Homelessness Program Guidelines, Specifications and Requirements 	
Last updated: May 2017	
Version 3.1

This document was updated in May 2018 to provide clarification on a number of issues raised by Specialist Homelessness Services and to update reference to other departments and updated policies and procedures where required. This includes clarification of counting rules for outcomes measures and targets and updated information in relation to working with young people and women and children experiencing domestic and family violence. The document has also been transferred into the new Department of Housing and Public Works template and has other minor edits throughout.

Table of contents
1 Introduction
2 About the Homelessness Program
2.1	Project aim
2.2	Project logic
3 Context
3.1	Funding for homelessness services
3.2	Queensland Homelessness Information Platform (QHIP)
3.3	Human Services Quality Framework
3.4	Underpinning approaches to service delivery
4 Homelessness Service Delivery Framework
4.1	Service categories, types and sub-types
4.2	Service User groups
4.3	Geographic catchment
4.4	Service Deliverables
5 Service Delivery Requirements
5.1	Requirements for all Specialist Homelessness Services
5.2	Requirements for specific service categories
5.3	Requirements for service types
5.4	Requirements for service sub-types
5.5	Requirements for service user groups
5.6	Other requirements
5.7	Reporting Requirements
6 Contact Information
Appendix 1:	Glossary of Terms
8 Attachment 2:	Counting Rules for Performance Measures
9  Appendix 3: Brokerage Report
10 Appendix 3: Brokerage Report

1 Introduction
The purpose of the Homelessness Program Guidelines, Specifications and Requirements (the Guidelines) is to provide departmental staff and funded service providers with information regarding the aims and purpose of the Homelessness Program and its operational requirements and expectations. The Guidelines support improvements to the homelessness service system through providing clear and consistent information about the aims of funding provided under the Homelessness Program and the principles and elements that must underpin service delivery for people who are homeless or at risk of homelessness. The content reflects contemporary service delivery based on the available evidence.
2 About the Homelessness Program
2.1	Project aim
The Homelessness Program aims to reduce the number of people who are homeless or at risk of becoming homeless in Queensland by funding services that assist people to:
•	obtain housing
•	maintain their housing
•	maximise their capacity to be independent, self-reliant and connected to appropriate social and community supports.

2.2	Project logic
Inputs	Service Users	Service Categories	Service types and sub types	Short term	Long term	
Homelessness Program Funding	People who are homeless or at imminent risk of homelessness

&

People who are housed but are at risk of homelessness	Access	Centre based access	Clients access appropriate services
Clients receive services they need
Clients access independent housing
Clients maintain independent housing
Clients have increased access to income, greater self-reliance and community connections	Fewer people become homeless 
The number of people who are homeless is reduced	
			Outreach access			
			Virtual access			
		Support	Centre based support			
			Mobile support			
		Supported Accommodation and Housing	Temporary Supported accommodation – Immediate, Transitional			
			Supported Housing – on-site, off-site			
	Specialist Homelessness Service sector	Service system support and development	Service support and development	Specialist homelessness sector is more efficient and effective 
Specialist homelessness sector is better coordinated and integrated		
			Coordination / network development			

Assumptions	
•	Assisting people to address the issues that put them at risk of homelessness will result in fewer people becoming homeless	
•	Assisting people once they have become homeless, through support and accommodation, will reduce the numbers of people who are homeless	
•	A more effective and better integrated housing and homelessness service system will result in better outcomes for people who are homeless or at risk of homelessness	
External factors	
•	Supply of affordable housing	
•	Economic climate	
•	Discrimination on the basis of race, age, gender or disability	

3 Context
3.1	Funding for homelessness services
Funding is provided by both the Queensland and Commonwealth Governments through the National Housing and Homelessness Agreement.
3.2	Queensland Homelessness Information Platform (QHIP)
The Department of Housing and Public Works (DHPW or the department) has implemented the Queensland Homelessness Information Platform (QHIP), an electronic database that incorporates the Vacancy Capacity Management System (VCMS) and Common Homelessness Assessment and Referral Tool (CHART).
QHIP is used to manage referrals to Specialist Homelessness Services (SHS) through a centralised database that enables service providers to access client information without the need for clients to have to repeat their story to multiple service providers to receive assistance.
QHIP enables people who are homeless or are at risk of homelessness to more readily access and move through the homelessness service system and enable service providers to:
•	provide improved services and pathways for clients
•	reduce the number of referrals
•	enable clear, transparent and consistent processes for client prioritisation
•	enable a consistent approach to initial assessment across the service system
•	provide efficient yet secure processes to share client assessment information.
Funded services are required to comply with the QHIP Policy which is available at https://www.hpw.qld.gov.au/SiteCollectionDocuments/QHIPPolicy.pdf.
3.3	Human Services Quality Framework
The Human Services Quality Framework (HSQF) is a system used by the Department of Communities, Disability Services and Seniors (DCDSS) for assessing and promoting improvement in the quality of human services delivered with government investment.
The HSQF was developed in collaboration with the non-government sector to reduce duplication and red tape, while maintaining important safeguards for customers. It incorporates:
•	a set of quality standards, known as the Human Services Quality Standards which cover the core elements of human service delivery
•	an assessment process to measure the performance of service providers against the standards
•	a continuous improvement framework, which supports the participation of customers in quality improvement.
Although the HSQF is a DCDSS framework, DHPW considers the Human Services Quality Standards within the HSQF relevant to SHS, given they operate within the human services stream. The HSQF offers an opportunity for SHS to review existing policies, procedures and practices and make improvements where necessary to ensure quality service delivery and client outcomes.
Under new service agreements, SHS are required to demonstrate compliance with the Human Services Quality Standards in one of the following ways:
•	For service providers that are in scope for certification with DCDSS (for DCDSS funded services) – providers only need to provide DHPW with a copy of this certification.
•	For service providers that are required to undertake a self-assessment with DCDSS (for DCDSS funded services), there is no need to complete a new/additional self-assessment. Service providers are required to provide a copy of the DCDSS self-assessment to DHPW. It is acknowledged that this self-assessment is not specific to SHS.
•	SHS that are not in scope for certification or self-assessment with DCDSS will be required to complete a self-assessment against the Human Services Quality Standards within the HSQF and submit to DHPW within 18 months after the service agreement commences. These providers will also be required to develop a continuous improvement plan based on the self-assessment and submit to DHPW within 12 months of completing the self-assessment.
For those SHS that are in scope for certification or self-assessment with DCDSS, please refer to the DCDSS website for advice about the HSQF and relevant requirements at www.communities.qld.gov.au/hsqf/. 
These providers should also note that certification with DCDSS applies to DCDSS funded services only. Providers are not required to include SHS funded services in your audit. If you do include SHS funded services in this process, there may be an increase in costs for the certification process.
For more information on the HSQF as it applies to SHS, please refer to the department’s website at https://www.hpw.qld.gov.au/Housing/Homelessness/Pages/Human-Services- Quality-Framework.aspx.
3.4	Underpinning approaches to service delivery
It is expected that the delivery of SHS funded under the Homelessness Program will be underpinned by the following approaches:

3.4.1	Housing first
A housing first approach transitions a person or household, wherever possible, straight from homelessness into stable, sustainable housing, with support provided where necessary to sustain the tenancy. This approach minimises vulnerable people having to be moved through multiple short-term, temporary living situations which can be unsettling and prevent their stabilisation.
Many housing first initiatives target rough sleepers and/or people experiencing chronic homelessness, but the principles of housing first can be incorporated into other parts of the service continuum with different target groups.
These principles include:
•	accessing housing as quickly as possible, with ongoing support provided (where needed) to establish and consolidate the new tenancy
•	minimising moves between multiple short-term accommodation arrangements
•	providing tenancy sustainment support to keep people housed
•	working with other service providers to deliver coordinated services once housed
•	connecting clients with mainstream services to provide ongoing support directed at helping them to sustain their tenancy
•	facilitating connections to local community and social supports to build community connectedness and reduce social isolation.
There are some people who have an ongoing need for personal and social support that cannot be met by a SHS. It is essential that SHS connect people with the appropriate long-term support through mainstream and allied services such as mental health or disability services and community facilities like neighbourhood centres.

3.4.2	Duration of need
A duration of need approach means providing accommodation and/or support for as long as the client requires to obtain and maintain sustainable housing. It is based on a person’s assessed need rather than an arbitrary time limit. Ongoing assessment determines a client’s changing needs and, once housed, clients should be connected with mainstream services to provide ongoing support directed at helping them to sustain their tenancy.
The principles supporting a duration of need approach include:
•	clients stay in supported accommodation for as shorter time as possible, with transition to longer term housing as the goal (in line with a housing first approach)
•	a focus on addressing clients’ needs in the context of case management and doing ‘whatever it takes’ to access housing
•	regular and ongoing assessment of need
•	supporting clients to find, establish and be able to sustain independent housing
•	ensuring that clients have the community, social and agency support needed to sustain them in independent housing
•	encouraging clients to be self-reliant by providing them with the skills necessary to obtain the services they require and to avoid ongoing dependency on homelessness services.
4 Homelessness Service Delivery Framework 
4.1	Service categories, types and sub-types 
The Homelessness Service Delivery Framework provides a menu of service types, or ‘building blocks’, from which services can be designed to meet identified needs.
The main service categories are:
•	Access
•	Support
•	Supported accommodation and housing.

Funding may be provided for:
•	a single service type
•	a single sub-type
•	a combination of service types and sub-types.

Service type	Service particulars	
Access Services facilitate access to the housing and homelessness service system and related services to people who are who are homeless, at imminent risk of homelessness and/or housed but at risk of homelessness.	
ST1	Centre Based Access 
Services provided face to face at the service’s centre based location to provide access, assessment and appropriate referral to support services.
Examples
Service hubs, one-stop-shops and day centres	Not applicable
	
ST2	Outreach Access
Services provided to people in public spaces and other locations. Services actively initiate face to face contact with people in to provide access, assessment and appropriate referral.
Examples
Street to Home Services provided to people in public space.	Not applicable
	
ST3	Virtual Access
Services which provide access, assessment and appropriate referral via the telephone or the internet.
Examples
Call centres and service hotlines.

	Not applicable
	
Support services provide case management support to people who are homeless, at imminent risk of homelessness, housed but at risk of homelessness and will have one or more of the following goals*:
•	Early intervention - to prevent a client from losing a tenancy that is at risk (early intervention)
•	Crisis - to transition a client from homelessness to being housed, and/or 
•	Prevention - to support a client to maintain a tenancy and prevent the person/household from becoming homeless (tenancy sustainment)
*The goal of a funded support service is specified in the Service Particulars section of the service agreement.	
ST4	Centre Based Support
Services that provide case management support face to face at a funded providers’ centre based location.
Excludes
Services that only offer basic requirements of living without providing client support and case management.
Mobile support services that are delivered at another providers’ centre based location.
Examples
Service hubs and one-stop-shops and day centres.	Not applicable
	
ST5	Mobile Support
Services that provide case management support to people either in their own home, in temporary living situations, in supported housing, in a community setting, or in public space.
Includes:
Support provided to people in another providers’ centre based location.
Excludes:
Support provided to people in Temporary Supported Accommodation that is funded under the Homelessness Program.
Examples: 
Homestay Support Services provided to people in their own homes to assist them to stay housed or make a planned transition to alternative housing. The aim of these services is early intervention to prevent people from becoming homeless. 

Street to Home Services deliver a combination of Outreach Access and Mobile Support Services to people in all settings with the aim of assisting them to transition to safe and secure housing. 	Mobile Support services may be provided in one or more of the following settings*:
•	‘In their own home’ refers to private rental, private ownership, social housing, boarding houses or in share houses.
•	‘In temporary living situations’ refers to any temporary accommodation setting for example motels or living with family/friends.
•	’Community’ refers to places where services meet with people they support, for example local library, coffee shop, recreation centre, neighbourhood centre.
•	‘Public space’ refers to places where people are sleeping rough, including parks, streets and improvised dwellings. Support to this group should take a housing first approach.

*The settings in which a service will be delivered (applicable settings) are specified in the Service Particulars section of a Funding Schedule.	

Service type	Service sub type	Service particulars	

Supported Accommodation and Housing services provide support to people in temporary accommodation or longer term housing.	
ST6	Temporary Supported 	Accommodation 

Temporary Supported Accommodation (TSA) is used to describe the provision of temporary shelter together with case management support to people who are homeless. Support is “in the walls” of temporary accommodation and is provided with the aim of assisting people to transition to safe, secure and sustainable housing.

Follow up support is also provided during a client’s transition to housing to ensure that their long term housing arrangement is safe, secure and sustainable.

Note. The delivery of TSA is often complemented by properties provided under the Crisis Accommodation Program.	ST7	Immediate Supported 	Accommodation	
Immediate Supported Accommodation (TSA – Immediate) provides TSA immediately. 

It is expected that all units of TSA – Immediate delivered by SHS are available at any one time. 

It is not expected that clients move or transition from one unit of TSA - Immediate to another unit of TSA - Immediate. 

It is not required that clients access accommodation with a higher level of supervision prior to accessing accommodation with lower levels of supervision.

Examples:
Youth shelters, women’s refuges, families’ crisis accommodation and hostels.

ST8	Transitional Supported Accommodation 	
Transitional Supported Accommodation (TSA – Transitional) that provide specific programs or activities aimed at developing clients' skills for independent living and sustaining tenancies that may not be available in TSA - Immediate.

It is not expected that clients have the skills to maintain a tenancy when entering TSA – Transitional, but rather they are assisted to develop the necessary skills during their stay.

Access to TSA – Transitional services may not always be possible immediately, as access may require planning and specific assessment/matching of clients.

TSA - Transitional may only be provided to the young people Service User groups:
•	Young People
•	Young Men
•	Young Women
•	Aboriginal and Torres Strait Islander Young People
•	Aboriginal and Torres Strait Islander Young Men
•	Aboriginal and Torres Strait Islander Young Women
Young Families	All properties used to deliver TSA will be linked to an identified level of supervision/staff presence as follows: 

•	High Level Supervision – staff are on site at all times and on awake or sleep shifts at night

•	Medium Level Supervision - staff are on site for some shifts whilst other shifts are covered by on call/return to work arrangements.

•	Low Level Supervision - staff are not based on site.

Note. The level of supervision provided to a property does not necessarily equate to the level of support provided to a client. For example, a high level of support may be provided to clients in properties with Low levels of supervision	
ST9	Supported Housing
Supported Housing is used to describe the provision of support to people living in private or social housing settings where support is guaranteed for the term of the tenancy, that is support is in the walls of the housing.

Supported Housing services that provide case management linked with specified housing dwellings.

Unlike mobile support, support is guaranteed for the term of the tenancy and may not follow the client if they move to other housing 
Examples
models that incorporate the supported housing service type include Supportive Housing, Common Ground and Youth Foyers 	ST10	On-site
Services that provide case management support to people within a housing complex or single building with workers based in the same building.

ST11	Off-site
Services that provide case management support to people within a housing complex or single building by workers who are not based in the same building.

Note. The presence of staff (on-site or off-site) does not equate to the intensity of support provided to a client.	Not applicable	

Service System Support and Development
Services aimed at developing and facilitating improved quality of SHS provided to clients and/or the efficiency, effectiveness and cost effectiveness of service provision.	
Service type	Service particulars	
ST12	Coordination/Network development
Activities that build the capacity of SHS to strengthen integrated working relationships between providers according to the identified level of client need.
Excludes
Day to day networking and coordination activities with other services to support normal client service delivery is assumed for all service types.
Examples
Homelessness Community Action Plans (Non-Government Coordinators)
	Not applicable
	
ST13	Service support and development
Activities that assist services to improve and develop service delivery, including providing specialist advice, developing resources, providing opportunities for information and skill – sharing.	Not applicable
	
4.2	Service User groups 
Service User groups is the term used to describe the group/s that the service is funded to target for assistance. The term “Service User” is used interchangeably with the terms “client” or “target group” in this document.

All funded services will have a Broad Service User group and a Service User group/s as follows:

4.2.1	Broad Service User Groups
Service Users in the context of the Homelessness Program are specified within two broad Service User groups:

1. Homeless or at imminent risk of homelessness, for example someone who is living in their car temporarily with a friend, or a person who has been given a week to leave their current housing.
A person is considered to be homeless or at risk of homelessness if they are living in:
•	improvised dwellings or 'sleeping rough'
•	short-term or emergency accommodation
•	temporary arrangements without security of tenure, for example staying with friends or relatives, in boarding houses or motels
•	unsafe or inadequate accommodation, for example where domestic/family violence or abuse threatens the person’s safety or there is severe overcrowding.
This is based on the definitions used by the Australian Bureau of Statistics, the Australian Institute for Health and Welfare and Canadian National Occupancy Standard guide.

2. Housed but at risk of homelessness, for example a family who is struggling to maintain a tenancy after losing a job and is unable to pay rent.

4.2.2	Service User Groups
Services may be provided to people experiencing homelessness or people at risk of homelessness including:
•	all Service User groups (generalist), or
•	from more than one but not all Service User groups (multiple), or
•	from a single Service User group (exclusive).
Aboriginal peoples and Torres Strait Islander peoples are over-represented in the homeless population, and so it is expected that all funded services adopt policies and practices that enhance access for this Service User group. 
It is further expected that all funded services will appropriately support Aboriginal peoples and Torres Strait Islander peoples and/or people from other culturally and linguistically diverse backgrounds.
Aboriginal peoples and Torres Strait Islander peoples Service User groups only apply when services are to be specifically provided to these groups.
Service User groups that may be targeted for assistance are listed below.
Service User Code	Comments	
SU1500	Adults	
SU1510	Adult Men	
SU1520	Adult Women	
SU1530	Aboriginal and Torres Strait Islander Adults	
SU1540	Aboriginal and Torres Strait Islander Men	
SU1550	Aboriginal and Torres Strait Islander Women	
SU2500	Young People	
SU2510	Young Men	
SU2520	Young Women	
SU2530	Aboriginal and Torres Strait Islander Young People	
SU2540	Aboriginal and Torres Strait Islander Young Men	
SU2550	Aboriginal and Torres Strait Islander Young Women	
SU2560	Young Families	
SU2570	Aboriginal and Torres Strait Islander Young Families	
SU3500	Families	
SU3510	Aboriginal and Torres Strait Islander Families	
SU3520	Women and Children Experiencing Domestic and Family Violence	
SU3530	Aboriginal and Torres Strait Islander Women and Children Experiencing Domestic and Family Violence	
SU5500	Service System Support and Development	
SU3550	Generalist	
When multiple service user groups are to be provided a service, the following code applies and  relevant service user groups are to be listed in the Funding Schedule.
SU3540	Multiple	

4.2.3	Service User sub-groups
Some services may be focused on assisting Service User sub-groups. There are five Service User sub‑groups with the Homelessness Programs as listed below.

Service User Sub-Group Code	Service user sub-group description	
SU7500	Experiencing chronic homelessness	
SU8500	Who are rough sleeping/living in improvised dwellings	
SU9500	From culturally and linguistically diverse backgrounds (CALD)	
SU10500	Older people	
SU11500	Engaged in education and training	

Where this occurs the Service User sub-group will be specified in the funding schedule. For example, a service may be funded to assist Families (SU3500) from culturally and linguistically diverse backgrounds (SU9500). 
Service User group and sub-group definitions are provided in the Glossary (Appendix 1) and Service User specific requirements are detailed in Section 5.5 Requirements for Service User groups.
4.3	Geographic catchment 
The geographic catchment describes the area where services are delivered, if mobile, or where eligible clients are located. It is not the same as the service location.
It will be based on where the need for services is highest and will usually reflect natural community boundaries and connections and the movement of people. It will be limited by resources and appropriateness for service delivery e.g. it is not advisable to have a service that targets people in another location if the service is centre-based and there is no natural connection between the two locations and no public transport.
The geographic catchment of a service does not preclude people from outside the catchment accessing the service.
For ease of mapping geographic catchment, service agreements will specify whole Local Government Areas (LGAs) or Statistical Area 2 (SA2) level for catchment boundaries. SA2 maps are available on the Australian Bureau of Statistics website.
4.4	Service Deliverables
The deliverables required from services are expressed as performance outcomes and outputs:
•	Outcomes are the results or goals that are to be achieved through the delivery of funded outputs. 
•	Outputs are quantities of services to be delivered. 
Minimum service targets are set for outcomes and outputs. Targets are informed by evidence collected from existing services and are monitored and reviewed over time.
Failure to achieve the minimum targets without explained mitigating circumstances may trigger a compliance response from the department. 
Where possible, all Outcome and Output measures are aligned to data already collected by services.
4.4.1	Outcomes and targets
Outcomes align with program goals. They are measured using the following measures, and assessed against a minimum target to be achieved per annum. 

Service category	Outcome measurement	
	Outcome	Outcome measure	Annual Target	
Access, 
Support, 
Supported Accommodation and Housing	Clients resolve the issues that impede accessing or maintaining housing	OM03 - Number and percentage of support periods closed during the quarter where a client (a) had an individual case management plan in place, or (b) was part of another client’s case management plan.	Minimum 90% (From Specialist Homelessness Services Collection)	
		OM04 - Number and percentage of support periods closed during the quarter where a client had an individual case management plan in place and half or more of the case management goals had been met.	Minimum 75% (From Specialist Homelessness Services Collection)
	
	Clients are housed at the end of support.	OM05 Number and percentage of support periods that ended with the client housed in secure and sustainable housing.	Minimum 60% (From Specialist Homelessness Services Collection)	

Refer to Appendix 2 for Counting rules and explanatory notes.
1.1.1	

4.4.2	Outputs and targets
Outputs align with the Homelessness Program Service Delivery Framework and are quantified using the following measures:

Service category	Service type	Output measurement	
		Output	Annual Target	
Access	Centre based Access	A01.2.02
Case management 	Number of hours of case management provided and number of clients who received this output.	
	Outreach Access			
	Virtual Access			
Support	Centre based Support			
	Mobile  Support			
Supported Accommodation and Housing	Supported Housing			
	Temporary supported accommodation (TSA)	A05.4.01
Accommodation with support 	Number of places of TSA and number of clients who received this output.	
4.4.3	Calculating output targets
Services are funded to deliver a minimum number of outputs. These are expressed as a minimum output targets.
Output targets are determined in line with assumptions relating to the service users, service type and level of funding.
Output targets are expressed as hours or, places and clients (depending on the funded service type).
Output targets are applied to all direct service delivery service types and are calculated based on estimated capacity of the service (places or hours) and an estimated average turnover of clients.
4.4.3.1	Case Management 
4.4.3.1.1 Hours
In calculating the target number of hours of case management to be delivered, consideration is given to:
•	The number of positions (or part thereof) providing direct service delivery to clients. This does not include managerial, supervisory or administrative positions that are not involved in direct service delivery.
•	The proportion of the worker’s time spent working directly with clients such as undertaking initial assessments, providing housing assistance and advocacy or providing emotional and practical support.
•	The proportion of time spent working on behalf of clients such as arranging a referral, writing case notes, participating in case conferences and recording data at time of assessment.
Consideration is also given to the quantity of funded hours being consistent amongst like service types and service users but acknowledging that variation may occur depending on a range of factors such as the geographic location in which the service is provided.
When reporting on hours, services are required to report on the time spent working directly with or on behalf of clients.
Refer to counting rules in Appendix 2 for more details regarding what is and isn’t included when counting hours of support.
4.4.3.1.2 Clients
Client targets are based on an estimated average number of hours per client.
The target number of clients is calculated by dividing the number of funded hours per annum by the average number of hours per client.
Averages are based on available evidence of the time required to achieve client outcomes.

Example 1
A service is funded to provide 1000 hours of mobile support per annum. 
On average each client receives 30 hours of case management 
1000 hours divided by 30 hours = 33 
The service client target is 33 clients per annum.

Example 2
A service is funded to provide 500 hours of centre based support per annum.
On average each client receives 10 hours of case management.
500 hours divided by 10 hours = 50
The service client target for case management is 50 clients per annum. 

Note. In some instances, such as Supported Housing, a service may assist a client for more than one year. Therefore, it is acknowledged that the achievement of annual client targets may not equate to a total number of unique individuals assisted over the funding period.
4.4.3.2	 Accommodation with Support 
4.4.3.2.1 Places
The department calculates the target number of places to be provided by counting the minimum units of accommodation available per annum. 

The minimum number of units of accommodation is the same as the usual capacity of a TSA service. A minimum unit of accommodation/place may be a bed, a bedroom, a flat, an apartment or a house, depending on the service model being delivered and the target group being assisted. For example:
•	If a three bedroom house is usually at capacity when a single family is accommodated, then the minimum unit is counted as one.
•	If a four bedroom house is usually used to accommodate 3 young people and an overnight worker, then the minimum unit is counted as three.

The annual target number of places to be provided is calculated by multiplying the minimum number of units of accommodation available at any one time by the number of nights per annum.

Example1
A TSA – Immediate service for young people has a property comprising of 7 bedrooms. 
6 bedrooms are available for clients and one bedroom is used by overnight workers. Each bedroom is usually used to accommodate one young person. 
Count 6 minimum units of accommodation per night = 6 places per night.
The number of accommodation nights in a year is 365. 
The total number of places available per annum is calculated as follows:
6 places x 365 nights = 2,190 places per annum 

Example 2 
A TSA – Immediate service for families has 12 properties available.
The properties range from two bedroom flats to four bedroom houses. 
In general, one family is accommodated per property. 
Count 12 minimum units of accommodation per night = 12 places per night
The number of accommodation nights in a year is 365. 
The total number of places available per annum is calculated as follows:
12 places x 365 nights = 4,380 places per annum. 
4.4.3.2.2 Clients
The calculation of client targets for Accommodation with support is based on the average number of clients accommodated per place and the average length of stay per client.

Client targets are calculated by multiplying the number of funded places available per night by the average minimum number of clients accommodated per place at any one time by the average turnover per contract period. 
Example 
A TSA service has 5 funded places at any one time. 
2 people (1 young woman and 1 child) are usually accommodated per place per night.
The average length of stay per client is 6 months which equates to an average client turnover of 2 times per annum. 
The client target is therefore: 5 (places) x 2 (clients) x 2 (turnover) = 20 clients per annum.

4.4.4	Reporting on clients assisted
When reporting on clients, services are required to count the number of individual clients supported during the quarter.
Clients are counted in accordance with the SHS Collection manual - July 2013 which is available online at http://www.aihw.gov.au/WorkArea/DownloadAsset.aspx?id=60129543495 .
For people to be counted as a client they must directly receive a service. It includes children, as long as they directly receive a service and are not just a beneficiary of service delivery. For example, the provision of accommodation is considered a service. However, if a family is provided with mobile support, or presents at an Access service and the adults are the only people in that family who directly receive a service, then the children are not counted.
Example 1
A family of 6 (3 adults and 3 children) visit a Centre Based Support service. Two adults are provided with information and advice. Count as 2 clients.
In some cases, a client may exit and enter a service within a quarter. This results in the client having two support periods. 
If a client has two support periods during the reporting quarter they are counted as one client.
Example 1
During the counting period an agency accommodated 25 clients (including children) whose support periods are closed and five who are still being accommodated. 
The total number of clients for the quarter is 30.
Services must not exit clients from services before support needs are met in order to meet client targets (Refer to Section 3.4.2 Duration of Need). 
It is also expected that for accommodation services, support will be provided beyond the duration of stay (refer to Section 5.3.3 regarding requirement to provide follow up support).
Where factors impact on the SHS’s ability to achieve client targets, SHS are required to provide an explanation in the comments field for output reporting. This may include where the client case mix temporarily prevents the allocation of available places or where rooms, properties or beds are temporarily unavailable due to repairs or a critical incident. 
It is critical that SHS report on factors impacting on their ability to achieve client targets to inform program development and planning.
5 Service Delivery Requirements
Services that are funded by the department under the Homelessness Program must adhere to the statements identified in this section. These statements form part of the contractual requirements in a service agreement with the department.
5.1	Requirements for all Specialist Homelessness Services
5.1.1	Case management
Case management is a mandatory service approach for all services as it puts identifying and responding to the client’s expressed needs at the centre of all aspects of service delivery.
The main elements of case management are:
1.	Entry/Screening
2.	Assessment
3.	Planning
4.	Direct Service
5.	Co-ordination (including referral)
6.	Monitoring and Review
7.	Exit Planning, Case Plan Closure and Follow-up
8.	Evaluation
Case management is an approach that can be tailored to all service types and delivery models. It is not related to the intensity of support provided or the length of relationship with a client. It may be intensive and comprehensive, or an abbreviated or compressed version for example in the context of Access Services.
It is expected that services will proactively seek to engage clients in case management, however clients are not required to formally agree to case management in order to access a service.
5.1.2	Accessibility
All SHS are required to:
•	be flexible and sensitive to the needs of individual clients, and the target group through the design and delivery of services (operating hours, practices, and rules)
•	operate with low or no entry requirements for clients. Services must not restrict access to any part of the service on the basis of client’s capacity to pay on entry and ongoing; and not make generic or blanket exclusions to the service, rather consider each situation and assess any risk on a case by case basis
•	adopt a risk management framework for dealing with clients that have challenging behaviours with the intent of developing alternative processes for managing these clients rather than excluding them.
5.1.3	Client practice
All SHS are required to:
•	where possible, not exit any client into homelessness.
•	provide support that is proactive, persistent, reliable, practical and comprehensive.
•	provide services in a manner that is respectful of the dignity and privacy of individuals
•	provide services in ways that minimise the client’s dependency on homelessness services and maximises their capacity for independent living.
•	provide respectful and flexible services that are appropriate to the range of culturally and linguistically diverse groups in the service catchment.
•	adopt policies and practices that enhance access and are culturally appropriate for Aboriginal peoples and Torres Strait Islander peoples.
5.2	Requirements for specific service categories	
5.2.1 Access Services (ST1-3)
All Access services are required to deliver case management to each client through:
•	undertaking initial assessment of client needs
•	undertaking initial risk assessment and safety planning, as needed
•	meeting immediate needs
•	providing emotional and practical support
•	advocating and assisting to access housing and SHS and any other mainstream services
•	providing information, assessment and facilitated intake and referral to the SHS system or related service systems
•	providing support until appropriate referral is completed
•	maintaining contact with clients until an appropriate referral is completed, and, in the absence of a successful referral, provide support and an interim response where possible
•	open at hours that suit the client group for drop-in visits.
5.3	Requirements for service types
5.3.1	Outreach Access (ST2)
All Outreach Access services are required to:
•	initiate contact with people who are homeless in public spaces and other locations with respectful and culturally appropriate engagement and assessment practices
•	provide assessment and facilitate intake and referral to the housing and homelessness service system
•	provide the necessary number of contacts and practical assistance to facilitate confidence and trust between the service and client to achieve assessment and facilitate intake and referral
•	assist people experiencing homelessness in public space and other locations.
5.3.2	Centre Based (ST1 and ST4)
All homelessness Centre Based services are required to:
•	be delivered face to face at a centre based location
•	provide a welcoming, friendly, safe and supportive environment that is easily accessible and culturally sensitive
•	be close to public transport, easy to contact via phone and online information
•	open at hours that suit the client group for drop-in visits and appointments in location/s where they are needed
•	be broadly publicised as appropriate to the target group and referral agencies.
5.3.3	Temporary Supported Accommodation (ST6, ST7, ST8)
All TSA services are required to:
•	temporarily meet both the accommodation and support needs of clients
•	provide good quality accommodation with capacity for client privacy and, wherever possible, a home-like atmosphere
•	support the client to resolve the immediate crisis
•	respond in a timely manner to all referrals and client needs
•	keep vacancies to a minimum and provide a level of support to all referrals
•	not keep a waiting list for supported accommodation
•	exit clients into independent housing/accommodation as soon as possible
•	provide follow up support to clients who have exited TSA
•	advise the department of any changes to accommodation/property component of service provision as this may have an impact on the capacity of the funded service to deliver the agreed service.
Note. Funding is provided for support which is intrinsically linked with the provision of temporary accommodation. These requirements relate only to the support component of the service provision.
Properties that are to be used for TSA may be provided or funded through the Crisis Accommodation Program (CAP) or through another source (e.g. auspice or Council owned).
Organisations funded for provision and management of the accommodation are required to comply with any relevant regulations or requirements related to that funding. TSA services that have CAP properties or CAP head-leases are required to have a separate lease or service agreement for the CAP component of the service.
5.4	Requirements for service sub-types
5.4.1	Immediate Supported Accommodation (ST7)
In addition to the requirements for all TSA. All TSA - Immediate services are required to:
•	make all places available at any one time 
•	take a flexible approach to the delivery of TSA - Immediate, ensuring timely access to all available places
•	not ‘graduate’ clients from one place of TSA - Immediate to another place of TSA - Immediate that is provided by the same service
•	not expect clients to access places with a higher level of supervision prior to accessing places with lower levels of supervision.
5.4.2	Transitional Supported Accommodation (ST8)
In addition to the requirements for all TSA. All TSA - Transitional services are required to:
•	deliver specific programs or activities aimed at developing clients' independent living and tenancy sustainment skills
•	accept clients who do not have the skills to maintain a tenancy when entering TSA - Transitional services and assist clients to develop the necessary skills during their stay.
5.5	Requirements for service user groups
5.5.1	Young people
Services for young people must:
•	not be targeted at young people under 16 years of age
•	follow the ‘Supporting young people under 16 years of age: Guidelines for good practice for Specialist Homelessness Service providers’ guidelines available online at https://www.hpw.qld.gov.au/SiteCollectionDocuments/supporting-young-people-under-16years-of-age-guidelines-for-good-practice-for-specialist-homelessnessservices.pdf.

5.5.1.1 Working with young people in care of the Department of Child Safety, Youth and Women
SHS are only required to accept the placement of a child or young person who is under 18 and subject to a child protection order under the Child Protection Act 1999 which grants custody or guardianship to the chief executive of the Department of Child Safety, Youth and Women (herein referred to as a child or young person in the care of Child Safety):
•	on an emergency basis until a more suitable placement can be arranged; and
•	where there are appropriate casework supports in place. 
In addition, the following conditions apply:
•	Services may not prioritise clients on the basis of referral by a government department.
•	Services may only accept Child Safety placements for children aged 13 years and above.
•	In the event that a service accepts the placement of a child or young person in the care of Child Safety, the placement will be for the duration of three working days or less, unless the service agrees to extend beyond this period and the agreement is endorsed by the local Regional Director or their delegate. Where a placement is extended past three working days, a written agreement must be completed that includes: arrangements for health, education, religion, cultural, family contact, behavioural needs, transitional plans for the child/young person; identification of roles and responsibilities for all parties involved; and a date as agreed upon by all parties for the review of the agreement. This process must include the involvement of an Indigenous Recognised Entity in cases relating to Aboriginal and Torres Strait Islander children or young people.
•	Services are required to give consideration to the ages and needs of the other clients in the service and the need to avoid unreasonable risks from older clients when considering access to the service by children or young people in the care of Child Safety.
•	At any point in time, children and young people in the care of Child Safety must not constitute the majority of a service’s clients.
•	Services must allow a Child Safety caseworker access to the service’s premises for the purpose of providing support to Child Safety clients.
•	Services must provide the usual service, as is normally provided to clients of the SHS, to clients in the care of Child Safety. Any additional support must be negotiated between the service and Child Safety.
•	If a service becomes aware that a child or young person who has self-referred to the service is in the care of Child Safety, the service must inform Child Safety within 24 hours.
•	If the service has concerns that a child or young person involved with the service is experiencing significant intra-familial harm or is at risk of significant intra-familial harm, the service must notify Child Safety of the concerns, and notify the Queensland Police Service.
•	Services must share with Child Safety such information as is necessary for the best interests, wellbeing and safety of the child or young person, with Child Safety. 
•	In the event of an emergency relating to a child or young person in the care of Child Safety, services must during office hours contact the Child Safety Service Centre (CSSC) with case management responsibility, notifying them of the incident. In the event that the designated Child Safety Officer for the child or young person is not available, the Child Safety Regional Intake Service must be contacted. Outside of business hours, services must contact the Child Safety After Hours Service Centre on 07 3235 9901. Please note, this number is not for the general public.
5.5.2 Women and children experiencing domestic and family violence
SHS that are specifically funded to provide services for women and children experiencing domestic and family violence are required to:
•	implement the ‘Practice Standards for Working with Women Affected by Domestic and Family Violence’ available at: Practice Standards Error! Hyperlink reference not valid.
•	provide a service that is open for 52 weeks a year with an on-call service outside of office hours seven days per week, to respond to existing clients and new referrals, including the following stipulations:
•	when the service has a vacancy, it will be available to accept and commence new intakes until 7pm each day (i.e. client to arrive at the service by 7pm);
•	when the service has a vacancy, referrals will be accepted until 9pm each day for intake the next day; and
•	existing clients and referral organisations will be provided with contact details for the on-call service and on-call staff will respond promptly to all calls
•	accept referrals and provide services to the target group outside of the specified catchment area on an as needs basis
•	take state-wide referrals from DVConnect and other referring services
•	accept referrals from the local area, where a risk assessment has determined there will be no compromise to the client’s safety, security and protection or that of others at the service. 
5.5.3 Aboriginal and Torres Strait Islander women and children in remote communities
SHS with Aboriginal and Torres Strait Islander women and children in remote communities operate in unique environments where achievement of housing outcomes may be limited. Services will provide an immediate response to homelessness, where clients don’t have access to a safe and secure home due to experiences of domestic and family violence. They may also offer a support response to people where there is a risk the person may not have access to a safe and secure home due to domestic and family violence (past, current or predicted).
It is not expected that the service will be staffed on a 24 hours 7 days a week basis. The service will identify the times of greatest need and service delivery will be prioritised for these times.
As such, staff will work outside business hours and night shifts, be on-call outside business hours and at night and return to work outside business hours and at night as required.
Whilst client targets will not be set for this service user group, the service will report on outputs provided. The service will collect information regarding the daily client usage of the accommodation in the format provided. The report will be uploaded to OASIS at the end of the specified period. The information collected may assist the calculation of client targets in the future.

5.6	Other requirements
5.6.1	Brokerage
SHS may be funded for brokerage.
Services are required to use brokerage funds within the context of case management. This means that brokerage:
•	must provide for the purchase of services and resources considered essential to achieve agreed client outcomes
•	not be the first or the only support a client receives from a service
•	be used in accordance with the requirements set out in the ‘Guidelines for the use of Brokerage Funds in Specialist Homelessness Services’ which are available on the DHPW website at: https://www.hpw.qld.gov.au/SiteCollectionDocuments/brokerage-guidelines-for-shs.pdf 
Services are required to report on the use of brokerage by completing the report provided at Appendix 3 and submitting the report via OASIS quarterly. 
5.6.2	Self-Funded Domestic and Family Violence Refuges
There are some self-funded refuges in Queensland which, unlike government-funded refuges, are not required to meet the requirements for delivering SHS.
The DCSYW Suitability Assessment Guide will assist referral organisations to consider if the self-funded refuges are appropriate for referral. This is available on the DCSYW website at https://www.qld.gov.au/community/documents/getting-support-health-social-issue/self-funded-refuges-suitability-assessment-guide.pdf.
If you are a referral agency that is considering referring to a self-funded refuge, please read the fact sheet on ‘Domestic and family violence refuges: Information for referral agencies’ which is available in the Queensland Government website at https://publications.qld.gov.au/dataset/domestic-and-family-violence-resources/resource/37ccdaf9-66d9-4d91-9f30-906ba616e6ba. 
5.7	Reporting Requirements
5.7.1	Data collection and evaluation
All SHS are required to:
•	Meet all data collection requirements as notified by the department from time to time, including (without limitation) the submission of monthly data to the Australian Institute of Health and Welfare for the Specialist Homelessness Services Collection (SHSC) and any amendment to, or replacement of, those requirements.
•	Agree to the AIHW providing a copy of all information provided by providers to DHPW, including:
•	aggregated client data that identifies providers through an agency ID as the service or data provider; and
•	confidentialised unit record data for individuals who sought assistance or were assisted by You - for purposes consistent with the National Partnership Agreement on Homelessness, National Affordable Housing Agreement and AIHW Acts, and subject to the confidentiality provisions in s 29 of the Australian Institute of Health and Welfare Act 1987 (Cth) that prohibit any publication of this data in a manner that identifies any individual or entity
•	Participate, as requested by the department, in all performance monitoring and evaluation processes.
•	Adhere to the QHIP Policy as provided by DHPW.

Note. Providers of Supported Housing are not required to use QHIP.
5.7.2	Performance reporting
5.7.2.1 Online Acquittal Support Information System (OASIS)
Providers are required to report the following data via OASIS:
Service User code	Service type code	Service sub- type code	Measure	
Output measures	
All service user codes	ST1-5 ST9	ST10-11	AO1.2.02	Number of hours of hours of case management provided and number of clients who received this output.	
	ST6	ST7-8	AO5.4.01	Number of places of TSA and number of clients who received this output.	
Other measures	
All service user codes	Only where funded for brokerage	Only where funded for brokerage	IS117	Number of clients where brokerage was provided.	
All service user codes	Only where funded for brokerage	Only where funded for brokerage	IS61	Provision of brokerage report in the required format.	
All service user codes	ST1-6 ST9	ST7-8 ST10-11	IS63	Provision of up to three brief case studies that demonstrate client experiences and outcomes.	

5.7.2.2 Australian Institute of Health and Welfare 
The department will also review data provided to the Australian Institute of Health and Welfare through the SHSC to assess service performance against the following measures:
Service User code	Service type code	Service sub- type code	Measure	
Outcome measures	
All service user codes	ST1 -6 ST9	ST7-8 ST10-11	OM03	Number and percentage of support periods closed during the quarter where a client (a) had an individual case management plan in place, or (b) was part of another client’s case management plan (Minimum target of 90%)	
	ST1-6 ST9	ST7-8 ST10-11	OM04	Number and percentage of support periods closed during the quarter where a client had an individual case management plan in place and half or more of the case management goals had been met (Minimum target of 75%)	
	ST1-6 ST9	ST7-8 ST10-11	
OM05	Number and percentage of support periods that ended with the client housed in secure and sustainable housing (Minimum target of 60%)	
Throughput measures	

All service user codes	ST1-6 ST9	ST7-8 ST10-11	IS112	Number of support periods that commenced during the quarter	
	S1-6 ST9	ST7-8 ST10-11	IS120	Number of open support periods	
	ST1-6 ST9	ST7-8 ST10-11	IS111	Number of support periods that ended during the quarter	
Demographic measures	
SU2560, SU2570, SU3500, SU3510, SU3520, SU3530, SU3540, SU3550	ST1-6 ST9	ST7-8 ST10-11	IS110	Number of individual clients who are children	
All service user codes	ST1-6 ST9	ST7-8 ST10-11	IS35	Number of clients identifying as Aboriginal and Torres Strait Islander	
SU8500 only	ST1-6 ST9	ST7-8 ST10-11	IS118	Number of new support periods where the client identified as sleeping rough or in non- conventional accommodation immediately before presentation	
SU7500 only	ST1-6 ST9	ST7-8 ST10-11	IS119	Number of new clients who are experiencing chronic homelessness immediately before support	

6 Contact Information
For any further information regarding the Homelessness Program: 
•	Funded providers please contact your Contract Manager.
•	For all other inquiries please contact the Homelessness Programs Team at HHS-Programs-Homelessness@hpw.qld.gov.au

Appendix 1:	Glossary of Terms
Term	Meaning	
Adults	Describes people who are over 18 years of age.	
Client	A client is a person who directly receives a SHS. This definition is based on the definition of a client as used in the SHSC. It includes children as long as they directly receive a service and are not just a beneficiary of service delivery. The provision of accommodation is considered a service.

Note: client, target group and service user may be used interchangeably.
	
Collaboration	Two or more service providers adopt a partnership approach to achieve common goals for a mutual client by sharing case management, case planning and/or service delivery. People or agencies who have a shared purpose, parallel services and clients in common develop agreed protocols to share knowledge and build consensus. May include the appointment of a dedicated coordinator or manager.
	
Cooperation	Often unstructured/informal relationships between two or more service providers that share information and may pool resources to deliver programs.  They may have shared purpose and parallel services.
	
Coordination	Structured relationship/partnership between two or more service providers to achieve complementary goals such as working together on a specific program. They may have shared purpose, parallel services and clients in common.
	
Families	A family is a group of two or more people who usually live in the same household and who are related to each other biologically or through another family relationship such as adoption or fostering. This includes one or more carers accompanied by one or more child/ren, couples (same sex or heterosexual), multi-generational families and can also include pregnant women.
	
Integration	Two or more organisations come together to form a single system with a common identity and outcome. They have a common purpose, converging processes (continuity of service between organisations) and common client base.
	
Older People	People who are over the age of 60 years of age but with consideration to other people who may be experiencing, at an earlier age, the health and living restrictions that aging brings.
	
Outcome	An outcome is the impact of a funded output. An outcome may be achieved for an individual, group or community.
	
Output	An output is a service delivered to achieve a desired outcome. Service providers transform inputs (resources) into outputs (services). 
	
People experiencing chronic homelessness	Describes people with an experience of homelessness that is long lasting or recurs over an extended period of time. This includes people who have been homeless for more than 12 months or who have had repeat periods of homelessness over a period of 12 months or longer. Chronic homelessness may include primary, secondary and tertiary homelessness at different times. For example, a person may live on the streets for a time, live in boarding houses, stay with friends or use crisis accommodation at other times. People who experience chronic homelessness are more likely to experience one or more of the following: a background of trauma and/or abuse, drug and/or alcohol addiction, other disabilities or physical health problems, acquired brain injury or intellectual disability, poor living skills, learning difficulties, unemployment, gambling addictions or family or domestic violence.
	
People from culturally and linguistically diverse backgrounds (CALD)	People who are born overseas or who identify as a member of a cultural community based on language, ancestry, birthplace, religion and ethnic background.
	
Places	Places are the unit of measure for the Accommodation with Support output and are the minimum number of units of accommodation or usual capacity of a TSA service. A place may be a bed, a bedroom, a flat, an apartment or a house, depending on the service model being delivered and the target group being assisted.
	
Rough Sleeping / Living in improvised dwellings	Describes people who are sleeping, or bedded down, in the open air (such as on the streets, or in doorways, parks or bus shelters) and people in buildings or other places not designed for habitation (such as sheds, car parks, cars, derelict boats or stations). This categorisation is based on a person’s location at a particular point in time. Some people who are rough sleeping may be new to homelessness, may never have been homeless before, and may end up rough sleeping for a short time as a result of a crisis in their lives. Others may experience occasional episodes of homelessness and others experience chronic homelessness.
	
Service user group	The group/s that the service is funded to target for assistance. The term Service User may be used interchangeably with the term client or target group.
	
Specialist Homelessness Services (SHS)	Services that are funded by Government specifically to assist people who are homeless or at risk of homelessness across Australia.
	
Support period	The support period is the total period of time a client receives services from an agency (source: SHSC manual)
	
Target group	The group/s that the service is funded to target for assistance. The term target group may be used interchangeably with the term client or Service User.
	
Women and Children experiencing
domestic
and family violence	Women alone, or with children, who are homeless and require a place of safety as a result of leaving a situation of domestic and family violence (as defined in the Domestic and Family Violence Protection Act 2012). Please refer to the, Domestic and Family Violence Support Service: Investment Specifications v.3 (1 April 2018) that can be found on the Department of Child Safety, Youth and Women website at https://www.communities.qld.gov.au/gateway/funding-grants/investment-specifications for further details about this target group. These specifications include in their definition those living in unsafe or inadequate accommodation, for example where domestic and family violence or abuse threatens the person’s safety.	
Young People	Young people over school leaving age and between 16-25 years. Services may stipulate specific age ranges within the 16-25 years age range. In some circumstances services may accept clients below school leaving age but cannot target their services at this age group.	

8 Attachment 2:	Counting Rules for Performance Measures
Measure	Counting Rule	Examples	
Outcome measures	
OMO3 - Number and percentage of support periods closed during the quarter where a client (a) had an individual case management plan in place, or (b) was part of another client’s case management plan. 

Note: The performance target for this measure is expressed as a percentage	The department calculates this by counting the number of support periods closed during the quarter where the client had an individual case management plan in place or where part of another person’s case management plan.

AND

Express the number above as a percentage of the total number of support periods that closed during the quarter.
	At the end of the counting period there were 25 clients whose support periods were closed during the quarter. Of these, 20 were clients who had an individual case management plan or were part of another’s case management plan (i.e. children in TSA), and 5 did not have a case management plan in place.

Of the total of 25 clients with closed support periods, the percentage that achieve this outcomes measure were 20 clients or 80% of clients.

OMO4 - Number and percentage of support periods closed during the quarter where a client had an individual case management plan in place and half or more of the case management goals were achieved.

Note: The performance target for this measure is expressed as a percentage.

Please note that clients who are part of another person’s case management plan and clients who do not have a case management plan in place are not counted in the calculations for this outcome measure	The department calculates this by counting the number of support periods closed during the quarter where a client had an individual case management plan in place and half or more or all of the clients’ case management plan goals were achieved.

AND

Express the number above as a pecentage of the total number of support periods that closed during the quarter where a case management plan was in place.
	30 support periods were closed at the end of the reporting period, of which 20 were for clients with an individual case management plan was in place. Of these 20, 15 were closed with half or more or all of the clients’ case management plan goals were achieved.

Count the 15 of the 20 clients who had an individual case management plan in place, and the percentage is 75%. (NB: the 10 clients without an individual case management plan in place are not included in the calculations for OMO4).
	
OMO5 - Number and percentage of support periods that ended with the client housed in secure and sustainable housing.

Note: The performance target for this measure is expressed as a percentage.	The department calculates this by counting the number of support periods closed during the counting period where the client’s tenure was one of the following categories (but not as couch surfers):
•	Renter – private housing
•	Renter – public housing
•	Renter – community housing
•	Renter – transitional housing
•	Renter – caravan Park
•	Renter – boarding/rooming house
•	Other renter
•	Rent free – private housing
•	Rent free – public housing
•	Rent free – community housing
•	Rent free – transitional housing
•	Rent free – caravan park
•	Rent free – boarding/rooming house
•	Other - rent free
•	Life tenure scheme
•	Owner – shared equity or rent/buy scheme
•	Owner – being purchased (with mortgage)
•	Owner – fully owned
•	Other tenure not elsewhere classified.

AND 

Express the number above as a percentage of the total number of support periods that closed during the quarter.
Note. The following tenures are not classified as secure and sustainable accommodation and must NOT to be counted:
•	Renter – Emergency accommodation/night shelter/women’s refuge/youth shelter
•	Rent free - Emergency accommodation/night shelter/women’s refuge/youth shelter
•	No tenure 
•	Don’t know
	A client who goes to stay with a family member and is sleeping on the couch is not considered to be housed.

A client who exits to no fixed abode is not considered to be housed.

A client who moves to a shelter or another form of emergency accommodation is not considered to be housed.
The number is derived by counting the number of clients in the categories listed, less the number selected in these categories but also noted as couch surfer in the following question.

While services may have concerns about the safety of clients exiting to home (e.g. women and children returning home after experiencing domestic and family violence), the counting rules is to be applied as stated above. This is the most reliable objective data available at this time.
	
Output measures	
A05.4.01
Temporary supported accommodation (TSA)

Unit of measure: Places	Target
The department calculates the place target by counting the number of units of accommodation available to clients over the counting period.
The number of funded places should be the same as the usual capacity of your service.
The department does not exclude places where rooms, properties or beds are temporarily unavailable, e.g. due to repairs or a critical incident.

Provided
Count the number places provided to clients who are the Presenting Unit Head. You can give an explanation for any underutilisation in the comment section of the "places provided output measure".	Target
The total number of places available is the number of accommodation units multiplied by the number of nights in the counting period.

A supported accommodation service has accommodation places for 6 people per night or 6 units of accommodation. The number of accommodation nights in the quarter is
91. So the total number of places available is: 6 x 91 = 546.

A family’s TSA  – Immediate service has 12 units of accommodation/properties available for homeless families.

The properties range from two bedroom flats to four bedroom houses. In general, one family is accommodated in each property.
Count one accommodation unit for each property.
Provided
Example 1
A TSA - Transitional service for young people operates a shelter that can accommodate six young people. Assume there are 92 nights in the counting period.
•	For 55 nights the shelter was full, (it provided 6x55 nights) = 330 ‘places’
•	For 33 nights five clients were accommodated, (it provided 5x33 nights) = 165 ‘places’
•	For the remaining four nights, due to a critical incident at the service, the service had only three clients, (it provided 3x4 nights) =12 ‘places’.

The total number of ‘places’ provided by this service for the counting period is 507.	
		Example 2
On a given night, a service had 8 men in their TSA for single men, two individual clients in each of their 2 x 3 bedroom ‘share houses’ for young people, and 3 single parent families in their 3 x 3 bedroom houses for families, the service would have 15 ‘places’ provided for that night [8+4+3=15].

Calculation
•	8 men in an 8 bed single men’s service = 8 places
•	Two individual clients in each of the 2 x 3 bedroom share houses = 4 places
•	3 single parent families in 3 x 3 bedroom houses = 3 places

Total = 15 places for that night ‘places’ would need to be calculated
and counted as above for each night of the counting period and then totaled to get the number of places provided.

SHIP OR OTHER CMS USERS:
Initially this information will need to be manually counted. In time the data may be able to be extracted using the reporting function in SHIP or other CMS.
	
A05.4.01
Temporary supported accommodation (TSA)

Unit of measure: Clients	Count the number of individual clients supported during the quarter.	During the counting period an agency has 25 clients (including children) whose support periods are closed and five who are still receiving a service. Count as 30 clients.
•	Children who are accommodated receive a service and so are considered to be clients
•	If a client has two support periods during the quarter, count as one client.

This count should include clients whose support periods commenced, closed and were ongoing during the quarter.

Example 1
A family of five are accommodated by your agency - count as five.

SHIP OR OTHER CMS USERS:
You can use the reporting function in SHIP or other CMS data to generate this number.
	
A01.2.02
Case management

Unit of measure: Hours	Count time spent working directly with or on behalf of clients.	Counted as hours of service/output:
Time spent with clients/Service Users/community in person or on the phone, for example:
•	Initial assessment
•	Providing housing assistance and advocacy
•	Providing emotional and practical support
Time spent on behalf of a client or which can be attributed to a client including:
•	Arranging a referral Writing file notes
•	Participating in case conferences
•	Recording data at time of assessment
•	Mobile service delivery
•	Preparing training materials
•	Time available for clients (output specific)

Support workers operating in pairs provide assistance to one person, count as one hour of support provided.

NOT counted as hour of service/output
•	Indirect time: Travel
•	Team meetings, training
•	Networking meetings, getting supervision
•	Compiling or entering data for reporting purposes
•	Collating data, administrative tasks, supervising staff
	
A01.2.02 Case Management

Unit of measure: Clients	•	Count the number of individual clients supported during the quarter.	A person is provided with support in the context of case management count as one client.

Example 1
A family of five seek support from your agency.  Two adults and 1 child receive support. The two remaining children do not receive a service – count as three clients.

Example 2
A person is provided with support in the context of case management count as one client. 
	
Throughput measures	
Number of support periods that commenced during the quarter.	The department calculates this by counting the number of support periods that commenced during the quarter.

If there are multiple support periods for an individual client, count each support period that commenced.
	An agency has 10 clients whose support period commenced during the quarter. It does not matter whether they are ongoing clients, or their support period ended during the quarter. One client had two support periods through the quarter. One or both are now closed.  Count as 11.
	
Number of open support periods.	The department calculates this by counting the number of open support periods as at the last day of each quarter.
	On the last day of the quarter an agency has 10 clients whose support periods are still open. Count as 10.
	
Number of support periods that ended during the quarter.	The department calculates this by counting the number of support periods that closed during the quarter.

If there are multiple support periods for an individual client, the department counts each support period that has ended.

	During the counting period an agency has 25 clients whose support period has ended and five who are still receiving a service. One client had two separate support periods that are now both closed.  Count as 26.
	
Demographic measures	
Number of individual clients who are children.	For Children in Family, Domestic and Family Violence or Generalist Services.

This is calculated by the department counting the number of individual clients under the age of 18 who were supported during the quarter.	During the counting period an agency has 10 clients who were children whose support periods are closed and five who are still receiving a service. Count as 15 clients.

Children who receive a service, e.g. accommodation, are deemed clients.

Children who do not DIRECTLY receive a service are NOT considered to be clients.
	
	For Youth Services

This is calculated by the department counting the number of individual clients under the age of 16 who were supported during the quarter.	For Youth services – children are considered to be persons under 16 years of age.
	
Number of individual clients who identify as Aboriginal and/or Torres Strait Islander.	This is calculated by the department counting the number of individual clients (including children) supported during the quarter who identified as being Aboriginal and Torres Strait Islander.		
Number of new support periods where the client identified as sleeping rough or in non- conventional accommodation immediately before presentation.	This is calculated by the department counting the number of new support periods where the client identified as having an episode of sleeping rough or in non- conventional accommodation in the month prior to presentation.	During the counting period, the agency has 30 new support periods. In the month prior to presenting for support, 15 clients were sleeping in parks or riverbanks, 5 were squatting in abandoned buildings and 10 were staying with friends. Of these, 20 are identified as having experienced rough sleeping immediately before support.

One client had two new support periods during the quarter. At the commencement of each support period the client identified that they had been sleeping rough during the month before presentation. This counts as 2.

SHIP OR OTHER CMS USERS:
You can use the reporting function in SHIP or other CMS data to generate this number.

Number of new clients who are experiencing chronic homelessness immediately before support.	Count the number of new clients that responded that they had not had a permanent place to live for more than one year.	During the counting period, the agency had 30 new clients.  Immediately before support, 18 of these clients were sleeping in the park or riverbank and of these, 12 clients had been doing this for less than a twelve-month period and 6 for around 2 years on and off. Count as 6.

SHIP OR OTHER CMS USERS:
You can use the reporting function in SHIP or other CMS data to generate this number.
	
Other measures	
Number of clients where brokerage was provided (only to be reported on where specifically funded for brokerage).	Count the number of clients where brokerage was provided which was funded specifically as brokerage by the department.

Count one for each client who received brokerage.
Note:

Clients may receive brokerage for multiple purposes.

The numeric total per quarter will match the total that you include in your brokerage report for the same period.
	Example 1
A client receives brokerage to cover rent arrears and specialist counselling count as one occasion.

Example 2
A service organises and pays for 3 nights of accommodation for a client – count as one occasion.

Example 3
A service pays for a train fare for a client.  Count this as one occasion.

Not able to be captured from data collected in SHSC as this may include brokerage from other funding sources. Therefore, this will need to be manually counted.	
Provision of brokerage report in specified format - (only where specifically funded for brokerage).	Complete the brokerage report in the format provided.

Clients may receive a payment for more than one brokerage purpose (as outlined in the report). Count one client for each payment.
	Not able to be captured from data collected in SHSC so will need to be manually counted.	

9  Appendix 3: Brokerage Report
Quarterly Summary Report 
Quarter from: 
to insert end date 
Services to complete Sections 1 and/or 2 as appropriate
Section 1: Brokerage used to MAINTAIN accommodation 	
Occasions provided	
Purpose	Number of occasions	Amount ($ whole dollars)	
Payment of accommodation related expenses (e.g. rent arrears, utilities)			
Purchase of specialist support services (e.g. specialist counselling)			
Other expenses to support achievement of case/support plan *			
*Please outline below the main types of expenses in the “other expenses” category above e.g. essential provisions, educational expenses, medical expenses.	
Individual clients assisted	
This should be same as performance report	Total clients:
	Total amount: $	
Section 2: Brokerage used to ACCESS accommodation	
Occasions provided	
Purpose	Number of occasions	Amount ($ whole dollars)	
Payment of accommodation related expenses (e.g. bond, utilities)			
Purchase of specialist support services (e.g. specialist counselling)			
Other expenses to support achievement of case/support plan *			
* Please outline below the main types of expenses in the “other expenses” category above e.g. essential provisions, educational expenses, medical expenses.
	
Individual clients assisted	
This should be same as performance report	Total clients:
	Total amount: $	

10 Appendix 3: Brokerage Report
Background Information:
Case studies are a valuable tool for:
•	demonstrating the benefits or outcomes of a program
•	reflective practice in documenting an organisation’s experiences, results, best practice and lessons learned and identifying ways to improve service delivery
•	understanding challenges in working in the field.
Purpose of the Case Studies
The DHPW will use the case studies to inform monitoring of the performance of funded services and to inform development of programs for people who are experiencing homelessness or at risk of homelessness.

The focus of the case studies in the Homelessness ProgramPeriodic Performance Reporting is on clients, their experience while being supported by the funded service, and the outcomes achieved as a result of the assistance of the funded service, and their own efforts. The case studies complement the quantitative data provided through the Periodic Performance Reporting process. The case studies can provide a much richer picture of the complexities, challenges and achievements of clients who are experiencing homelessness.

Case studies may be published in departmental reports. In the future, it may be useful to use some case study examples to inform practice and service system improvements or share reflections and good practice between service providers. However, this would not be done without specific agreement from the relevant service provider.

There are several steps to follow in preparing your case study:

1.	Defining the case study question(s): The first step is to clarify precisely the nature of your case study questions. A template is provided over the page which includes suggested questions to assist you in developing your case studies. However, you may tailor the case study questions to address additional points or issues.

2.	Deciding on your source of data: Case studies can incorporate a number of tools and sources of evidence. Among these are:
•	Direct observation
•	Participant observation
•	Interviews
•	Case Service records
•	Surveys
•	Questionnaires

When preparing the case study, it is important to consider the reliability of the data and to minimise errors and biases in data collection and analysis. The use of multiple tools and data sources can assist in this process.

3.	Obtaining consent: If services use case service records or interviews to assist in preparing case studies, consent will need to be obtained from clients or interviewees. A sample consent form is attached. In terms of protecting client privacy and confidentiality, it is critical that data is de-identified (i.e. no names), and that any identifying information is removed (e.g. any information that is so specific and unique to that individual that they could be identified from this information).
Preparing the Case Study
The following key questions are provided to guide you in preparing case studies for Periodic Performance Reporting:
•	Who? Give a title e.g. Ms. X, not real name, or it may be a group e.g. budgeting course, support group.
•	Why? Explain the background of the client/group and any presenting issues.
•	What? Outline the actions taken. What happened?
•	How long? What was the length of time covered by the case study? How many hours of work were involved? How long did the group run and for how many hours?
•	What was the outcome for client/s? What was achieved? How has the client/s situation improved as a result of their involvement with your service? Ensure there is a clear description of “Before” and “After” so there is no confusion as to how the client/s situation changed as a result of their involvement with your service.
•	How does the outcome compare with what would have happened if you had ‘done nothing’? Describe what you think would have happened if there had been no service provided to the client/s. Would the outcome have been the same anyway? Would they be worse off if they had not received a service?
•	What did you learn for improving service delivery and practice? Describe any lessons learnt, successes and barriers or challenges that impacted on the achievement of outcomes? What are the key learnings, and how can these be incorporated into future service delivery and practice?

Use the questions as prompts to assist you in developing your case study. You may choose to answer the questions directly or you may choose to cover them through your ‘story’ of the case study. Quotes from client/s can be very powerful, just remember to get consent for use of any quotes.

If you have other questions or areas that you feel need to be included, please do. Remember: keep it brief! Information can be provided in dot-point format.

CASE STUDY CONSENT FORM	
Consent	I give my consent for de-identified information provided by me to "insert name of service" to be used to develop a case study to assist in the performance reporting of the service.

I consent to the use of quote/s I have provided to "insert name of service" is to be used in the case study. (Remove this section or strike through if not needed.)	
Name (please print)		
Signature		
Information	
What will the information be used for?	"insert name of service" is funded by the Department of Housing and Public Works. As part of the funding agreement, "insert name of service" 	 must report to the Department of Housing and Public Works about how the service is assisting people and what results are being achieved. These reports may include case studies that demonstrate client experiences and outcomes.

The Department of Housing and Public Works will use the case studies to inform their monitoring of the performance of the funded service and to inform development of programs for people who are experiencing homelessness.

The case studies may be published in government reports.	
What you will be asked to do?	If you agree to participate, we will use the case notes we have on file to construct a de-identified case study about your experience of the service.	
Your participation	The case study will not use your name, but will instead refer to say, “person X”. Any specific information that might identify you will not be included.	
What if I change my mind?	You may withdraw your consent at any time and your information will not be used. Please notify [insert name of contact staff member] if you would like to withdraw consent or would like further information about the case study.