Community Consultations on the 10-Year Strategy … · Web viewCommunity Consultations on the...

Community Consultations on the 10-Year Strategy on Homelessness

Cockburn (South Metropolitan) Report

The Cockburn Community consultation was held on Wednesday, 10 October 2018 at the Cockburn City Library. 48 people from 23 organisations attended the session, including representatives from government agencies, as well as individuals with lived experience of homelessness or who had a family member experiencing homelessness.

The current lack of crisis accommodation and affordable housing in the area was a significant theme, coupled with a lack of collaboration and coordination of services locally and more broadly across the service system. Participants highlighted the intersectionality of mental health, substance misuse, gender and age. Several barriers to access were common across groups, particularly in relation to finding affordable and accessible services.

A major theme was the need for a ‘one stop hub’ where services work together at one site focussing on the individual presenting. Underpinning this theme was the notion of connectedness to community; participants strongly felt that it is important to connect a person experiencing homelessness to a community to help better engage and assist them on to a pathway out of homelessness.

One service model received high praise. The Tom Fisher Night Shelter was recognised as an example of best practice by several participants for the wrap around support and the low threshold barrier entry. Participants recognised the importance of low barrier programs and recommended that the service model be expanded.

1

About the Consultation Reports

To help analyse the information received from participants during the consultation process we have grouped comments into three themes:

Systems and Policy - Comments relating to government policies and whole-of-system response to homelessness e.g. State government departments (Health, Mental Health) and Commonwealth departments (Centrelink).

Practice and Programs - Comments relating to day to day service delivery (practice) and the programs that support the practice (e.g. tenancy support).

Cohort Needs - Comments relating to the needs of particular cohort.

In many cases the total number of comments received for a question does not match the number of attendees at the consultation. This is because for Parts 1 and 2 participants were asked to provide their responses in groups, rather than individually. For Part 3 participants were able to select whether or not to respond to a question and were able to provide more than one comment or idea per question if they wished to do so.

2

Part 1: Discovering community needs In the first part of the session respondents were asked a series of questions about homelessness in their community, including what services are needed and what are the barriers to accessing help.

Question 1: What specific needs do people in your community have in terms of having a safe and secure home?

70 comments received:

30 comments focusing specifically on programs, services and practices in the community

10 comments relating to housing 7 comments regarding the need for services in mental health, Family and Domestic

Violence (FDV) or Alcohol or Other Drugs (AOD) 6 comments focusing on education and training needs

Summary of comments by theme

40%

43%

17%

Systems & Policy Practice & Programs Cohort Needs

Figure 1: Comments from the Cockburn community in response to question 1 broken down by theme.

Systems and Policy – 40%

A large portion of the discussion revolved around accessibility. This included having access to communication tools, transport, the internet, services and affordable housing. It was also mentioned that the appropriateness and availability of housing must be considered since a home for everyone is not always a house, and creative ideas for accommodation are needed. The Centrelink online access maps are said to be too confusing.

3

The need for crisis care and somewhere safe to go 24/7 was cited, as was the need for financial counselling and a stable sustainable income.

The need for more purpose-built housing options was mentioned multiple times as was the need for various types of accommodation. Examples included long-term secure housing, low threshold barrier accommodation and tiered accommodation to meet needs. It was also stated that housing should always come with appropriate supports for individual need.

Pathways need to be made available after crisis/transitional tenancies, as there is currently no continuum.

Practice and Programs – 43%

Participants discussed awareness and connection of individuals, as well as community safety. They discussed breaking down barriers for homeless people because not all of them can live in one area. To do this, collaboration and community education are needed. It was suggested that a community engagement team is created to regularly check on people and ask them what their requirements are. Community events would also help with safety and security. Couch surfing was mentioned as an issue that is difficult to keep track of.

Intensive ongoing support and outreach over long periods of time would provide the consistency and continuity needed to assist people in feeling safe and secure. Person-centred approaches that focus on individual needs are also required. Family and relationship breakdowns were listed as barriers to people feeling safe and secure. Education and basic skills life skills to look after a home such as cooking, buying groceries, and budgeting were considered essential. Providing mentoring, coaching, and advocates would support this and help motivate people to continue to engage with services.

Participants discussed that people need their social and emotional wellbeing needs to be met as well as social connections and positive relationships in networks.

Finally, people need to be able to fill their time with meaningful engagements such as education, employment and entertainment.

Cohort Needs – 17%

Culturally Appropriate Services - Most of the comments in this theme were centred around having culturally appropriate purpose built and localised emergency accommodation for specific cohorts. These need to be inclusive and consider the needs of individuals under the NDIS.

Mental Health and AOD – Mental health and AOD services were the most frequently mentioned. Participants discussed universal housing design for priority

4

populations such as singles and parents that include mental health and AOD support. There is also a need for the increase in facilities for AOD and family and domestic violence support. Depression and anxiety services need to be separated out from other services.

Men - There is no presence of a men’s shelter in the region. Other - The increase in incarceration rates has also created a need to improve

support to people being released from prison.

Question 2: How can we support people to feel connected to their local community?


48 comments relating to practice and programs 4 comments focusing on wrap around supports 10 comments regarding awareness and community education


9%

83%

8%




Access was the most common item of discussion in this theme. Participants also mentioned the need for specialised funding in out of hours services and the need for talking to people with lived experience about what is needed.


The largest portion of the discussion for this question was centred around the practice of services and programs in the region as well as community attitudes. Participants called for

5

agencies working together more effectively to provide wrap-around services and increase collaboration. This would work towards building trust and improving communication.

6

Much of the discussion focused on the need for a one-stop-shop or community hub. A holistic care approach is needed as is intense and consistent client support. Advocacy is also needed for clients in this region and agencies need to be more available in local areas with local people employed in them.

Participants discussed community perception and the need for community education, development, inclusion and acceptance. Homelessness needs to be destigmatised in this region and more understanding is needed around the issue.

More awareness on how to connect to services is needed, as is the need to empower people and providing incentives to change. The need for a diverse range of community programs was also cited as was the need to involve people with lived experience in designing programs. Mentoring and outreach services were also mentioned as a solution. It was suggested that homeless people are engaged in volunteering. This would serve to build connections in their 'village' and aid in them feeling valued and supported.

Cohort Needs – 8%

Culturally Appropriate Services - Cohort-specific comments were centred around the need to have improved cultural considerations and awareness as well as breaking down discrimination.

7

Question 3: What strategies can we use to support people to maintain their independence?


9 comments relating to housing and housing policy 4 comments calling for leadership and coordination of services in the region and a

need for an action plan with timelines 3 comments regarding the creation of a one-stop community hub 2 comments focusing on the need for support for people exiting the prison system


27%

63%

10%




The largest portion of comments in this theme was centred around housing and accommodation. Suggestions included implementing innovative housing models such as building tiny houses, utilising existing housing stock, having the capacity to house groups of people and having a social mix approach to public housing. Rapid re-housing for chronic homelessness is also needed as is having the ability to own a home. Having a rooming house or lodging similar to the Common Ground model was also suggested, as was having a safe place to sleep with no restrictions.

In terms of policy, it was suggested that all local councils have a homeless policy that is linked to the homeless strategy and that government listens to those with lived experience when designing services and strategies. Income was listed as a barrier and the need for redundancy intervention was cited as a way to protect income. Participants also cited that rewarding collaboration through funding would improve service delivery.

8


The one-stop-community hub was mentioned repeatedly in this theme, with interagency collaboration occurring in one building and combining funding. Working together would mean having a greater impact.

In terms of practice, participants suggested providing outreach, having a holistic person-centred approach, providing consistent support, and having a mentoring program where people with lived experience support others. A homelessness anonymous rehabilitation program was cited as an example of this, where people connect with each other and discuss common problems and mentors/sponsors share their experiences of strength and hope. Wrap around support is needed to increase mental, physical, emotional, social, and spiritual wealth as is early intervention and prevention. Knowledge and awareness of services are also needed.

Participants considered it vital to destigmatise homelessness through media and schools/universities. Participants also mentioned that real education on the history and experiences of those who are homeless is needed to improve the stigma in the community. More opportunities and incentives are needed for shopkeepers to take a homeless person off the street and give them work experience. This would give them skills and purpose and increase their confidence. It was also suggested that people be provided with a social enterprise work program for day work which gives accommodation as payment.

Participants discussed that it was important that people find and create safe and welcoming places that reduce alienation and have access to hot drinks and food. This would increase the feelings of connection. They suggested using vacant infrastructure for these purposes. It was also suggested that hot showers be made available in public local government agencies facilities.

The ability to make and maintain relationships was cited as a need for people experiencing homelessness. This would enable them to feel connected to the community and obtain support from others. Finally, it was mentioned that it is not enough to provide housing, but that support is needed alongside that.


A range of cohort-specific needs and solutions were presented, including: Implementing a 12-step program for those coming out of prison and improved pre-

release education and reintegration programs. Capacity building leadership programs for Aboriginal / Torres Strait Elders. Early intervention programs for youths in school. Kids Under Cover and micro-housing on parent’s property.

9

OWLS – Older Women Lost in Housing to be matched to younger cohorts. Community education/awareness of AOD/Mental Health as a pillar in the strategy.

Question 4: What are the barriers to people accessing support in your community?


18 comments focusing on cohort specific needs 5 comments regarding complexity of the system and a lack of knowledge on where

to start or where to go 5 comments citing barriers with accommodation and housing 5 comments describing stigma within the community


34%

40%

26%




The lack of affordable accommodation was cited as the largest barrier in this theme as was the lack of income, education and innovative housing models. There is also an element of complexity within the system, with people unsure of where to start to seek support. The lack of transport options also makes it difficult for people to access services and costs associated with education and increased costs of living are making it difficult for people to stay out of the cycle. Collaboration between councils, government, and communities is needed to address this.

The Government systems cited as barriers included the Basics card (not practical for Health Support Services), the Newstart allowance, and people unable to access Medicare and thus being unable to access subsidised prescriptions.

10

Funding and contract constraints were also cited as a barrier, including competitive funding models.


The two most commonly mentioned barriers were the lack of access to services and accommodation and the lack of knowledge of where to go. There are also engagement expectations within services, which stop people from accessing them.

Stigma and prejudice within the community and shame were also commonly mentioned. There is a need for people to 'be clean before you can enter' and this is a barrier for people accessing support. There are several challenges to creating an understanding of homelessness in the community and within the sector. For example, some people choose not to have a house, and an alternative safe environment is needed for people who wish to sleep rough. Additionally, some people do not feel safe in safe houses, refuges, hostels, and boarding houses.

Participants cited the lack of collaboration in the sector as a barrier, creating an increase in people being passed around between siloed services. There are no specific harm minimisation programs or wraparound services that support and understand trauma-informed care.


Mental Health and AOD - Having an AOD history and other complex needs are barriers to people accessing support as is having a criminal history. There are ongoing cuts to mental health, alcohol and other drug services. Smoking is not allowed in detox units and can be a barrier to participation and there are long waitlists for rehabilitation services. There is a cycle around housing and mental health as well as generational trauma and intergenerational disadvantage.

Women - In women’s refuges, sons over 12 and larger families get broken up which prevents people from accessing those services.

Other - Services are often inaccessible to people with disabilities and gender-specific needs in the LGBTQI+ space are not often considered. Language barriers in culturally and linguistically diverse (CaLD) communities were also discussed.

11

Part 2: What is working well and what needs to change?In the second part of the session respondents were asked to list the strengths in their communities, focusing on strengths relating to existing services. They were then asked to provide suggestions for improvement for each of the strengths that had been identified.

Strengths in Practice and Programs

A large portion of strengths in the region related to the types of programs offered as well as the practice of services. Participants reported that relationships are sustained, and that staff live in the community and are non-judgemental and have empathy towards their clients. There is collaboration between services in the local community, and these provide wrap around services.

Specific services and programs mentioned include:

Y-Shack; The Beacon (with some disagreement about effectiveness); St Patrick’s Community Support Centre; Street doctors; Street to Home assertive outreach program; Shalom House; Transitional homeless programs; Aboriginal and Islander Education Officers (AIEO) in schools; Anglicare; St Vincent de Paul; Salvation Army; and RUAH Community Services.

The local community was cited as a strength because of the presence of community-based activities, passionate workers and a sense of community, identity and wellbeing. This is a well-located region with suitable central services.

Suggested improvements for Practice and Programs

The greatest portion of suggestions for improvement related to practice and service provision in the region. There needs to be a growing recognition of lived experiences and stigma needs to be reduced within the community. The group suggested that there needs

12

to be a willingness of services to work together and collaborate, and that a one-stop-shop or community hub would be beneficial.

There was a call for more outreach and increased flexibility in service provision as well as for person-centred and strengths-based models. Peer support programs and paid peer workers are also required. Services must assist individuals with building their hope and resilience, particularly long-term rough sleepers. People also need more support in maintaining the quality of their independence and improving their support networks. Services must enable people to make life choices and be responsible for themselves.

There were several services, changes to practice and programs that the group suggested would be a good addition to this region. These include:

St Patrick’s Community Centre arranging and supporting housing; 50 Lives 50 Homes program; Calvary/Passages/WestAus; Common Ground; Individualised Community Living Strategy; Tom Fisher House; Community engagement teams; Food harvest bank; Free medical/ street doctors- Orange Sky; Life skills training; Coobie Cares; The CREW (Christians Ready Equipped and Willing); WAHA; and Street Chaplains.

Mandurah specific comments related to increasing awareness for older groups, increasing employment opportunities, providing financial counsellors and increasing outreach services. It was also suggested that a homelessness and street presence community group is formed, and that Mandurah implements the use of Street Chaplains who offer care for those in need during 11pm to 4:00am. This will provide a safer environment for who are on the streets during this time.

Advocacy was cited numerous times as a need in this region, so that more attention is brought to the issues and so that the myths around homelessness are debunked. The need to increase the volunteer base to expand service availability was also mentioned.

Strengths in Systems and Policy

13

Participants discussed how outreach provided by external services such as Centrelink and Sex Health Nurses are a strength in the region. They also reported that agency staff speak layman language and this aids in simplifying bureaucracy for people accessing support.

The City of Kwinana and City of Rockingham were praised for being community focussed local governments that provide a broad range of services, activities, and infrastructure. There are also good financial services in the City of Kwinana

Suggested Improvements for Systems and Policy

Suggested improvements centred around the need for more funding and changes to contracts. It was cited that longer funded contracts are needed to build lasting relationships and partnerships and that contracts need to fund partnerships so that collaboration increases. There is a need to move beyond competitive tendering and supports need to be able to move with the person. The ability for services to build social enterprises would assist with training people and building their skills.

There needs to be more accountability to homeless polices and it was suggested that the Department of Communities be more sensitive to individual needs, have greater case sensitivity, and be more person centred. There must be an understanding that people can be re-traumatised or set back in their recovery by official letters and breach notices for simple things such as weeds in the garden. Participants suggested that the Department looks at potential land for more housing as well as vacant buildings and facilities to use for villages and refuges. They also called for a change in laws regarding camping and that tiny homes are provided. Emergency services also need to be more proactive in supporting the homeless. Lastly, it was cited that Government looks after homeless Australians before migrant resettlement.

Strengths by Cohort

Aboriginal people - Relationships with Aboriginal community/elders are strong in the region and there are good multicultural staff representing the community needs/values. Wungening Aboriginal Corporation was cited as being culturally appropriate in the way that they address AOD issues, justice and employment. Other services mentioned include Noongar Mia Mia Aboriginal housing programs, Ngatti and Coolabaroo.

Suggested Improvements by Cohort

Young people - Regional needs for specific cohorts include great supports for 8-13-year olds and more youth programs that operate outside with practical activities. The

14

Peel Youth Service provides early intervention homelessness programs in schools with youth, teen parents, and 11-25-year olds. This service needs to expand its operating hours to meet community need, including on weekends and after hours. More accommodation support for youths coming out of the Justice system is needed and intensive case management for the whole family is required.

Part 3: Big ideas for the Strategy The final part of the session was focused on generating ‘big ideas’. Participants were asked to identify two goals that they thought the Strategy should focus on as well as provide answers to the following questions:

1. What would be bigger and bolder than anything we have done before?2. What solution would you come up with if you couldn’t hear any objections people

may raise?3. What can we do that is completely opposite of what is expected?4. What would you do if there were no rules?

Below are all of the goals and big ideas grouped by theme:

Big Ideas for Practice and Programs

Wraparound agencies based on site to address complex issues associated with being homeless.

Evidence based best practice responses. Expand programs, services and funding

that are working well i.e. NPAH and NAHA.

Reduce client over-servicing. Collaboration at executive level between

organisations. Homeless employment programs

(councils and businesses utilising the homeless).

Need a decision by the individual that they want a better life – otherwise nothing will be achieved.

Need a mentor. Focus on the individual.

Following up on the homeless when they are put into a house.

Listen to the homeless – create an individual program of assistance.

Hub support in suburbs so individuals don’t have to go to 10 different places to get support.

Get agencies to get out of their offices and go to the people with services (treat all with dignity).

Hands on workers in the home to develop structure, good family life, stability and upskilling for families.

Create a connected, caring and supporting community.

Consumer driven approach to services and supports, creating real change and support.

15

Village – collaboration, holistic support, one stop shop.

Build productive services that enhance all individuals’ confidence/self-esteem from youth-adult life.

Expand Foyer Oxford models in the Perth region, but age appropriate and targeting the issues with each area.

Localised solutions and initiatives building on the capacity of staff and services.

Have whole of community approach to addressing the issue –government, local government, not-for-profits, corporate, and commonwealth.

Address stigma – real and perceived – and discrimination so that people can access and receive services that meet all their needs.

Everyone understands that they have a role in reducing homelessness, and everyone is best supported to undertake their individual and unique role i.e. specialist services working together in a wraparound manner to meet all of a person’s needs, and government and communities building inclusive, accessible systems and local environments.

Improving social and emotional health, wellbeing, financial health/financial literacy.

It’s not just about the nights, it’s where/how homeless people spend their days.

More accessible services that work with individuals as they present i.e. low threshold/low barrier and reduced engagement expectations.

Increased accountability at a service sector level.

Ability to provide longer term support – not so reliant on contractual requirements i.e. accommodation extended based on need.

Outreach/mentoring capacity – support moves with people rather than people fitting into services.

Increased support of public and community housing.

No wrong door – action, not talk. Stop passing the buck and be

accountable for what you are representing.

Use a hub model with day centres/community hub at the centre of the service ecosystem as a connector between people needing help and broader services to ensure a joined up and effective approach, operating under a common outcomes framework based on best evidence.

Community integration – common ground models where housing is mixed and services for the whole community are centralised.

Corporate sponsorship of farm communities.

Working from the heart rather than the head.

Invite homeless people to have input and meetings like this or guest speak.

Giving them a safe permanent place to sleep overnight – not necessarily a house.

Compulsory philanthropy donations from large corporations e.g BHP.

More drop-in centres throughout suburbs – food, shelter, bed.

One stop transitional units with wrap around services on site.

16

Person based – not community, state, federal.

Strengths based – what does the individual want.

Trauma informed person-centred case managed crisis housing with links to long term housing.

Make the community fully sustainable and provide wrap around support on site.

Safe permanent place to sleep each night.

Leverage community and private goodwill.

Referral pathways between community services and AOD services give the strong link between addiction/substance abuse and homelessness.

Onsite residential homelessness program with case managers specifically trained in AOD/mental health to allow those clients better access. A lot refuse Mental Health/AOD.

Aftercare program for six months when going into public housing after long term homelessness.

Trifecta training for workers – homeless, AOD and mental health.

Deep dive to further understand the causes of homelessness and why some people are/or chose to be homeless – from people with lived experience. One on one interviews.

Community village – Austin Texas model i.e. alternative options for living and housing – tiny homes, caravan park, care hostels.

Make sure everyone was treated equal. Drop in places spread throughout the

suburbs – offering food, shelter, bed, likeminded people.

Strategies to cater for the individual needs of the diverse reasons for homelessness.

Form a connection with hotels/caravan parks/motels – request they support with accommodation/crisis accommodations options when all beds are full – particularly for women/children escaping family violence.

Agencies working together with the best interest of homeless individuals.

Better trained staff.

Big Ideas for Systems and Policy

Think beyond crisis response – prevention via educating the wider community.

Integrated tiny homes that are sustained by the people in the tiny houses.

Sustainable, long-term funding. Work with private landlords to

subsidise rents, provide wraparound supports and long-term tenancies.

Cashless card (so you can’t buy drugs and alcohol).

Government interaction and participation.

Education – in all areas. Drop in sleeping safe areas and

lockers to leave their stuff. Need for holistic approaches where

housing is supported by other services such as health, mental health, financial counselling and employment.

17

Amalgamate organisations to enable funds to be increased for the same purpose.

Put a database together so that people can easily find organisations to assist them.

An agency that oversees the strategy and ensures outcomes are met and/or adjustments made.

Revamp school system – two streams – hands on, and academic.

Farm style village – collaborative approach to allow for training and rebuilding dignity.

A board including government, organisations and community services whose role is to ensure the referrals for people are house. Collaborative app.

Make it compulsory for large corporations to make philanthropy donations for housing strategies e.g. BHP and Foyer.

Tiny house communities. Ending poverty. Choice – type of accommodation (size

and style, permanent, crisis or transitional), location of accommodation and services needed.

Housing support and education that is flexible depending on the need of the client.

Review the competitive funding model to not-for-profits so that there is more focus on specific service delivery within a geographic area and that collaboration is insisted upon and not an option.

Online portal for homelessness service providers so that anyone can find the service they need.

Long term funding initiatives to promote consistency and sustainability and continuity of care amongst service providers.

Purpose-built drop-in centre. Affordable accommodation. Reduce Centrelink compliance

requirements – barrier to participation. Flexible funding to assist people in

crisis to address urgent needs. Person centred approach, not policy

down approach. Live accommodation vacancy list –

including specialist accommodation (e.g. mental health, supported accommodation, detox/rehabs).

More flexible contracting of services if cohort/demographic changes.

Map demographics in region and current services and crossovers – identify gaps and possible links between services and amalgamate.

Grassroots collaboration – attach key performance indicators to the individual person not the organisation.

Regional funding models based on local identified needs, managed through collaborative approach with local agencies/service providers including local government presence.

Collectively and locally managed regional funding for homelessness (based on models such as US Federal Housing and Urban Development).

Communities develop plans to address homelessness in their patch and are funded across government to carry out a jointly managed and coordinated approach covering prevention, early intervention, rapid response, and key causes e.g.

18

health/mental health, AOD, housing, education, employment etc.

Prevention – housing legislation to ensure landlords are required to give information to tenants and services when people’s housing is at risk.

Increase housing support for those entering a tenancy from homelessness.

To build better relationships between government agencies and public and allocate more land for those in need.

Funding to be directed to suit the individual needs of the various causes of homelessness.

Funding to regional and managed collectively rather than funding programs – services individually cuts across government collective funding to those regional groups.

Remove restrictions on funding and government benefits allow services to operate based on need and in consultation with users.

Everyone with surplus bedrooms to take in homeless.

Long term funding 5-10 years + All new social housing projects to be

progressed without being blocked by the NIMBYS – change planning laws.

Tom Fisher House model of emergency accommodation for long-term rough sleepers to be rolled out to all metro and regional areas.

Give money to those who need it, trust that they would know what to do with it.

Accessible crisis accommodation 24/7.

Federal government free up funding in areas such as employment, health

and education to allow more local and targeted early interventions to prevent homelessness.

Coming together of smaller groups who have the same purpose/goal instead of individuals/smaller groups battling on their own to service community.

Dealing with each case on an individual basis.

Free up how we can use land and housing more flexibly to create a much broader range of affordable and appropriate accommodation.

Everyone has a safe and secure and affordable housing in the location of their choice.

Sustainable living – suited to the individual – what does the individual want – is it accommodation places suburb to suburb – transitional living – it’s not what we want, what do they want. Ask the question!

No big ideas can be achieved without funding invested in the needs required to make inroads in the acceleration of the homeless situation.

Permanent sleeping arrangements somewhere they can go at night – sleep safe – and leave in the morning to go about their day.

Management of their finances, lots of debt incurred and can’t pay. Not use to take out of Centrelink as this diminishes their money and encourages them to steal.

The idea of procurement will derail the sector further, as it detracts from collaboration and does not acknowledge the important work

19

already happening. Big is not always best.

Qualitative data to be collected not just a focus on quantitative.

No wrong door policy needs to be implemented sector wide.

Tiered system of accommodation so individuals are placed in services that are appropriate and effective.

Housing is a right, not a privilege (Japan – written into Constitution).

KPIs attached to the person not program.

True acknowledgement of history so we can all work together.

Stop funding only responsive/reactive service and focus more funding and effort on education and prevention.

Change what success looks like from funding and jobs to community and happiness.

Community lockers for the homeless to prevent theft of belonging.

Solutions require an open mind to be objective.

Campground for rough sleepers in metro/regional areas – with amenities.

Online, real time portal detailing all services, pre-requisites, wait times etc., open to whole community to access and understand.

Work towards home ownership.

Big Ideas for Cohorts

Peel youth village – colocation of services.

Mental health – more support for long-term care. Easier to access support.

Hostel/dorm type accommodation for young people so they could stay there permanently and go to school. This should be a place where they have their room to look after, have three meals per day and are supervised by an adult. The place should offer opportunities for hobbies/interests.

Family violence transition homes for the whole family (no rule on age of male).

Ending homelessness for young people.

Mental health/AOD – appropriate services in local community.

Healing trauma/intergenerational pain and trauma.

More mental health outreach linked in with homelessness outreach to access services.

Crisis and transitional accommodation facility equipped with highly skilled AOD/Mental Health worker where support periods are flexible to work with young people to address issues and work through trauma. Two workers employed on nightshift, well paid and highly skilled to support and skill up young people. Pathways available to long-term housing when ready and education/training volunteering/employment pathways. Work on issues holistically, have onsite gym, yoga, literacy classes to work on all aspects of life to be their best.

Midland Aboriginal Short Stay Accommodation for youth and adults.

20

No prejudice when going for private rentals.

Increase crisis housing for single women and families. Put supports in place at the accommodation and case manage the clients.

Metro Aboriginal employment program where they can purchase their Public Housing property.

‘Kids house’ – kids don’t get evicted or moved on – the parents go off and get issues sorted. Organisational

carers/family carers come in then parents come back.

Culturally informed and appropriate policies for Aboriginal housing that works with community not against.

Aboriginal home ownership 100%. Aboriginal home ownership along

the Derbal Yerrigan (swan river) on their country songlines and storylines.

Involuntary drug and alcohol rehab for under 25’s.

.

21

Community Consultations on the 10-Year Strategy … · Web viewCommunity Consultations on the...

Documents

Transcript of Community Consultations on the 10-Year Strategy … · Web viewCommunity Consultations on the...