Doing Things Differently Personal reflections on the past, present & future of supported housing Tristan Wood SHiP Conference, Brighton, January 2015

A RECENT CONFERENCE INVITATION “Drive forward the provision of effective, sustainable and integrated housing support services. As the Care and Support Specialised Housing Fund enters its second phase of delivery, providers must find innovative ways to drive momentum and provide security for vulnerable tenants. this timely event is a crucial opportunity to ensure your organisation is best prepared to deliver personalised, comprehensive and cost effective supported housing services in collaboration with all partners.”

Vulnerable residents receiving decreasing support Vulnerable residents receiving decreasing support

Reductions in social care spend & provision between are unprecedented in the history of adult social care By this year, local authority spend will have reduced by 30% from its 2008/9 peak By 2019, Government spending as a share of GDP is projected to reach its lowest level since 1948

Adult social care bore 52% of councils’ spend reduction 2012/13-13/14 Efficiencies have accounted for 50% of total savings since 2010 But little scope now for further efficiencies Councils increasingly resorting to meeting statutory responsibilities only Focus on eligibility thresholds, personal responsibility and assets Changing relationship between councils and citizens Changing expectations

Care Act introduces national eligibility criteria and thresholds, as well as setting a ‘care cap’ Care Act introduces national eligibility criteria and thresholds, as well as setting a ‘care cap’ But the estimated cost of implementing these proposals is £6bn over 4 years But the estimated cost of implementing these proposals is £6bn over 4 years Adding to existing cost pressures Adding to existing cost pressures

Over 65’s in the UK set to grow from 10m-15.5m by 2030 Number of over 80’s will almost double to 6m in same timescale Every additional 1m people over working age = additional state spend of £10bn p.a. Healthy life expectancy has not increased at same rate as life expectancy NHS costs for someone 85+ is, on average, 3 times greater than for age group

MIXED FORECAST FOR SUPPORT PROVISION 2012 research showed 40% charities with £5m+ turnover were struggling to stay in profit: just 8% were highly profitable In growth terms, 28% were shrinking/stagnating Resources and numbers of support providers forecast to decline further Services likely to focus on people with more complex needs As the scope of tenders broadens, so service growth is increasingly beyond housing association residents Increase in numbers of people needing support who’ll no longer be supported by the State

REGIMES I HAVE KNOWN Hostel Deficit Supported Housing Special Needs Supporting Grant Grant Management Allowance People STABILITY……………………………………………………………………………………………INSTABILITY

CHANGING ROLE OF HOUSING ASSOCIATIONS Rehab street properties → newbuild estates Non-statutory tenants→ 100% council noms. Affordable rents→ ‘affordable’ rents Support providers→ support onlookers

CHALLENGES AHEAD (GENERAL) Welfare reform Earnings Increasing polarisation between the ‘haves’ and ‘have-nots’ Further reductions in state aid for the vulnerable Commitment to decent care & support services Costs & delivery of health/social care/housing Increasing voluntary input Impact of localisation

CHALLENGES AHEAD (SPECIFIC) Future of housing associations Stabilising supported housing– making it an attractive investment Stock renewal Retaining workforce expertise & reducing turnover Achieving closer integration with health, social care and mainstream housing Offering truly personalised, cross-tenure care & support Ongoing competition with the private sector

DEVELOPMENTS IN SUPPORT Standards Focusing on strengths rather than weaknesses Personalisation, empowerment & co-production ‘Just enough support’

MY 4 SUGGESTIONS Focus on existing stock and new developments Make more of our property-owning status to challenge tendering Invest in move-on provision Closer collaboration with ‘general needs’

Optimism for the future – building on our history of: commitment innovation flexibility partnerships Important not to be a marginalised activity Ensure you’ve allies at cross-departmental, senior management and Board levels