Our client, a large multidisciplinary NFP operating Specialist Homelessness Services in different parts of NSW, has a deep interest in evidence-based program improvement, coupled with a strategic goal to help end homelessness. They were interested in evidence to better understand: which services were impactful for individuals and collectively; which service model elements were significant in achieving impact; how to expand thinking beyond crisis to more effectively tackle prevention and early intervention; and to identify broader innovation. It was imperative that the work was grounded in national and international research, performance data, and client experience—particularly of Aboriginal clients.
Projects
Review of Specialist Homelessness Services
Client.
Mission Australia
Services
Review, Engagement
Looking at what works well in addressing homelessness in different locations from a client and frontline perspective.
01.
Client issue
02.
Our approach
Our team undertook a wide range of activities to answer the question what works, for whom and where. Activities included:
- Desktop analysis of internal performance data and comparison with AIHW NSW-all data; analysis of demand drivers including trends in homelessness, rent and supply
- A literature review of current Australian and international thinking
- Site visits to services across NSW, incorporating detailed discussions with staff about the local service systems and demands, pinch points, their approaches including local innovations
- Interviews with 40+ current and former clients with lived experience of homelessness, exploring what made the biggest difference for them; interviews with 20+ service partners
- Regional workshops to test hypotheses
- Identifying opportunities for improved practice at a systemic and local level, including developing an ongoing internal learning approach.
03.
Result
Our client was very positive about the final report:
- An executive briefing highlighted support for many of the insights identified, and committed to ongoing organisational learning
- There was a strong sense of engagement at local services, who reported feeling heard
- Clients were generous in talking about their experiences and needs, and so deeply influential on recommendations
- Partners were positive and reinforced the need for reciprocal exchange of efforts.
- Overall commitment to dedicate resources to ongoing internal improvement efforts.
04.
Key learnings
- Current tight and unaffordable rental markets across the state are constraining the ability of SHSs to successfully place clients.
- A lack of synchronicity of necessary supports such as AOD and mental health services with client readiness can drive disengagement by clients.
- There is a clear need for flexibility in how similar funding sources are applied in different locations; local housing markets and service availability affect which levers can be successful.
- The single most important factor for clients was a steady trusted case worker, who they felt was on their side. This aligns with research findings.
- Housing First is still the dominant model internationally; strategies are now focused on how to make the Housing First principles work in local settings and for different cohorts.
“It was a pleasure working with The Insight Partnership team. They had a wonderful balance between strategy, deep understanding of the policy environment and service delivery operation. They were able to adapt consultation and communication methods to different groups from clients to front line staff to executives and from metro to regional communities. Their analysis and recommendations were pragmatic and clear and provided a great framework for future program and service development.”
State Director
