Theory of change for a residential housing project to
reduce reoffending
Introduction
The project is run by Adullam Homes and provides supported accommodation for single
homeless people. It offers a safe environment in which residents can access support to help
them maintain a tenancy and move on to their own accommodation.
The project has a small number of bed spaces in a shared house and 19 self-contained flats in
various locations. The aims of the project are:
•
•
•
•
To provide safe, quality accommodation.
To develop support plans in partnership with residents in order to address their support need.
To work with other agencies in Bury to provide an holistic package of support for our residents.
To assist residents to find and maintain appropriate move on accommodation.
The draft Theory of Change is shown on the next page. Its intended benefits are;
• It is a way to quickly communicate about the work.
• It helps determine what evidence the project should collect to test the service (see boxes to
the right).
• It highlights the most important activities and aims, so we can assess the strengths and
weaknesses.
• Ultimately - with evidence against each link in the chain - it will be possible to construct an
evidence-based “story” about whether the service has made a difference - and what lessons
have been learned.
In summary, amongst the key change mechanisms that an evaluation of the project should test
are:
• Providing secure accommodation offers a stable and controlled environment upon which other
activities can be based, thereby enabling us to address multiple needs.
• The relatively small number of units facilitates the development of closer social bonds and
mutual support towards achieving positive outcomes.
• Encouraging residents to feel they have ownership and control over their aims/plans and
investment in the house, helps to promote more meaningful engagement and commitment.
• The experience of practicing day-to-day living (with the support of staff) is necessary to
developing the right skills and attitudes to achieving this fully in the long-term.
• With this level of time and effort, individuals with complex needs can be equipped to lead
independent and productive lives.
Housing project
Theory of change
Inputs
Small house with space for 5 people. Residents typically stay for about a year
Staff are experienced in working with ex-offenders
Trained Peer Mentors available to offer additional support and advice
Positive staff culture: Passion and commitment to rehabilitation
Staff available Mon-Fri 9am-5pm & out of hours (emergency on-call system)
Referrals assessed by interview to determine suitability
Residents provided with furniture and other staples
What evidence will we collect to
demonstrate this
- Description of services offered
and resources deployed
- Description of staff training,
recruitment and retention
- Description of support provided
to residents in induction stage
- Anecdotal evidence of passion!
Weekly scheduled meetings between staff and residents, alongside regular
day-to-day contact
Supervision
to
identify
potential problems and challenges
Activities 1:
Support to
Work closely with residents to agree goals and plans
get lives on Tailored support: Typically intense at first, but reduced as residents adapt &
track
become more self-sufficient
Signposting/referral to other services (drug/alcohol, benefits, healthcare)
Support to meet obligations (eg rent, shopping, make appointments)
- Description of support process
- Case studies about support
process
- Details/counts referrals made
- Resident/staff feedback on
support
Activities 2: Range of different activities tailored to reflect residents' plans (eg cooking and
Range of
budgeting skills, employability skills)
meaningful
Other agencies/organisations run activities/sessions
activities
Education, training and voluntary work placements
- Descriptions of range of activities
and uptake
- Details of other partners
involvement
- Resident/staff feedback
Activities 3:
Social
networks
Residents live in close proximity & encouraged to pull together. House is
cohesive & moderates itself
Opportunity to meet new/different people/networks
- Log of house meetings, any
challenges/incidents
- Resident/staff feedback
Activities 4:
Motivation
to change
Staff and peer mentors act as positive role models
Staff support residents to take control of their lives
Encouragement from peers (including current and former residents)
Outputs:
How
residents
respond
Invested/committed to the house. Feel part of something & have the sense of
being given a rare opportunity - incentivising residents to adhere and engage
Feel they are respected as individuals
Feel they are doing things that are positive/meaningful/constructive
Feel supported: have someone to go to if needed
Build confidence to engage with other people and institutions
Stability and order to lives: Space to think through goals & make plans
Practical experience of living crime/drug-free (eg budgeting, paying rent, living
with others)
Intermediate
outcomes:
knowledge/
skills &
behaviours
Intermediate
outcomes:
Attitudes
Social skills through shared living: mutual respect, capacity to share
Employment skills: equipping people for workplace
‘Life skills' to live independently (budgeting, buying food, paying rent)
Association with pro-social networks & distraction from previous behaviours
Increased self-worth and aspirations for the future
Believe in capacity to change.
Assume greater responsibility for themselves
Make a clear choice to change
Although the residency is not time-limited, it is strongly orientated towards
positive progression. Residents are reminded that it’s a temporary means to
Activities 5:
help them live independently
Support to
Help provided to identify move-on accommodation
plan for the
Ensure residents receive correct benefits and entitlements
future
Support to apply for grants/loans, and with transition/settling-in process
Degree of support continues after they leave, to address any risks of relapse
- Resident feedback (both
qualitatively and possibly also
more systematic approaches
such as questionnaires)
- Questionnaire/tool to monitor ongoing progress.
- Feedback from partners and
other agencies that residents
come into contact with
- Staff assessment of individuals’
progress.
- RAND mentoring outcomes
questionnaire used at outset and
six-monthly intervals to assess
progress
- Staff/partner/stakeholders’ views
on individual’s progress
- Details of on-going support
process and how it helps
residents to move on
- Outcomes achieved (in terms of
sustained tenancies)
Contributing to
Final
outcomes
Move to independent living
Crime and drug free
- Long-term tracking of outcomes
for residents after they have left
the house.