Cathy Humphrey – A Decade of Investment: Journey to Social Inclusion

Transcript

1. A decade of investment – Journey to Social Inclusion (J2SI) Cathy Humphrey CEO
2. Overview of Sacred Heart Mission -  Sacred Heart Central – engagement hub, case management, crisis assistance, and health wellbeing services -  Women’s Services – engagement hub, case management, outreach, crisis accommoda6on, long term supported housing -  Journey to Social Inclusion ( J2SI) Phase 2 – suppor6ng 60 people, Phase 3 – SII – suppor6ng 60 people -  Residen9al Aged Care – long term supported housing (83 beds) -  Sacred Heart Local - individual community outreach for people in their homes ( NDIS, Homecare, CHSP) -  Supported Rooming House – long term support housing for adults (67 beds) $25mil budget, 330 staff and 1800 regular volunteers Opera<ng across southern and northern regions of Melbourne Building people’s capacity to participate more fully in community life, by addressing the underlying causes of deep, persistent disadvantage and social exclusion Our Services
3. The lead up to transformaCon
4. Building a program : (2006 – 2009) Client •  Understanding the client experience •  Our 2006 client survey •  Consultation with clients SHM •  Our experience •  Documenting what worked Evidence •  Research & Evidence •  Australian and overseas Design •  Documenting the model •  Testing with stakeholders
5. The Opportunity – the Journey to Social Inclusion (J2SI) •  Three year pilot conducted between 2009 – 2012 •  40 people assessed as being chronically homeless •  Integrated, highly intensive model of case management •  Randomised control trial provided rigorous, longitudinal evalua<on •  Control group consisted of 44 chronically homeless people who were accessing other homelessness services The J2SI Pilot
6. Gathering evidence to influence Evaluation methodology developed at program design stage Randomized Control Trial Independent evaluation Disseminating findings Reviewing and refining the model Testing for scalability
8. Strategy interrupCon to strategic clarity 2011 Change in CEO Changes in Government 2012 J2SI strategy came to a halt Surviving but not thriving Reengineer Vision, Mission, Values Envision an ambi<ous future 2014 10 year Strategic Plan
10. Phases to strategic impact Phase 1 2009 - 2012 •  Philanthropic investment strategy •  Pilot with 40 people •  Proof of concept & outcomes tested •  Longitudinal RCT Phase 2 2015 - 2019 •  Shared Investment Strategy •  Program with 60 people •  Proof of scalability and service model •  Understand scale risks •  Longitudinal RCT Phase 3 2017 onwards •  Rolled out to scale •  Phase 1 – funding sustainability through Victorian Social Impact Investment (2018 – 2023) •  Phase 2 – creating true scale through licencing Ending Chronic Homelessness •  J2SI is available to service providers around Australia to deliver •  J2SI is governed by a Centre for Excellence •  People experiencing chronic homelessness have access to J2SI
11. Readiness for Social Impact Investing A tested model Measurable outcomes Risk’s known and managed Engagement of experts Perseverance and vision alignment Sound business case
12. Transforming Sacred Heart Mission Investing in our capacity and capability Developing an integrated service model Using evidence based practices and investing in practice development Developing a Measurement and Evaluation Framework Deliberate leadership & engagement in the vision Clarity on purpose and market
13. We know the future is challenging, but we will rise to the challenge and be proacCve and evoluConary, in order to support people to make lasCng changes in their lives.