Housing First Christchurch - He Kāinga Ora ki Ōtautahi - Evaluation of Covid 19 response
Project Background
In 2018 the Christchurch Methodist Mission led the implementation of the Housing First model in Christchurch. Housing First Christchurch (HFC) is funded by the Ministry of Housing and Urban Development and Christchurch City Council. Staff are seconded to a Housing First Management Group from six collaborative partners:
· Christchurch Methodist Mission
· Comcare Trust
· Emerge Aotearoa
· Christchurch City Mission
· Te Whare Roimata
· Ōtautahi Community Housing Trust
What we did
The purpose of this report was to investigate the unique situation that occurred during the lockdown response to the COVID-19 pandemic in New Zealand.
The methodology was largely qualitative as the researchers sought to tell the story of Housing First during the pandemic lockdown. Housing First staff, the Champions Group, Ministry of Housing and Urban Development staff, kaewa and moteliers were interviewed to understand the experience from multiple perspectives. This research was conducted during August and September 2020.
Outcomes
COVID- 19 lockdown in New Zealand created a unique environment that forced the requirement for all kaewa (homeless) to be housed during Alert Levels 3 and 4. The Housing First Christchurch (HFC) response to COVID-19 was rapid, adaptive and successful. This research demonstrates the complexity of housing kaewa, many of whom have been on the streets for some time and have significant addictions and long-term mental health conditions.
This research identified a series of enablers that supported the success of the COVID-19 HFC response. Central to this was strong leadership and a committed team with established relationships working for a common purpose. The HFC team was adaptable. It adjusted to meet the needs of the kaewa and the moteliers in an uncertain situation. Trusting, non-judgemental and respectful relationships held the HFC staff, kaewa and moteliers together. Support and trust from key government organisations enabled HFC to respond quickly without having to wait for formal agreements. Pre-existing local relationships enabled key workers to use their contacts to solve problems.
Moteliers became an invested part of the team, initially through economic necessity and then as the relationships developed with both the kaewa and key workers. The initial transition from street to motel was perhaps the most trying and dramatic periods of time in the moteliers’ careers. They became an important part of making an extremely demanding situation work.
Steps to strengthening future crisis responses were evident in the data including seeking increased access to vital support services; improved safety, risk management and information sharing, and enabling the Champions Group to make systemic changes to support HFC
“I’d just like to thank Housing First, and everybody who has helped me on my journey. I love Housing First, and everything they’ve done for me. Not just for me, but my kids as well.”
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We’ll work with you to find out what’s working, where investment could be put to best use or how to improve anything not going to plan. We can help you define success and set tangible, measurable goals. And we talk in real language so you can understand and engage with the findings. We engage with the community to conduct community research and consultations for private companies, trusts, government agencies, NGOs and more. But we have a special interest in research that has a purpose - to better society and teach lessons. We aim to help those we work with build capacity to enact positive change.
