developing a homelessness strategy report to lead member for housing services environmental scrutiny...
TRANSCRIPT
Developing a Homelessness Strategy
Report to
Lead Member for Housing Services
Environmental Scrutiny Committee
Cabinet
Local Strategic Partnership
Deputy Director of Housing Services
Strategic Approaches to Homelessness – 10 Key Areas Legislative and Policy Context The Homelessness Strategy Preventing Homelessness Housing Advice Temporary Accommodation Rehousing & Resettlement RSLs and Homelessness Multi-Agency Working Performance and continuous improvement Implications for Salford
Legislative & Policy Context
A change in approach Planning NOT Reacting
Legislative & Policy Context Specifically:
– Require authorities to assess/review homelessness in their areas and use this information to develop homelessness strategies
– Reduce Rough Sleeping– Reduce the use of bed and breakfast accommodation and
promote more appropriate forms of temporary accommodation
– Enable access to services for groups that have been identified as particularly vulnerable such as 16 and 17 year olds, ex-offenders, people leaving institutions and people who have experienced domestic or other forms of violence
Homelessness Act 2002 Local Authorities to carry out and prepare
homelessness strategies based on the reviews and revise the the strategy once every 5 years
Provide greater level of advice and assistance not owed housing duty
Repeal of the two-year by an indefinite duty Power to secure accommodation for non-priority
applicants Joint working with Social Services Changes in reviews and appeals Primary legislation in force – July 2002
Policy Context “More than a roof” Homelessness(Priority Need Order for
Accommodation Order 2002) Revised Code of Guidance on Homelessness Code of Guidance on the Allocation of
Accommodation Reduction of use of bed and breakfast Health Care of young babies and children in
temporary accommodation Coming in from the cold – the Government’s
strategy on Rough Sleeping
Developing Homelessness Strategies The Role of Consultation
– With every organisation or person who might be able to contribute to the objectives of the Homelessness Strategy including :
• Social Services, Probation Services, Health Services• Current and ex-service users• Stakeholders such us local RSLs, private landlords
and voluntary services organisations• Staff• Other residents
Developing Homelessness Strategies The Role of Consultation
– Consultation may be about :• The customer care element of the service
• The needs of particular priority groups
• Specialist service areas like tenancy sustainment
• Prevention strategies
• Access to temporary or permanent accommodation
• The role of private landlords and/or RSLs
• Equality issues
Developing Homelessness Strategies Review of Resources
– Lettings of social housing stock to homeless people, including access to RSL lettings via nomination agreements
– Plans for provision of new social housing, including specialist and/or support accommodation
– Accommodation and support provision, drawing on Supporting People supply mapping
– Access to temporary accommodation – Access to the Private Rented Sector– Local Authority Budgets – housing, social services, health,
education & employment– Policies and procedures– Voluntary Agency Services and their funding
Developing Homelessness Strategies Key Stages
– Mapping of Needs– Audit of Services– Assessment of existing resources– Identification of gaps and blockages in services and
priorities for action– Developing an action plan with identification of lead
agencies and resources and timescales– Agreeing mechanisms and timescales for reviewing the
strategy– Ongoing consultation
Developing Homelessness Strategies Assessing Future Levels Matching Supply and Demand Race Equality Following Good Practice
Assessment of the Quality of the Strategy Corporate Responsibility Effective Partnership Working Fit with other Local Authority Strategies Fit with legislation, guidance, national priorities and
strategies The inclusion of clear aims and objectives and an action
plan Specific Actions to address the needs of vulnerable
groups Priorities and action on housing policy, prevention,
effective response to homelessness and resolving homelessness
Preventing Homelessness Prevention
– Basic Housing Information in the Secondary School Curriculum
– Identifying Risk Factors– Sensitising Core Housing Management Tasks to the
prevention of Homelessness– Health Services Support– Probation and Prison Services– Information and advice– Mediation and Conciliation– Use of the Private Rented Sector
Housing Advice
Develop a Housing Advice Strategy Carry out an Audit of Housing Advice Develop Community Legal Services Establish the SCOPE of Housing Advice
– Information– Advice on Accessing Accommodation– Advice on Retaining Accommodation
Temporary Accommodation
Reduce to a minimum/reduce demand for unsuitable
Increase demand for suitable Use Supporting People Map suitable Temporary Accommodation Develop a Strategy Reduce use of Bed and Breakfast
Rehousing and Resettlement
Maximise choice for Homeless People Use the Private Rented Sector Development of Resettlement Support Regular contact with Prisons and YOI Furnished/Supported Accommodation Protocol for Social/Private Landlords
Housing Associations and Homelessness Joint Work is Crucial Housing Corporations Regulatory Code Contracting out of certain services? RSL must co-operate in discharging duties Reasonable co-operation
Multi-Agency Working
Important role in providing appropriate services
Clear statutory framework Supporting People as a stimulus Joint protocols with Social Services Multi Agency Forum Protocols
Performance and Continuous Assessment Additional Resources = Clear expectation of
improved/more effective services Human Rights Act issues Collecting Information Keeping up to date Following the Code of Guidance (breach of Statutory
Duties) Developing Clear Service Standards Performance Management Continuous Learning Consulting Users
Implications for Salford
Closer Working with Health, Social Services, Probation, Education, Community Safety Unit
Use of the network set-up to establish Supporting People
Service Level Agreements with all Social Landlords(NPHL/RSLs) and Private Landlords
Better Monitoring Revised Procedures Best Value Review in 2004
Implications for Salford
2 Action Plans clearly mapping out– Production of the Strategy– Adoption of Best Practice and development of
Performance Assessment
Key Constraints Senior Officer on Adoption Leave until March Staff Structure still being brought in Office Accommodation unsuitable Homeless Families Unit unsuitable Other major changes at the same time as this – Supporting
People, Housing Market Renewal, Regulatory Reform Financial Resources Limited – “shoestring service” Overprovision of Hostels – resistance to new Hostels Asylum Seekers issues Clash with Anti-Social Behaviour Policy
Key Opportunities Clever use of resources? – use Best Practice Examples Many empty properties in the City– turn a problem
into a solution? Closer corporate working – develop “people first”
services – “Lift” Centres? Tie in with “Regeneration” agenda? Tie in with “Community Safety” agenda? Tie in with “Health” agenda? Tie in with “E-Government” agenda? Tie in with “Life Long Learning” agenda?
Conclusion
Major Piece of Work covering several services and many vulnerable customers
Opportunity to change many services to be people orientated rather than in the traditional silos
Many Opportunities to make things better Key Constraints are capacity and finance Statutory Duty
Recommendations
Note the implications Agree a Strategy Development Plan Agree to support and participate