Merri Outreach Support Service (MOSS) is governed by a community-based committee of management and has a range of programs and funding sources. The Committee of Management is responsible for corporate and clinical governance. Committee of Management meetings are held on a monthly basis and consumers and other members of the community are encouraged to participate.

The core business of MOSS is working with people experiencing or at risk of homelessness. Our primary tools are case management, sector support and advocacy.

Mission Statement
MOSS works to provide people who experience or are at risk of experiencing homelessness the opportunities to enjoy the security of connections, participation, contribution and control within their chosen communities. MOSS works for change through individualised assistance, advocacy, community development and research.

Advocacy work occurs at both the individual and the social policy level.
Individualised assistance includes case management, practical assistance, referral, advocacy and information provision for individuals who experience or are at risk of experiencing homelessness.

Vision Statement
MOSS seeks to address the unfair distribution of wealth, power and access to community benefits of our current social structure by working for and with women, men and children who experience or are at risk of experiencing homelessness.

While recognising the social causes and context of homelessness we respect the unique experience, needs and abilities of each person who experiences or is at risk of experiencing homelessness. MOSS recognises their rights to grow, learn and be healthy.

History of MOSS

Merri Outreach was established in Northcote in 1989 with the aim of providing better access to support, housing and social options for people who are homeless. The following is an outline of historical development and key dates:

1988 -1993

• 1988 some members of the Darebin community feel they should be doing something about homelessness in their local community (essentially Darebin and Banyule). A committee formed to plan a response and they approached St Josephs Northcote to "back" their plan. A committee formed to plan a response. The committee, supported by St Josephs make a submission to DHS for funds to operate a SAAP funded program, with a focus on initially supporting single men exiting Ozanam House (the first front door?) and then at risk women from the Darebin and Banyule LGA’s. Submission was successful

• 1989 Merri Housing Service (MHS), as MOSS was then called, opened in High St Northcote. MHS had a strong focus on consumer participation, a focus that remains today

• 1992 commenced EH/HISP program, a forerunner to HIR service

1993 - 1998

• 1994 successfully submitted for the Yarra Families Outreach program, one new staff member

• 1997 HSS restructured splitting system into THM and SAAP, meaning we lost the EH/HISP program

• 1994 – 1999 agency at risk of not being viable and closing or due to the Kennett Government’s reforms to the welfare sector. To survive we needed to grow and commenced exploring appropriate options that aligned with our mission, and values. Merri decided that in order to grow it had be an all of agency approach, rather than driven by management, with all staff involved and invested in the growth – an approach or philosophy that is still important at Merri (ie collaborative and staff involved in strategic development)

1998 - 2003

• From 1998 agency focused on using case management as key service delivery tool

• Committee concerned about how children supported in SAAP, a reflection of the focus on working with the most marginalised members of our community. To this end, MOSS self-fund a Children’s worker position. The position operated from 1998 to 2001. This was the start of a very strong focus on Children at MOSS

• MOSS was unable to attract DHS funding and we were unable to continue self funding the position. However it put MOSS in a strong position to win the tender for the Northern Children’s Resource Program and we subsequently were successful with our submission

• 2000 win tender for HACC funded Community Connections Program (CCP)

• 2000 won tender for Housing Support for the Aged Program (HSAP)

• 2001 move to new office in Northcote (Langwell’s Parade)

• 2001 win tender for SAAP funded program, the Crisis Response Program

• 2001 Team Case Management model developed with both the CCP and CRP using this innovative model

• 2002 the influential “Once upon a time in SAAP” research project released by the Regional Childrens Network Program

• 2002 open second office in Coburg

• 2002 changed name from Merri Housing Service to Merri Outreach Support Service to more accurately reflect our core business

• 2002 - 3 SAAP funded programs (Mens, Womens and Yarra teams) merge to form a new team - Transistional Outreach Support Team (TOST).

• 2002 all case management teams at MOSS move to Team Case Management model

2003 -2008

• 2004 win tender to run a pilot program – The Young Women’s Crisis Initiative, an outreach case management program with fixed entry points

• 2004 run a pilot research program – Older People in Private Rental, essentially an outreach HIR response to older people in at risk tenancies, however with a significant (unfunded) support component

• 2004 released the “What factors impact on peoples’ capacity to maintain long term tenancies – did the SAAP experience help them?” research report, a joint project with La Trobe University School of Social Work.

• 2004 successful in our submission for the SAAP support program previously run by CAVE in Eltham. ItThen becomes part of TOST and the Yarra Outreach program moves across to the CRP as it is a Crisis focused program.

• 2005 Merri chosen as one of four agencies involved in trialing Homelessness Assistance Service Standards (HASS) self assessment process. MOSS was involved in the drafting of the HASS.

• 2005 successful for submission for a YHAP funded project for the 12 month “Same sex attracted young people service system intervention project” (SSAYP)

• 2006 SSAYP report launched and project completed

• 2006 make a successful submission to the Federal Government’s National Homelessness Strategy Grant fund for a children-focussed project. As a result in 2006 the 12 month Bright Futures demonstration project, commences continuing our leading role working with children

• 2006 Consumer Reference Group commences

• 2006 successful with negotiations for the North West Children’s Resource Worker to sit with MOSS, meaning MOSS now operates the North and West Regional Children’s Resource Program (NWRCRP)

• 2006 Regional Childrens Network commence running Way of the Warrior, a life skill building program for boys experiencing homelessness and family violence and first program commences. Subsequently a similar program called Wushu Way, designed for girls experiencing homelessness and family violence, commences. These programs have since been rolled out across the North West region

• 2006 successful in our submission for the Hume/Glenroy Homelessness Assistance Program tender

• End of 2006 MOSS-Hume transitional support programs commences

• Open new office in Broadmeadows in February 2007 and close the Coburg office

• 30 June 2007 Bright Futures program finishes, though the group work component continues. A comprehensive report and evaluation developed in partnership with Melbourne University submitted to the Federal Government.

• October 2007 NWRCRP homelesskidscount.org.au website officially launched

• October 2007 - MOSS was commissioned by the Department of Human Services (DHS) to develop a report - 'Assisting Children and Families Who Are Homeless Project'

• March 2008 the 'Assisting Children and Families Who Are Homeless Project' report submitted to DHS making key recommendations and documenting a model of case management for children and families

• June 2008 MOSS to undertake QICSA accreditation review

When MOSS commenced operations in 1989 it had 3 staff members, 4 in 2000 and currently over 30.