More to be done to build and retain an experienced homelessness workforce

Low remuneration, short term contracts and competitive funding models are resulting in experienced staff leaving the specialist homelessness services industry, new AHURI research warns.

The research, ‘Investigative Panel into building and retaining an effective homelessness sector workforce’, investigates what is needed to build a strong specialist homelessness services (SHS) sector workforce that will give people experiencing homelessness greater access to accommodation and ongoing support. It was undertaken for AHURI by researchers from Curtin University, University of Sydney and University of Queensland.

‘Work within the SHS sector is increasingly complex and places high physical and psychological demands on staff,’ says lead researcher, Associate Professor Amity James of Curtin University. ‘They experience heavy workloads which include increased administrative tasks, taxing emotional demands, potentially unrealistic expectations and key performance indices. They also face significant problem-solving demands, including having to navigate welfare systems that are outside of their control. These pressures contribute to staffing shortages and problems retaining workers. We expect both issues to increase in the future.’

The experiences of workers, especially those working in frontline roles, clearly show the impact of SHS sector work on mental health is significant. Lack of funding, understaffing, placing staff in roles that are beyond their current competency, shift work and vicarious trauma and stress from exposure to distressing situations have the greatest impact on workers’ mental health. Workers are also asked to support clients who experience a range of social, emotional, drug and alcohol, domestic and family violence, cultural, trauma and mental health problems.

The research identifies priorities for Government policy to improve the situation for workers, including reforming the way SHS funds are delivered by the states and territories. Reform of the competitive funding model used to distribute funds to the SHS sector should:

• recognise the complexity of work being undertaken and close the gap between contract costs and the price of delivering the services. This should include recognising place-based differences and the costs of administration and reporting requirements
• allow SHS agencies to respond to the needs in their local community by expanding specialist areas as required and supporting collaboration between organisations
• recognise the ongoing need for services currently being delivered and commit to closing the discrepancy between the public and SHS sector by mirroring the benefits available to staff in government positions and assisting to establish career progression pathways, thereby reducing job insecurity

‘We also found there are opportunities to improve the way work is done within SHS organisations to help retain the best staff,’ says Associate Professor James. ‘In particular, SHS agencies need to share resources and provide more career pathways for staff, which would help build skills within the sector. They also need to focus on longer term targets and relieve their managers from spending too much of their time on reporting and applying for funding. This would free up time for managers to adopt a more participative style of leadership to empower and engage staff, which would further improve services and reduce staff turnover.’