Southern Housing Round Table
Triennial Strategic Plan
2011-2013
Endorsed by SHRT: 13 December 2011
Last Updated: 21st December 2012
Southern Housing Round Table
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Table of Contents
Historical Background ..................................................................................................................3
Aim ..................................................................................................................................... 3
Objectives ......................................................................................................................... 3
Sector Representation .................................................................................................... 3
SHRT Achievements ......................................................................................................... 4
Nature and Structure of this Strategic Plan ................................................................ 5
List of Appendices ........................................................................................................... 5
Strategic Planning Consultation Process ..................................................................................6
Internal Consultation ....................................................................................................... 6
Proposed Focus Areas for Strategic and Operational Groups ............................... 9
Proposed Structure for Housing Round Tables in SA ............................................... 10
External Consultation .................................................................................................... 11
Strategic Goals 2011 – 2013 ..................................................................................................... 12
Strategic Plan of Action ............................................................................................................ 13
Strategic Goal One ....................................................................................................... 13
Strategic Goal Two ........................................................................................................ 15
Strategic Goal Three ..................................................................................................... 17
Appendix A – Current Southern Housing Round Table Membership ............................... 20
Appendix B –Collaborative Structures in the Southern Adelaide Region ....................... 21
Appendix C – Delegation of Responsibilities ........................................................................ 22
Appendix D - Operational Practices and Procedures ........................................................ 24
Appendix E - Terms of Reference for Task Groups ............................................................... 27
Southern Housing Strategy Group – Terms of Reference....................................... 27
Southern Regional Alliance Conference Planning Group .................................... 27
Homelessness Innovation Fund – Task Group ........................................................... 28
SHRT Operational Groups ........................................................................... 28
Appendix F - Member Agency Profiles .................................................................................. 32
Adelaide Metro Mental Health Directorate - Southern ......................................... 32
Anglicare SA ................................................................................................................... 37
Baptist Care (SA) Inc ..................................................................................................... 39
Calvary Lutheran Family Support Services ............................................................... 41
Centracare - Coolock House ...................................................................................... 42
Centrelink ........................................................................................................................ 44
City Of Onkaparinga .................................................................................................... 47
Disability Services ........................................................................................................... 50
Families SA ....................................................................................................................... 52
The Adelaide Health Service ....................................................................................... 53
Housing SA - Homelessness Strategy .......................................................................... 54
Housing SA Noarlunga .................................................................................................. 56
Offenders Aid and Rehabilitation Services of SA Inc .............................................. 58
Southern Domestic Violence Service Inc. ................................................................. 60
Southern Junction Community Services.................................................................... 62
UnitingCare Wesley Adelaide (UCW Adelaide) ...................................................... 63
UnitingCare Wesley Bowden ....................................................................................... 65
The Women’s Housing Association Inc ...................................................................... 67
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Historical Background
In 1999, the Southern Social Planning Alliance, which was a joint venture between the State
Government and the Onkaparinga Council, undertook a social planning study of the region. A
range of key social issues and community needs were identified with three round tables being
established to address these issues. Housing emerged as a particular area of concern, and the
Southern Housing Round Table (SHRT) was subsequently established. Representatives on the
Southern Round Table were invited from a variety of State Government and Non-Government
agencies across the region.
Aim
Using a collaborative approach provide leadership and development, and facilitate promotion,
advocacy and coordination of housing and related services, including emergency and longer
term affordable housing for people with complex needs throughout the Southern Adelaide
region.
Objectives
o
o
o
o
o
o
o
Ensure Housing and homelessness issues in the Southern Adelaide region are a priority at
regional and State planning levels.
Develop plan and implement innovative and appropriate strategies which identify and
address housing needs in the South, and which facilitate access to affordable and
appropriate housing.
Facilitate opportunities for consultation and information exchange with consumers and
other sectors.
Liaise and work collaboratively facilitating networking across a wide range of agencies eg Housing, Health, Welfare, Local Government etc.
Advocate for appropriate housing and support services/resources throughout the region.
Facilitate the coordination of services, thereby assisting families and individuals to better
access levels of housing and support.
Keep the Southern Regional Alliance informed of emerging issues and the activities of
the Southern Housing Round Table.
Sector Representation
The membership of the Southern Housing Round Table includes representation from across the
Southern Adelaide Region including:
 Community and Affordable Housing Providers
 Non-Government Community Service Organisations
 Local Government
 State Government Agencies
 Federal Government Agencies
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SHRT Achievements
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A substantial review of emergency accommodation needs in the south undertaken by
Oz>Train Consultancy Service in collaboration with SHRT.
The report was presented to the then Minister for Human Services who approved grants
totalling several hundred thousand dollars for:
o The acquisition of 8 additional properties.
o Upgrading of facilities at the Eleanora Centre.
o The investigation of a property brokerage model across community housing
agencies.
o The establishment of a web site.
Policies and procedures in relation to SHRT properties were developed.
Public forum on housing issues was organised in 2003.
A signed Memorandum of Understanding with the then Department of Human Services
in relation to the use of SHRT intellectual property in connection with the Human Services
Finder.
A Strategic Plan was developed for the period 2005-2006.
An 18 month action research project titled ‘Integrated Service Delivery Project for People
with Multiple Complex Needs’ integrated approach to service delivery for clients with
complex needs was conducted during 2007-08. Formal Project Evaluation was
undertaken by Flinders University and a report is now downloadable from the SHRT
website.
Hosted a Public Forum titled ‘Affordable Housing ~ Sustainable Homes’ during AntiPoverty Week 2005
SHRT advocated for a Managed Accommodation Facility in the south and is currently
undertaking a local reference group function in the development of this concept.
Hosted a Public Forum titled ‘Affordable Housing ~ What’s happening in the South?’ in
October 2006
Strategic Plan has been developed for 2008-2010.
Hosted Public Forum in April 2008 entitled “Hoarding – Whose Problem is It?” The
outcome of this ‘cutting edge’ forum was the formation of an inter-agency steering
group to work on the implementation of the findings of the forum.
During 2010, SHRT undertook a planning day facilitated by Dr Jo Baulderstone of Flinders
University that resulted in a proposal to adjust the structure of the SHRT to embrace both
inner and outer Southern Adelaide regions
The SHRT ‘Strategic Group’ implemented a new regionalised structure in 2011, which
involved establishment of ‘SHRT Operational Groups’ in both the Inner and Outer
Southern Adelaide regions.
A Joint Forum of Strategic and Operational Group members was held in March 2011 to
launch the new collaborative structure, confirm the terms of reference and commit to a
schedule of regular meetings. A subsequent Joint Forum was held in August to review the
progress and clarify future directions.
Prepared and submitted a formal response the SA Housing Strategy Green Paper in
December 2011
Supported Homelessness Innovation Fund application for establishment of a ‘Domestic
Violence Community Development Network’ in 2012
Host and major sponsor of the inaugural Southern Regional Alliance Conference in
September2012 which included engage of highly regarded international keynote
speakers from Minneapolis USA: Alan Arthur, CEO-AEON Housing and Carol Arthur,
Manager – Domestic Abuse Project
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Nature and Structure of this Strategic Plan
This Strategic Planning document is the product of an extensive consultation process with both
internal and external stakeholders.
The plan is intended to guide the growth and development of the Southern Housing Round
Table over the three year period from 2011 to 2013
Whilst every effort has been made to ensure the accuracy, relevance and appropriateness of
the strategies and initiatives outlined in this plan, it should be recognised this Triennial Plan is an
evolving document. In keeping with the dynamically changing nature of the individuals and
community that it seeks to serve, is intended to serve as a directional guide and reference point
against which organisational growth and development can be monitored and evaluated. The
Triennial Plan will be subject to annual review.
A wide range of factors, beyond the control of Southern Housing Round Table, may impact
upon the efficacy of the plan. These factors may subsequently lead to amendments and
deviations from the plan.
Each the three Strategic Goals of Southern Housing Round Table are supported by a number of
Strategies and specific and measurable Objectives
Activities/Objectives are set out in six (6) six-monthly ‘milestone’ periods in order to guide
planning and implementation processes.
List of Appendices
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Appendix A - Current SHRT Membership
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Appendix B – Collaborative Structures in the Southern Adelaide Region
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Appendix C – Delegation of Responsibilities
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Appendix D - Outline of Operational Practices
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Appendix E – Terms of Reference for Task Groups
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Appendix F –Member Agency Profiles
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Strategic Planning Consultation Process
Internal Consultation
The Southern Housing Round Table held a planning day on 10 th August 2010 that was facilitated
by Dr Jo Baulderstone of Flinders University.
The notes below represent a summary of the data collected during the facilitated process on
the day.
What has supported the achievements of SHRT in the past?
Before planning for the future it is worth spending some time reflecting not on what the
achievements of the past have been, but why it has been possible for them to occur.
Comments from the groups identified the following characteristics:
 Membership. It has been important that membership has included government and nongovernment organizations with the majority of members being in decision-making roles,
facilitating quick action and assisting external credibility. Continuity of membership over
time has been important in maintaining organizational knowledge, and the inclusion of
non-housing providers has been important in improving processes for consumers.
 Common focus. A strong sense of joint ownership and common purpose (to address unmet
needs) has supported stability, as has the sense of focus on the local community (‘the
South’) and capacity to act as a recognized voice for this community. This has been
supported through effective leadership and evidenced through development of pilot
projects and forums.
 Resources - Administrative support provided through Housing SA been important as has
financial resources obtained via membership fees
 Processes. Roundtable processes including bringing major stakeholders together to plan,
meeting in each other’s agencies, the frequency and regularity of meetings, have
underpinned achievements.
What are key elements in the current context for the SHRT?
 Awareness of homelessness high
 Public housing no longer a given
 There is increased recognition that addressing homelessness more than just providing a
house
 Shifting/extending focus on what support is needed to enable people to sustain housing
 Increased number of people in need to assistance – lack of affordable housing
 Increased diversity of homelessness and increased awareness of that diversity
 Focus on prevention
This context has created a window for influence and action and the SHRT is in a strong
position as it is an established entity with a good reputation.
This context creates both opportunities and threats as set out in the Table One below.
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Table One - Opportunities and Threats
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Identified Opportunities
To reinvigorate the SHRT enabling it to
take a strategic approach to problem
solving, be proactive and be a leader
in innovation
To influence decision making at
Ministerial and department level,
enabling long lasting change in policy
& strategic direction
To influence structural process change
and development of communication
channels at a local level that
strengthen regional focus and
effectiveness
To lead future planning in the region
with a clear and united voice
To provide a voice for those that are
struggling in the south through
forums/position papers that advocate
for their needs
To collaborate with other Housing
Round Tables through round table
conferences/meetings & joint training
opportunities
Opportunities to achieve:
o Infrastructure changes
o Building of more exit options for
homeless
o Flexible approach to case
management
o Increase number of clients with
greater funding
o Collaborative report & apply
learning
o Promote and support mental
health
o Local agency networks &
knowledge eg MOUs, service
agreements, training, issue based
forums
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Identified Threats
Rationalisation - segmentation of
government services a threat to
integration
Infrastructure & temporary
accommodation blockages
Need to get new service information
out
Workforce development
Expectations of what SHRT can do
overwhelms resources
Being seen as symbolic rather than
having real influence & impact
Recent trend towards centralization
inhibits SHRTs capacity to be
responsive to local regional needs
Getting bogged down in our own
patches and missing the big picture
Getting lost in the bigger picture and
losing regional issues
relationship between Dept & NGO –
partners of micro-managers
Being stuck in bricks and mortar not
sustainable communities
possibility of division caused by
separating tenancy management &
support
Emerging round tables may reduce
the voice & profile of SHRT
Failure to recognize change in
government direction will reduce
effect of SHR
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What should be the SHRT priorities for the next 5 years?
1. Influence/Lobby/Advocate
a.
b.
c.
d.
e.
f.
Sustainable homes & communities
Early intervention
Prevention
Appropriate forms of housing
Enhance structures & processes to gather & collate and interpret
information and communicate to key decision makers & disseminate and
communicate information to members and others.
Link with other HRTs
To be progressed by: Yet to be determined: Triennial Plan 2011-13
2. Research/Mapping/Information Gathering
a. Future needs in the south
b. Extent and nature of housing need
c. Trends and emerging issues both sector wide & south-specific
d. Service mapping (to)
e. Develop a service directory for the south – easily & frequently updated
To be progressed by:
o Develop position papers – connect with universities re student projects;
apply for grants
o Undertake an immediate scan of what is happening elsewhere in research &
planning e.g. state & Commonwealth governments, AHURI, FACHSIA
homelessness research projects, local government
3. Develop & contribute to plans & strategies
a. Regional strategy for housing development
b. Housing plan for the south
c. Training/workforce development plan for agencies in south
To be progressed by: Yet to be determined: Triennial Plan 2011-13
4. Contribute to collaboration & collaborative service delivery
a. Share SHRT knowledge & practices
b. Link with other RTs in the south
c. Monitor & review the impact of the current changes on member
agencies
d. Broaden relationships
To be progressed by:
o Holding open forums on issues of broader interest
o Develop SHRT website to include information and links
The Way Forward
Retain: SHRT as a strategic forum covering both inner and outer south
Create: Two operational forums, one for inner south and one for outer south.
o Need to define Membership
o Need to specify Tasks. Role and Responsibilities of each group
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Consider: Inviting Fleurieu forum to be a third
Liaise: with other HRTs to propose a joint forum for HRT chairs
The Planning Day resulted in the following proposals:
o Incorporate the inner southern and outer southern areas into the SHRT group.
o Operational Groups be formed for the inner and outer southern areas in addition to
the Strategic Group (current membership) as per diagram attached.
It was subsequently agreed that the proposal from the Planning Day be distributed to the
membership for consideration prior to the October meeting.
Proposed Focus Areas for Strategic and Operational Groups
Focus Areas for Strategic Group
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Focus Areas for Operational Groups
Agency reps:
o one per agency
o senior managers
o decision makers
Formal/financial membership
Region based advocacy to
Government
Set strategic agenda
Governance of strategy and
operations in region
Funding overview
o attracting resources/grants
Key regional projects
Trend analysis
Links to SA Strategic Plan
Planning re. housing assets
Report to Government on systemic
gaps, i.e. support services
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Senior operational managers/team
leaders
Formal/financial membership and
proxies
Membership fees
Identify unmet service needs and
service gaps
Co-ordinate gateway responsibility
Service networking
Report up to Strategic Group
Client/service delivery focus
Monitoring access to services
Data collection:
o quantitative
o qualitative
Collaborative training opportunities
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Proposed Structure for Housing Round Tables in SA
MINISTER
Homelessness
Strategy
Housing
Round Table
Chairs
ROUND TABLES
Strategic
Group
Strategic
Group
Operational
Group
Operational
Group
Southern Housing Round Table
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ROUND TABLES
SHRT
Strategic
Group
Inner Southern
Operational
Group
Outer Southern
Operational
Group
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Strategic
Group
Operational
Group
Operational
Group
External Consultation
The member agencies involved with the Southern Housing Round Table represent a diverse
range of government and community agencies. Whilst no formal external consultation was
conducted during the drafting of this plan, the Strategic Plan reflects the direction of the key
housing and support agencies in the South.
It is recognised that there are a number of other key groups that it would be good to
regularly consult with so that the SHRT sustains alignment with the directions that these groups
are progressing in the Southern Adelaide region.
These include:
o Families and Children’s Round Table,
o Youth Round Table
o Aldinga Sellicks Alliance
o Onkaparinga Collaborative Approach to Domestic Violence
o Healthy Cities
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Strategic Goals 2011 – 2013
AIM:
Using a collaborative approach the Southern Housing Round Table aims to
enhance the effectiveness of the housing continuum model; and to
investigate and develop an increase in innovative housing and support
options for people at risk throughout the southern region.
Goal 1 - Housing and Social Outcomes are enhanced by effective and
efficient collaboration and service coordination
Strategies include:
 Foster effective interagency collaboration
 Promote and support early intervention strategies
 Develop a common data set that enables stability and well-being to be
monitored
Goal 2 - Improve the sustainability and inclusiveness of the southern
communities
Strategies include:
 Promote and support the development of a Regional Housing Strategy
(RHS)
 Advocate to increase the supply of affordable and appropriate housing
Goal 3 - Sustain and develop cohesive regional structures and systems that
optimise effectiveness and influence
Strategies include:
 Unmet needs and service gaps are identified and addressed
 Southern agencies benefit from a coordinated training and workforce
development strategy
 Monitor progress against SHRT strategies
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Strategic Plan of Action
Legend of Financial Annotations
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[SHRT. Exp: $X] = Internal Expense funded out of SHRT reserves.
[Seek New Ext. Rev & Exp: $X] = A New External Recurrent Funding Source is to be sought.
Strategic Goal One
Housing and social outcomes are enhanced by effective and efficient collaboration and service coordination
Strategy
Implementation Timeframe for Goal One
2011 - A
2011 - B
2012 – A
1-A
Foster effective
interagency
collaboration
1 - Hold Joint Forum
to implement new
structure and
establish ‘SHRT
Operational
Groups’ in inner
and outer southern
regions
[SHRT. Exp: $100]
Completed
Southern Housing Round Table
2 – Chairs of
Strategic and
Operational Groups
meet and review
communications
and collaborative
practices
Completed
4 – Confirm SHRT
representation on
Hoarding& Squalor
Task Group
Completed
3 - Develop efficient
mechanisms for
information sharing
between Strategic
and Operational
Groups
Completed
5 – Provide
Financial Support
for Conference
Planning
[SHRT. Exp: $10,000]
Completed
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2012 – B
2013 – A
2013 - B
6 – Co-host
Southern Region
Alliance (SRA)
Conference in
conjunction with
other regional
Round Tables
Completed
7 – Review SRA
Conference
recommendations
for implementation
8 – Implement
initiatives as
determined by
outcome of 1-A-7
See 3-A-4
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Strategy
Implementation Timeframe for Goal One
2011 - A
2011 - B
2012 – A
1-B
Promote and
support early
intervention
strategies
1-C
Develop a
common data set
that enables
stability and wellbeing to be
monitored
1 – Seek access to
data which indicates
factors related to
‘social determinants
of health’

Homelessness to
home(H2H)

Centrelink
Database

Australian
Institute of
Health & Welfare
Data Report
In Process
2012 – B
2013 – A
2013 - B
See 3-A-3
See 1-A-6
Regional
Conference
3- Review
Conference
recommendations
for implementation
4 – Implement
initiatives as
determined by
outcome of 1-A-7
1 - Seek
presentation re
Implementation of
Intervention Orders
(Prevention of
Abuse) Act 2009
2 – Seek
presentation re
Southern
Community Court
Closed as Court
not proceeding
2 – Seek
presentation from
City of
Onkaparinga
about ‘Community
well-being monitor’
Completed
4 – Seek
presentations from
selected data
sources
Completed
3 – Conduct review
and analysis of
trends in Social
Disadvantage Data
Pending
1-D
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5 – Identify tertiary
institution to
partner with SHRT
to develop a
common data set
project
6 – Conduct
review and
analysis of trends in
Social
Disadvantage
Data
7 – Conduct
review and
analysis of trends in
Social
Disadvantage
Data
Strategic Goal Two
Improve the sustainability and inclusiveness of the southern communities
Strategy
Implementation Timeframe for Goal Two
2011 - A
2011 - B
2012 – A
2-A
Promote and
support the
development of
a Regional
Housing Strategy
(RHS)
1 – Make
Submission to SA
Housing Green
Paper
Completed
2 – Seek
presentation from
new ‘Urban
Development
Authority’
- SHRT Members
visited to Woodville
West Development
2012 – B
2013 – A
2013 - B
3 – Include Housing
Supply focus in SRA
Conference
Completed
See 2-B-1 below
See 2-B-3 below
See 2-A-3
1 – Establish
Housing Supply
Task Group
3 – Launch and
Market ‘Southern
Housing Supply’
position paper
- Presentation
deferred to 2013
Recommend David
O’Loughlin
2-B
See 2-A-1
Advocate to
increase the supply
of affordable and
appropriate
housing
Southern Housing Round Table
2 – Develop
‘Southern Housing
Supply’ position
paper
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Strategy
Implementation Timeframe for Goal Two
2011 - A
2011 - B
2012 – A
1 – Identify key
issues to be
addressed in 2012
Completed – via
SRA Conference
Sessions
2-C
Monitor and
respond to public
policy for issues
that may impact
upon housing
supply and
homelessness
Southern Housing Round Table
2012 – B
2013 – A
3 – Conference to
incorporate focus
on key and
emerging public
policy issues
Completed
See 1-A-6
4 – Identify key
issues to be
addressed in 2013
2 – Invite Guest
speaker on
key/emerging issue
Completed –
Dr John Strachan
re Mental Health
Reform
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5 – Invite Guest
speaker on
key/emerging issue
2013 - B
6 – Invite Guest
speaker on
key/emerging issue
Strategic Goal Three
Sustain and further develop cohesive regional structures and systems that optimise effectiveness and influence
Strategy
Implementation Timeframe for Goal Three
2011 - A
2011 - B
2012 – A
3-A
Unmet needs and
service gaps are
identified and
addressed
Southern Housing Round Table
1 - PGP & PSP
Forum to Review
implementation of
Supportive Housing
Program
Completed
2 – Inaugural Joint
Forum of Strategic
and Operational
Groups
[SHRT. Exp: $100]
Completed
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3 –Joint Forum of
Strategic and
Operational
Groups
[SHRT. Exp: $100]
Completed
(Held 13th March)
2012 – B
4 - Southern
Adelaide Regional
Conference to
promote service
coordination
Completed
See 1-A-6
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2013 – A
2013 - B
5 –Joint Forum of
Strategic and
Operational
Groups
[SHRT. Exp: $100]
6 –Joint Forum of
Strategic and
Operational
Groups
[SHRT. Exp: $100]
Strategy
Implementation Timeframe for Goal Three
2011 - A
2011 - B
2012 – A
1 – Contribute to
Conference
Planning process to
ensure that
workforce
development is
highlighted in SRA
conference
Completed
3-B
Southern
agencies benefit
from a
coordinated
training and
workforce
development
strategy
3-C
Monitor progress
against SHRT
strategies
Southern Housing Round Table
2 – SHRT conducts
half yearly review
Completed
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2013 – A
2013 - B
6 – Regional
training gaps and
opportunities
identified
For Action
See 3-B-3
7 – Regional
training
opportunities
provided
5 – SHRT conducts
half yearly review
6 – SHRT conducts
half yearly review
3 - Southern
Adelaide Regional
Conference to
promote service
coordination and
workforce
development
Deferred to 2013-A
2 – Regional
training gaps and
opportunities
identified
Pending:
1 – SHRT conducts
half yearly review
Completed
2012 – B
3 – SHRT conducts
half yearly review
Completed
4 – Training
opportunities are
listed on SHRT Web
Site
- Consider adding
Job Vacancies and
regional training
opportunities to
SHRT Web Site
and/or NAHA Blah
- HSU Training Unit?
See 3-E-3
5 – Positions Vacant
are listed on SHRT
Web Site
- Seek presentation
from Belinda
Nitschke in April
2013
See 3-E-3
4 – SHRT conducts
half yearly review
Completed
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Strategy
Implementation Timeframe for Goal Three
2011 - A
2011 - B
2012 – A
3-D
Membership of
SHRT Groups is
relevant and
appropriate to
attainment of our
goals
1 - Review
membership and
identify
additional
agency
members
2 - Review
membership and
identify
additional
agency members
3-E
Relevant
information is
shared in timely
and efficient ways
1 – Establish
Communication
protocols between
Strategic and
Operational
groups,
e.g. Templates for
Agendas and
Minutes
Completed
2 – SHRT Website
Review Task Group
is established
2012 – B
2013 – A
3 - Review
membership and
identify
additional
agency members
Completed
Completed
4 - Structure of SHRT
Web site is
updated
Deferred to early
2013
3 - City of
Onkaparinga
about
enhancement of
web-based
directory for
Southern Services
Completed
(Judi Cameron
August 2012)
3-G
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See 3-E-4
5 – New content is
added to SHRT
Website to
enhance
collaboration and
information sharing
2013 - B
Appendix A – Current Southern Housing Round Table Membership
Agency
Anglicare SA
Baptist Care SA
Centacare Coolock House
City of Onkaparinga
Dept of Human Services
Centrelink (Noarlunga)
Disability Services
Housing SA
Southern Adelaide Region
Lutheran Community Care
(Outer Southern Homelessness Service)
Mental Health Services (Noarlunga)
OARS Community Transitions
Southern Domestic Violence Service
Southern Junction Community Services
Southern Adelaide Local Health Network
Uniting Communities
Uniting Care Wesley Bowden
(Inner Southern Homelessness Service)
Women’s Housing Association Inc
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Appendix B –Collaborative Structures in the Southern Adelaide Region
Southern Regional Alliance
To facilitate and enable constructive dialogue
that strengthens and promotes a healthy,
inclusive community in the southern region
OCA
ASA
SHRT
SYRT
Onkaparinga Collaborative
Alliance (for the prevention of
domestic & family violence)
Aldinga Sellicks
Alliance
Southern Housing
Round Table
Southern Youth
Round Table
Key focus areas:
 Strengthening Families
Communities
 Mens
 Womens
 ATSI
 Young people
 Children
 Diverse communities
 Research and evaluation
 Domestic Violence
Community Workers
Network
 Family Safety
Framework
Inner Southern
Operations
Group
ICAN
Innovative Community
Action Networks
C&FRT
Children & Families
Round Table
Healthy
Cities
 Joining Hands and Minds
Forum
 8-12 Years Working Group
 Communities for Children
Outer Southern
Operations
Group
SYN
Southern Youth
Workers Network
 OPAL
 GP Plus
Deep South Youth
Workers Network (DSN)
Others
v Southern Justice Network
v OFSAN
v Southern Youth Case Management
Network
v Employment Skills Foundation
Network
v Southern Justice project
v Southern Family Relationships
program
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Appendix C – Delegation of Responsibilities
Designated Roles
SHRT Strategic Group
 Chairperson: Deb Fahy (Housing SA Southern Adelaide)
 Treasurer: Junction Australia
Sub-Committees
Inner Southern Operational Group
 Joint Chairs: Susan Horsfall (Uniting Care Wesley Bowden)
Sonia Sheppard (Housing SA Marion)
Outer Southern Operational Group
 Chairperson: Deb Robinson (Housing SA Noarlunga)
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Nominated Delegates to other Groups
Statewide Chairs of Round Tables Group
 Graham Brown
Southern Regional Alliance – Conference Planning (completed)
(see attached Terms of Reference)
 Graham Brown (Convenor)
 Wendy Gaborit
 Andrew Coidan
Hoarding & Squalor Task Group
 Janine Moule
 Judy Roberts
Southern Justice Network
 Marie Noble
Strategic Representative – Operational Groups
 Wendy Radbone
Inner South
 Janine Moule
Outer South
Strategic Planning Sub-Committee (completed)
 Graham Brown (Convenor)
 Curtis Richards
 Michael Boyt
 Megan Hughes
 Fiona Boyle
 Deb Fahy
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Appendix D - Operational Practices and Procedures
(Last Updated May 2011)
1. Membership Types
The SHRT recognises two types of ‘Organisational Membership’:


Active members: Attend and participate in meetings regularly and are expected
to submit apologies to the Chairperson if/when unable to attend.
Non-active members: Do not attend regular meetings but may be invited to
special SHRT meetings and events. They may register to receive minutes from the
SHRT meetings and may be invited, on occasion, to provide comments via email
to the Chairperson.
2. Nomination Process for New Members
Agencies interested in membership will be invited to write to the SHRT Chairperson,
outlining:


Level of involvement with housing and support services in the southern region.
Statement of what the nominating organisation can contribute to the group and
outlining their ongoing commitment to being an active member of the group.
Correspondence to be presented to the next SHRT meeting, where applications for
membership will be discussed and accepted/declined.
3. Endorsement of Organisational Membership
Eligibility from agencies nominating for SHRT membership will be based upon:




Level of involvement in provision of housing and/or support services in the southern
(outer) metropolitan region.
Capacity to offer senior management representation with authority to make
decisions at the relevant regional level.
Commitment to regular attendance.
Willingness to take an active role in at least one SHRT initiative per annum.
4. Membership Practices






The terms of office for organisational representatives shall be at the pleasure of the
nominating body.
The filling of any vacancy occurring through the resignation, must be from the
same representative body.
Member organisations may appoint and send a proxy representative if their
primary nominee is unable to attend a meeting.
Member organisations will be responsible for briefing proxies and follow up on
commitments made by proxies.
Member organisations should be mindful of the need for continuity of group
membership.
Tenure of membership will be reviewed in the event of non-attendance at three
successive meetings without submission of apology to Chair.
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5. Roles and Responsibilities of Member Organisations
Members of the Round Table should be able to:






Uphold the aims and objectives of the Round Table.
Participate in the deliberations of the Round Table.
Be informed of the issues before the Round Table.
Be mindful of the potential for a conflict of interest, and declare any such interests
as and when they arise.
Represent their nominating body honestly and fairly.
Demonstrate respect for sensitive and confidential issues raised and discussed
within meetings.
6. Chairing of Meetings
The SHRT will nominate a chair person and deputy chairperson at the first meeting of
each calendar year.
 The Chair person will:
o Guide the development to meeting agendas
o Review meeting minutes and authorise them for distribution to members
o Ensure that sound communication between Strategic and Operational
Groups is sustained.
 The Deputy Chairperson will preside in the absence of the Chairperson.
 In the absence of the Chairperson and the Deputy Chairperson, the Round Table
will appoint a member present to chair the meeting.
7. Meeting Practices
The following meeting practices have been established:








Meetings will normally be held monthly.
An annual meeting schedule will set out meeting dates and venues.
Minutes shall be kept of all Round Table meetings.
Minutes that have been amended at the next meeting will be re-circulated to
members with the next agenda.
SHRT Strategic Group minutes will be sent to SHRT Operational Groups.
SHRT Operational Group minutes will be sent to the SHRT Strategic Group.
Not less than six (6) financial member agencies should be present to make up a
quorum.
For financial decisions, half plus one financial member agencies should be present
to make up a quorum.
8. Financial Matters
Each ‘Active’ Organisational Member is expected to make an annual financial
contribution in support of the purposes and objectives of the Southern Housing Round
Table.
Invoices will be sent to Member Organisations at the beginning of each calendar year
following confirmation of recommended Annual Membership contribution levels.
Recommended Annual Contributions:


Community-based organisations - $100.00 per annum
Government organisations
- $250.00 per annum
All expenditure allocation decisions will be minuted.
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The finances of the Southern Housing Round Table will be administered voluntarily by a
member agency.
Financial Reports are to be regularly tabled at SHRT meetings.
9. Use of Data Provided by Centrelink
SHRT may, from time to time, have access to information which falls, in whole or part, under
the responsibility of Centrelink, the Department of Education, Employment and Workplace
Relations (DEEWR) or the Department of Families Housing, Community Service and Indigenous
Affairs (FaHCSIA).
Under the ‘Terms of the Release’ of this information, it is a requirement that anyone requesting
information agree to the following declaration before a clearance will be issued.
Any subsequent release of information by SHRT or its members must be cleared by the
relevant Government Department prior to such release and will be subject to the terms
stipulated below:
1. Adhere to all the relevant legislative provisions (including but not limited to, the
Privacy Act 1988, including the Information Privacy principles specified in section 14 or
leading to a breach of the Privacy Amendment (Private Sector) Act 2000 including
the National Privacy Principles in Schedule 3, the Social Security (Administration) Act
1999 or the Family Assistance (Administration) Act 1999) concerning access to and use
of these data.
2. Use the data only for the stated purposes of the request.
3. Provide a copy of any findings, reports, publications etc. that include or are based in
the provided data to Centrelink, DEEWR and/or FaHCSIA at least 4 weeks before
public release.
4. Modify such findings, reports, publications etc. to reflect Centrelink’s, DEEWR and/or
FaHCSIA’s comments or present these comments as a separate part of such findings,
reports, publications etc.
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Appendix E - Terms of Reference for Task Groups
Southern Housing Strategy Group
Southern Housing Strategy Group (SHRG) will provide a collaborative forum for the
development of social housing projects in the southern region and operate within the terms
of reference outlined below.
Terms of Reference
 Monitor public policy matters that may impact upon future strategic directions in
social housing policy, i.e. Implementation of new Federal Housing Policy.
 Provide a regional focus for the collation and analysis of input from relevant
stakeholders and consultants
 Identify potential affordable housing development sites and contribute to
consideration of project viability
 Explore other matters that may contribute to the provision of affordable housing in the
southern Adelaide region.
Reporting Relationships
 The SHSG to be convened by a member of SHRT
 Minutes of SHSG will be tabled at following SHRT meetings
 The SHRG participants and SHRT members may circulate minutes of SHRG meetings
within their agencies.
Nature and Duration of Task Group
It is envisaged that the SHRG will meet at intervals determined by the group and its terms of
reference will be reviewed annually.
Southern Regional Alliance Conference Planning Group
The Southern Regional Alliance (SRA) Conference Planning Group will be foster healthy
inclusive communities in the Southern Adelaide region.
The need for a Regional Conference has been identified by the Southern Regional Alliance
groups which includes the Chairs of the five Regional Round Tables including:
 Southern Housing Round Table (Lead RT)
 Children and Families Round Table
 Youth Round Table
 Onkaparinga Collaborative Approach to the Prevention of Domestic and Indigenous
Family Violence
 Aldinga/Sellicks Alliance
 Healthy Cities
These Round Tables are seeking to further strengthen interagency collaboration and foster
best practice by hosting a regional conference that will:
 Inspire and support social service practitioners by exposing them to leading research
and promoting professional dialogue and debate
 Highlight the benefits of working collaboratively to attain service coordination and
outputs that lead to optimised client outcomes
 Identification and prioritisation of social issues in the Southern Adelaide region
 Provide networking opportunities for agency staff and Flinders students.
The SRA Planning Group will be responsible for the development of a conference program
will offer a smorgasbord of concurrent presentations, forums and workshops on topics that
explore:
 Facilitating social inclusion
 Addressing social inequity, poverty and homelessness
 Forging pathways from welfare to work
 Strategies for applying what we know about the social determinants of Health
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

Integrated approaches to addressing identified social issues and the needs of specific
target groups such as vulnerable children, youth at risk, socially and economically
disadvantaged families,
Issues may include, overcome barriers to participation, ‘creating place’, safety of
women and children, building social capital and social infrastructure.
Terms of Reference
 Provide a forum to support the Conference planning process
 Develop conference theme and structure
 Liaise with Round Tables to articulate key conference themes and identify relevant
speakers and sessions
 Liaise with venue to arrange conference logistics
 Engage and provide guidance for Conference Planning Project Officer
 Have oversight of financial management matters
Membership
The SRA Conference Planning Task Group will be comprised of:
 The Chairperson of each Round Table
 One additional representative from each Round Table
Decision Making
 The Chairs of Round Tables will serve as an Executive that will hold overall governance
responsibility for the work and financial decisions of this group
Meetings and Reporting Relationships
 Meetings will be held monthly or more often as deemed appropriate
 Minutes from Meetings will be distributed to the membership of Round Tables via the
Chairs of each group
Homelessness Innovation Fund – Task Group
The SHRT has established a task group to prepare and process applications for funding from
the Homelessness Innovation Fund (HIF).
Membership
 SHRT Chair
 SHRT Deputy Chair
 One other SHRT Member
Terms of Reference
 Prepare a funding submission for SRA Regional Conference
 Receive and review applications for HIF funding
 Endorse funding applications SHRT if considered to be congruent with SHRT Aims,
Objectives and Strategic Goals
Meetings and Reporting Relationships
 Meetings will be during January 2012 as deemed appropriate to meet funding
deadlines
 Minutes from Meetings will be distributed to the membership of SHRT
SHRT Operational Groups
In 2010, members agreed to expand the geographical focus and membership of SHRT, in line
with State Government boundaries, to include the Inner Southern Adelaide region. It was
also agreed to establish ‘Operational Groups’ in the Inner and Outer South to foster service
coordination and provide ‘on the ground’ knowledge of housing issues in the region. These
Operational Groups will report back to the Strategic Group who will utilise that information to
formulate strategies and advocate for enhancement of public policy and practices.
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Aim of SHRT Operational Groups
The Operational Groups will form a collaborative approach to facilitate interagency
cooperation, client/tenant advocacy and coordination of housing and related services,
including emergency and longer-term affordable housing for people who are homeless or at
risk of homelessness and/or have high and complex needs throughout the Southern Adelaide
Region.
Objectives of SHRT Operational Groups
The Operational Groups will have a focus upon the provision of high quality services that
contribute to a collaborative interagency approach by:
1.
2.
3.
4.
5.
6.
Seeking to identify and address areas of unmet client/tenant need;
Working collaboratively to overcome barriers and address service gaps;
Identifying emerging trends and issues and report these to the Strategic Group;
Co-ordinating and monitor gateways to services to facilitate access for those in need;
Identifying collaborative training opportunities for staff in the region;
Providing networking opportunities that increase access to timely and accurate
information, shared resources and relevant services.
Membership of SHRT Operational Groups (See Page 18 of Plan)






Government and Community Agencies are invited to nominate members for one or both
SHRT Operational Groups:
o Inner South Operational Group
o Outer South Operational Group
Operational Groups will be comprised of Senior Operational Managers/Team Leaders
from relevant participating agencies who have direct oversight of, or involvement with,
service delivery in either the inner or outer southern regions.
Additional agencies may be invited to join, as Associate Members, at the discretion of
each Operational Group.
A Register of Members and Associate Members will be kept up to date at all times
A Chairperson and minute taker to be decided by the group.
Note: Membership of Operational Groups will initially be drawn from financial members of
the SHRT Strategic Group.
Role of Chairperson
The Chairperson’s responsibilities include:
 Guide the meeting according to the agenda and available time;

Encouraging participation, fostering collaboration and mobilising the group;



Inviting special guests to attend meeting when required;
Ensuring that follow-up actions from each item are clear;
Ensuring all members have an opportunity to speak to agenda items and facilitate
healthy, balanced debate;
Reviewing the minutes of the previous meeting prior to circulation;


Ensuring that the Minutes of Previous Meetings are amended (where required) and
accepted by the group prior to endorsing the Minutes as an accurate record of the
meeting;

Closing the meeting and confirming the date, time and venue for the next meeting;

Acting as a spokesperson for the group where requested/agreed by the group;

Liaising with Chair of the SHRT Strategic Group on matters of common/wider interest in
order to advance issues of mutual interest to both Operational and Strategic Groups and
draft agendas accordingly.
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Operational Group Practices and Procedures

Meetings of each Operational Group (OG) will be held monthly;
o Suggested agenda items:
 Agency update
 Service gaps/unmet need
 Case management examples – problem solving
 Training opportunities
 Agency presentations and updates
 Focus issue (guest speaker)

It is recommended that:
o A schedule of OG meeting dates and venues be drafted and circulated prior
to the commencement of each calendar year
o Meetings may be hosted by participating agencies
o Host agencies provide presentations on relevant agency activities and
initiatives

Duration of the meeting will be decided by the OG

A Minute Taker will be nominated by the OG for each meeting

The Minutes of Meetings will include:
o
Meeting date and location;
o
Names of all people present and who chaired the meeting;
o
Record of all agenda items discussed, the main points of discussion and all
decisions made;
o
Name of person(s) responsible for follow-up action(s);
o
The date, time and place of next meeting;
o
List of any correspondence received and any other information distributed at
meeting;
o
Items identified during meetings for the attention of the Strategic Group will be
clearly indicated in a table at the end of the minutes. This information will take
the form of:

Item number

Indication of whether the item is for information only or requiring an
outcome.
It is important that issues requiring an outcome are
explained adequately to ensure it receives the appropriate response.
Depending on the complexity of the issue this can be communicated
by:
-
Providing context behind issue within the minutes (including a
contact name for further clarity if needed);
-
Memo attached to the minutes explaining issue, background
information and the expected outcome;
-
Where appropriate request time on the agenda of the
Strategic Group for more detailed discussion.

The Minutes of Meetings are to be reviewed and endorsed by the Chair of the OG prior to
be circulated to Registered OG members;

Verified Minutes of OG Meetings will be emailed to SHRT Administration Assistant for
distribution to Strategic Group Members as soon as possible.
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
Financial Membership:
o Financial members of the Strategic Group can nominate one representative
from their agency for each Operational Group as part of their membership.
o Associate members may be invited to join the Operational Group without
having representation on the Strategic Group. These members will be
encouraged to make a financial contribution to support the operations of the
Southern Housing Round Table.
o The recommended annual amount of contribution by Associate members will
be reviewed and determined by the SHRT Strategic Group at the beginning of
each year.

Financial Administration:
o SHRT Funds will be administered in trust by a nominated SHRT Member agency.
o Operational Groups may submit requests to the Strategic Group for financial
support for agreed and minuted initiatives.
o Current Arrangements:
 Southern Junction Community Services Inc. has been nominated to
administer SHRT funds.
 SJCS regularly tables Financial Reports at SHRT Strategic Group
meetings.
o Recommended (2011) contribution from Associate Members of the
Operational Group:
 $50 per agency per annum
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Appendix F - Member Agency Profiles
Adelaide Metro Mental Health Directorate – Southern
Southern Mental Health Services operates within Adelaide Health Services as part of South
Australia’s public health system. Southern Mental Health Services brings together acute,
rehabilitation, recovery, aged care, veterans, child and adolescent mental health services
and specialist mental health services in community, hospital and residential settings.
Southern Mental Health Services plays a vital role, working with the other health services, as
well as with other key government and non-government stakeholders, to deliver the most
appropriate level and range of services to meet the mental health needs of the community.
We will focus on enabling all consumers to have every opportunity to engage fully in their
communities by enhancing access to services and focusing on positive mental health
outcomes within a recovery framework.
In August 2005, in response to widespread community concern about the mental health
system, the State Government referred mental health reform to the Social Inclusion Board,
seeking advice on how to redesign the system to deliver improved outcomes for people with
a mental illness, their carers and families.
In February 2007, the Social Inclusion Board released Stepping Up: A Social Inclusion Action
Plan for Mental Health Reform 2007-2012 which made a range of recommendations about
changing the way we provide services to people with mental illness. Work towards achieving
the recommendations is well underway.
Southern Mental Health Services offer a wide range of mental health services – including but
not limited to acute, rehabilitation, recovery and specialist mental health care services such
as child & Adolescent, early psychosis, and older persons mental health – in community,
hospital and residential settings across metropolitan areas of South Australia.
The services are arranged into three age specific areas for Child and Adolescent Mental
Health Services, adult mental health services and Services for Older People and Veterans.
Child & Adolescent Mental Health Services (CAMHS)
CAMHS provides a Monday to Friday mental health service to children and young people up
to 18 years and their families who are experiencing emotional, behavioural or psychiatric
problems. Services offered are:
 services to the southern metropolitan and southern country areas of South Australia
through a network of community based teams
 a confidential therapeutic service for children and young people up to 18 years of age
and their families
 services by child and family specialists including clinical psychologists, psychiatrists, social
workers, nurses and occupational therapists who are experienced in helping with
psychiatric, emotional, behavioural and social difficulties
 individual or family counselling appointments, groups for children and parents and
information workshops for parents/caregivers
 information, training and consultation to GPs, schools and other agencies on child and
adolescent mental health issues
CAMHS has metropolitan regional teams located at Morphett Vale (Onkaparinga) and
Marion as well as country regional teams based in Mount Barker, Murray Bridge, Victor
Harbour, Mount Gambier and the Riverland. A team based at Flinders Medical Centre
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provides corporate services, research services as well as a paediatric hospital liaison service.
CAMHS also provides clinical outreach services to Aldinga and Kangaroo Island and a
specialist mobile mental health service for young people called Youthlink.
Adult Acute Mental Health Services
Acute adult mental health services provide specialist short-term care for people who present
with acute episodes of mental illness. Adult acute services provided by the Mental Health
Service include:
Emergency Department (ED) Mental Health
Emergency Departments within the Flinders Mental Centre and Noarlunga Health Service.
operate with a seven day, 24-hour cover by psychiatric registrars and mental health nurses to
provide psychiatric assessment and referrals to appropriate services such as admission into an
inpatient ward or community based follow-up.
Consult Liaison Services (CLP)
This service provides psychiatric consultations for diagnostic and management advice to the
general hospital to assist medical, nursing and allied health staff to understand the mental
health needs of their patients on the general wards and can provide brief Mental Health
intervention for patients during admission. The CLP team works with many FMC specialist units
including the Renal Unit, Liver Transplant Unit, Women’s Health, Breast and Oncology Units
and the Pain Management Unit
Acute Inpatient Wards
Acute inpatient wards are located at the Margaret Tobin Centre and ward 4GPat the Flinders
Medical Centre, and Morier Unit at Noarlunga Health Services and wards 17 and 18 at the
Repatriation General Hospital. These inpatient units provide short-term inpatient treatment to
people with a mental illness whose symptoms require a hospital admission.
Adult Community and Rehabilitation Mental Health Services
Assessment and Crisis Intervention Service (ACIS)
The ACIS teams provide a seven day service in the Inner and Outer Southern Areas, offering
mental health assessments in peoples’ homes from 8am to 10.30pm, along with short-term
crisis intervention and linking to appropriate ongoing services. ACIS also provides booked
assessments within an eight to 72 hour timeframe. ACIS works closely with General
Practitioners (GPs), primary and community health care providers.
Hospital at Home
Hospital at Home is a seven day service operating between 8am and 10pm as part of the
integrated community mental health services offering:
 acute psychiatric treatment for people in their own homes who would otherwise require
an admission to a psychiatric inpatient unit
 inpatients of the mental health service who are judged well enough to go home but not
well enough to use the ordinary support services available in the community
 patients who are seen in the Emergency Department and/or by the Consultation Liaison
Service who are judged to have sufficient personal coping skills and support to be in the
community, providing they have intensive nursing care backed up by a consultant
psychiatrist
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Mobile Assertive Care (MAC) Teams
MAC teams offer a seven day service that provides intensive and assertive case
management to people with complex needs associated with their mental illness.
Community Mental Health Teams
Community mental health teams operate Monday to Friday in the Inner and Outer Southern
Area, offering:
 short-term intervention to address current issues, help with community linkage and
resumption of lifestyle following an episode of illness
 medium-term (up to 12 months), recovery-focused service that aims to actively promote
function, self management of illness and resumption of lifestyle by focussing on the
individual’s strengths
 longer-term support for people with enduring mental illness, supporting them to maintain
optimal mental health and help them link back with their community
 specific clinic services such as outpatient psychiatric review, medication clinics, liaison
and linking with pharmacies, psychology clinics, management and monitoring of
Guardianship Board community treatment orders and GP liaison to support GP’s in
providing services with mental illness
 specific, evidence-based group and individual programs offered to consumers as
appropriate, including (but not limited to) Dialectical Behaviour Therapy, Cognitive
Behaviour Therapy and early psychosis programs
 targeted intervention to those consumers of mental health services who are ‘sleeping
rough’ in and around the Adelaide CBD.
Community Rehabilitation Centre
The Trevor Parry Centre was opened on December 2007. This residential facility offers
targeted support and interventions (clinical and non-clinical) to assist consumers who have
complex needs to develop and regain skills and reconnect with their communities. Services
include practical psychosocial support (including budgeting, cooking, cleaning), clinical
assessments and the development of structured programs unique to each individual’s needs.
Duration of the program is usually three to six months.
Weight Disorder Services
The Weight Disorder Unit (WDU) at Flinders Medical Centre aims to assist patients who have
symptoms of anorexia nervosa or bulimia nervosa. WDU staff include psychiatrists and
community mental health nurses who provide care and support for patients. Support is also
available from social workers, pharmacists, occupational therapists, dieticians and
physiotherapists. The WDU provides inpatient, outpatient and community based services
across South Australia. This support is available through face to face counselling or telephone
counselling as indicated by distance and need.
Statewide Gambling Service
Statewide Gambling Therapy Service provides assessment, evidence-based treatment and
follow-up counselling for problem gambling and other problems that can be related, like
depression and anxiety. Behavioural therapy is used to help people overcome the urge to
gamble.
CARD
The Centre for Anxiety & Related Disorders (CARD) provides a specialist anxiety disorder
treatment service. Inpatient and outpatient clinical services, and training and research are
available for both regional and state-wide populations in South Australia.
CARD is situated at Flinders Medical Centre (the teaching hospital of Flinders University) in
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South Australia
Older Persons Mental Health Services
The Mental Health Service is responsible for the delivery of older persons mental health
services. Services available include:
Older Persons Community Team
The older persons community team operate Monday to Friday to provide initial mental health
assessment, treatment, care planning and follow up for people aged 65 and over (45 years
for Indigenous consumers), or younger if experiencing pre-senile dementia with complex
issues.
The service is geared specifically towards the aged care needs of consumers and the nature
of the intervention is similar to those offered by general community mental health services. In
addition, the service provides in-reach support to residential aged care facilities to maximise
residents’ quality of life.
Older Persons Acute Inpatient Units
The Acute inpatient unit for older persons is located at the Repatriation general Hospital ward
18. The acute unit is a psychiatric inpatient assessment and treatment units for people aged
65 and over (or younger, if suffering from age-related mental health issues).
Veteran Mental health Rehabilitation Unit (VMHRU)
The VMHRU is an outpatient unit that offers a range of individual and group services to assist
with recovery, rehabilitation and relapse prevention. Programs are provided in a safe and
friendly environment and are designed to address issues such as relapse prevention, anxiety,
depression, anger, alcoholism, communication and relationship problems, symptom
management and general lifestyle issues. Tailored services are offered to veterans of all ages.
Consumer and Carer Participation Programs
The Mental Health Service is guided by the SA Health Consumer and Community
Participation Framework and the Southern Mental Health Services Consumer and Community
Participation Framework. The Foundation Policy states that the Mental Health Leadership
Team is ‘committed to providing a range of opportunities for consumers, carers and
community groups to participate in the planning, implementation and evaluation of health
service activities to improve health and well being in communities’. The focus areas for the
Mental Health Service are:
 continual development and progression of the recovery orientation and services
 increasing engagement of consumers in the participation of their own care
 on-going employment of consumers and carers
 on-going implementation, monitoring and review of the Mental Health Service
Community and Consumer Participation Framework
 on-going commitment to increasing involvement of families/carers.
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1. Strategic Directions
Southern Intermediate Care
Centre
-
Integrated Community Teams
-
Housing
-
Establish the implementation process to embed
the development of sub-acute care as linked to
the Stepping Up report from the Social Inclusion
board.
As per Reform agenda, South Australia’s
metropolitan community mental health teams
are moving toward an integrated service
model. The first team to move is the inner south
community teams and this occurred August
2011. The outer is aiming to move to integration
in April 2012.
Southern mental health has successfully
integrated 73 consumers into both social
supported housing and high level housing.
1. Three Major Challenges or Obstacles
1. Budget and expected cost savings from SA Health
2. Housing
3. Aging workforce
2. How SHRT Can Progress Southern Mental Health Agenda in Relation to Broader
Reform
 Access and priority to housing projects
 Partnership opportunities
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Anglicare SA
Anglicare SA was established just on 150 years ago, in 1860. While it retains strong links with
the Anglican Church, Anglicare SA Inc operates independently with its own management
structure and its own Board of Directors.
Anglicare SA is a member of Anglicare Australia and has a close association with Anglicare
organisations in each state.
Our statement of purpose says that Anglicare SA, on behalf of the Anglican Church,
expresses God’s love for individuals, families and communities by:



Making a positive difference to quality of life
Responding to needs and issues in ways which enhance and protect dignity and
integrity
Promoting social justice
Our 1300+ staff and more than 1,000 volunteers work in a wide range of roles at more than 30
major sites across metropolitan Adelaide. Through their talent and commitment, we make a
positive difference to the lives of 50,000 elderly homeless, unemployed and financially
disadvantaged people every year.
Strategic Directions
Anglicare SA has established four strategic directions which we are committed to achieving
in our work with the South Australian community over the next five years: 2009 - 2013.
The four strategic directions have been used to frame a range of future priorities across each
of Anglicare’s five service portfolios:





Economic participation
Families
Housing
Older people
Vulnerable people and communities
A summary of these strategic directions are available on www.anglicare-sa.org.au
Anglicare Housing Support Services in the Southern Region
Housing Support for Older People
Housing Support for Older People (HSOP) assists frail, financially disadvantaged older people
who are renting or who are homeless to meet both their accommodation and support needs,
to allow them to remain in the community. This service is provided in the City of Onkaparinga
region.
Healthy Homes for Older People
An individually tailored home support service for older people aged 65 and over who live in
the Onkaparinga City Council region and whose home environment is a health and/or
environmental risk to themselves and others. The service assists the client to find a pathway to
achieving a healthy living environment.
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Boarding House Program
Working in partnership with LCC, Anglicare SA provides strengths based case management
services to people with high and complex support needs living in Boarding Houses in the
Onkaparinga City Council region.
Supported Residential Facilities Program
This service provides individual support and service plans for vulnerable adults living in
Supported Residential Facilities (SRF) as identified and referred by the SRF Intake and
Assessment Team. Many of the clients have a psychiatric, intellectual and/or physical
disability. Individual support and service plans are developed for each client, to ensure
appropriate long term and/or sustainable strategies are put in place that provide ‘all of life
needs’ support and rehabilitation and assist individuals to link in with the community at their
level of ability and interest.
Ellesmere Closures Program
This service provides one on one support for individuals in independent living who have been
identified as being vulnerable. The focus is on support services that enhance existing skills
and development of new independent living skills as per a goal plan developed with each
individual.
Other services provided by Anglicare in the south include but not limited to:
Emergency assistance, No Interest Loans, Financial Counselling, Drug, Alcohol and
Relationship Counselling, Child Care facilities, Free Legal Clinic, SaversPlus, Alternative Care
and Youth Services plus a wide range of training.
Major Challenges/Obstacles



Lack of access to affordable, appropriate, safe and stable housing or
accommodation options for all age groups and the over 65’s in particular.
In the case of over 65 clients and others with high needs, lack of affordable and
accessible transport.
Accessing respite or alternative accommodation and support when the pressure in
families “bunking” together, often up to 3 generations, results in family breakdown.
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Baptist Care (SA) Inc
Background
Baptist Care (SA) Inc is the aged care and community services agency of South Australian
Baptists. BC(SA) was formed by the amalgamation in July 2008 of Baptist Community Services
SA and SA Baptist Homes For Aged Inc. Both of these organisations had a long history in the
delivery of aged care, welfare and community services.
Baptist Care (SA) continues to provide a variety of services to disadvantaged and
marginalised people across the state of South Australia. Services fall into the three main
streams of Aged Care Services, Employment Services and Community Services.
BC(SA) Community Services is divided further into three service streams – Youthcare, Health
and Recovery and Inner City Services and Adventure Camping.
In the Southern suburbs of Adelaide BC(SA) provides aged care services from Morphett Vale
as well as services to young people under the Guardianship of the Minister through our X-Alt
and X-Streams programs. The inner southern youth SAAP service has been operated by
BC(SA) since 1994 and BC(SA) is the successful tenderer for the new NAHA Inner Southern
Youth Homelessness Service which will commence from July 1st 2010.
Vision
BC(SA) expresses God’s love and compassion through the provision of care, support and
services to enrich the well being of people by journeying with them towards the attainment of
their full potential and by building empowering relationships.
Mission
Working with people and communities in response to the two great commands of Jesus
Christ, “To love God” and “to love others”.
Strategic Directions 2008-2011

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
Our strategic objectives
Governance, leadership and innovation
Partnering with local churches
Delivering the right ministries and services well
Level of care
Investing in our team
Continuous improvement
Building a strong sustainable future
Major Challenges / Obstacles



Developing a sustainable workforce in an environment of short term funding
Strengthening the housing/homelessness sector through new partnerships between
housing providers, support providers and government agencies – developing and
managing effective and respectful relationships
Addressing the ongoing shortage of safe, affordable housing for those who are the
most vulnerable
How The SHRT Can Progress Our Agenda

Provide a forum for discussion and engagement around workforce development and
training issues
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

Enable the facilitation of sharing and relationship building across agencies who may
be engaged with the housing homelessness agenda from different perspectives i.e.
Support Providers, Housing Providers, Government as well as other associated support
providers to this sector
Provide a united response to policy on housing and homelessness issues
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Calvary Lutheran Family Support Services
OUTER SOUTHERN HOMELESSNESS SERVICES
As Preferred Support Provider and Lead agency in the outer southern region LCC has a
window of opportunity to work towards ensuring that safe, secure and affordable housing
and community support is accepted as a right not a privilege.
We see the new NAHA initiatives, Preferred Growth Provider, and Preferred Support Provider
as a step forward in the right direction. The issue that is of concern is that there will not be
enough housing to meet the growing need. We have seen a sharp increase in the numbers
of homeless individuals and families in the first quarter of this financial year. While it is pleasing
to see families move through our accommodation and into Supportive Housing, the list of
families waiting to access our supported accommodation grows and we find that we have to
prioritise the families and choose the most severely disadvantaged to move in. This situation is
not sustainable.
Calvary Lutheran Family Support Services have for many years now been providing an Early
Intervention model that has been proven very successful. The importance of the prevention
model of service will only increase as the availability of safe, secure affordable housing is
decreasing. We have increased our staffing to this area by 1.6FTE in the last six months.
WE see that the future plans shown in the 30 year plan for Adelaide indeed acknowledge the
growth in the Outer Southern Region of Adelaide will be substantial. The infrastructure
needed to support this growth is sadly lacking. The transit corridor will make commuting to
Adelaide daily for work a far more acceptable option. This will see the cost of land and
housing increase, putting it further out of reach of those on lower or average incomes. There
are already multiple barriers to those on fixed income accessing the private rental market.
Those barriers can only increase as the rental market tightens and rents increase.
I believe that strategically the SHRT must have a voice at the legislative level to ensure that
this projected growth is coupled with a growth in infrastructure, housing and services to
participate in forward planning so we can meet the increasing needs of our region.
Lutheran Community Care Strategic Plan 2010-2013
1.
2.
3.
4.
5.
A strong community focus
A respected voice on social justice issues
A responsive, well managed and dynamic organization
Strong and purposeful strategic alliances
An independent income to enable innovation and ensure sustainability
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Centacare - Coolock House
Strategic Statement
Young Family Support Program – Centacare - Coolock House
Mission –
As part of the Young Family Support Program, Centacare - Coolock House provides twentyfour hour supported accommodation, emergency crisis accommodation, outreach housing
and an outreach program to young women up to twenty-five years of age, who are
pregnant and/or parenting, and who are homeless or are at-risk of homelessness.
Centacare - Coolock House also offers groups and activities to support young women in their
parenting, with independent living skills and in their own personal development.
Vision –
As part of Centacare Catholic Family Services, the Staff at Centacare – Coolock House
believe that –
 everyone has the right to be treated with respect and dignity.
 young pregnant and parenting women and children have the right to adequate,
appropriate, secure, safe and affordable housing
 each woman has the right to choose her style of parenting
 each child has the right to grow in a safe and caring environment
 the individual person’s life story and their individual situation is unique and to be
respected. Self determination is encouraged by doing with and being with.
Centacare -Coolock House is committed to walking with those young women and
children who have not yet found their place or space in the community.
 all people have the right to be free from homelessness, poverty, violence and abuse
 it is the right of every young woman to freely access all services.
Values –
The aim of Centacare - Coolock House is to ensure the safe care and welfare of homeless
young mothers and children, by providing:

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
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

Gateway support
Waitlist support
Support to maintain tenancy
Accommodation – emergency, medium term and outreach housing
Ante-natal support
development of parenting skills
information, advocacy and counselling
life skills development
growth in self confidence and self determination
establishment / re-establishment of family links and support.
Historical background –
Since its inception, by the Sisters of Mercy over thirty years ago, Coolock House has existed for
the sole purpose of housing and supporting the most vulnerable and disadvantaged women
and children in the community. That is, young women who are pregnant or parenting, and
who, for various reasons, find they are homeless and isolated from family, friends or support
networks.
Major changes undergone through the years include expansion of the accommodation
availability, to encompass purpose-built, independent living units and outreach
accommodation and support. In 1993, Coolock House joined in a formal Coalition
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partnership with Malvern House, to become the Young Women’s and Children’s Support
Services Coalition Inc. (YWACSS).
Due to various reasons, the decision was made by the Board of Management in 2008, for
Coolock House along with Malvern House, to merge with Centacare Catholic Family Services.
Within the most recent homelessness sector reforms, imposed by the State and Federal
Governments, Coolock House, Malvern Place, another Centacare program, Louise Place, as
well as, a new service currently being built (Findon Housing), are now all identified under the
umbrella of the Young Family Support Program.
Strategic Focus –
Three areas of work have been identified as being the focus for Centacare – Coolock House Lack of affordable housing –
Due to the lack of affordable housing and public housing in the southern Adelaide region,
and the difficulties in accessing private rental accommodation, Centacare – Coolock House
is committed to working with young women and children who are homeless, to find suitable
long-term, safe accommodation. They are also committed to supporting clients who are atrisk of homelessness to maintain their existing tenancies.
Domestic and family violence –
Centacare – Coolock House is committed to providing safe and secure housing for the young
women and children it supports, many of whom have experienced significant domestic and
family violence. Since the recent sector reforms have come into place, Centacare – Coolock
House has seen a rise in the number of families fleeing from domestic and family violence
situations, particularly those families who have accessed the emergency crisis
accommodation.
Centacare – Coolock House is committed to working towards the prevention and elimination
of violence perpetrated on women and children, as well as supporting them to re-establish
their lives, post violence. This will be done through education, support and advocacy, in order
to empower the young women to make positive changes in their lives.
Cultural appropriateness –
Centacare – Coolock House is also committed to providing culturally appropriate services to
young women and their children who are of Aboriginal or Torres Strait Islander, or Cultural and
Linguistically Diverse, backgrounds. This will be undertaken through staff being culturally
competent, as well as with, linking-in with specialist services. The aim is for clients to feel that
their culture is respected.
Since Centacare - Coolock House started providing emergency crisis accommodation
under the new homelessness sector reforms, it has seen a significantly higher number of
families from African nations, accessing its crisis accommodation. This has been a shift for
Centacare – Coolock House, as up until recently, families who have originally come to
Australia as refugees, have not historically accessed their service as frequently, due to
geographical constraints. Centacare – Coolock House is also committed to better supporting
young Indigenous women and their children.
Commitment –
Centacare - Coolock House, as part of the Young Family Support Program, is committed to
working with young women who are pregnant or parenting and who are homeless or are atrisk of homelessness. Centacare – Coolock House believes that access to safe, affordable
housing is a basic human right.
Through the collaboration with the Southern Housing Roundtable, Centacare – Coolock
House will work towards overcoming the barriers to accessible and affordable housing for the
socially disadvantaged and homeless, in the southern region of Adelaide.r
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Centrelink
About Us
Centrelink is an Australian Government agency within the Human Services portfolio. We
deliver payments and services for a number of Government departments. Annually,
Centrelink delivers approximately $86 billion in Social Security payments to over 6.8 million
customers.
Our purpose is to assist people to become more self-sufficient and improve the opportunities
of people who are of working age to find a job, while supporting those in need. We also
support those who require special assistance during different life stages such as planning for
retirement, experiencing illness or a crisis.
Strategic Directions
Centrelink's strategic directions set out our reason for being, what we want to achieve and
how we want to be seen by our customers, policy departments, the Minister and other
stakeholders. Strategic directions are made up of Centrelink's Outcome Statement, Strategic
Priorities and Core Values. A full outline of our Strategic Directions and Priorities, as well as our
Customer Service Charter is available to all at www.centrelink.gov.au
Homelessness
Centrelink is often a point of first contact for homeless people. A diverse range of Centrelink
and community responses are required to address homelessness, and to maximise an
individual's opportunities for participation.
Homelessness is believed to be one of the most significant forms through which individuals are
excluded socially. Addressing Homelessness is an essential part of the Australian
Government’s social inclusion agenda. The White Paper, A Road Home, was developed in
2008 to suggest solutions to reduce homelessness by 2020.
For Centrelink’s purposes, homelessness and risk of homelessness are experienced when an
individual or family has inadequate access to safe and secure housing, which meets
community standards.
Centrelink’s Response to the White Paper and Homelessness
Centrelink is playing its part in responding to the white paper and has several initiatives which
have been put in place.
These initiatives are detailed below:
1. Homeless Indicator
The Homeless Indicator identifies customers who are homeless or at risk of homelessness, and
therefore at risk of non-compliance with mainstream Centrelink requirements. The
Homelessness Indicator improves staff awareness of a customer’s personal situation and our
intervention with this vulnerable group.
2. Family Focused Intensive Support and Interventions for Young People
Family focused intensive support and interventions for under 18 year olds.
Over 18 year olds assessment changes
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3. Centrelink Community Engagement Officers (CCEOs)
Centrelink Community Engagement Officers (CCEOs) provide information and assistance to
customers who are homeless or at risk of homelessness and the community agencies who
work with them, to ensure that they understand their entitlements and obligations, and
develop strategies to assist these customers to meet their obligations.
CCEOs Contribute to the development of comprehensive and coordinated packages of
assistance and support in conjunction with other service providers.
Provide effective linkages with other programs and services, both internal and external, to
promote early intervention and prevention of homelessness.
They also Work in collaboration with Social Workers, Team Leaders and Managers to raise
awareness among Centrelink staff of homelessness and at risk of homelessness issues, and
appropriate servicing strategies to address these.
4. Vulnerable people may be able to receive their Centrelink income support weekly instead
of fortnightly. While the payment amount will stay the same, weekly payments will allow the
most vulnerable customers to budget more easily. The weekly payment initiative gives people
an opportunity to stabilise and improve their circumstances. The aim is to prevent people
becoming homeless as a result of having difficulty managing their money. Making their
income support payments weekly will be a great assistance to better manage their funds.
5. Job Capacity Assessments
A Job Capacity Assessment comprehensively assesses an individual's ability to work, based
on any barriers they may have. These barriers may include medical and psychological
conditions, as well as social and environmental factors. As part of the JCA process, assessors
determine a person's current and future capacity to work, as well as any assistance they will
require to find and maintain employment, before referring the client to the most appropriate
government-funded program. They can also recommend further referrals to a wide range of
services that may help the client to maximise their capacity to work.
JCA's are conducted by a wide range of Allied Health Professionals. All JCA Assessors must
meet the relevant State/Territory registration requirements and any mandatory accreditation
standards applicable to their profession. Assessors must also undertake a DHS Training
Package prior to their commencement as a JCA Assessor.
Social Work
Centrelink Social Workers are professionals, trained to assist our customers. They will listen, give
support and help work out some of the customers options. Social Workers can assist customers
by:
offering short term counselling and support
giving information about, or referring customers to other services in the community
such as housing assistance, counselling, health, legal services, support groups and
emergency financial assistance
providing customers with information about the range of payments and services
available from Centrelink
determining if customers are eligible for payment under special circumstances, such
as when a young person has problems remaining at home, or where a person is
fleeing a situation of domestic violence.
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Social Workers are also responsible for the Family Focused Intensive Support and Interventions
for Young People
Easier Access To Information and Services
Centrelink's self service provides customers with alternate service delivery channels, while
protecting both privacy and security for the customer. Self service is provided online or can
be accessed over the phone, enabling a customer to get information or transact business
without referring to a Customer Service Adviser.
Self service also incorporates the Secure Online Mail Service (SOM), and the Electronic
Message Reminder Service (EMR) via SMS and email. These services are available via the
Centrelink and Family Assistance Office (FAO) websites, or via the Phone Self Service 13
numbers.
Customers can register to use self service through:
self registration online or over the phone
assisted registration over the phone through their usual Centrelink 13 number
assisted registration in a Customer Service Centre.
In addition to this The Centrelink Confirmation eService (CCeS) is an electronic (online) system
designed to provide an approved organisation with verification and confirmation of a
customer's details and concession entitlement. The amount of information that can be
provided to an approved concession provider is negotiated with Centrelink.
Organisations wishing to obtain information about the CCeS can visit the CCeS section of the
Centrelink website. This page has indepth information and contact details.
For additional information, contact can be made with The Centrelink Business Support
Helpdesk either on Freecall 1800 887 774 or by email: helpdesk.ccs@centrelink.gov.au.
Challenges
The challenges faced by an agency as large and as diverse as Centrelink are many and
varied. In relation to homelessness, one of our great challenges is our ability to work
collaboratively with other agencies to address individual issues in a wholistic manner.
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City Of Onkaparinga
Housing

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
There is no emergency housing in this area
It’s difficult to find private rental
When families are in medium term accommodation there are no exit points into
affordable private rental
Private rental is becoming unaffordable
Waiting lists for housing are too long – couch surfing while waiting
One family were put up in a hotel for emergency accommodation close to the city
centre but the children went to a local school in the City of Onkaparinga and hence
they had to travel a long way twice a day for schooling
Families sleeping in cars
Increase of numbers accessing Emergency Relief as living and housing costs increase
No where for individual who are homeless to shower and do laundry
Emergency Relief agencies are unsure of what to do when a family presents as
homeless – do a ring around to other services but no solutions are offered
More families with mortgage stress
Housing size is not always appropriate to housing needs of families
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HOUSING
GOAL
Housing in the city is well located, diverse, accessible, secure, environmentally sustainable, promotes
Community interaction and includes affordable options.1
ROLE
Service Provision
Leadership
Owner /
custodian
Regulator
Information
provider
Advocate
Facilitator /
initiator
Agent
Part Funder
Direct
provider
ACTIONS
Community
Wellbeing
Monitor and
strategic
research will
inform of trends
and influences.
Residential
development to
Engage with
communities
to identify
opportunities
to use council
owned land
and
infrastructure
Ensure
provisions
within the
Development
Plan support
housing that is
diverse,
adaptable,
Without
duplicating the
role of other
organisations,
make
available
timely and
relevant
Advocate on
behalf of our
communities to
government,
nongovernment
organisations
and the
development
Engage and
collaborate
with relevant
stakeholders
to pursue
projects that
support:
*development
1
-
Contribute
resources and
funding to joint
projects that
focus on good
residential
design that
reduces social
-
Homelessness and acute housing needs are primarily responsibilities of the State and
Federal Governments through the emergency and social housing sectors.
Affordable Housing is a broad concept that goes beyond affordable purchase, or rental of a property. For housing to be affordable, households should have to pay no more than
30% of their income in mortgage repayments, or 30% (plus Commonwealth Rental Assistance) in rent. Housing must be well located and accessible to employment
opportunities,
and to services and facilities (e.g. within walking distance to public transport). Housing design needs to be sustainable to minimize life-cycle costs.
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be in areas with
good access to
services and
infrastructure
(transport) and
ensure
sustainable use
of land eg
Seaford
Meadows,
Seaford Heights,
Moana, mixed
use, high
densities and
TOD at
Noarlunga
Regional Centre.
Plan and
encourage the
regeneration of
older,
established
areas within the
city to approve
amenity and
sustainability,
and offer
housing that is
diverse,
affordable, and
adaptable to
changing
lifestyles and
community need.
to create
diverse,
affordable and
sustainable
housing.
Identify
opportunities
to partner with
state
government
and nongovernment
organisations
on initiatives
that increase
the supply of
affordable
housing eg
shared equity
arrangements.
well located,
affordable and
sustainable,
and that new
development
complies with
these
provisions.
Continue to
identify and
implement
opportunities
to reduce the
time
associated
with
development
assessment.
Provision of
required
community
infrastructure
in significant
infill and
greenfield
development.
Southern Housing Round Table
information
about:
*initiatives that
focus on
affordable and
sustainable
housing that
incorporates
adaptable
design; and
*services that
provide public
housing and
emergency
accommodati
on in the city.
Promote
innovation in
housing
design.
Promote
forums run by
peak body
organisations
that focus on
addressing
issues
associated
with
affordable
housing, high
needs
housing and
homelessness
49
industry about
housing needs
and
opportunities
within the city.
s with diverse,
affordable and
sustainable
housing
options
Promote
housing that is
diverse,
affordable,
sustainable,
well located
and provides
secure tenancy
for residents.
*development
s that promote
‘walkability’,
social
interaction and
good access
to transport
and services.
Advocate for
appropriate
support
services to be
linked with high
needs housing
programs.
Participate in
relevant
networks eg
Housing
Round Table.
Advocate to
the State Govt.
to broaden the
definition of
affordable
housing to
include ongoing costs.
Initiate
projects with
the
development
industry that
promote
housing
diversity,
affordability
and
environmental
sustainability
eg LMC
Partnering/
UDIA envirodevelopments
Printed 12/02/2016
isolation and
fosters social
cohesion.
Contribute to
initiatives that
improve
environmental
sustainability
and
subsequently
the long term
affordability of
housing stock.
Disability Services
Disability Services is a branch of Community and Home Support SA, a division of the
Department for Families and Communities (DFC). Disability Services assists people with
disabilities and their families by providing a wide range of specialist services. Another branch
called Disability, Ageing and Carers provides funding to other organisations to provide
support to people with a disability throughout South Australia. We also lead strategic
planning, policy development and resource allocation for the disability sector in South
Australia.
Disability Services recognises people with disability have the right to have the same
opportunities as other community members to participate in all facets of community life.
Disability Services provide information about services, aim to ensure consumers tell their story
once and seek their views on how Disability Services may best assist in meeting a consumers
needs. This includes a single point of access for information and short-term or occasional
services as well as assistance through a Service Coordinator in local or regional areas for
those with high or complex needs.
Key areas of focus include:
 Provision of South Australia's Government disability services
 Planning, development and evaluation of both government and non-government
disability services
 Funding of non-government disability services
 Policy advice to government
 Action on South Australia's Promoting Independence policy.
2. STRATEGIC DIRECTIONS
South Australian Strategic Plan 2009-2013
Disability
Outcomes:
 Choices aligned to individual need to support active participation in the community
 Better housing outcomes in the community for people with disabilities
 Improvements for people with a disability through participation in reform under the
National Disability Agreement
Strategies
 Develop sustainable policy options to improve choices for people with disabilities
 Develop a suite of accommodation models which respond to individual need
 Develop a comprehensive funds management system for disability services in the
Government and non-Government sectors
 Undertake short, medium and long term planning for Supported Residential Facilities
 Develop state plans to respond to new national initiatives
 Develop plans in collaboration with the non-Government sector to improve service
quality
3. ADDRESSING BETTER HOUSING OUTCOMES IN THE COMMUNITY FOR PEOPLE WITH DISABILITY
Issues for Disability Services, Southern Region include:
1. Available Housing Options
 Limited cluster style units
 Limited Low maintenance Housing options
 Limited Accessible Housing
 Limited shared housing options
3. Tenancy/Personal Care Support
 High Demand for of support packages for clients with a disability
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3. HOW SHRT CAN PROGRESS DISABILITY SERVICES STRATEGIC OUTCOME IN TO HOUSING


Housing Options for People with Disability
Project Pilots
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Families SA
The Department for Families and Communities – Families SA has the primary responsibility for
the protection of children in South Australia. This work is delivered in a number of ways
namely:
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Supporting families to reduce risk to children
Providing alternative care for children and young people when home is no longer an
option
Working with young people who break the law
Managing adoption processes
Caring for refugee children at risk
Delivering services to address poverty
Helping communities affected by disaster to rebuild
Noarlunga Office
The Noarlunga Office has 30 Social Workers providing early intervention and investigation and
assessment of child protection concerns in the Onkaparinga region.
Noarlunga Office is the only Families SA office providing Anti Poverty Services direct to the
public in the Onkaparinga region. It provides financial counselling, emergency financial
assistance, processing of concession applications and the provision of preventative grants.
The service is delivered by 5 Community Support Workers.
Aberfoyle Park Office
Aberfoyle Park office is staffed by 20 Social Workers providing long term support to children in
state care and their carers. This work is supported by an Anti- Poverty team who assist with
financial issues arising for these families and providing skill development and support for
young people making the transition from care to independence. Aberfoyle Park Office is not
open to the general public.
Housing
Families SA provide accommodation for young people in care either through family based
placements, commercial care or through our staffed residential care units.
Whilst there are many requests for housing assistance from our customers Families SA do not
provide accommodation. All general housing requests are referred either to Housing SA or to
the emergency accommodation services such as Trace a Place and FAIRS.
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The Adelaide Health Service
Southern Area Health Service
Population and Primary Health Division
From July 1st 2010 the Adelaide Health Service will be formed by combining the Southern
Adelaide Health Service and the Central Northern Adelaide Health Service.
Within this new framework the Southern Area Health Service will provide a range of health
services to the South; including the division of Southern Primary Health, which is responsible for
the delivery of a range of primary health care services across the southern region (covering
the Council areas of Marion, Holdfast Bay and Onkaparinga) with a focus on providing
preventative and health promoting programs in the community. It works closely with other
services such as General Practice, Families SA, Housing SA, local government etc. Southern
Primary Health has sites at Inner Southern, Marion Youth, Morphett Vale, Noarlunga Village,
Seaford, Southern Women’s, Regional Aboriginal Health Team and GP Plus Aldinga.
Currently a new GP Plus Centre is being constructed at Marion , as is the new Super GP Plus
Clinic at Noarlunga which will enable Primary Health Care services to be delivered within a
GP Plus framework.
At the site level, work is focused in several priority areas including Early Childhood, Mental
Health, Aboriginal Health, Family Violence, Chronic Disease, Healthy Ageing and Healthy
Weight. Services include counseling, provision of groups, health promotion and community
development. Groups provided are varied – depression and anxiety, diabetes information,
parenting etc.
Our aim is to essentially work to improve the health of the community and in so doing reduce
the demand on acute hospital services. In working with our clients finding accommodation is
one of the most difficult issues we face. Many clients have to remain in unsuitable and
frustrating housing situations (e.g. with family friends) which then impacts on their mental
health. As the literature clearly shows it is extremely difficult to address other underlying
mental health issues when basic needs of adequate shelter are not available.
Southern Primary Health has been represented on the Southern Housing Round Table for
many years. Affordable, safe and secure housing is seen as a very important social
determinant of health and therefore it is important to maintain partnerships within the
community, particularly in the area of housing, to enable the housing needs ( and the
inherent health needs) of this region to be addressed.
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Housing SA - Homelessness Strategy
Homelessness Strategy is a section of Housing SA, Department for Families and Communities.
The role of Homelessness Strategy is to end and prevent homelessness in partnership with
mainstream and specialist homelessness services through quality and regionally based
responses. The key drivers in the development of these services are:
1. The National Partnership Agreement on Homelessness
The Government of South Australia has signed the National Partnership Agreement on
Homelessness (NP). The Department for Families and Communities was charged with the
responsibility for the design and development of the NP Implementation Plan. South
Australia’s Implementation Plan provided a focus on delivering not only new programs
but entire sector reform. The State agreed to meet three national targets to reduce
homelessness.
 By 2013, 7 per cent reduction in the number of South Australian’s experiencing
homelessness to less than 7,398 (from a base of 7,955 in 2006).
 By 2013, one third reduction in the number of Aboriginal South Australians
experiencing homelessness to less than 478 (from a base of 724 in 2006).
 By 2013, 25 per cent reduction in the number of South Australian’s who are sleeping
rough to less than 934.
1. The Agreement also contributes to the broader National Affordable Housing Agreement
outcome: People who are homeless or at risk of homelessness achieve sustainable
housing and social inclusion.
South Australia’s Response
The Strategic Framework for implementing the agreed reforms to reduce homelessness is
centred on achieving the above targets. South Australia has developed strategic principles
to underpin program responses focusing on the following impact points:
2. Turning off the Tap
More effort is required to prevent and intervene early to stop people becoming
homeless. Both individual and structural causes of homelessness need to be addressed.
3. Breaking the Cycle
The principles underlying strategy two “Breaking the Cycle” relate to people in more
chronic forms of homelessness including people rough sleeping as well as to support
homeless people to quickly move through crisis into stable housing. Ensuring supports
follow individuals from crisis into more stable living situations is critical to prevent the
reoccurrence of homelessness.
4. Better connected service system
Providing emergency and transitional housing is not the sole rationale for the service
system. Reforms will build more connected, integrated and responsive services to
achieve sustainable housing and improve economic and social participation. Reforms
will focus on improved links between homeless services, and between specialist homeless
and mainstream services.
The principles underlying strategy three relate to services being more connected,
integrated and responsive in achieving sustainable housing, improving social and
economic participation and ending homelessness for their clients.
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Overall, there are a total of 80 Specialist Homelessness Services in South Australia that
target the following sector groups:
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Generic (Single Adults and families)
Youth
Domestic Violence and Aboriginal Family Violence
Aboriginal
The Southern Region has the following services that have been implemented or will be
implemented on 1 December 2010:
Inner and Outer Southern Region
 Southern Regional Aboriginal Domestic Violence and Family Violence Service – Southern
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Domestic Violence Service
Southern Adelaide Domestic Violence Service – Southern Domestic Violence Service
Inner Southern Generic Homelessness Service – Uniting Care Wesley Bowden
Inner Southern Youth Homelessness Service – Baptist Care (SA)
Outer Southern Generic Homelessness Service – Lutheran Community Care
Outer Southern Youth Homelessness Service – Southern Junction Community Services Inc.
Fleurieu and KI Region
 Fleurieu and Kangaroo Island Domestic Violence Service – Southern Junction Community
Services Inc.
 Fleurieu and Kangaroo Island Generic Homelessness Service – Southern Junction
Community Services Inc.
A number of Stand Alone/Statewide Services have also been developed and are able to be
accessed by all services:
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Child Focussed Support – Relationships Australia
Youth Accommodation Aboriginal Specific – AFSS – To commence 1 December 2010
Adolescent Community Care Options – FSA - To commence 1 December 2010
Therapeutic Youth Service (Adelaide)
Catherine House
Common Ground
DV & Aboriginal Family Violence Gateway – DVCS - To commence 1 December 2010
HART
Schools Assertive Outreach – Centacare
Street to Home
St. Vincent de Paul’s Men’s Crisis Accommodation Service
Aboriginal Youth Early Intervention – MAYFS
Adelaide Domestic Violence Crisis Accommodation Service – Bramwell House – Salvation
Army
Financial Services Clinic – Anglicare SA
Legal Services Clinic – Welfare Rights
Towards Independence – Salvation Army
Youth Gateway – SYC –To commence 1 December 2010
The general contact number for Housing SA, Homelessness Strategy is 8207 0128.
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Housing SA Noarlunga
Housing SA is part of the Department for Families and Communities which is a State
Government agency under the control of Minister Jennifer Rankine MP, Minister for Housing.
Housing SA is funded by the State Government with additional funding being provided by the
Federal Government.
Housing SA business involves all aspects of the housing continuum from homelessness to home
ownership. The head office is on North Terrace in Adelaide, there are nine regions throughout
the State that operate within the State Government boundaries. The Southern Adelaide
region has two offices, one in the inner south at Marion and the other in the outer south at
Noarlunga. The Noarlunga office is located on the First Floor of Noarlunga House, Ramsay
Place, Noarlunga Centre. The office comprises 29.5 full-time equivalent staff, and covers the
local government area of Onkaparinga. The majority (80%) of the housing stock in this area is
family style accommodation.
The regional office at Noarlunga is part of the Southern Housing Round Table and the
Manager of Housing SA Noarlunga is also Chairperson of the Southern Housing Round Table.
The role of Housing SA is to assist people in need to secure and maintain affordable and
appropriate housing. This is achieved as follows:
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Assessing the circumstances of households to determine eligibility for public housing.
Managing a segmented waiting list and allocating public housing to households in
housing need.
Providing transitional accommodation for disadvantaged people at risk of becoming
homeless.
Modifying houses for those with a disability to promote independent living.
Facilitating access to appropriate services and supports to enable tenants to maintain a
successful tenancy.
Providing an advocacy and education service for securing private rental
accommodation to people with little or no rental experience.
Providing financial assistance and advice to assist households to access and maintain
private rental accommodation.
Assessing complaints from private renters and negotiating with private landlords to
improve housing standards.
Housing SA is also involved in a number of urban renewal projects, developing alternative
approaches to the supply of affordable accommodation through government and private
partnerships, and funding for community projects aimed at benefiting Housing SA customers
in regional areas.
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4. STRATEGIC DIRECTIONS
South Australian Strategic Plan 2007
6 main objectives:
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Growing Prosperity
Improving Wellbeing
Attaining Sustainability
Fostering Creativity and Innovation
Building Communities
Expanding Opportunity
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Affordable Housing and Strong Communities
High Need Housing
Housing Services for Aboriginal South Australians
Strong Management and Service Co-ordination
Environmental Sustainability
State Housing Plan
5 objectives:
4. THREE MAJOR CHALLENGES OR OBSTACLES
1. Financial Viability
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Reduced Commonwealth Funding
Selling of Public Housing?
2. Affordable Housing
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Low Vacancies in PRM
Partnerships
3. Service Connections
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Lack of Support Packages for Clients
5. HOW SHRT CAN PROGRESS HOUSING SA AGENDA IN RELATION TO AFFORDABLE
HOUSING
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Service Connections
Funding Source
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Offenders Aid and Rehabilitation Services of SA Inc
(OARS SA)
OARS SA Strategic Directions
Vision:
Strengthening communities by reducing crime and its impact.
Mission:
We are a non-government community organisation that values our clients and their diversity.
We are dedicated to the provision of excellent services as a QIC accredited organisation for
people involved in, affected by, or at risk of being drawn into the criminal justice system.
Aims:
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Reduce the number of first time offenders in SA.
Reduce the numbers of people detained in correctional facilities and the recidivism
rate in SA.
Increase support for partners and families of prisoners and offenders.
Increase communities and key stakeholders awareness of OARS SA work and create
opportunities to contribute to and participate in our mission.
Continuously improve service provision and organisational sustainability.
Increase the promotion and implementation of restorative justice processes in OARS
SA and broader social / community settings.
Our services include:
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The Ex-custodial Homelessness Support Service that provides case management
accommodation services for homeless people exiting prisons across the state
including those clients who are homeless and in community and are interfacing with
the criminal justice system in any way.
Counselling and treatment services for gambling and drug and alcohol addictions
with an emphasis on co-morbidity conditions, family counselling for partners and
family’s of prisoners and financial counselling services.
Partners of Prisoners Programme information for partners about prison visits and
support regarding relationship, housing, parenting and health issues.
Emergency Assistance provides practical financial assistance for those who meet the
criteria.
Police Drug Diversion A treatment and information initiative for youth.
Parents of Prisoners program provides a monthly support group for parents of
prisoners.
Centre for Restorative Justice facilitates restorative services for victims and offenders
where both parties are open to the process. The program also provides training for
teachers that reduce the incidence of school yard bullying and other interested
organisations that may find restorative justice useful in their work.
Second Chance Employers Network is an employment networking service that
supports willing employers that are involved in employing ex-offenders.
A number of opportunity shops exist in the metro area that provide cheap (or voucher
approved from internal post release financial counselling referral) household goods
and clothing for people newly released from prison and other people within
community who source these items.
Pre-release in-centre services for those prisoners who are about to be released and
require a worker on the outside to organise their personal affairs prior to release.
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Major Challenges / Obstacles
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Insufficient access to affordable, appropriate, safe and stable housing and
accommodation options.
General view that the target group are recidivist property damagers.
General lack of empathy for the target group.
Lack of recognition about the complexities of repeat offending, entrenched
homelessness.
Insufficient funds to provide appropriate support to people experiencing
homelessness with high and complex needs, these include drug & alcohol, mental
health, living skills, financial skills, disabilities, parenting, legal, domestic violence and
institutionalisation.
How the SHRT can Progress Our Agenda
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Lobby for further provision (that matches the need) for affordable, appropriate, safe
and, stable housing for the OARS SA target group including family accommodation.
Lobby for increased funds to provide support to people experiencing high and
complex needs, including people released from correctional facilities.
Develop formal working agreements with other SHRT members that outline
streamlined ways of working that enhance services for OARS SA clients in the southern
regions.
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Southern Domestic Violence Service Inc.
Southern Domestic Violence Service (SDVS) operates two individual services:
Southern Adelaide Domestic Violence Service (SADVS) located in the Noarlunga region
offering support to women and children through crisis and transitional accommodation,
outreach support and early intervention programs. SADVS provides accommodation to
women and children who may be from the south or from other areas of metropolitan,
rural or remote areas of South Australia or from interstate. The outreach support program
services the Southern Metropolitan region including the Local Government areas of
Onkaparinga, Marion, Mitcham and Holdfast Bay.
 Southern Regional Aboriginal Family Violence Service – Ninko Kurtangga Patpangga (‘By
Your Side in the South’) offers culturally specific support to Aboriginal and Torres Strait
Islander women and children through crisis and transitional accommodation, outreach
support and early intervention programs. Ninko Kurtangga Patpangga (NKP) provides
accommodation to Aboriginal and Torres Strait Islander women and children and non
Aboriginal women with Aboriginal children who may be from the south or from other
areas of metropolitan, rural or remote areas of South Australia or from interstate. The
outreach support program services the Southern Adelaide Metropolitan region and parts
of the Western Adelaide Metropolitan and Eastern Adelaide Metropolitan regions,
therefore covering a significant area and a number of Local Government Areas.
Southern Domestic Violence Service has been brokered by Southern Junction Community
Services to provide a service to the Southern Fleurieu region as part of the Fleurieu and
Kangaroo Island Domestic Violence Service.
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SDVS services include:
 Supported Accommodation – crisis on site accommodation and transitional community
housing
 Outreach support
 Motel Wait List Support – support to women and children residing in motels awaiting
vacancies into domestic and family violence accommodation services
 Homelessness Gateway Responses and Support – ‘No Wrong Door’ – any person,
individual or family that contacts SDVS services requesting assistance due to homelessness
or risk of homelessness will receive a service from SDVS. This support will either be into
appropriate domestic or family violence accommodation and support or if issue/s is not
domestic/family violence then into other appropriate homelessness services e.g. generic,
youth.
 Domestic and Family Violence Counselling
 Community Development – working in collaboration with other agencies and services
 Culturally competent services and support (including meeting specified targets for
supporting clients from Aboriginal and Torres Strait Islander and Culturally and
Linguistically Diverse Communities)
 Access for women and children with disabilities
 Information and referral
 Advocacy and Liaison
 Groups for women and children
 Support to Children and Young People – SDVS has developed a model for case
management support to children and young people experiencing the impact of
domestic and family violence.
SDVS services and programs provide support through:
 Risk Assessment and Safety Planning
 Information and Case Management Support to individuals and families
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Advocacy and Referral including legal, police, mental health, medical and health issues,
financial and income, affordable longer term housing options, education and work force
training and employment
 Retrieval of personal belongings
 Court Support
 Support and linking into schools, child care and other educational facilities
 Brokerage
SDVS staff represents the service on a range of committees, networks and reference groups.
SDVS has a representative on the Southern Family Safety Framework, an interagency group
that assesses and responds to client cases where there is risk of serious injury or homicide.
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Strategic Plan and Directions for 2010 – 2013
Vision: Women are safer, children are less vulnerable and lives less disrupted by domestic
violence.
Over the next three years SDVS will focus on 4 strategies and 6 key action areas as outlined in
its strategic plan. SDVS strategies are: Delivering the Reform Model with Excellence (service
delivery defined in SDVS’ new tenders), Emphasis on Service to Children, Cross Cultural
Competence and Building Strategic Alliance with Domestic Violence Services. Key action
areas have a strong focus on leadership, collaboration, community development, research,
education and training and communication to meet the targets and outcomes for the
service over the next 3 years.
Major Challenges currently facing SDVS
 Current services for children and young people rendered homeless or at risk of
homelessness through domestic/family violence are inadequate to meet the growing
demand for such services. This places significant pressure on the agencies and their staff
in trying to assist children and young people and to be able to offer timely referrals and
responses for them.
 Many women and children still having to leave their homes due to domestic/family
violence rather than being able to remain safely in their homes. This often leads to
significant hardship and disadvantage for women and children.
 Many women and children will spend significant periods of time (weeks) in motels
awaiting a vacancy in supported accommodation services.
 Lack of long term affordable, safe and stable housing for women and children
experiencing domestic and family violence who have had to leave their homes. Along
with the significant period of waiting experienced if they do get into other housing
eventually.
The Southern Housing Round Table (SHRT) has been a strong collaborative interagency group
which is a major strength in the ongoing communication and reform processes for the
southern region and the homelessness sector services. We believe that their role will be even
more significant and vital in the current and future work undertaken. This could include a
focus on lobbying and innovation in the areas of support for children and young people out
of homelessness. SHRT has had a strong commitment to, and would continue to play a
significant role in developing and implementing policies and processes, aligned with the new
Intervention Orders, enabling women and children to choose to remain safely in their homes.
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Southern Junction Community Services
Southern Junction Community Services is an independent not-for-profit, community
organisation that has a proud heritage of dynamically responding to the needs of socially
and economically disadvantaged people in Adelaide’s southern suburbs and the Fleurieu
Peninsula that spans over 30 years.
Southern Junction works collaboratively with groups and individuals, government agencies
and other organisations to develop and deliver an increasingly diverse range of social
support, accommodation and housing services which enable people to cope more
effectively with their current circumstances and make positive choices for the future.
Southern Junction’s Triennial Plan for 2009-11 incorporates the following statements of
strategic direction which are being actively pursued and may be pertinent to the focus of
the Southern Housing Round Table:
 1-B - Undertake proactive research of community needs and program evaluation
that will contribute to organisational planning and decision making
 2-B - Formalise relationships with Key Stakeholders
 2-D - Enhance mechanisms for consultation and communication with clients and
other key stakeholders
 3-A - Further develop SJCS’s ‘Integrated Model of Service’
 3-B - Support social inclusion and community cohesion
 3-C - Contribute to the safety and well-being of children and the effectiveness of
families
 3-D - Empower and equip young people to live well in the community
 3-E - Increase access to appropriate and affordable housing
 3-F - Increase access to tenancy support services
 3-G - Further develop SJCS’s existing services across the Southern Adelaide
and
Fleurieu Peninsula regions
 3-H - Explore potential for expansion of services into other geographical regions
Junction Housing is an operational division of Southern Junction which has been endorsed as
a ‘Preferred Growth Provider’ in SA.
Junction Housing aspires to:
 Increase access to good quality affordable and sustainable housing for South
Australians
 Foster good health, well-being and community connectedness through the
provision of stable housing
 Contribute to environmental and economic sustainability
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UnitingCare Wesley Adelaide (UCW Adelaide)
Southern Services
UCW Adelaide Strategic Directions
Our Vision
A compassionate, respectful and just community in which all people participate and flourish.
Our Values
 Respect and compassion for all people
 Belief in the innate worth of all people
 Justice, particularly for those less advantaged in our society
 Being of service to others
 Restlessness for what could be
 Non-violence and peace
In accordance with these values we will be guided by the following principles:
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We will treat all people with respect and dignity
We will be non-judgmental in our dealings with others
We will celebrate diversity
We will oppose racism and all forms of unjust discrimination
We will be welcoming and caring towards others
We will recognise peoples’ right to self-determination
We will build on strengths and empower people to achieve their potential
We will strive for a fair and just society and will pursue justice with passion
We will be honest and fair in our dealings with others
We will carry out our work with humility
We will value and encourage innovation and creativity
We will be organizations that continue to learn and improve
We will strive for excellence in all our actions and services
Services
UCW Adelaide has a wide range of services that cover both the metropolitan and the
country regions of South Australia. For information on these services:
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Phone: 82025111 (Business hours)
www.ucwesleyadelaide.org.au
Our services specific to the Southern region include:
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Rubys Edwardstown is a therapeutic accommodation service for young people, 12 to 17
years, who are experiencing conflict with their families and are either homeless or at
imminent risk of homelessness. The aim of the service is to reunify young people back
home to their families and where this is not possible then reconcile their family
relationships.
Youth & Parent Services (YPS) is a counselling service that works with young people, 12 to
17 years, who are experiencing conflict with their families and are either homeless or at
imminent risk of homelessness. The aim of the service is to reunify young people back
home to their families and where this is not possible then reconcile their family
relationships. YPS offers services from outreach sites based at Christies Beach and Marion.
Streetlink Alcohol and Other Drug Service is a counselling and case management service
that works with young people, 12 to 25 years, and their families. This service is based out of
Christies Beach.
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Kuitpo Community is a Residential (therapeutic) community that assists adults over 21 to
develop skills to cope with alcohol and other drug abuse issues. Kuitpo also includes:
o Kuitpo Community Family Program which supports single parents who have
children, primary age or younger, in their care to access the Kuitpo Community
Program
o A Graduate program for those who have completed the Kuitpo Community
program, continuing support for those coping with the management of alcohol
and other drugs
Southern Supported Recovery works with older people living in the southern metropolitan
area who are experiencing a mental illness.
Noarlunga Family Relationship Centre provides referral and resources to support
relationships and Family Dispute Resolution (FDR) for families following separation &
divorce.
Financial Counselling Services provides financial counselling particularly to those who are
disadvantaged, in order to assist them to effectively manage their own financial affairs
Low Income Support Program assists the community to understand the impact and
consequences of poverty and to formulate strategies and identify resources
Micro Finance loans are for personal, domestic or household purposes including items
such as household furniture, computers, medical expenses, house repairs and second
hand motor vehicles
Do care and Telelink where trained volunteers provide in home visiting and befriending
on a weekly or fortnightly basis. Volunteers provide individual phone support calls to
clients
Homeshare a programme which negotiates and supports arrangements between older
householders who require assistance with domestic chores, and a homesharer prepared
to assist in exchange for free rent.
Home Support Services where older people with special care needs are supported with
services to maintain their independence and participatory living in their own communities
In Your Street facilitates informal supportive links between older people, carers or younger
people with a disability and their neighbours
Multicultural Home Support Program provides culturally appropriate and sensitive services
that promote the dignity and contribution of older people, assisting in their independence
community life
Respite To Go provides in home and centre based respite for carers of people with
dementia where that person exhibits extremely difficult behaviours
Transition Care provides support to older people who are rehabilitating after a recent
health episode resulting in a stay in hospital.
Major Challenges / Obstacles
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Accommodation options limited for young people under 16 years who are unable to
reside at home with their families
New arrivals get housed in inner southern areas in short term accommodation but cannot
find any affordable housing so have to move far south or north where supports are
limited.
Increase in adult clients reporting GPs being full and not taking new clients. This is
particularly difficult for adult females wanting a personal service from a good female GP.
Lots of new families moving to the area, particularly Hallett Cove, impacting on waiting
lists/demand for health services.
How the SHRT Can Progress Our Agenda
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By opening up opportunities to advocate for issues as a combined voice
Ensuring that the services we offer are appropriate to the region
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UnitingCare Wesley Bowden
Inner Southern Homelessness Service
Vision
A compassionate, respectful and just community in which all people participate and flourish
Our Values
Based on Christian ethics, our values are:
v Respect and compassion for all people
v Belief in the innate worth of all people
v Justice, particularly for those less advantaged in our society
v Being of service to others
v Restlessness for what could be
v Non-violence and peace
v Integrity where staff acknowledge their responsibility to act with competence,
transparency and ethics in working for the organisation in the delivery of services to
clients
Goals
To assist people to overcome barriers to living life to the full
To help build strong communities which are inclusive and celebrate diversity
To advocate for justice and fairness in our society
To provide a positive environment which promotes the growth and development of our staff
To use resources in the most efficient and effective manner possible
To strengthen our partnership with the wider community
UnitingCare Wesley Bowden operates in a sector where there is an ever increasing need for
services which is juxtaposed against diminishing government funds and increased
accountability and compliance standards. UCW Bowden provides a range of services and
programs to address these issues.
UCW Bowden services include Community Care, Family and Community Development,
Children’s Services and Inner Southern Homelessness Service.
These services provide financial counselling, drug and alcohol counselling, low income
support, emergency assistance, social work, respite, veterans home care, community aged
care and childcare.
Inner Southern Homelessness Service
Aim
The Inner Southern Homelessness Service will provide a seamless homelessness gateway and
service response to clients who are homeless and/or at risk of homeless.
Homeless individuals and families with complex and multiple issues, such as poverty,
substance abuse and family violence will require case management and theraputic
interventions that offer graduated and comprehensive support.
The role of the service will be to identify and develop interventions that protect individuals
and families at greatest risk of becoming homeless and remaining homeless whilst continuing
to provide effective care for their children.
The service operates within an integrated service framework, that facilitates a combination of
on site, community based, assertive outreach and in-home support.
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Major Challenges/Obstacles
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Insufficient access to affordable, safe and stable housing
Shortage of access to emergency accommodation particularly for families
Lack of recognition of the level of high and complex needs of homeless clients
Limited exit points from transitional housing
Lengthy waiting list for public and community housing
Cost of private rental
Delay in delivery of service from ‘crisis’ response
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The Women’s Housing Association Inc
The Women’s Housing Association Inc is a not-for-profit community housing organisation that
specialises in housing women, with or without children, who have experienced domestic
violence. We offer medium to long-term rental housing statewide. At present we have 325
properties.
Women’s Housing operates purely on its rental income with no direct government funding.
We do however obtain housing via the Office for Community Housing from the
Commonwealth State Housing Agreement. We are responsible for all outgoings relevant to
our housing portfolio and also make a return to government of approximately 20% of rental
income. Women’s Housing also receives occasional donations from the public as in-kind,
cash or land at present.
Women’s Housing is managed by a volunteer Board of Management, with a team of
professional staff fulfilling the work of day-to-day operations. We currently employ 8.4 FTE’s, 10
persons. We work closely with the domestic violence services across the state and they are a
major source of referrals to us. Additionally, we receive referrals from many other
services/agencies, such as health centres, hospitals, local community services, friends or
relatives and self. In the country areas we work with a local service to carry out the ‘on-site’
functions of tenancy and property management by way of a Housing Management
Agreement or on a fee-for-service basis. Programmes run include:
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Women Exiting Prison Project - Women’s Housing has a memorandum of understanding
with OARS (Offenders Aid and Rehabilitation Service) and HSA (Housing SA) to provide
housing on a medium to long-term basis, via Supported Tenancy Scheme properties, in
the metro area.
Riverton Affordable Housing Project - Women’s Housing has a memorandum of
understanding with the Clare and Gilbert Valley’s Council and a local domestic violence
support group to provide housing in the region.
STRATEGIC DIRECTIONS
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To provide safe, secure, affordable, appropriate and sustainable housing for women and
children who have experienced domestic violence, through a variety of means and
modes, and for all ages, races, and as locational requirements, etc. We seek any means
of obtaining houses or land in order to facilitate this provision.
To also develop housing opportunities and options for other women who require secure,
affordable, appropriate and sustainable housing.
We aim to access housing stock, where it is required, and enable women to achieve a
housing future that is of their choice.
Investigating alternative mechanisms for women to achieve this.
THREE MAJOR CHALLENGES TO THIS
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Increasing our equity in our housing portfolio. Almost all properties are debentured back
to government, even though our name is on the title. More housing stock is required to
supply the need.
Our key target group is costly to house; reasonably transient; often with children. Women
come to us with minimal personal assets along with many social, health, educational or
life disadvantages, and issues. Subsequently, there is a high turnover of tenancies
generally, and with that, high wear and tear costs.
Minimal cash reserves / or ability to build cash reserves for the organisation.
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SOUTHERN HOUSING ROUND TABLE
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Being a network of both housing and support providers, Southern Housing Round Table
enables and strengthens the links between the two sectors. The stronger the link, the
greater the likelihood of ensuring sustainable tenancies, subsequently lowering our costs
and further enabling other housing opportunities.
As a Statewide housing provider the network provides the opportunity to partner with
services within a region (in which we have a strong presence - but could be stronger).
Think tank for innovation.
MAJOR CHALLENGES / OBSTACLES
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Lack of access to affordable, appropriate, safe and stable housing and accommodation
options.
Lack of funds to provide appropriate support to people experiencing homelessness and
high and complex needs, which includes:
 drug and alcohol; mental health; living skills; financial skills; disability; parenting;
 legal; domestic violence; institutionalisation.
HOW THE SHRT CAN PROGRESS WOMEN’S HOUSING AGENDA IN RELATION TO AFFORDABLE
HOUSING
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Lobby for increased access to affordable, appropriate, safe, stable housing and
accommodation options.
Lobby for increased funds to provide support to people experiencing high and complex
needs
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