Ways of working

Shift times

Ideally, shift patterns will cover all times of the day, some street sleepers will prefer early morning contact while others may be more willing to engage during hours of inactivity during the day. Flexibility and knowledge of individual rough sleeper priorities by an outreach worker is important in this process.

Most services have found that early morning shifts are generally most successful; at this time rough sleepers are less likely to be intoxicated and more open to offers of support such as food and clothing. In buildings based services, outreach shifts should coincide with opening times of services including day centres and advice agencies. Evening shifts can be more challenging as it can be difficult to find those who bed down later. It is common for rough sleepers to wait until pubs and clubs are shut to avoid risk of being attacked. Also, the prevalence of alcohol consumption and drinking ‘schools’ at this time means that those with tenancies may be confused with rough sleepers. Those who are intoxicated may be less likely to engage and may pose more of a safety risk.

Shift patterns that reflect inclement weather (i.e. cold and wet periods) are more likely to have favourable accommodation outcomes.

Engagement incentives

Within street outreach services, there is a mixed view on the use of personal incentives; some argue this is a key way to develop a relationship while others have argued this can sustain a street based lifestyle. Food, blankets and cigarettes are all incentives that may encourage rough sleepers to engage. The use of cigarettes by outreach workers needs to be carefully considered; there are health implications to smoking but these are contrasted by the development of a shared bond and quickly and easily meeting the wants of the rough sleeper. Alcohol should not be used as an incentive, it encourages dependency and does not build a sustainable relationship. A street outreach service should consider its objectives and use these to layout policies regarding incentives. Frontline staff, with their experience of the client group, should be consulted to help develop this way of working.

Record keeping

Effective record keeping and data sharing both within a team and externally can facilitate effective support. The requirement to take notes and records should be balanced with the need for engagement that is conducive to developing trusting relationships. Brief running notes should be written up as well as any phone calls relating to clients. Using a formal database system is very useful; it can be used to review all contact with the client and can support changes of staff. Examples such as the Resource Information Service systems Chain and Link can also be beneficial when working in partnership with other agencies. Services must have clear policies and guidelines regarding client confidentiality and information sharing.

Provision of throughcare

Throughcare is follow-on support to clients once they have moved on to hostels or other accommodation. Providing throughcare can produce additional work for an outreach team but can provide significant positive results. Isolated and vulnerable rough sleepers who have difficulties forming and maintaining relationships of trust may find the transition to accommodation a challenging one. The input from a trusted outreach worker at this time may be effective in integration into day services (e.g. day centres) and, in the longer term, sustaining tenancies. When commissioning and managing street outreach services, appropriate working time must be available for front line staff. Good throughcare can be as simple as good information sharing and a degree of shared responsibility with other workers and agencies. A positive outcome from this can be the prevention of cycles of repeat homelessness and a return to the streets. In addition, if relapse to the streets does occur, frontline staff will be in a strong position to maintain support as soon as possible. Throughcare should be a balanced approach with a focus on increased empowerment to the client to prevent dependency and to support meeting the goal of long term, sustainable housing.

Checklist

Checklist for positive ways of working

What shift patterns would suit the area and its rough sleepers? Is it possible to have shifts that cover all times of the day to reach as many clients as possible?

In building based services, do shift patterns correspond to opening times? Do the times for the outreach team give enough time to travel with the client to the BBS before it closes?

Have special provisions been made for cold weather to allow for the increased level of engagement?

Has a policy been considered for using engagement incentives? Have frontline staff been consulted about the best methods to use?

Can agencies (e.g. day centres) be involved in the incentives process? Can day centres be a source of clothing, for example?

Is a robust record keeping system in place? Is duplication avoided?

Which information will be recorded and how?

Has time in staff calendars been reserved for writing up/input of recording information?

Is an IT based recording approach suitable?

Is a member of staff able to ensure records are monitored and kept up-to-date?

How can follow-on support be maintained?

Which agencies can facilitate follow-on support? Can existing inter-agency relationships built between outreach staff and other agency staff be used to deliver throughcare?

Is there sufficient time in staff timetables to deliver effective throughcare?

Is effective training in place for frontline staff to deal with the challenges of relapse?

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