Federal and state government policies determine the level of investment in social housing, the nature of the taxation system and levels of income support, which in turn influence inequality in Australia. These issues form the structural background to homelessness in Australia.
Low levels of investment and equalisation create conditions where it is more likely that a growing number of people will fall into poverty and homelessness (as has been happening over the last decade), and that those people will also find it harder to accumulate the resources and assistance required to escape it. The areas of concern are:
"Under-investment in social housing supply, affordability issues in the private rental market, and a lack of housing and homelessness policies at the federal government level have been key structural contributors to homelessness over the past decade."
Under-investment in social housing supply, affordability issues in the private rental market, and a lack of housing and homelessness policies at the federal government level have been key structural contributors to homelessness over the past decade. The addition of these stressors compounds difficulties in accessing and maintaining tenancies for people and makes the work of the homeless and social housing sectors more difficult in resolving homelessness.
It is imperative that service systems consider these issues strategically to support clients to access secure and affordable tenancies.
So, what exactly is a ‘No Wrong Door’ approach?
A ‘No Wrong Door’ (NWD) approach attempts to remove barriers to services, and clarify the process and standards expected of services. NWD responses intentionally assist people to connect with the most appropriate service for them, no matter what service that may be.
We do this by developing and maintaining:
We acknowledge that adopting NWD as a foundation of care provides an often-essential element to service provision, above and beyond the strict commitments of a community service agreement, grant or contract. In so doing, we aim to provide a timely, flexible and streamlined response to better assist people towards recovery, housing and wellbeing.
The essential ingredients for a No Wrong Door approach are:
Resources and capacity
The private rental housing market currently provides very few options for individuals on a low income and the vacancy rate is low. There is an increased demand for affordable and secure social housing with national social housing waiting lists hovering just below 200,000 households.
Specialist homeless and social housing services are required to meet the needs of clients within the limited resources available to their service. This constraint requires service providers to be accountable, responsive and targeted.
There are three key elements to managing the demand for social housing and support:
As client demand increases, worker capacity decreases. The result is often a change in the service response:
To manage expectations, a No Wrong Door approach aims to ensure:
Accessibility
Housing and homeless services should be accessible to the people who use them, and those services should be tailored to fit individuals to the degree they are required and requested. Organisations need to creatively and flexibly work with people accessing our services to overcome barriers to effectively support people, whether these be physical, emotional, health-related or time-limited.
We can do this by:
Service provision
Higher staff caseloads result in less comprehensive service offerings. Lower caseloads and increased capacity result in more comprehensive service provision.
A caseload for a full-time equivalent (FTE), depending on client mix (medium to high needs), of 12 to 15 clients, allows workers to provide case management and casework that includes use of the Outcomes Measurement tools such as Outcome Star. On this basis, we aim for all FTE workers to have a maximum caseload of 15 people. Regular support plan reviews evaluate overall progress while on caseload.
All clients that are ‘active’ will be entered into a ‘software system’ and allocated to a key worker. Those clients who have demonstrated capacity, have met forward plan goals but still require support, are moved to team management. Clients with capacity to achieve their goals with brief intervention, information/advice and other minimal casework are allocated to team management. This makes resources available for allocation of key workers to clients from the team-managed list that have been assessed as requiring more comprehensive support.
Transfer between key worker and team management is subject to a continual step-up/step-down approach, in recognition of changing support needs over time.
Drawing conclusions
Many people in the community sector believe that access to safe and affordable housing is a basic human right, enshrined in the United Nations Declaration of Human Rights, and we are committed to defending this right through:
The No Wrong Door approach also promotes person-centred practice that places the individual at the heart of care, and recognises and reinforces an individual’s abilities, strengths and capacity. A care or case management plan is built on the aspirations of the person, building motivation, open engagement and resilience, while ensuring safety and transparency.
Person-centred practice within homelessness adjusts to the individual needs of people through respectful, strengths-based engagement to address the stigma and marginalisation experienced when street sleeping or rough sleeping. This approach can restore dignity and trust and improve self-agency among a disadvantaged group of people.
At any given moment in an episode of care, there are moments of harmony and tension, as is often the case when there are multiple perspectives at play. Some of these different perspectives are:
I note there are structural and individual factors that may present as barriers to achieving outcomes, such as the enduring shortfall of available safe and affordable housing across the country, discrimination or the impact of ill-health or substance use. But I still see No Wrong Door as a venerable approach to aspire to, and that a person in housing stress deserves.
References
Black, C., and Gronda, H. (2011) 'Evidence for improving access to homelessness services', Australian Housing and Urban Research Institute Limited, Melbourne, https://www.ahuri.edu.au/research/research-papers/evidence-for-improving-access-to-homelessness-services.
Donoghue. J (2020) Practice Framework, 'Street to Home & Hobart Safe Space', The Salvation Army Tasmania: Hobart.
Government of Western Australia (2020) 'Enabling a No Wrong Door System in Homelessness', Proposals from Co-design. Department of Communities: Perth.
We acknowledge the Wathaurong, Yuin, Gulidjan, and Whadjuk people as the traditional owners of the land where our team work flexibly from their homes and office spaces. Ahi Australia recognises Aboriginal and Torres Strait Islander peoples as the first inhabitants of Australia and the traditional custodians of the lands where we live, learn and work. Ahi New Zealand acknowledges Māori as tangata whenua and Treaty of Waitangi partners in Aotearoa New Zealand.
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