To be heard, valued, accepted and to belong - Gold Coast Homelessness Community Action Plan - qcoss
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To be heard, valued, accepted and to belong Gold Coast Homelessness Community Action Plan
This Homelessness Community Action Plan is delivered in a partnership involving the Department of Communities, the Queensland Council of Social Service and the local community. The Homelessness Community Action Plan initiative is part of the National Partnership Agreement on Homelessness. The funding has been provided by the Australian and Queensland Governments.
To be heard, valued,
accepted and to belong
Gold Coast Homelessness Community
Action Plan
1
TABLE OF CONTENTS
1. The Vision
2. The Mission Statement
3. Statement of Commitment
4. To be heard overview
5. Gold Coast location profile
6. Gold Coast homelessness profile
7. Gold Coast homelessness service system strengths and challenges
8. Priority areas for action
9. To be heard priorities and actions
10. Reporting and Governance
11. Appendix
2
1. The Vision
To be heard, valued, accepted and to belong.
2. Mission Statement
To be heard, valued, accepted and to belong: The Gold Coast Homelessness Community Action
Plan will uphold the values of social justice by integrating the work of government and community
sectors to create socially inclusive outcomes, particularly the reduction of homelessness.
3. Statement of Commitment
The Gold Coast Homelessness Network, as the representative body for people who are homeless
or at risk of homelessness on the Gold Coast, will be the key driver of the Gold Coast
Homelessness Community Action Plan to ensure its sustainability.
4. To be heard overview
The areas shaded on the map below (and highlighted in green on the inside cover map) outline the
boundary for Homelessness Community Action Planning on the Gold Coast.
3
4
Home is more than a roof overhead, and homelessness is more than a lack of accommodation.
Homelessness, or the risk of homelessness, significantly reduces quality of life, impacting on
education, health, employment, and relationship opportunities. The work of ending homelessness is
complex. It involves:
• recognizing the circumstances and risk factors that cause homelessness
• providing prevention and intervention services to assist people, and
• enabling people to secure and sustain accommodation for the long-term.
People frequently come into contact with a range of government and non-government services
before they become homeless. To be heard is underpinned by the principle of a No Wrong Door 1
approach, whereby a range of support services, including secure housing and employment
services, should be accessible to assist people who are homeless or at risk of homelessness.
All levels of government have given an undertaking to work towards reducing homelessness in Gold
Coast City.
In 2008 the Australian Government released its White Paper, The Road Home: A National
Approach to Reducing Homelessness. 2 The Road Home declares that, ‘In a country as prosperous
as Australia, no one should be homeless’, and challenges us to think about ending homelessness,
rather than just managing it. The Road Home asks communities to work together and be innovative
in tackling homelessness, by building systems that better coordinate and integrate services to meet
immediate, medium, and long-term needs.
The Queensland Government’s 2008 priorities statement – Toward Q2: Tomorrow’s Queensland, 3
includes:
• a whole-of-community approach to tackle disadvantage and create safer, fairer and more
supportive communities, and
• The Queensland Compact, 4 a partnership agreement between the not-for-profit community
services sector and the Queensland Government, launched in November 2008, that
promotes the sector and government working together to achieve a fairer society.
1
Information on the No Wrong Door approach can be accessed at:
http://www.communitydoor.org.au/nowrongdoor
2
The Road Home can be accessed at:
http://www.fahcsia.gov.au/sa/housing/progserv/homelessness/whitepaper/Documents/default.htm
3
Toward Q2 can be accessed at: http://www.towardq2.qld.gov.au/tomorrow/index.aspx
5
The development and implementation of To be heard is a demonstration project under The
Queensland Compact.
Gold Coast City Council (GCCC), as the local government authority, complements the work of both
the Australian and Queensland Governments by providing community leadership and contributing
to local responses to homelessness. The GCCC has demonstrated its commitment to reducing
homelessness by endorsing a Housing Strategy and by its membership of the Gold Coast
Homelessness Network. This has set an example for other councils to follow.
To be heard provides a framework for government, community service providers and the broader
community sector to build on the existing work of the Gold Coast Homelessness Network Inc, to
deliver more coordinated and integrated services with better outcomes for people on the Gold
Coast, who are homeless or at risk of homelessness.
To be heard, with its partnership approach and strong commitment, will be a key contributor to
bringing about real and lasting change for people who are experiencing homelessness.
4.1. Homelessness Community Action Plans – a place-based approach to reducing
homelessness
Working in partnership
Homelessness Community Action Plans (HCAP) are being implemented in seven ‘hot spots’ for
homelessness throughout Queensland. The seven locations include: Gold Coast, Brisbane,
Caboolture/Deception Bay/Morayfield, Cairns, Hervey Bay, Mount Isa, and Toowoomba. The three
year initiative (2010-2013) is funded through the National Partnership Agreement on
Homelessness, and delivered in a partnership between the Department of Communities and the
Queensland Council of Social Service.
The model
The model for the development and implementation of the Homelessness Community Action Plans
is based on the principles underpinning The Queensland Compact, involving representatives from
the Department of Communities, the Queensland Homelessness Intersectoral Forum, the
Queensland Council of Social Service, Queensland Shelter, Gold Coast City Council,
homelessness service providers, and Aboriginal and Torres Strait Islander organisations.
4
The Queensland Compact can be accessed at:
http://www.communityservices.qld.gov.au/department/about/corporate-plans/queensland-compact/
6The model includes 14 place-based coordinators, (seven coordinators from the Department of
Communities’ and seven from the Queensland Council of Social Service). The two coordinators in
each location engaged with local community stakeholders through community forums, targeted
workshops, and face-to-face meetings bringing together the key stakeholders to develop the plans.
In the implementation phase, the coordinators will continue to provide support to government and
non-government organisations that have agreed to collaborate in delivering outcomes through the
action plans.
Locally-owned plans
A key ingredient in the development and implementation of the Homelessness Community Action
Plans is that they are owned by the local community – government and non-government
stakeholders equally. The plans provide a practical way to bring together community stakeholders
to map and address homelessness in their communities.
To be heard has been developed and will be implemented by a broad range of interested people
from government and community-based organisations. The plan is a ‘living document’, with targets
to be reached and goals to be achieved. It is expected that the plan will evolve over time to reflect
changing circumstances, and by so doing will continue to be relevant in guiding local responses to
prevent and reduce homelessness at the Gold Coast.
4.2. Opening Doors: Queensland Strategy for Reducing Homelessness 2011-2014
Opening Doors: Queensland Strategy for Reducing Homelessness 2011-2014 was released by the
Queensland Government on 21 July 2011. Opening Doors builds on The Road Home to provide
key strategic directions for reducing homelessness in Queensland over the next few years. 5 The
vision of the strategy is to ‘end homelessness by ensuring every Queenslander is empowered to
find and keep a home.’ This vision will be addressed through building on past and current
successes and by focusing on three key strategic priority areas over the next three years:
5
Opening Doors: Queensland Strategy for Reducing Homelessness 2011-2014 can be accessed at:
http://www.communities.qld.gov.au/housing/community-and-homelessness-programs/homelessness-
programs/reducing-homelessness-in-queensland/opening-doors-queensland-strategy-for-reducing-
homelessness-2011-14. For The Road Home see the associated documents: The National Partnership
Agreement on Homelessness, which can be accessed at:
http://www.fahcsia.gov.au/sa/housing/progserv/homelessness/national_partnership_agreement/Pages/NPAH
omelessness.aspx and the Queensland’s Implementation Plan for the National Partnership Agreement on
Homelessness, which can be accessed at: http://www.public-
housing.qld.gov.au/programs/homelessness/reducing/plan.htm.
71. Helping people avoid becoming homeless — by improving housing outcomes for people exiting
health facilities, child safety arrangements, prisons, and youth detention facilities.
2. Helping people get ahead — by ensuring that people who are homeless or at risk of
homelessness have access to safe, affordable, well-located and appropriate housing, and
increased opportunities and support to ‘get ahead’ through participation in education, training
and employment.
3. Working together for stronger services — by better coordination and integration of policies,
programs and services, including for using and sharing data, and improving local case
coordination.
Each strategic priority area has a headline reform and actions to support the delivery of services
that can reduce homelessness in Queensland. To be heard will implement actions that will
contribute to achieving positive results against these key strategic priority areas and headline
reforms. Through extensive community consultation, To be heard establishes targets to be
achieved within the timeframe of the Opening Doors strategy and beyond.
85. Gold Coast – location profile
Gold Coast boundaries
The Gold Coast is the sixth largest city in Australia and one of the fastest growing regions. Covering
an area of 1,400km2, the city's boundaries extend from just south of Beenleigh to Coolangatta, near
the Queensland – New South Wales border. Gold Coast City also incorporates South Stradbroke
Island and the southern part of Moreton Bay to the east, and extends westward to the hinterland of
Mount Tamborine and the Lamington and Darlington Ranges.
Population
The Gold Coast's current population is estimated at 515,157 (12% of Queensland’s total population)
and is projected to increase by 13,000 to 16,000 people per year in the coming decade. By 2026 it
is estimated that Gold Coast City will be home to over 730,000 residents. 6
The population is predominantly working age – 18-64 years (63%). People under 17 years of age
comprise 24% of the total population and residents over 64 years constitute 13%. Nearly one third
(30%) of Gold Coast City residents live in rental accommodation. Home owners, or people
purchasing homes, comprise 62% of the total population.
The local economy
In the last 50 years, Gold Coast City has grown from a small holiday destination to become
Australia's sixth largest city, with an increasingly diverse range of industries. Historically the
economy has been driven by construction, tourism and retail. Currently, Gold Coast City hosts an
industrial base comprising education, information and communication technology, hospitality,
tourism, marine and environment industries, sport and creative industries and film production.
However, tourism and related services remain fundamental to Gold Coast City’s economy as a
major source of revenue and local employment. 7
The size of Gold Coast City's labour force, calculated on 2008 Statistical Local Area (SLA) data,
was 218,027 persons, of which 73,817 were employed part-time (34%) and 127,471 were full-time
6
Australian Bureau of Statistics, Regional Population Growth, Australia, 2006-2007. 32180. Accessed at:
http://www.abs.gov.au/AUSSTATS/abs@.nsf/Lookup/3218.0Main%20Features32006-07?opendocument.
This may be a conservative estimation: the Gold Coast City Council Corporate Plan 2009-2014, for instance,
projects that by 2030 the city will be home to some 900,000 residents. Access at:
http://www.goldcoast.qld.gov.au/attachment/communityconsultation/draft_corp_plan_2009-2014.pdf.
7
Tourism Queensland, Gold Coast Regional Snapshot for the Year Ended December 2010. This regional
snapshot can be accessed at:
http://www.tq.com.au/fms/tq_corporate/research/destinationsresearch/gold_coast/10%20December%20Regio
nal%20Snapshot%20Gold%20Coast.pdf .
9workers (59%). The employment status of the population in Gold Coast City at that time was
comparable to south east Queensland as a whole.
6. Gold Coast homelessness profile
Defining homelessness
Defining homelessness can be challenging – people and organisations have diverse ideas about
what constitutes homelessness and over time different definitions have been proposed to capture
the range of circumstances that might be considered ‘homelessness’. The most common definition
was developed by Professor Chris Chamberlain and Associate Professor David Mackenzie and is
now used by the Australian Bureau of Statistics. Three broad types of homelessness are identified:
Primary homelessness
Primary homelessness applies when a person lives on the street, sleeps in parks, squats in derelict
buildings, or uses cars or railway carriages for temporary shelter.
Secondary homelessness
Secondary homelessness is used to describe people who move frequently from one form of
temporary shelter to another. Secondary homelessness applies to people using emergency
accommodation, youth or women’s refuges, people residing temporarily with relatives or with
friends (because they have no accommodation of their own), and people using boarding houses on
an occasional or intermittent basis (up to 12 weeks).
Tertiary homelessness
Tertiary homelessness is used to describe people who live in premises where they don’t have the
security of a lease guaranteeing them accommodation, nor access to basic private facilities (such
as a private bathroom, kitchen or living space). It can include people living in boarding houses on a
medium to long-term basis (more than 13 weeks) or in caravan parks.
6.1. Homelessness on the Gold Coast
A summary of homelessness data for the Gold Coast suggests that:
• homelessness in Gold Coast City appears to replicate the pattern found in the larger cities and
state capitals around Australia. From 2001 to 2006, according to Census data, the number of
homeless persons in the Gold Coast increased, although the rate fell slightly. One conclusion
to be drawn from this is that homelessness is entrenched in the city. The pattern for Gold
10Coast is characterised by a high proportion of people relying on accommodation with friends
or relatives
• factors leading to homelessness include family breakdown, domestic violence, substance
abuse and other addictions, poverty and unemployment, and the consequences of mental
illness. These factors may be experienced in combination. Many homeless people are
experiencing multiple sources of disadvantage. On the demand side, they have limited
capacity and bargaining power in accessing housing markets and support services. Some
homeless persons are younger people unable to find affordable accommodation to allow them
to live independently of family, relatives and friends
• these factors are experienced in a context of increasing costs of urban living and the absence
of an adequate supply of affordable housing, including an inadequate supply of public and
community housing, boarding houses and supported accommodation. People facing
homelessness have limited opportunities for securing safe, affordable housing. On the supply
side, affordable housing and supported accommodation are scarce
• from time-to-time specific events, such as the closure of a caravan park or a natural disaster,
can add to the numbers of homeless persons, and limit the accommodation options available
for people on very low incomes. At other times, longer term economic trends and conditions
affect both demand and supply: boom times increase rents and housing costs, and downturns
add to demand and put pressure on support services
• the data examined for this analysis are primarily from the Australian Bureau of Statistics 2006
Census, taken during a period of relative economic prosperity for the nation as a whole, a
period marked by significant investment and activity in the resources sector in Queensland.
Since that time, economic activity including much housing sector activity has declined, and
unemployment has risen, and
• these factors increase the pressure on homeless people and create circumstances in which
the numbers of the homeless are likely to increase. Even those signs of health in the Gold
Coast housing market – including strong sales of new dwellings at the lower end of the market
to first-home buyers – carry a risk that many households will be vulnerable when interest rates
and other costs of living rise. 8
8
For example, see the report of a study by Peter Saunders and Melissa Wong of the University of New South Wales
Social Policy Research Centre by Adele Horin, ‘Poor getting poorer as crisis deepens’, Sydney Morning Herald, 9 July
11On Census night 2006, in Queensland there were 26,782 homeless people. This number is
disproportionately high, with the state accounting for 26% of total Australian homelessness and
recording a rate of 69 homeless persons per 10,000 of the population, compared to a national rate
of 53. On the Gold Coast, 2,289 people were recorded as homeless (about 9% of the total number
of homeless people in the state). The rate of homelessness was 47 per 10,000 of the population,
which was consistent with the overall rate for Queensland. 9 However, the rate of homelessness
varies markedly across the Gold Coast as indicated in table one.
Table 1: Rate of homelessness – Gold Coast
Gold Coast Gold Coast Gold Coast Gold Coast
Count Total
North East West SD Balance
Number 178 1,328 726 57 2,289
Rate/10,000 35 77 30 41 47
Compared to the national average, the Gold Coast has an equivalent rate of people accommodated
in boarding houses. The number of people in Supported Accommodation Assistance Program
(SAAP) accommodation on the Gold Coast is similar to the rest of the state, but significantly lower
compared to the national figure.
The data clearly shows that significantly fewer people who identified as homeless on the Gold
Coast are accommodated in improvised dwellings, compared to the state and national figures.
Relative to state and national data, significantly more people are accommodated with friends and/or
relatives (colloquially known as ‘couch surfing’). This data is presented in table two.
2009—the same day the AIHW reports were released. The 2008 study found that higher proportions of welfare clients
than those surveyed in 2006 were unable to afford a substantial daily meal, and fewer have savings of $500. Of a list
of 26 essentials two-thirds of those seeking assistance were going without three items, half were deprived of at least
five, and one quarter were doing without ten essential items. See also the report of financial stress among middle
income households and younger people, such as Dun and Bradstreet’s Consumer Credit Expectations Survey
released 15 July 2009 (accessible at www.dnb.com.au). According to this survey 39% of working Australians could
only survive 30 days on their savings if they lost their job; the figure for middle income working Australians is 51%.
Many households are increasingly reliant on credit cards to finance everyday (rather than discretionary) purchases.
These are typical of the many reports documenting increasing financial stress among working Australians and those
already seeking assistance.
9
Unless indicated otherwise, the data in section 4 is drawn from Chris Chamberlain and David
MacKenzie, Counting the Homeless 2006 Queensland, Canberra, Australian Institute of Health and
Welfare, June 2009, pp. 61-63.
12Table 2: Homeless persons by accommodation type
Gold Coast Queensland Australia
Type
No. % No. % No. %
Boarding house 391 17 5,438 20 21,596 20
SAAP 297 13 3,233 12 19,849 19
Friends/relatives 1,385 61 12,946 49 46,856 45
Improvised dwellings 216 9 5, 165 19 16,375 16
Total 2,289 100 26,782 100 104,676 100
The Gold Coast is not a homogenous community; the disparity between wealthy areas and less
affluent areas is clearly evident. This diversity is reflected in data outlining homelessness across the
area. Table three presents detailed data on the geographical dispersion of types of homelessness
across the Gold Coast.
Table 3: Homeless persons by accommodation type – geographical dispersion
GC SD
GC North GC East GC West Total
Accommodation Type Balance
No. % No. % No. % No. % No. %
Boarding house 12 7 323 24 48 6 8 14 391 17
SAAP 61 34 171 13 65 9 0 0 297 13
Friends/relatives 105 59 701 53 542 75 37 65 1, 61
385
Improvised dwellings 0 0 133 10 71 10 12 21 216 9
Total 178 100 1,328 100 726 100 57 100 2,289 100
Rate/10,000 35 77 30 41 47
Caravan parks 46 148 433 23 650
Combined Total 224 1,476 1,159 80 2,939
Combined Rate/10, 000 44 85 48 57 61
Homelessness is a complex phenomenon. Factors important in ‘predicting’ the likelihood of a
person experiencing homelessness include family breakdown, domestic and family violence,
poverty and unemployment, substance abuse and mental illness. These factors are often
experienced in combination.
This is as true for the Gold Coast as any other place in Australia and beyond. While definitive
research is lacking on the causes of homelessness in the Gold Coast area, it is possible to make
13educated guesses based on available data and local knowledge. Homelessness on the Gold Coast
may be particularly influenced by a range of factors and events.
The economy of the Gold Coast is a case in point. As stated in section three above, despite recent
diversification in the area’s economic base, the Gold Coast remains heavily dependent on tourism
and related services, and construction. These industries were highly susceptible to the Global
Financial Crisis of 2008, and the detrimental impact on employment and income levels in the area.
Conversely, in more prosperous times tourism can impact on accommodation availability in peak
periods.
The Gold Coast area is also identified as a significant destination for young people who have left
home seeking work and an exciting coastal city lifestyle. Youth services regularly report that many
young people are unable to find affordable accommodation. This factor operates in a context of
increasing costs of urban living and the absence of an adequate supply of affordable housing,
including public and community housing, boarding houses and supported accommodation. More
broadly, people, regardless of age, who are facing homelessness, have limited opportunities for
securing safe, affordable housing. Affordable housing and supported accommodation are scarce.
6.2. Aboriginal and Torres Strait Islander Homelessness in the Gold Coast
Aboriginal and Torres Strait Islander peoples disproportionately experience homelessness in
Queensland. At the 2006 Census, Aboriginal and Torres Strait Islander peoples comprised 3.6% of
the total population but accounted for 8% of the state’s homeless people. This is consistent with
primary homelessness rates across the Gold Coast area, where 67 Aboriginal and Torres Strait
Islander people were recorded as homeless. This represents 3% of the total homeless population
with Aboriginal and Torres Strait Islander peoples comprising just over 1% of the total population in
the Gold Coast area.
These figures can be seen as quite conservative. The addition of Aboriginal and Torres Strait
Islander people residing in caravan parks raises the number of homeless persons from 67 to 102, a
rate of 165/10,000 of the Aboriginal and Torres Strait Islander population in the Gold Coast area.
147. Gold Coast homelessness service system strengths and challenges
Local responses to homelessness
The Gold Coast has an excellent track record of responding to homelessness in Queensland.
The Gold Coast Homelessness Network Inc (GCHN), established in 1993 and incorporated in
2011, is a well-integrated, multi-agency network of services addressing issues of homelessness in
the Gold Coast area. The work of the GCHN began with the Homelessness Local Area Plan,
followed by the Sub-regional Service Integration Project in 2000. These projects, funded through
the SAAP, were conducted by consultants and managed by the SAAP Network (as it was then
known).
Over the last decade, the GCHN has continued to focus on and address the lack of emergency and
short-term housing on the Gold Coast. It has also proved to be an extremely effective hub for linking
public and private housing and support services, raising awareness of homelessness issues, and
advocating for improved support for homeless people on the Gold Coast. Some Network
achievements to date include:
• the development of a training package, the De-Mystifying Homelessness Project -
incorporating the ‘Two Steps from Homelessness’ DVD illustrating personal experiences of
homelessness (South Queensland Council for Homeless Persons Inc.) - which is used by
Police, Ambulance and Centrelink staff, and others with whom homeless people come into
regular contact
• the formation of Integrated Support Teams, with a Protocol and tools for housing and
supporting people with high and complex needs
• the Homelessness Connect event, (now in its fifth year), which brings together services,
people experiencing or at risk of homelessness, and the wider community
• the development of a GCHN website and central information directory (under construction),
• the development of a Street Library.
As evidenced through its many activities, the GCHN has established strong working relationships
with business, sporting clubs, real estate agents and the Real Estate Institute of Queensland
(REIQ), media, training and employment and volunteer organisations. The existing relationships
and activities resulting from previous work, will provide the Homelessness Community Action Plan
(HCAP) process with an excellent foundation on which to build and enhance the local community
efforts to end homelessness.
15Currently, the GCHN welcomes membership from funded specialist homelessness services,
mainstream community services, local, state and Commonwealth government representatives, and
from the wider community. In May 2011, the GCHN became an incorporated body. The objectives
of the newly incorporated Network are as follows:
• be the key conduit between government and community for policy and planning initiatives
relating to the prevention of homelessness within the Gold Coast Region through the
dissemination of relevant information
• identify and develop a coordinated range of responses to people who are homeless or at risk
of homelessness
• be committed to the provision of quality services for people who are homeless or ‘at-risk’
through an integrated and collaborative response
• research issues and trends in relation to homelessness and be an advocate for people
experiencing homelessness or at risk of homelessness
• create and promote positive community responses to people who are homeless or at risk of
homelessness, and
• promote the development of a skilled and valued workforce by fostering the exchange of skills,
knowledge and expertise within the sector.
The 21 funded specialist homelessness services on the Gold Coast, which are member
organisations of the GCHN, include:
16• Blair Athol Accommodation and Support Program
• Bryant Place
• Homeless Outreach Support Team (HOST)
• Housing Options Program (HOP)
• Anglican Crisis Care Inc and St John’s Drop In Centre
• Ken Hancock House
• Youth Foyer, Logan
• Gold Coast Youth Service – Support
• Gold Coast Youth Services – Housing
• Salvation Army Still Waters
• Gold Coast Project for Homeless Youth – Lawson House
• Gold Coast Project for Homeless Youth – Bannister House
• Gold Coast Project for Homeless Youth – Jessica Dunne Lodge
• Supporting Those At Risk of Homelessness (STARH)
• Beenleigh Supported Accommodation Service
• Ozcare Gold Coast Family Supported Accommodation Service
• Spiritus Social Support and Youth Accommodation Service – Beenleigh
• My Move
• Families Back on Track
• McLeod House
• Majella-House
The Gold Coast City Council (GCCC), represented by their Social Planning and
Development Branch, is a valued member of the GCHN and is an active participant
in the HCAP initiative. GCCC undertakes a range of work to respond to
homelessness in partnership with others.
In response to findings from the GCCC housing analysis, Council has endorsed a
housing strategy with guiding principles regarding affordable housing and support
mechanisms for citizens who find themselves in need. A key guiding principle of the
strategy, All citizens of Gold Coast City have the right to affordable, appropriate and
secure housing, is also supported by the Bold Future Vision and Council's Corporate
Plan, and it reflects one of the key themes that has emerged through the HCAP
process.
17The Gold Coast is well-supported by a range of regional networks, many of which
share the vision of ending homelessness through enhanced partnerships and
collaboration. In addition to the GCHN, three other networks (groups and
consortiums) have nominated to lead actions in To be heard. They are:
RentConnect Focus Group – Established in 2009, the RentConnect Focus Group
brings together representatives from state government, REIQ, real estate and
community services to improve housing options for people at risk of homelessness.
This group was formed to link identified key stakeholders and maintains a strong
presence in the community through ongoing networking and relationship building.
The RentConnect Focus Group engages in joint awareness-raising and training
activities with REIQ and NGOs, maintains a strong presence at the GCHN and
continues to build the property agent membership.
Domestic Violence Integrated Response (DVIR) – Operating on the Gold Coast
since 1996, the DVIR is a Gold Coast Domestic Violence Prevention Centre initiative
focussed on agencies working together to provide interventions which are
coordinated, appropriate and consistent within a justice reform model. The DVIR
responds by having a shared framework and understanding of domestic violence, a
key focus on risk assessment, and a proactive response to risk. The aims of the
DVIR are to enhance safety for the victim, (predominantly women and women with
children), reduce secondary victimisation, hold perpetrators of domestic violence
systemically accountable for their behaviour, and decrease the incidence of domestic
violence through the enhancement and monitoring of interagency cooperation and
collaboration.
Heads-up Consortia - The Heads-up Consortia was formed in 2008 and includes a
wide range of professionals and organisations, including Queensland Health,
General Practice Gold Coast, and non-government and government organisations
across the health, education, drug and alcohol and youth sectors. The aims of the
Consortia are to improve knowledge and awareness – creating a joint understanding,
mapping current services and resources, reviewing existing information for families
and schools and designing common awareness tools. Heads-up Consortia aims to
build the skills and capacity of providers, and improve strategies for working together
by conducting integrated training and education for mental health workers, alcohol
and other drugs’ workers, youth child and family workers, General Practitioners and
18practice staff. One final aim is to improve access to services and supports by creating
a partnership across all major providers, building a shared view of gaps, priorities,
and resources, and designing a sustainable strategy for joined up service delivery for
the Gold Coast.
The following are some of the many networks operating on the Gold Coast:
o Northern Gold Coast Interagency o Gold Coast Primary Care
o Southern Coast Interagency Group Partnership Council
o Gold Coast Counselling Network o Head-up Consortia
o Gold Coast Community o Great Start
Development Network o Medicare Local
o Gold Coast Allied Health Paediatric
Interagency Meeting
o Gold Coast Youth Network Forum
o Southern Gold Coast Youth
Reference Group
o Thrower House Reference Group
o Community Centres and Family
Support Network Association Old
o Workforce Development Network
o Multicultural Services Network
o Tweed Coolangatta Community
Safety Committee
o Palm Beach Community
Consultative Committee
o Burleigh Heads Community
Consultative Committee
o Gold Coast Food Services Network
o Gold Coast Responsible Gambling
Networking Group
o Family Support and Childcare
Network
o Gold Coast Physical Activity
Alliance
o HACC Forum
o Gold Coast Refugee Network
19o Southern Cross University
Community Reference Group
o Tweed Shire Youth Interagency
o Tweed Shire Planning Group
o Tweed Community Care Forum
o Tweed Child and Family
Interagency
o Child Focused Network
o Family Resource Group
20Gold Coast planning and development process
The strategic direction of the Homelessness Community Action Plan aligns to the Australian
Government’s White Paper, The Road Home, and since mid-2011 to the Queensland Government’s
strategy to reduce homelessness – Opening Doors.
Service issues and gaps
Information regarding service system strengths, issues, gaps and target groups was derived from:
• numerous consultations with workers in specialist homelessness and mainstream services
• Commonwealth, state and local government staff
• the Gold Coast Homelessness symposium and forum feedback
• participation in regional network meetings; discussions with real estate property managers,
job network providers and local business people
• conversations with non-funded community groups, and
• discussions with homeless or formerly homeless people.
21From this consultation feedback, an issues register was created. The issues register is a living
document, capturing new and emerging issues and responses to homelessness as they arise.
During the period between December 2010 and May 2011, consultation feedback was developed
into actions for inclusion in the HCAP by the Gold Coast HCAP Implementation team. These
actions were then measured against the Vision Statement and guiding principles (created at the
Gold Coast Homelessness Symposium in November, 2010). The purpose of this step was to
ensure the integrity of the process – while wording might change, actions in the plan should capture
the intent of sector planning and not be changed or lost during the approval process.
Consultation and Implementation Team participants included representatives from:
• specialist homelessness services
• mainstream services, including: Mental Health, Addictions, Youth, Families, Disabilities,
Aged Care, CALD, PPI/NZ, Domestic Violence, Community Centres, and Community
Development services
• non-funded groups, including: faith groups, food service providers/emergency relief
providers
• education, training, and employment organisations (to provide leadership training and
succession planning for workers and volunteers, and life skills support for consumers)
• government - agencies and departments from all levels of government, including:
o Centrelink
o Gold Coast City Council Social Planning and Community Development
o Department of Communities (Community Services, Sport and Recreation; Housing
and Homelessness Services; Child Safety Services; Disabilities Services, and
Aboriginal and Torres Strait Islander Services)
o State Penalties Enforcement Registry
o Queensland Police Service, and
o Corrective Services
o Aboriginal and Torres Strait Islander Services.
• business – (who bring to the table marketing skills, financial leveraging opportunities,
contacts and passion)
• real estate property managers – (who are often ‘front line workers’ for the sector and provide
much needed housing stock)
• financial and legal services – (who are often ‘front line workers’ for the sector and provide
professional knowledge and skills), and
• consumers.
228. Priority areas for action
During the consultations and planning sessions, several specific target groups were identified, and
common themes developed:
Opening Doors – Working together Helping people Helping people get
Queensland Strategy for for stronger avoid becoming ahead
reducing homelessness services homeless
2011 - 2014
Closing the gaps to Build on existing Identify key areas of Provide
provide continuum of service integration exits to appropriate
care to provide better homelessness, assistance
wrap around develop strategies accommodation
services. to intervene. and care for all
people
experiencing
homelessness.
Leveraging partnerships Develop Develop effective Support existing
to build social capital stakeholder relationships. programs.
capacity to respond
to homelessness. Advocate for more Capture and
early intervention disseminate data to
and prevention support human
programs. service delivery
organisations.
Work with
organisations to
provide information
to ‘at risk’ groups.
Influencing change Strengthen Gather data and Raise community
through collective relationships leverage support to understanding of
voices and strong between influence change homelessness
advocacy mainstream that will limit exits through education
services and from state care into and media
Aboriginal and homelessness. awareness
Torres Strait campaigns.
Islander services
and clients to
enhance service
delivery.
23Consistent with the White Paper strategies Improving and expanding services, Turning off the tap,
and Breaking the cycle, the Gold Coast HCAP consultation process also identified the need to:
1. Close the gaps to provide a continuum of care.
2. Leverage partnerships to build social capital.
3. Influence change through collective voices and strong advocacy.
While the Gold Coast is very well supported by its agencies and networks and is a model of service
integration, people still identified a need to work better across sectors and to engage the wider
community in efforts to reduce or prevent homelessness. The consultations highlighted the need to
enhance communication, develop effective partnerships, and raise public awareness regarding
homelessness. The lack of crisis accommodation, affordable housing, and funding for ongoing
support were also raised as issues of particular concern.
Several target groups were identified through the consultation process, including:
• people experiencing domestic or family violence
• young people
• people exiting from care or custody
• large families
• people from culturally and linguistically diverse backgrounds
• people from Pan Pacific Islands and New Zealand
• single people
• single parents with one child
• older people, and
• Aboriginal and Torres Strait Islanders.
These groups were identified as requiring particular support, however this is not an exhaustive list.
Most service providers are able to furnish supporting documentation and statistical data to indicate
numbers of people requiring assistance on the Gold Coast, but this is not the case universally. The
number of clients who are homeless or at risk of homelessness, and types of support provided by
mainstream and non-funded services, (such as emergency relief and food supplies), may go
unrecorded, which significantly impacts on our understanding of homelessness in the region.
Furthermore, case studies and qualitative data that can add important detail have not always been
captured in homelessness reporting mechanisms. The importance of engaging the wider
community more effectively, and gathering data to identify trends and priority cohorts, has been
24raised throughout the consultation process. These issues have emerged as fundamental needs in
developing the capacity of stakeholders in the Gold Coast.
Achieving the outcomes of To be heard will require the goodwill and efforts of all community
stakeholders.
259. To be Heard priorities and actions
This section details the agreed actions by stakeholders to reduce homelessness in the Gold Coast Local Government Area.
Note:
• To ensure transparency and accountability through the implementation of this plan, it is proposed that a client representative body is created and
supported.
• All Gold Coast Homelessness Network-lead actions are endorsed, subject to resource availability and service capacity (such as recognition of HCAP
commitments in service agreements).
• The newly incorporated GCHN will negotiate and advocate collectively for resourcing to cover additional HCAP responsibilities outside core service
delivery outputs.
For glossary of acronyms, refer to Key – Appendix 1
Strategic Direction: Helping people avoid becoming homeless
Goal: Prevent people entering into homelessness
Priorities:
P1: Provide better client outcomes for people exiting care/custody
P2: Improve responses to people experiencing domestic or family violence at risk of or experiencing homelessness
P3: Prevent homelessness using early intervention strategies
Priority 1: Provide better client outcomes for people exiting state care/custody
Overarching action Comprising actions Lead agency Identified partner Outcomes Targets
agencies
Action 1 Short-term 2011-12 DOC (Community DHS (Centrelink) 2011-12 2011-12
Significantly reduce Schedule meetings with Services, Sport DOC Disability Collated Regional
numbers of people nominated representatives, to and Recreation) Services quantitative and stakeholders are
exiting into identify and collate regional GCHN - qualitative identified and
homelessness. data sets and DNR organisations information is information
information, to produce GCPCPC available to compiled.
Action 1.1 baseline data. HHOT inform the
Review exits from state QCS drafting of a
care/custody such as RDA baseline report.
Department of WMB
Communities:
26• Child Safety Medium-term 2012-13 2012-13 2012-13
• Youth Justice Identify models of service Baseline report Baseline report
• Disability Services delivery to provide planned findings and completed on
and effective approaches to recommendations institutional exits;
• Queensland
transitioning from state inform service including research
Corrective Services
care/custody. delivery on effective service
• Queensland Health approaches to models to address
people homelessness, for
transitioning from people transitioning
state from care/custody.
care/custody.
Long-term 2013-20 2013-20 2013-20
Implement service models and Reduced Improved service
policies and procedures to numbers of models, policies
prevent exits into people exiting and procedures,
homelessness, including: from state agency and transition /
individual transition / care/custody into discharge plans are
discharge plans for attaining homelessness. implemented to
sustainable housing, prior to prevent exits into
exiting Queensland homelessness.
Government care.
Action 1.2 Short-term 2011-12 DOC (Child CYMHS-Evolve 2011-12 2011-12
Provide a coordinated Form a sub-committee to Safety Services) DOC (Disability Identified A sub-committee is
approach specifically for investigate a coordinated Services) processes and formed and meets
children exiting state approach for children exiting DOC (Housing resources to quarterly.
care state care, and identify Services) support a more
appropriate resources, Families Back on coordinated
including funding. Track approach for
GCHN - children exiting
organisations state care.
HOF
WMB
Medium-term 2012-13 2012-13 2012-13
Enhance collaborative Collaborative A partnership is
partnerships to implement planning and developed,
jointly-planned and purposeful support for formalised and
27approaches to support children exiting maintained
children exiting care. state care. specifically to
support children
exiting state care.
Long-term 2013-20 2013-20 2013-20
Improve the implementation of Reduced Improved transition
transition planning for children numbers of planning for
exiting state care, through a children exiting children exiting
partnership approach. state care into state care.
homelessness.
Action 1.3 Short-term 2011-12 Heads-Up ATODS 2011-12 2011-12
Provide ‘wrap-around’ Engage key stakeholders to Consortia DFLO A collaborative Key stakeholders
services for people with develop an integrated support DOC (Disability approach to are identified and
mental health issues, model for people transitioning Services) support people engaged in
when transitioning from from mental health care DVIR with mental developing and
care. GCHN - health issues, refining an
organisations who are integrated model to
HHOT transitioning from support for people
Philanthropic care. transitioning from
Qld. Health mental health care.
RDA
SIC
Medium-term 2012-13 2012-13 2012-13
Leverage existing capacity A more coherent Resources are
and any additional resources, and better identified; including
including funding, to targeted existing and
implement an improved response for additional funding;
service system. people with and an integrated
mental health service model
issues, when developed.
transitioning from
care.
Long-term 2013-20 2013-20 2013-20
Implement agreed service Reduced People transitioning
28system model to provide a numbers of from mental health
continuum of care for people people exiting care are supported
transitioning from mental mental health to access
health care. care into appropriate
homelessness. services to reduce
the risk of
homelessness and
to sustain their
living
arrangements.
Action 1.4 Short-term 2011-12 DOC (Community Drug Arm 2011-12 2011-12
Reduce exits into Review existing Services, Sport Fairhaven Improved Common /shared
homelessness by communication processes and and Recreation) Goldbridge communication protocols to support
improved communication protocols between services Gold Coast Drug processes / drug and alcohol
processes / protocols and programs; determine best Council protocols service clients,
between housing and practice approaches; and GCHN between (including existing
homelessness services develop shared processes / organisations homelessness and tools
and drug and alcohol tools to facilitate sharing client Heads-Up services and drug developed for
services. information and improved Consortia and alcohol integrated service
referral processes. QUIHN services. pilots, such as
LBYPP and HOF),
are identified and
reviewed.
Medium-term 2012-13 2012-13 2012-13
Trial and implement A common The communication
communication strategy with communication strategy / shared
common/ shared protocols. strategy / shared protocols are
protocols is used trialled, evaluated
by housing and and implemented.
homelessness
services and drug
and alcohol
services.
29Long-term 2013-20 2013-20 2013-20
Maintain effective shared Reduced The use of the
communication / protocols homelessness for common/shared
between service providers; clients of drug protocols, by drug
with periodic review and and alcohol and alcohol
refinement of the processes services, through services and
and tools. more effective housing and
and responsive homelessness
case providers, is
coordination. maintained and
refined.
Priority 2: Improve responses to people experiencing domestic or family violence at risk of or experiencing homelessness
Overarching Action Comprising Actions Lead Agency Identified Partner Outcomes Targets
Agencies
Action 1 Short-term 2011-12 DVIR GCHN - 2011-12 2011-12
Reduce the risk of Increase resource capacity, organisations Increased Negotiate with
homelessness for people including funding, to support resource potential partners
experiencing domestic or people who have experienced capacity, to better utilise
family violence domestic violence to remain including funding, existing resources
safely in their homes or in to support people and to enhance
Action 1.1 alternative secure who experience resources,
Improve responses for accommodation, (as per domestic including funding.
women and families who SUPGC). violence, to
have experienced remain safely in
domestic violence and their homes.
are at risk of Medium-term 2012-13 2012-13 2012-13
homelessness Implement the provision of safe Improved and Use of the existing
accommodation, and support enhanced resources,
services, for women and responses for including the Safety
families escaping domestic women and Upgrades Project,
violence. families who have and any
experienced enhancement to
domestic resources, is
30violence, to maximised.
remain safely at
home
Long-term 2013-20 2013-20 2013-20
Improve the provision of safe Women and Resources, (such
accommodation and support families who have as the Safety
services for women and experienced Upgrades Project
families escaping domestic domestic violence GC), are enhanced
violence. receive improved to meet identified
support to remain need.
safely in their
homes.
Action 1.2 Short-term 2011-12 DOC (Robina DOC (Housing 2011-12 2011-12
Improve responses for Strong formal linkages are Housing Service Services; Improved A MOU is
those most vulnerable or developed and maintained Centre) Planning and communication, developed
at greatest risk of between the DVIR and DOC – and DVIR Partnerships Unit; understanding formalising the
homelessness (such as Robina Housing Service Aboriginal and and commitment, commitment to
single women, and Centre, to prioritise a housing Torres Strait between DOC prioritise a
women with children response for clients (single Islander Services) (Robina Housing response to single
who are leaving violent women and women with GCHN Service Centre) women, and
homes). children) who have and DVIR to: women with
experienced domestic support children, who are
violence. appropriate leaving violent
housing homes.
responses for
single women, Existing and
and women with planned strategies,
children, who are are mapped, to
leaving violent respond to:
homes. the housing needs
of single women
and women with
children, who are
leaving violent
homes.
31Domestic Violence
awareness training
is conducted for
DOC (Robina
Housing Service
Centre) staff.
Medium-term 2012-13 2012-13 2012-13
Develop pathways into long- Enhanced A project is
term housing for single responses for developed, based
women, and women with single women on Same House
children who have and women with Different Landlord
experienced domestic children, who program principles.
violence. have experienced
domestic Domestic Violence
violence. awareness training
is conducted for
DOC (Robina
Housing Service
Centre) staff.
Long-term 2013-20 2013-20 2013-20
Improve the provision of safe Single women Clear pathways are
accommodation and support and women with developed to
services for single women, children who access long term
and women with children, have experienced housing for single
escaping domestic violence. domestic violence women and women
have access to with children who
appropriate/ have experienced
secure domestic violence.
accommodation
with effective Annual Domestic
support. Violence
awareness training
is conducted for
DOC (Robina
Housing Service
Centre) staff.
32Priority 3: Prevent homelessness by using early intervention strategies
Overarching Action Comprising Actions Lead Agency Identified Partner Outcomes Targets
Agencies
Action 1 Short-term 2011-12 GCHN Alternative 2011-12 2011-12
Prevent homelessness Develop and enhance Education Network Enhanced 10% - 30% of Gold
by using early partnerships with education, CALD organisations partnerships Coast education,
intervention strategies. and employment professionals Child Safety between training and
/ providers; and identify Services homelessness employment
Action 1.1 appropriate resources, DEEDI support services providers are
Reduce the risk of including existing and new DEEWR and education / engaged in a
homelessness due to sources of funding. DET training / partnership with
lack of economic DHS employment homelessness
participation, by Disability providers; and support services;
assisting ‘high risk’ employment increased and
groups to achieve service providers opportunities for shared protocols
education, training and DOC (Disability economic are developed and
employment outcomes. Services) participation by implemented to
DOC (Youth ‘high risk’ groups. support the
Justice Services) partnership.
Education, training
and employment
providers:
HHOT
Job Network
providers
Link/Future
residential
QCS
QPS
Reconnect
Youth Support.
Medium-term 2012-13 2012-13 2012-13
Develop a targeted marketing ‘High risk’ groups, A targeted
strategy. and homelessness marketing strategy
support services, has been
33are better developed,
informed about endorsed and
education, training implemented.
and employment
opportunities.
Long-term 2013-20 2013-20 2013-20
Increase numbers of “at risk” Increased Access to, and
clients engaged in training and economic service
or employment. participation of coordination of,
people at risk of or existing and new
experiencing employment,
homelessness. education and
training programs
for “at risk” clients
is improved.
Action 1.2 Short-term 2011-12 GCHN Corporate 2011-12 2011-12
Prepare and deliver Source information and Sponsors An appropriate Existing
community education develop presentation EQ education ‘Demystifying
presentations / materials in appropriate HHOT resource on Homelessness’
workshops for students formats. HOF Alliances homelessness resource materials
and / or families and / or RDA REIQ prevention is are collated,
carers focused on RentConnect produced. reviewed, and
prevention of Focus Group appropriate
homelessness, (e.g. TAASQ materials
‘Demystifying Universities developed for the
Homelessness’ and WMB. target audience.
‘Sustaining Tenancies’). Medium-term 2012-13 2012-13 2012-13
Disseminate information and Increased Form a strategic
provide opportunities for community partnership with
community stakeholders to awareness of: HOF, carer groups
gain better understanding of homelessness risk and services to
homelessness risk factors factors; and deliver workshops
(e.g. utilise HCAP forums, strategies for to:
business breakfasts, and prevention and 5 x schools
other related forums). early intervention. 2 x HOF services
2 x carer
34groups/services.
Long-term 2013-20 2013-20 2013-20
Continue to provide Prevention of Deliver workshops
community homelessness within a strategic
education/awareness focused through partnership with
on prevention of awareness-raising HOF, carer groups
homelessness. and and services to:
early intervention. 5 schools
2 HOF services
2 carer groups /
services per
annum.
Action 1.3 Short-term 2011-12 GCHN Citizens Advice 2011-12 2011-12
Enhance the role and Map existing support services, Bureau Improved access, Existing support
capacity of support programs and resources, DHS availability and services,
services, programs, and (such as advocacy programs, Employment capacity of support programs, and
resources; and their financial counselling, literacy Agencies services, resources are
availability and services, GCHN programs and mapped; including
accessibility to Emergency Relief, organisations resources for information about
homelessness support tenancy education, Lifeline people at risk of their capacity,
services. Gambling Help). Palm Beach homelessness. access and
Neighbourhood availability.
Identify opportunities for Centre
improved access and RDA
availability to existing RentConnect
resources; and Focus Group
service gaps / need for SIC
enhanced capacity The Smith Family
WMB/STARH
Medium-term 2012-13 2012-13 2012-13
Develop submissions for Evidence based A position paper is
resources, including financial submissions to developed, which
assistance, to enhance governments, details:
relevant services, programs, business and improvements to
and resources that can philanthropic access and
support people at risk of bodies, for availability of
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