3 years as a result of Project 2500. • Average life outcomes are the present value cost differential for each category. The assumption in this analysis is that clients will have an average lifespan of 43 years and service cost inflation will be 3% per year.
• Analysis is based on a sample of 190 interviews conducted with homeless people. Source: 1 Australian Bureau of Statistics, Census of Population and Housing: Estimating homelessness, 2011, Cat no. 2049.0 2 Australian Housing and Urban Research Institute, The Cost of Homelessness and the Net Benefit of Homelessness Programs: A National Study, 2013. 3 Division of Local Government website, www.dlg.nsw.gov.au 4 Calculated as potential impact / investment for project 2500 of $6.2m Source: 5 Calculated as potential impact / Cost of homelessness in NSW Australian Housing and Urban Research Institute, The Cost of Homelessness and the Net Benefit of Homelessness Programs: A National Study, 2013. NB: Please refer to appendix 2 for underlying assumptions. 38 39 Testimonials 3. Project 2500
A sample of testimonials from Jewish House’s clients.
“Thank you for the journey A 44 year old female working as a casual teacher for the of adventure and humble Department of Education left an abusive relationship and had since run into financial difficulties, which resulted in her beginnings, I am so becoming homeless. grateful to you all” Jewish House assisted this client with short-term accommodation. Jewish House still work with the client in a case management capacity and the client also accesses Jewish House’s psychological services. The client has now managed to secure permanent accommodation. “I can’t express the A couple with a 15 year old daughter, which the father was appreciation that we have out of work and the mother was finishing her studies had their unit damaged by fire and the owner didn’t have the for your kind support. Our appropriate insurance to pay for their accommodation. They time at Jewish House has moved to Jewish House, where the team helped them to been more like a holiday connect with legal aid and supported the family through that that a disaster relief” difficult time, after which they were able to return home.
“We appreciate from the A couple with their two children came to stay at the Jewish bottom of our hearts what House after the father was injured at work and unable to work full time. They moved in with the mothers family, but help and support you have the place became crowded and they became homeless. done to my family and me They stayed at Jewish House while we helped them to and we are never going navigate through the NSW Housing system and Centrelink. to forget what you have We assisted them to move to a long-term refuge. done”
“...You ‘caught’ me and my A family of four, homeless for the first time and had never family when we needed accessed any government program before. Jewish House assisted in navigating the system and connecting them help the most and you with Centrelink. This enabled the family to receive all the never stopped fighting payments they were entitled to. With the assistance of for our cause against all brokerage programs Jewish House helped them to secure W hat we plan to do the odds. You all made an stable accommodation. incredible difference...” and how we will do it
O ur objective is to help 2,500 homeless people over a 3 year period
40 41 O verview our Unique and Holistic Approach
Project 2500 is at the core of Jewish House’s holistic The four key services that are comprised in Project strategy and pivots the focus of homelessness services 2500 are designed to effectively break the cycle of by directing resources to strengthen prevention and homelessness and pave the way forward. early intervention responses. Project 2500 leverages the existing expertise of Jewish House with best practice concepts and strategies for addressing homelessness that have The demand for services provided by Jewish Homeless people are currently being shifted from been successful overseas. House continues to grow. The increasing rates of one refuge to another, and seeking accommodation homelessness establish the need to extend and at hostels or private share rentals. These Homebase expand our accommodation services as well as unsustainable solutions appear to be the only 4 supplement the professional staff we have on board “long-term” affordable accommodation available. The to support the community. waiting list for Housing Commission accommodation Rapid Re-housing Personalised is becoming harder to attain, even in the short-term approach “Our work with the homeless has dramatically when people are on the priority listing. 3 increased both in the interaction with other services Offered to Project 2500 – Breaking the cycle of individuals with low and our dedicated staff who spend hours helping homelessness Provided until Crisis Accommodation complex needs people find alternative accommodation and in Project 2500 is Jewish House’s holistic response immediate most cases longer term housing. Our focus problems are 2 to the detrimental economic and social costs of overcome Transitional has changed on getting people into longer term Immediate endemic homelessness in the Inner Sydney and accommodation – crisis housing and providing our support even where 3 to 12 months Short-term Community Bridging Eastern Suburbs Areas. Project 2500 is expected refuge – there is financial and emotional distress. This is to address the needs of 2,500 current and at-risk maximum 2 1 part of the overall focus on helping those who are weeks homeless people. Assessment dealing with homelessness way beyond just our Help accommodation”. Project 2500 pivots the focus of homelessness Maximum 5 navigate sessions Rabbi Mendel Kastel CEO services by directing resources to strengthen services prevention and early intervention responses – enhancing and improving existing homeless Primary Victims The past 12 months has been the busiest period services. This shift aligns concurrently with both the Follow-up and Homelessness of violent referrals for Jewish House, having visited 3,600 people as relationships Secondary / Federal, State and Local Governments strategic Primary need / financial Tertiary chaplain to local hospitals, counselled over 1,800 policy direction in addressing homelessness. to obtain stable Offered to Navigate hardship Support to homelessness individual sessions under pastoral care, provided 780 housing people on available improve psychology sessions and housed approximately 260 Jewish House’s holistic approach to homelessness government the brink of circumstances homelessness homeless people for short periods. includes three pillars, prevention, management and and community that led to crisis follow-up:. support Maintaining the current efforts on homelessness will Support to manage housing transition still see an increase in the number of Australians Prevention who are homeless. This is due to the growth in population at risk of homelessness, such as older people in housing stress and children in care and Support for self protection.1 sufficiency
“It is clear that the best outcomes for people who Management Follow-up are homeless will be achieved if specialist and mainstream services are highly integrated.” Crisis Prevention Crisis Management Crisis Management Australian Research Council, • Pastoral care • Psychiatry • Time limited financial/rental Costs of Youth Homelessness, 2012 • Advocacy and mediation • Psychology assistance • Employment assistance • Crisis line 24/7 • Housing relocation support • Financial counselling • Home based case management
Source: 1 The Road Home: A National Approach to Reducing Homelessness, Australian Government.
42 43 Obj ectives Assessment
Our objective is to help 2,500 homeless people over Assessment of the client allows Jewish House a three year period in Sydney’s Inner City and Eastern to provide a program tailored to an individuals Suburbs with a non-denominational approach to specific needs. ‘People helping People’.
These are the service offerings of Jewish House’s Project 2500 that occur after the assessment process Our assessment program allows for consistent, streamlined access to our key service offerings. to effectively break the ‘cycle of homelessness’: Jewish House adopts a standardised assessment form to gauge the client’s needs and determine the type of program that would be best suited to the individual. This standardised assessment allows us to establish the Community Crisis Rapid type of support that the client would most benefit from receiving. Homebase Bridging 21 Accommodation 3 Re-housing 4 By having a consistent program of assessment, we are able to provide more accurate records. This allows us to report on the social outcomes Jewish House achieves in terms of closing the gap on homelessness. Structured on the Provides interim share Accommodation Jewish House client’s specific accommodation to for a period of 3 responds to specific With the clients consent, a shared information system will further this consistency and provide a better level of needs. The those in immediate to 12 months with circumstances that support for each of our clients. program consists crisis and who are intensive support at increase vulnerability of a maximum of 5 homeless. Our Jewish House’s new to homelessness. Our case management support includes: Bondi Road site. Our support includes: Jewish House client’s have the following traits: Referrers Primary sources sessions and • Accommodation in support includes: • Family mediation of homelessness includes: • Are from the Eastern Suburbs or Inner City; HPIC the 12-bed facility • Assisting clients to and financial Substance abuse • Help with at our Flood Street find employment; counselling; • Are families or individuals over 16 years; Government accommodation; site; • Helping clients • Brokerage; and • Are not currently under the influence of drugs & Local Family breakdown Programs • Help with housing; • Help with get back on their • Significant flexibility or alcohol; Domestic Violence more stable feet to maintain Hospitals • Referrals to with regards to the • Have low level mental health issues; Young people accommodation their long-term other necessary clients personal • Are exiting hospital – only with social worker Community thereafter; independence; and Financial stress services; circumstance and support; Groups • Psychological • Interim and • Developing life needs Boarding house residents • Are exiting correctional services; Other NGO's assistance; boarding houses; skills. • Are escaping domestic violence; and Indigenous people • Negotiations with • Case • Are eligible for Centrelink. real estate agents management; and People leaving institutions and landlords; and • Psychology • Ensuring clients receive maximum benefits.
Assist approx. 550 Assist approx. 220 Assist approx. 30 Assist approx. 40 Referrals to Jewish House – people p.a. people p.a. people p.a. people p.a. Homeless and at risk of homelessness = = = = 1,650 people in 3 years 660 people in 3 years 90 people in 3 years 120 people in 3 years Assessment (Determine needs) Estimated operating Estimated operating Estimated operating Estimated operating cost of cost of cost of cost of $382 per person $1,136 per person $7,667 per person $3,750 per person Community Crisis Rapid Homebase Bridging Accommodation Re-housing
O ver 2,500 people helped by FY17
44 45 Community Crisis Bridging Accommodation
Community Bridging is a supportive service that Crisis Accommodation offers relief to those in assists homeless people with the knowledge immediate crisis and provides them an avenue and resources to help themselves ‘break the to find a more stable home environment. cycle’ and attain permanent housing.
Crisis Accommodation is accommodation provided to people experiencing temporary or ongoing Involves case management, which is a collaborative process that assesses, evaluates and refers a conditions of homelessness with the aim of removing them from their circumstances and allowing client to services that meettheir individual needs. 1 2 them to improve their situations. About Methodology Identification Benefits About Methodology Identification Benefits
• Allows Jewish • Jewish House • Expert case • Post-crisis support • The Crisis • Crisis • Target clients include • This approach has a House to monitor a provides case managers assess the through case Accommodation Accommodation those most in need high success rate of person’s situation and management holistic needs of each management is an program is designed is provided for a of a safe environment keeping previously provide them with the in-house or in client, identifying the effective means to to help people who maximum period of that have low homeless clients necessary support collaboration with services required, ensure people who are in immediate crisis 2 weeks to clients complex needs. from returning to the to help prevent them other organisations brokering these have been homeless and are homeless. seeking short-term • Clients can be streets by helping from becoming to provide the best services and using do not become • Short-term share refuge from violent identified through them find longer term homeless. results for clients. our assessment homeless again. accommodation is relationships, financial direct assessment accommodation. • Has a focus on • Specific services approach to • Partnerships with provided to those distress or any other of homeless people This in turn reduces determining the need include helping coordinate their local outreach in need. Crisis circumstances that that present at the likelihood of the for specific levels of connect the client delivery. Differentiated support services Accommodation place them in a Jewish House's Crisis systematic costs housing assistance with Centrelink levels of support are are beneficial for ensures a safe and situation where they Accommodation involved with long- and helping the and transitional offered depending on vulnerable people a secure place are without a home. property in Bondi. term homelessness. the individuals needs. household identify accommodation, who have moved into whilst permanent • Clients are put in • Referrals are received • Crisis and obtain affordable offering education • Referrals are received independent housing. accommodation is touch with other from local community Accommodation may housing. assistance with from hospitals, • A collaborative plan is found for the client. organisations groups, hospitals, aid in the minimisation • This is a support housing applications, schools, Medicare devised and executed • At present, Jewish specialising in their local shelters, of domestic violence service whereby and providing Locals, local GP’s, during the period House has one areas of need. Staff welfare providers, and child abuse Jewish House assists psychological real estate agents, of transitional case facility with a capacity work with clients local Police, and the where clients are clients to navigate services. job providers and management and of 12 beds. The to find alternative Homeless Persons transitioned to safer resources and • The type of support community groups. support. This helps organisation is accommodation or Information Centre environments. services that address offered is inclusive, homeless people proposing to acquire longer term housing. (HPIC), Women and • Crisis their needs. individualised and have the opportunity another facility in • Jewish House Girls, Lou’s Place Accommodation can • Clients are provided specific to the to stay in their own Bondi to increase provides services to and the Caretakers lead to improved a maximum of five circumstances. home post-crisis. the capacity by an help clients find jobs, Cottage. mental and physical case management • Following the • Utilising case additional 27 beds access the internet health for clients. sessions with completion of the five management is an (that will be used for and reintegrate into exceptions. sessions, clients are effective mechanism Rapid Re-housing the community. triaged to alternative to prevent further purposes). • After two weeks, outreach services homelessness. clients are assessed or in appropriate and either referred cases to Crisis to external agencies Accommodation or or provided an Rapid Re-housing. alternative Jewish House service based on their individual need.
T his program has been designed to assist 550 people per year This program has been designed to assist 220 people per year
46 47 Rapid Re-housing Homebase
Rapid Re-housing is about empowering the Homebase focuses on the prevention of most vulnerable people to get a home, and to homelessness, providing the maximum stay at home for the long-term. economic and social benefit to the community.
Homebase is a community-based homelessness prevention program. Homebase is designed to Rapid Re-housing is concerned with helping people who are homeless move quickly into housing, help families and individuals overcome immediate problems and obstacles that could result in a thus minimising the time they spend being homeless. 3 4 loss of housing. About Methodology Identification Benefits About Methodology Identification Benefits
• Rapid Re-housing’s • Individuals will be • Clients are • Rapid Re-housing • Homebase is • Families experiencing • Clients are • Homebase assists immediate and assessed by case households that allows for the freeing designed to difficulties voluntarily households at risk of clients to address the primary focus is managers on a are either currently up of shelter space, help families and apply to a Homebase homelessness with issues that have put helping clients regular basis, then homeless or at considerably reducing individuals overcome office located in their low-complex needs. them in jeopardy of access and sustain at least once every 3 immediate risk of the waiting periods immediate problems area, or are referred These are identified becoming homeless. permanent housing months over an 18 becoming homeless for housing and and obstacles that from shelter intake by Jewish House’s • Provide support from as quickly as month period. This at the time of request decreasing clients could result in loss of centres. partner network, other services for possible. close monitoring for assistance. reliance on welfare. housing. • Both homelessness when the client seeks utility payments such • Services include of a person’s • Indicators of risk • The appropriate level • It is a neighbourhood- intake crisis support assistance from as electricity, gas rental subsidies, progress towards include a history of financial assistance based program that and aftercare services community agencies and rates. goals enables them including: rental transitional housing of homelessness, is provided to achieve provides personalised are provided to • In New York, brokerage and case to stabilise their unemployment, successful outcomes. assistance to Homebase clients. assistance, mental situation. health professionals, Homebase has management. cut-off from utility A rental subsidy families at risk of • Homebase case produced a 1 requests for low cost • Assistance is • Medium-term rental provider and is provided to the homelessness. managers have statistically significant assistance (4 – 12 instability in residential landlord or affordable affordable housing, provided to • It is less disruptive wide discretion in and job placement. reduction in shelter help clients find months) is provided accommodation. housing provider, to a household matching services entries.2 Overall, employment and in terms of a fixed • Referrals are received whilst still motivating to prevent to the specific • Focus is on Homebase appears wrap around subsidy which is from HPIC, housing clients to work. homelessness than to problems of eligible awareness of Jewish to avert shelter services to maintain based on the shortfall providers, self • Rapid Re-housing find accommodation families. Services House services at entries, not just divert independence for the between government referrals, hospitals, has been successful for a household after include family and key entry points or delay them to other long-term. payments and the schools, Medicare overseas. The U.S. it has been lost. landlord mediation, including: job neighbourhoods. actual rental amount. providers • The goal is to ensure Locals, local GP’s, Department of • Families who think legal assistance, • Researchers in the • Accommodation is real estate agents, Housing and Urban short-term financial (incl. workforce that the person is they are in danger of noticeboards), USA found that well engaged either in provided for a period job providers, welfare Development report becoming homeless assistance, and every dollar spent of three to twelve providers, and states that 83% of mental health and Medicare locals, low work or educational can go to Homebase cost medical facilities, on administering courses that will months, for those community groups. formerly homeless offices to receive abuse services. Homebase led to individuals with low or about-to-be- real estate agents and provide long-term a wide variety of community centres. a $1.06 reduction employment. This will complex needs and homeless people who assistance, both in shelter costs, assist the client to who are homeless or were put into Rapid financial and • Clients are identified and Homebase maintain affordable at risk. Re-housing were non-financial, to keep and assessed using saved taxpayers an housing and prevent still stably housed them out of shelters. our homeless risk average of $2,235 per recurrence. two years after their assessment form, participant during the 1 • Homebase allows subsidies ended. App website and study period.3 • Jewish House’s Rapid people at risk of shop front walk in Re-housing homelessness to have centre. properties can a “fighting” chance, cater for 27 people preventing them from per night. becoming homeless.
This program has been designed to assist 40 people per year T his program has been designed to assist 30 people per year 1 Harvard Kennedy School website: http://www.innovations.harvard.edu/awards.html?id=52611 2 Messeri, P, 2011, Can Homelessness be Prevented? Evidence from New York City’s Homebase Program, Columbia University, New York 3 National Low Income Housing Coalition website: 1 The Washington Post, Rapid Re-housing: A new way to head off homelessness 18 August 2013 http://nlihc.org/article/nyc-homelessness-prevention-program-reduces-entry-shelter-system-and-length-stays 48 49 Homebase capacity at jewish house
Jewish House is the first organisation in Jewish House has the capacity to provide Australia to roll-out a Homebase service a bed and shelter to 39 people who are offering, based on existing experience and homeless on any given night. results achieved in New York.
Jewish House’s Crisis Accommodation is at the Jewish House’s capacity in Bondi: core of its expertise. As a result of the increasing Rapid Re-housing demand on Jewish House for shelter, it is proposing to expand its Crisis Accommodation Budgeting / Financial Assistance Total of 14 units with total to better meet the demand for its services. Tenancy Workshop capacity of 27 beds: Jewish House provides accommodation for up • 4 single units. to 2 weeks to clients seeking short-term refuge Recertification & from violent relationships, financial distress or any • 7 couple units. Transitioning other circumstances that place them in a situation 27 • 3 family units with 3 beds Housing Advice Planning After Services: Community Prevention: in each unit. Targeted Assistance Risk Assessment & where they are without a home. Longer term Assistance arrangements can be made at its new residence Bondi Road at Bondi Rd. Jewish House’s Crisis Accommodation is a bespoke service as it is provided at the same Crisis Accommodation Employment / Homebase Social Service Training Referral Referral facility as the various counselling, psychological, social worker, pastoral care and other service Total capacity of 12 beds. offerings. Jewish House can offer a holistic multidisciplinary approach which acknowledges the immediacy of the concerns of individuals in Benefits highly stressed circumstances. Advocacy 12 This approach has been proven to be very Mediation effective, with a high success rate of keeping Shelter Diversion: Flood Street Urgent Intervention clients from returning to the streets. Employment Training Case Management Legal Service Map of Jewish House accommodation services: Referral Intensive Case Management
An extensive report commissioned to evaluate the Homebase prevention program in New York had the following key findings:1 • Homebase reduced the number of study households who applied for shelter by 50%. • Homebase reduced the average days study participants spent in a shelter by 70% over the two-year study period. • Homebase services are cost-effective. Every dollar invested in Homebase saved $1.27 in shelter costs alone (study did not factor in additional savings from a reduction in welfare, health and justice services). • Homebase was the most successful with the highest need families. • This research is made in comparison to other services provided.
1 Abt Associates, Evaluation of the Homebase Community Prevention Program, 2013 Graph is based from Homebase USA brochure 50 51 3.1 value proposition
A key point of differentiation is that Jewish House’s Project 2500 offers those in crisis a comprehensive and holistic set of services under one roof.
Features of Jewish House other homeless service providers
Funded by Cit of Sydney and Housing NSW
Psychology 3 3 7 3 7 3 7 services
Pastoral care 3 3 7 7 3 3 7
24/7 crisis 3 7 7 7 7 7 7 support
Assessment 3 3 3 3 3 3 3
Community 3 3 7 3 3 3 3 bridging Crisis 3 3 3 3 3 3 7 accommodation Rapid 3 3 3 7 3 7 7 re-housing
Homebase 3 7 7 7 7 7 7
Inner City Sydney Inner City Inner City Inner City Western Inner City geographical Eastern Inner City Eastern City-wide Western & South Inner West target Suburbs Suburbs Suburbs Suburbs
NB: Analysis reflects scan of publically available information, including the respective organisations websites.
There is no one size fits all approach when it comes to homelessness, with everyone’s situation being unique. Project 2500 is designed to address those individual cases that are at varying stages of need, including prevention, management and follow- up. Through the provision of an extensive array of services, it increases the chance that the individual receives the help they need, reduces the chances of reoccurrence and thus reduces the economic and social costs that result from homelessness.
52 53 3.2 community com m unity engagement outreach
Jewish House provides services to those in need within Sydney’s Inner City and the Eastern Suburbs, which is estimated to include between 3,500 – 4,000 homeless people (15% of NSW’s total homeless)
Estimated Number of Homeless Council Population1 At Rate of Total Adult Home- Clients Calling lessness2 for Assistance3 City of 182,226 2,424 3,349 Sydney
Waverley 69,420 283 142
Woollahra 56,005 229 51
Randwick 133,116 543 371
Botany 40,463 165 129 Bay City
Total 481,230 3,644 4,042
In 2012, 26% of clients calling homeless shelters (1,065 people) within Sydney’s Inner City and the Eastern Suburbs did not have their needs met.3 Jewish House plan to provide services to approximately 840 people per annum under Project 2500 (22% of those currently homeless in Sydney’s Inner City and the Eastern Suburbs).
“ Although our organisations are located half a world apart, we share a common mission – to help those without a home find stable housing in the community. The New York City Department of Homeless Services congratulates Jewish House on its tremendous efforts in helping those in need.” Michele M. Ovesey, 1 Division of Local Government website, www.dlg.nsw.gov.au
Commissioner, 2 Homeless rates of 40.8 per 10,000 people have been applied for all councils, except the City of Sydney where the estimated rate of homelessness is 133 per 10,000. Sources for this data include: New York City Department of Homelessness ABS Census 2011, Population and Housing: Estimating homelessness, 2011 ABS, Counting the Homeless, 2006
3 Homeless Persons Information Centre (HPIC), Local Government Area (LGA) information (2012) 54 55 community com m unity network development
Jewish House has established relationships Great cities find the right balance with a number of key partners in the local across multiple dimensions. community to help provide the best possible Environmental Environmental outcomes for people in need. Protection Growth E.g. water, emissions, E.g., per capita GDP, waste and biodiversity employment and taxes
Welfare providers/ community Greatness groups
Government Housing Hospitals Agencies
Jewish Job House’s Schools Providers Network
Social Progress E.g. health, education and security
Real Estate Medicare Jewish House provides critical services to the Agents Locals Inner Sydney and Eastern Suburbs communities, The doors of the Jewish House are open to improving social outcomes for individuals and anyone, regardless of faith, and the work that they families. Without social progress and integration, do is being expanded to include medium term Local GP’s there can be a threat to housing supply. This accommodation through their Project 2500 – a plan system failure needs a new approach to provide to assist 2,500 people affected by homelessness early prevention and deliver outcomes, which is over the next three years. the basis for creating Project 2500. The Jewish House has been providing assistance to people in the Eastern Suburbs of Sydney for over 27 years. The work of their CEO, Rabbi Mendel Kastel, is greatly appreciated throughout the local community. Hon. Malcolm Turnbull MP (2012)
Source: Concept from UCN. 2006 56 57 3.3 a lignment with alignment with government policy government objectives
The assistance Jewish House provides homeless people aligns with the Australian Government’s ‘The Road Home’ white paper – a national approach to reducing homelessness.
Australian Government NSW Government The Road Home – White Paper Going Home Staying Home Reforms In January 2008, The Road Home, White Paper In 2012, the Hon. Pru Goward, Minister for Family was released, as a comprehensive, long-term plan and Community Services (FACS) launched ‘Going to tackle homelessness in Australia. The key targets Home Staying Home’, a program to reform the of ‘The Road Home’ is to halve homelessness and specialist homelessness services (SHS) system in provide supported accommodation to all rough NSW. Improving specialist homelessness services is sleepers who need it by 2020. 1 one of the key actions in the NSW 2021 plan which underpins NSW Government’s targets to reduce ‘The Road Home’ delivers a 55% increase on the homelessness and repeat homelessness.2 current investment in homelessness. This represents an additional $800 million of funding to be spent SHS in NSW is very important and play a vital part on services to prevent and reduce homelessness, of the broader service system that supports people delivered through the National Partnership on who are homeless or at risk of homelessness. Homelessness (NPAH). A further $400 million will SHS service providers help more than 53,000 increase the supply of affordable and supported people in NSW each year, to stay safe, find housing for people who would otherwise be accommodation, secure support services and get homeless – delivered through the National practical assistance while they are stabilising their Partnership on Social Housing.1 housing.2 The role of state and territory governments in preventing homelessness is critical. People at ‘The Road Home’ national strategy focuses on risk of homelessness will often interact with multiple three key pillars for improving the prosperity of government agencies and organisations, all of which homelessness Australians1: must be involved in the national prevention and early 1. Turning off the tap: Services that will intervene intervention effort. early to prevent homelessness. The key aims of the Going Home Staying Home 2. Improving and expanding services: Services (GHSH) reforms of the NSW Government, include: will be more connected and responsive to achieve sustainable housing, improve economic • Improve the responsiveness and flexibility of and social participation and end homelessness services. for their clients. • Increase the focus on intervening early to prevent 3. Breaking the cycle: People who become homelessness. homeless will move quickly through the crisis • Make it easier for clients to access the right system to stable housing with the support they service for their needs. need so that homelessness does not occur. • Better match demand and supply. Interim targets will measure progress towards all • Develop the industry and its workforce. three of these national strategies. • Strengthen the quality and performance of services. The Federal Coalition Government has yet to communicative its homelessness policy at the time • Reduce unnecessary red tape and administration. of developing this project plan. Ending homelessness requires sustained long-term efforts from all levels of government, business, the not-for profit sector and the community.
58 59 ali gnment with NSW government objectives (cont.)
Jewish House plays a vital role in the achievement of the ‘NSW Going Home Staying Home’ reform strategies.
GHSH is a two-year reform program which began in July 2012 and will be completed in July 2014, when clients will begin to see the benefits from the reforms. Five specific strategies contain a total of 16 actions for delivery. A concise analysis of the potential alignment of Jewish House with these strategies has been conducted below:
Five specific reform strategies Five specific reform strategies Government reform Service responses Jewish Houses assistance in Alignment Government reform Service responses Jewish Houses assistance in Alignment strategies achieving reform strategies: strategies achieving reform strategies: Service delivery • Prevention and early • Project 2500 offers a range of Better planning and • To ensure SHS funds, • N/A; FACS is to develop a design: ensuring the intervention services designed to prevent resource allocation: Crisis Accommodation resource allocation model right service design • Rapid Re-housing and intervene in cases of locating services properties and that identifies service gaps by homelessness. where they are temporary overlaying data on the at-risk • Crisis and transition needed most accommodation population with existing service response • A key pillar of Project 2500’s service delivery framework is its funds are used most data. • Intensive responses effectively, FACS Rapid Re-housing initiatives. It is anticipated that Jewish House 7 for complex needs must review the roles, will respond to any proposed clients • Jewish House works with other responsibilities and resource allocation model agencies and service providers analytical framework providing funding for SHS in its to quickly transition clients in 3 used to allocate the service area. crisis. available SHS budget • N/A; Jewish House does not target complex needs Industry and • Industry development • Jewish House has articulated the clients (such as mental health workforce will ensure that a business models, governance and alcohol and other drugs development: well-structured and infrastructure arrangements dependent). However, it has the enabling organisations sector has the required to support Project 2500 ability to refer these clients to and staff to deliver the business models, in this document, aligning with other service providers. reforms governance and the need identified by FACS for 3 infrastructure the industry to implement more Streamlined access • A streamlined access • FACS is developing a framework arrangements in place robust delivery of services. for clients: helping system will enable for all SHS clients to receive to effectively deliver clients access the clients to access consistent assessments and client outcomes services they need consistent information referrals. Jewish House will and assessment consider the adoption of this Quality, contracting • Focus on streamlining • While Jewish House does whichever door they framework once it has been and continuous contracting not currently have an existing enter the system developed. 3 improvement: arrangements and contract with FACS, Project 2500 leading to a ‘no • Jewish House provides access ensuring ongoing ensuring that all new is being designed to embed wrong door’ protocol arrangements for metropolitan improvement in quality contracts reflect the quality assurance mechanisms 3 approach service systems, providing an and outcomes new priorities, pricing, and measurement of the social ‘open door’ to those people in quality standards benefits provided. need. and assurance mechanisms.
Source: NSW Government, Family & Community Services, Going Home Staying Home, Reform Plan. 60 61 ali gnment with NSW government objectives (cont.)
Jewish House plays a vital role in the achievement of the ‘NSW Going Home Staying Home’ reform plan strategic directions.
The GHSH reforms of the NSW Government sets the strategic direction for reforms and outlines the priority work to be undertaken by June 2014. GHSH is a reform initiative that will make specialist homelessness services easier to access and deliver a better balance between early intervention, crisis and post crisis-support.
Four messures of success Four messures of success Government Reason for concern Jewish Houses assistance Alignment Government Reason for concern Jewish Houses assistance Alignment measures of in achieving this measure of measures of in achieving this measure of success success: success success: Reduce the proportion In 2011/12, 21% of SHS • Project 2500’s Community Increase the In 2011/12 only 43% • Project 2500 ‘s Community of SHS clients who clients were experiencing Bridging service customises proportion of of clients who needed Bridging and Homebase provides experience repeat a repeat episode of its response based on the SHS clients who support to obtain or support to the person at risk of homelessness. homelessness. individual’s specific needs, can establish and maintain independent homelessness before and after by providing service linkages keep long-term housing were able to the crisis without necessarily to their clients. This enables accommodation. obtain or maintain this providing accommodation. them better access to support housing after the support • Project 2500 ‘s ensures services required to improve ended. that people who leave Crisis their homelessness situation 3 Accommodation are linked into 3 and reduces their chances of post-crisis support that follows becoming homeless again. them where they choose to live. • Project 2500’s post crisis-support • Project 2500’s will help reduce the services of Crisis Accommodation number of dependent homeless and Rapid Re-housing program people and ensure that people targets people that face repeat in greater need are provided homelessness. homelessness services.
Reduce the proportion In 2011/12, • Project 2500’s Homebase Reduce the need The number of • Project 2500 strengthens of people who are approximately 31% of the program reduces the demand for for temporary households in NSW the focus on prevention and turned away from daily requests for SHS SHS assistance as its core benefit accommodation. who received temporary early intervention through its SHS services. assistance were not met. is to prevent a person at risk of accommodation has Homebase program. homelessness from becoming increased from about • Project 2500’s Community homeless. 9,000 households in Bridging links the provision of its 3 • Project 2500’s four tiered project 2006/07 to about 14,000 temporary accommodation with has expanded the range of 3 in 2011/12. other specialist homelessness options available to the homeless services. reducing the reliance on its Crisis Accommodation and allowing more homeless people to be assisted with the support they need.
Source: NSW Government, Family & Community Services, Going Home Staying Home, Reform Plan. 62 63 ali gnment with NSW government objectives (cont.)
Jewish House specifically aligns with GHSH’s Jewish House plays a role in the achievement Service Delivery Framework. of the ‘NSW Homelessness Action Plans’ strategic priorities.
Project 2500 addresses the four core service responses of prevention, Rapid Re-housing, crisis and The NSW Homelessness Action Plan sets the direction for state wide reform of the homelessness service intensive support outlined in the GHSH Reforms. Project 2500 puts clients as the main focus, customising system to achieve better outcomes for people who are homeless or at risk of homelessness over 2009 services to their individual needs. This system focuses on linking clients to housing and other services and to 2014. Through the NSW Homelessness Action Plan the NSW Government will realign existing effort, helps them to build and maintain connections with family and community. increasing the focus of the service system on prevention and long-term accommodation and support, rather than crisis intervention. GHSH Service Delivery Framework: The NSW Homelessness Action Plan is based around three strategic directions to achieve their vision for reducing homelessness in NSW. Jewish House’s Project 2500 aligns to the priorities for determining NSW’s impact on homelessness. Effective system of access to Jewish House services and other responses Jewish House’s response to the NSW Homelessness Action Plans three strategic directions Strategy Government priorities Jewish Houses assistance in Alignment achieving the priorities 1. Preventing • Prevent eviction from Homebase. Homelessness all kinds of tenures 3 Housing Prevention and – to ensure that • Transition and Jewish House’s Community assistance early intervention people never maintain people Bridging assists people transition Building/ become homeless. exiting statutory care, back into society from statutory Education maintaining correctional and health care, correctional or health facilities 3 healthy and Intensive facilities into with a focus of obtaining long-term and safe employment responses for Jewish Rapid long-term accommodation. House connections opportunities complex needs Re-housing accommodation. Client with family clients • Provide safe, Jewish House’s Crisis Income and appropriate long-term Accommodation provides safe support community accommodation and/ accommodation and support to Crisis and or support to people women and children who experience Support transition experiencing domestic domestic and family violence or 3 services response and family violence, family/relationship breakdowns. relationship and family breakdown and at key transition points. 2. Responding • Improve identification Jewish House’s assessment and effectively to of and responses case management process ensures homelessness to homelessness the services are provided that Service quality, industry and – to ensure that by mainstream and respond to the individual’s specific workforce development people who are specialist support needs. homeless do services. 3 not become entrenched in the system.
64 65 Ai l gnment With NSW Alignment With Federal Government Objectives (Cont.) Government Objectives
Jewish House plays a role in the achievement of the ‘The Road Home’ strategy: “Turning off the tap”, by providing services that intervene early to prevent homelessness.
Strategy 1: Turning of the tap to prevent homelessness Jewish House’s response to the NSW Homelessness Action Plans three strategic directions Homelessness can be prevented by tackling the structural drivers of homelessness such as entrenched Strategy Government priorities Jewish Houses assistance in Alignment disadvantage, unemployment, shortage of affordable housing; and targeting groups who are at risk achieving the priorities of homelessness such as people in housing stress, women and children leaving domestic violence, Indigenous Australians and people leaving state care.1 2. Responding • Deliver integrated Jewish House provides access to effectively to service responses. various counselling, psychological, Prevention strategies that Jewish House’s Project 2500 focuses on to address the homelessness social worker, pastoral care, legal governments initiatives to turn off the tap include: – to ensure that and financial services to deliver an Strategy 1: Turning off the tap people who are integrated approach of responding 3 homeless do to people who are homeless or at Government initiatives: Jewish Houses assistance in achieving the initiatives: Alignment not become risk of homelessness. entrenched in the Increasing support for people Jewish House’s Homebase program responds to specific system. in public and private rental circumstances that can cause homelessness, enhancing housing to maintain their peoples ability to retain their public and private rental housing. 3 • Streamline access to Jewish House’s Crisis tenancies. Crisis Accommodation Accommodation has the ability to Assisting up to 9,000 Jewish House’s Rapid Re-housing program and Homebase and specialist provide a bed and shelter to 39 3 additional young people assists in providing transitional accommodation for a period of homelessness people on a nightly basis. between 12 and 18 years of 3 to 12 months for families. Jewish House’s accommodation services. age to remain connected with on Bondi Road has 3 family units, with 4 beds in each unit to 3 • Transition people Jewish House’s Rapid Re-housing their families. accommodate families. This assists young people between 12 who are homeless to program explicitly focuses on and 18 years of age to remain connected with their families. appropriate long-term transitioning individuals and families 3 Assisting up to 2,250 Jewish House’s assessment procedures evaluate families at accommodation and quickly from homelessness into additional families at risk of risk of homelessness and provide various specific services support. more permanent accommodation. homelessness to stay housed. such as Community Bridging and Homebase to assist the 3 3. Breaking • Provide models Jewish House’s Project 2500 is a families to stay housed. the cycle of of supported bespoke model which has been ‘No exits into homelessness’ Jewish House’s Community Bridging assists these specific homelessness accommodation developed to cater to the specific from statutory, custodial care, people at risk of homelessness be supported by appropriate – to ensure that suitable for different needs of individual groups who health, mental health and drug resources and services to address their exact needs and can 3 people who have target groups. become homeless. 3 and alcohol services. prevent them from becoming homeless. been homeless Helping women and children Jewish House’s Community Bridging can help woman and do not become who experience domestic children experiencing domestic violence stay safely within their homeless again. violence to stay safely in the family home where possible. 3 • Increase the supply Jewish House’s Homebase program family home. and improve the is assisting in reducing the demand Delivering community based Jewish House delivers community based health services to condition of affordable on the supply for social housing by 3 mental health services under people who are homeless through their psychologists and/ social housing. helping people retain their homes. the Personal Helpers and or direct them to mental health service providers, combining Mentors Program to 1,000 accommodation, tenancy support and clinical care with our 3 • Promote partnerships Jewish House’s community difficult to reach Australians, partner organisations. between all levels of engagement model promotes including people who are government, business, support and partnerships with homeless. consumers and the government, business, consumers 3 Establishing a network of 90 N/A; Jewish House will not be involved in establishing the not for profit sector. and other not for profit sector Community Engagement network of Community Engagement Officers. organisations. Officers to improve access to 7 • Improve our data Jewish House is implementing Centrelink services for people collection and make robust data collection and reporting at risk of homelessness. better use of data systems to obtain information on the and evidence about most effective way to address the 3 homelessness and needs of homeless people. effective responses to it. 66 67 Ai l gnment With Federal Government Objectives (cont.)
Jewish House plays a role in the achievement of the ‘The Jewish House plays a role in the achievement of the Road Home’ strategy: “Improving and expanding services”, ‘The Road Home’ strategy: “Breaking the cycle”, by by expanding Crisis Accommodation facilities and increasing linking accommodation and support which is critical the number of clients assisted through case management. to reducing homelessness.
Strategy 2: Improving and expanding services to help people be more connected and Strategy 3: Breaking the cycle assisting people from not becoming homeless again responsive to achieve sustainable housing For some people, a small minority, homelessness is part of a chaotic and uncertain life of poverty and All people who are vulnerable to homelessness will need help from mainstream services such as disadvantage. These people tend to cycle in and out of homelessness and when they do find housing, Centrelink, health care and employment services. Those who become homeless may also seek help it tends to be short-term.1 from the specialist homelessness sector. Presently, homeless people have to approach each service they need separately.1 Jewish House overcomes this issue by assisting homeless people through their Project 2500 services which are designed to break the cycle and reduce the chance of the homeless person from becoming Specialist homelessness services are needed to provide a crisis response to people who have no homeless again. Jewish House achieves this by assisting clients in a wide variety of services to improve accommodation, to assist them with their transition to stable housing and to provide a source of the supply of affordable housing. expertise on homelessness.1 Homeless people will get much better help if mainstream and specialist homeless services work better together. The cyclic prevention strategies that Jewish House’s Project 2500 focuses on to address the Jewish House provides crisis responses for the community by conducting assessments on people at governments initiatives to break the homelessness cycle are: risk of being homeless or homeless people so they can receive all the support they need, addressing the national strategy to improve and expand services for the homeless. Jewish House provides a crisis Strategy 3: Breaking the cycle response for homeless people who have no accommodation, assisting them with their transition into stable housing and provide a source of expertise on homelessness. Government initiatives: Jewish House’s assistance in achieving the Alignment initiatives: The homelessness responses that Jewish House’s Project 2500 focuses on to address the Building up to 2,700 additional N/A; this is not a core focus of Jewish House. However, governments initiatives of improving and expanding services include: public and community housing Jewish House informs homeless people and assists dwellings for low income them in obtaining information on available public and 7 Strategy 2: Improving and expanding services households. community housing dwellings. Government initiatives: Jewish Houses assistance in achieving Alignment Allocating aged care places N/A; this is not a core focus of Jewish House. the initiatives: and capital funds for at least one new specialist facility for 7 A workforce development Jewish House has developed its own strategy in older people who are homeless strategy for specialist maintaining a high-quality workforce, retaining and in each of the next four years. homelessness services. attracting staff, and improving and enhancing career 3 Building up to 4,200 new N/A; this is not a core focus of Jewish House. paths of its employees. houses and upgrading up Testing new funding models Jewish House Project 2500’s service offerings are to 4,800 existing houses 7 that reflect the complexity of based on different funding models to address the 3 in remote Indigenous clients’ needs. complex and varying needs of their homeless clients or communities. clients at risk of homelessness. Providing assertive outreach N/A; this is not a core focus of Jewish House. However Improving information Jewish House has developed a reporting process programs for rough sleepers. we are working with ‘ Way 2 Home’ to address this. 7 technology systems for through improved IT systems to capture and track the 3 Improving services for N/A; this is not a core focus of Jewish House. services. key metrics in its service delivery. older people experiencing 7 Developing quality standards Jewish House is committed to following strict policies homelessness. for specialist homelessness and procedures that have been developed based on 3 services. best practice quality standards.
Source: Source: 1. The Road Home: A National Approach to Reducing Homelessness, Australian Government. 1. The Road Home: A National Approach to Reducing Homelessness, Australian Government. 68 69 4. Implementation T imeline
Project 2500 is forecast to commence in July 2014 after a pilot program of 12 months.
The timeline below outlines the sequence of the key goals and milestones for Jewish Houses’s Project 2500 between FY14-FY17:
Ongoing monitoring and Provide services evaluation of Project Project life Jun 2017 to 2,500 homeless Y17 2500’s effectiveness people ompletion C
Continuous quality Jun 2015 improvement – obtain accreditation Prepare report and proposal to become a Dec 2014 FACS housing provider Grow Expand services / Y15 to FY16 July 2014 program to areas of need
Project 2500 commences Obtain a minimum 50% of required project Jun 2014 Jun 2014 Complete Flood St funding expansion and repairs
Project 2500 – confirm Jan 2014 objectives and plan • Service trial of Homebase and Rapid Re-housing (Gandel Foundation) • Trial TA Project rial Develop process for
T • Trial Crisis Accommodation Dec 2013 utilising Bondi Rd as Refurbish 126 Bondi Rd Dec 2013 a Rapid Re-housing resource
Develop required Dec 2013 policies and Develop human procedures
FY14 resources and personnel Nov 2013 O ur prior track record of system
creating successful outcomes Fundraising plan to Build strategic meet expected costs of Oct 2013 Oct 2013 partnerships and organisation follow through with for the homeless coupled with Program Development and Preston report
a robust planning process gives Financial sustainability DA application to Sept 2013 plan to generate Aug 2013 us confidence of a successful restrata 126 Bondi Rd funding
implementation. Streamline and Settlement of purchase integrate current July 2013 July 2013 of 126 Bondi Rd organisational structure
70 71 Resourcing Risk Mitigation Strategies
Governance resources Project resources To support the governance and risk mitigation of The proposed organisational structure that will be An assessment of Jewish House’s business implementing Project 2500, Jewish House will form implemented to support the execution of Project a Work Health and Safety (WH&S) as well as Audit 2500 includes the addition of 2 social workers, model has identified specific risks and and Risk Committee. a Psychologist and Mental Health Nurse. These additional resources will enable Jewish House to • The WH&S Committee will consist of developed preliminary mitigation strategies expand their support services that can be offered management and employee representatives to across all components of Project 2500. make recommendations on improvements to for addressing areas of identified risk. broad health and safety issues. Specialist service provisions will be delivered • The Audit & Risk Committee will comprise through the support of key partners in legal members of the Board to help identify, control (advocacy and mediation), finance (budgeting and and provide oversight on aspects of risk in the financial counselling) and recruitment (job training and assistance). Jewish House has identified 8 key project risks and devised the necessary strategies to ensure organisation. these risks are mitigated: Risk area Risk mitigation strategy • As Jewish House grows, the Board of Directors and CEO are interested in Board of Directors 1 strategically selecting Board Members and staff in alignment with the desired ideal Maintaining board profile to avoid directional confusion, and provide governance. quality and • A culture that embodies Jewish House’s values and assists in ensuring the CEO control consistency in the quality of services and achievement of Jewish House’s vision is WH&S Audit & Risk Marketing Fundraising vital as the organisation delivers Project 2500. Committee Committee Rabbi Mendel Committee Committee Kastel • Financial administration and management of Project 2500 is under the control of 2 the Board of Directors, CEO, Treasurer and will also be under the Audit & Risk Financial Committee, to ensure strict financial governance policies and procedures are administration followed. Hospital Volunteer GM • Jewish Houses’ independent auditor, PwC will be engaged to audit the financial Advisory Consultants Gina Strauss Joseph Zammit information of Project 2500 to mitigate the risk of inadequate financial reporting, ensuring transparency, accountability and independence. Programs and Services Administration and Fund Raising • Jewish House will keep the Australian Tax Office informed of any organisational changes that may affect their DGR status. Mental Social Worker Project Office Manager • Jewish House has implemented robust accounting controls and practices for the Health Nurse Rosana Coelho Manager Reception 3 management of funds received, with regular monitoring of funding cash flows to Avremi Joseph Hazel Mill Funding ensure adequate funds to meet expenditure. maintenance • Jewish House’s strategy and financial forecasts are actively promoted to potential donors to obtain funding partnerships. Program • Jewish House has recently opened up a new funding stream through the form of Research membership from the community. Chantel Cleminson Bookkeeper Volunteer Ruth Browne • The development of funding opportunities is the responsibility of the CEO and GM, with clear Board reporting milestones to ensure funding targets are reviewed and met. Social Workers • Funding is key throughout the growth stage of Project 2500 to ensure funds are (3) available to roll out Jewish House’s services to people who are homeless or at risk Event Volunteer 4 Managing of homelessness. donor • Increasing the number of donors will be an on-going activity. To facilitate broader Psychologist Head relationships community awareness and engagement with Jewish House’s Project 2500 service offering, external advocacy is a key component of the on-going marketing and Research Psychologist Psychologist Volunteers (30) Crisis Line communications plan to encourage potential donors and funding partners. Michael Herman Mandy Manne • Jewish House continues to increase its correspondence with current and potential sponsors and donors on Jewish House’s future activities for Project 2500. Admin • The CEO is the first point of contact for all donors. This mitigates the risk of donor miscommunication or conflict. • A recognition and communication program will be implemented to ensure on-going donor support of Project 2500.
Key decision makers Current staff Additional staff required for Project 2500 72 73 risk mitigation systems and strategies processes
An assessment of Jewish House’s business Jewish House’s systems and processes model has identified specific risks and foster growth and are vital to the success developed preliminary mitigation strategies of the services provided by Project 2500 for addressing areas of identified risk. to the homeless.
Jewish House has identified 8 key project risks and devised the necessary strategies to ensure Jewish House has designed a range of systems and processes that are required to be these risks are mitigated: implemented to ensure the growth and success of the organisation. The table below defines Risk area Risk mitigation strategy the primary systems and processes of Jewish House: • J ewish House recognises the importance of obtaining quality advice from leading System or Overview Description 5 professional firms regarding regulations, strategy, legal, financial, policies and general Process Managing business issues. Monitoring Jewish House understands • Ther e is a strong focus on creating avenues to partner • Jewish House will continue to collaborate with community partners, advocacy groups and the importance of measuring discuss board effectiveness to better monitor, relationships and other organisations on a case by case basis. This will be overseen by the CEO to evaluation the performance of its Board evaluate and guide Project 2500. mitigate the risk of miscommunication or mismanagement. of Directors. • The Chairman assists in the clarification of Board • The employee retention strategy is driven primarily via the implementation of policies member roles, including attendance, individual role and procedures that enhance employee engagement, while fostering trust, personal responsibilities, metrics and milestones and overall 6 functions of the Board. Staff retention and professional development. • Employees will be incentivised to remain at Jewish House to minimise loss of Group Jewish House should set • Ther e is a strong focus on articulating the respective knowledge and ensure internal competitive capabilities in assisting homeless people in dynamics standards for the behaviours roles of the Board and staff members, which are crisis are developed and maintained within the organisation. and contribution of established through clear and agreed operating psychologists, employees and protocols. • Jewish House has implemented staff and volunteer training on the management of the Board of Directors. difficult, high risk clients in crisis with support services provided in times of emergency. • The CEO of Jewish House liaises with the Board to provide updates on performance, services and • Jewish House’s management is thoroughly investigating and analysing the total costs issues. associated with Project 2500 to enable precise budgeting, resource allocation and 7 Training Jewish House recognises • Jewish House focuses on the funding required for Decision project time management milestones. programs that training its people is vital the development of its staff to enable Jewish House making • Jewish House undertakes strategic planning at 3-5 year intervals to set the strategic to the success of its services to provide an effective level of service now and into objectives and direction of the organisation. Performance against their strategic goals provided to homeless people. the future. are reviewed by key management and the Board at regular intervals. Continuous Jewish House understands • Engagement of staff and Board members will occur • Jewish Houses’ CEO will recruit and plan staff resourcing to cater for the demand of improvement that to successfully service in order to define a snap shot of their progress and its homelessness services under Project 2500. the homelessness they need current service offerings provided under Project • Project 2500 is the largest project implemented by Jewish House, and the to continually develop their 2500. This allows the Board of Directors and staff to 8 implementation of the project and the new service offering will be appropriately service and approach for plan strategies for resource utilisation improvements, Project 2500 evaluated to ensure successful rollout. Project 2500. training programs and more efficient and effective delivery • S ignificant growth in Jewish House’s traditional operational scope will require operational opportunities. corresponding management and infrastructure. Jewish House can minimise this risk • Jewish House will develop documentation to through implementing relevant support functions and clearly communicating staff roles. measure and monitor cases. This will allow the • Jewish House has developed this Project Plan to define the objectives, implementation organisation to monitor both the progress of and benefits of Project 2500. individuals and the implementation of Project 2500. • Jewish House will try to ensure it scales and adapts existing infrastructure to ensure Human Jewish House recognises that • Jewish House’s retention strategy is driven primarily that clients can efficiently access Jewish House services at the rate and scope as resources people are its primary asset via the implementation of policies and procedures outlined in Project 2500. and have developed a plan that enhance employee engagement, while fostering • Jewish House offers a unique service to its local market, however there is a risk that to attract and retain the high trust and personal development. other charities will develop similar strategies and compete for funding. Where possible quality staff and volunteers to • Jewish House’s CEO and GM are responsible for Jewish House will attempt to partner with any organisation that aligns with its strategy mentor and assist homeless all recruitment and screening of new employees and objectives to achieve greater good for homeless people and people at risk of people and people at risk of required to execute Project 2500. homelessness. homelessness.
74 75 systems and 4.1 funding processes
Jewish House’s systems and processes foster growth and are vital to the success of the services provided by Project 2500 to the homeless.
System or Overview Description Process Finance Jewish House recognises • Formalised budgeting and reporting processes have the importance of control been developed to allow Jewish House to monitor and oversight of the finances the performance of Project 2500 on a monthly and to enable the organisation annual basis. to deliver services in a cost • The accounting of Project 2500 will be overseen effective manner to those by Jewish House’s Audit and Risk Committee and most in need. Jewish House Treasurer. requires members of the • Jewish House’s financial statements are Board to regularly review the independently audited by PwC. financial reports prepared for them and to ask searching questions of the CEO and General Manager of the organisation. Partnering Jewish House recognises • Jewish House will continue to collaborate with other the importance of obtaining organisations and seek professional assistance quality advice in regards to when required. strategic, financial, legal and • The CEO and GM will manage these relationships general business issues. and provide regular partnership/alliance updates to the Board and other key staff members. Information Jewish House recognises • All key staff will directly report to the GM on and decision the importance of utilising a predetermined milestones, which reflects Jewish making strategic framework which House’s strategic intent for Project 2500 and clearly articulates targets, expected operational performance. milestones and outcomes. • Fundamental and strategic decisions in regards to Project 2500 will be made by Jewish House’s Board of Directors and CEO.
76 77 p roject funding options budget – primary
The estimated cost to deliver Project 2500 is $6.2m, Jewish House has identified alternative funding options of which we have currently received funding of $925k. to raise the remaining $5.3 million required to execute Our model equates to approximately $2,500 per individual. Project 2500.
A preliminary project budget has been established to estimate the costs of delivering Project 2500 and the fundraising required to support its sustainability and execution. Fundraising Grants Foundations Jewish House will re-evaluate their funding requirements as the project progresses and will consider further Leverage Board Members Utilise grants available Engagement with requests for funding if the performance measures indicate significant value could be delivered for a small networks in the community to homelessness philanthropic foundations amount of incremental cost. to fundraise through: service providers interested in reducing through Government homelessness in our Corporate Donations programs, including: community. Examples of Year 1 Year 2 Year 3 Total • Various corporate these organisations include: ($) ($) ($) ($) organisations provide Federal Government funding to NGO • Housing Assistance and The Jack & Robert Smorgan Families Foundation homelessness service • Homelessness Prevention Capital Costs Jewish House is proposing to purchase providers. Programs.1 • The foundation provides Land and Buildings 2,370,000 - - 2,370,000 financial support to a range an additional property • Refer to sponsors page for • Provides funding to support in Bondi to provide of charitable organisations Capital Improvements 735,000 - - 735,000 a list of current corporate innovative prevention and greater capacity to and endeavours. The Interest on Buildings 90,000 70,000 60,000 220,000 service increasing donors. early intervention initiatives foundation does not have a client numbers. to reduce homelessness. Total Capital Costs 3,195,000 70,000 60,000 3,325,000 Events formal application process e.g. The Youth • Organising events in the for grants, but is open to Homelessness Reconnect local community e.g. Jewish initiatives with successful Operating Costs program provided $24.2m of Further capital House’s Golf Day and Gala social outcomes. funding to projects in FY14. Community Bridging 210,000 210,000 210,000 630,000 upgrades to the Dinner. existing property and Perpetual Foundation Crisis Accommodation 250,000 250,000 250,000 750,000 the new property State Government Community Fundraising • Endowment Funds are may be required • Specialist Homelessness Rapid Re-housing 230,000 230,000 230,000 690,000 Initiatives provided through charitable to provide the Services programs.2 Homebase 150,000 150,000 150,000 450,000 required infrastructure • Engagement with high donations by members, • National Partnership Total Operating Costs 840,000 840,000 840,000 2,520,000 to support the services. net worth individuals and are managed by the and families in the local Agreemenets on Perpetual Foundation community. Homelessness Innovation Endowment Fund. A key Project overheads fund.2 Jewish House has • Local fundrasing drives, objective of the foundation Marketing 20,000 20,000 20,000 60,000 conservatively including through churches, Councils is to direct funds towards estimated the costs charitable projects that Information Technology 20,000 20,000 20,000 60,000 schools and other • The City of Sydney Council of service provision focus on preventative community bodies aligned and other Councils provide Administration 50,000 50,000 50,000 150,000 for each of the measures and education. offerings provided. to the interests of Jewish funding to Homelessness Furniture and Fittings 13,333 13,333 13,333 40,000 Additional staffing and House. services organisations The Gandel Foundation Incidentals 20,000 20,000 20,000 53,000 administration may be through direct negotiation required to support the • In providing grants, The Total Project Overheads 123,333 123,333 116,334 363,000 enhanced case loads. and lobbying. For example, Gandel Foundation gives funding the YWCA’s preference to programs and Brokerage Program which activities that have impact Total Costs 4,158,333 1,033,333 1,016,334 6,208,000 It is estimated that provides crisis and case and meet the community Less: Funding Pledged (475,000) (225,000) (225,000) (925,000) funds required to be management services. generated by donors needs. Programs are aimed or funds pledged to at prevention, are innovative operate Project 2500 and sustainable and are Project Funding Required 3,683,333 808,333 791,334 5,283,000 is an additional $5.3m. effective/have operational strength.
NB: Please refer to appendix 3 for underlying assumptions.
1 Department of Families, Housing, Community Services, and Indigenous Affairs, Housing Assistance and Homelessness Prevention Program Guidelines, August 2013 2 Going Home Staying Home, Housing NSW, 2013. See also: Housing NSW website: www.housing.nsw.gov.au 78 79 funding options 4.2 M EasureMENT – secondary OF OUTCOMES
Social Benefit Bonds are an alternative source of funding for Jewish House’s Project 2500, that focuses on outcome based assessment of service providers.
What is a Social Benefit Bond? A Social Benefit Bond (SBB) is a financial SBBs provide a direct financial incentive to instrument that pays a return based on the focus on and improve the outcome in question. achievement of agreed social outcomes. Under This change benefits both the Government and a SBB, investors fund the delivery of services providers: the Government gets better outcomes, targeted at improving a particular social outcome. while providers are relieved of burdensome Achievement of this outcome should reduce the reporting to Government about service inputs and need for, and therefore government spending on, outputs, and instead are free to focus on delivering acute services. the outcome in a way that best suits their own approach and preferences. Part of the resultant public sector savings are used to repay investors’ principal and make additional reward payments (the return on investment), the level of which is dependent on the degree of outcome improvement achieved. In March 2013, the NSW Government signed Australia’s first Social Benefit Bond contract.
Investors Intermediary Service Provider Results Savings $ Provide funding for Issues Information Delivers evidence Help 2,500 Reduction in social programs, Memorandum based preventative homeless people government with returns linked and raises capital programs to over a 3 year spending on to outcomes. from investors constituent period to help acute services – and establishes treatment group. break the cycle of health, justice and service delivery homelessness. welfare. agreements with providers.
Outcome Based Return $
Sources: The Centre for Social Impact, Social Impact Bonds: An Australian Snapshot, 2012 NSW Treasury, Social Benefit Bonds: http://www.treasury.nsw.gov.au/site_plan/social_benefit_bonds 80 81 framework outcomes for measuring social impact
Identify, measure, evaluate and communicate best Engagement with key stakeholders in the practice in the delivery of social outcomes e.g. % of community to provide a holistic service offering (no Our framework for social impact will clients that have maintained long-term housing after unmet support needs), while ensuring individuals 1 year (quantitative), how clients feel about their are involved in community activities (integration). influence our reporting measures to housing after 1 year (qualitative). ensure we deliver a social benefit to COMMUNITY key stakeholders in the community.
During the pilot phase of Project 2500, Jewish At a minimum, it is anticipated that the client will House will develop and refine key performance be assessed at three points to track performance indicators that will help measure the performance including entry to the program (establish baseline), Collaborative of the program, establish targets and generate the exit (measure period of intervention), and a 6 & participative required information to facilitate monitoring. Clients month follow-up (measure of sustainability). approaches will be assessed through out their engagement period with Jewish House.
I llustrative Measurement Framework
Community Bridging Crisis Accommodation Rapid Rehousing Homebase
SOCIAL • Objective • Objective • Objective • Objective SOCIAL Define SOCIAL outcomes Effective Provision of support Provision of Transition 30 people To stabilise and ISSUE Outcomes Implementation IMPACT services for 550 short-term per year into housing establish self ecosystem people per year. accommodation for to enable community sufficiency for 220 people per year. integration. 40 people per • Measure year at risk of Progress from • Measure • Measure homelessness. baseline case Number of people Time taken to rapidly assessment over currently homeless re-house families/ • Measure defined time periods who are provided individuals residing % of clients that have (i.e. 3-6 months). at least 1 week in emergency maintained accommodation at shelters. long-term housing Great governance, • Target Jewish House. (> 1 year). leadership & 75% improvement • Target management in linking clients to • Target 1 month • Target health, employment 85% success rate tore-house families/ 95% success rate and housing situation against objective. individuals. against objective. (on a 1-10 scale).
Reporting systems collect information on clients to build the socio-economic profile of those in T he lives of over 2,500 people have been need and chart the improvements to measure performance outcomes. Independent assessment turned around. of a selection of case files may be undertaken to track progress of individuals after intervention (cost offset analysis and qualitative surveys).
Source: Adapted from The Centre for Social Impact: Make Change Matter, 2012 82 83