1. Implementing the Homelessness Reduction Act Joe Smith – Local Authority Practice Manager

2. 5 Local Authorities 6 Local Authorities
Our HRA work at Crisis
5 Local Authorities
6 Local Authorities
Practical support to help implement the HRA. Working more broadly with other local authorities and stakeholders to share learning and good practice
Research assessing implementation of the HRA and experiences of people seeking help
Westminster Briefing
crisis.org.uk

3. Key messages today
Frontline officers are fundamental to many of the key factors for success of the Homelessness Reduction Act
Co-designing and testing solutions with them is the best way to overcome issues and challenges
Implementing the 'duty to refer' in practice comes with hidden challenges. It is vital to co-design arrangements with partners
Westminster Briefing
crisis.org.uk

4. HRA lessons so far: staff impact
Able to work with people for longer & in a more meaningful way
Officer training to date has tended to focus on the new legal duties vs. how to apply these to cases
Prevention & relief options have not changed. Focus therefore on "selling" the options available – empowerment, motivation & involvement
Increased bureaucracy and administration
Higher caseloads, workloads and pressure on staff
Differing experiences for officers and levels of confidence
Risk of a tendency towards standard and limited set of ‘reasonable steps’ within personalised plans
Culture change will take time!
Limited opps to practice
able to give every case attention it deserves
Westminster Briefing
crisis.org.uk

5. "It's been a lot to take in over the past 6 months"
View of frontline housing/ homelessness officers
New internal procedures and processes
Structural constraints & increasingly difficult to place people in options available
New or updated IT and CMS
New legal duties and framework
Increasing levels of need and complexity of people presenting
Staff changes inc. recruitment and restructures
Increasing caseloads
Expected culture change: investigator -> skilled helper & person-centred approach
HIgh expectations and pressure, lot to take in
It is sometimes a struggle to make sure we are legally compliant as well as being client-focused and flexible
Increased admin and bureaucracy
"It's been a lot to take in over the past 6 months"
Westminster Briefing
crisis.org.uk

6. Approach in Durham: 2-day co-design workshop
Design Brief
User Research
Synthesising Research 
Brainstorming Solutions
Concepts
How might we help officers utilise the interventions and solutions they have available, to best meet the needs and circumstances of every service user?
Journey Maps
Developing themes & insights
Lots of ideas
Developing concepts to test & prototype in the service
Group Interviews & Discussions
Westminster Briefing
crisis.org.uk

7. Some ideas Co-design sessions with officers (and partners)
Changes in the service model e.g. users are allocated an individual caseworker and a separate coach/mentor, dedicated officers for cases dependent on complexity, embedded administration support etc.
Frontline officer network with neighbouring authorities and partners
Helpful tools e.g. prevention & relief toolkits, directory of services
Reflective practice, action learning sets and peer support
Practice observations
Practical and relevant training (e.g. coaching skills, motivational interviewing) with supporting tools to embed in everyday working practices
Staff feedback forums e.g. regular stand-ups, 'huddles' and check-ins
Reflective practice is typically organised on a regular basis in small groups. It enables staff to recognise and understand each other’s difficulties; and get some perspective on the emotional challenges of their work, thereby enabling some distance from it. In this way anxieties may be reduced and burnout may also go down. It enables shared learning cycles to be set up which enhance the acquisition of skills. Staff attending such groups have the opportunity to discuss the models, techniques and solutions they are employing and corrective feedback may be offered. This can be done with or without supervisors and can extend to peer-to-peer practice observations where staff observe each other and provide constructive feedback (with no escalation higher).
Westminster Briefing
crisis.org.uk

8. Duty to refer: making it work in practice in Oxfordshire
Work packages
Objectives​
Develop a consistent approach to the implementation and operation of the 'duty to refer' within Oxfordshire​
Support the trailblazer initiative in preparing public bodies and local housing authorities for the 1st October (when the duty comes into force)​
Explore the appetite and mechanisms to extend the duty to a 'commitment to cooperate' from public bodies​
Membership​
Oxfordshire Trailblazer, Crisis, South & Vale, Cherwell, Oxford City, West Oxfordshire​
Strategic local agreement and 'commitment to cooperate'
Referral mechanism
'Duty to refer' procedure
Supporting Guidance & FAQs
Data & Information Security
Monitoring & Review
Current State Diagnostic
Training, Support & Awareness
Test & Pilot
Westminster Briefing
crisis.org.uk

9. Duty to refer: food for thought
Local vs. National approaches
Mandatory vs. discretionary information
Making contact after a referral
Multiple and repeat referrals
Extending to a commitment to cooperate
Impact on existing referral arrangements and pathways
Westminster Briefing
crisis.org.uk

10. Key messages today
Frontline officers are fundamental to many of the key factors for success of the Homelessness Reduction Act
Co-designing and testing solutions with them is the best way to overcome issues and challenges
Implementing the 'duty to refer' in practice comes with hidden challenges. It is vital to co-design arrangements with partners
Westminster Briefing
crisis.org.uk

11. Outlines evidence-based solutions that can end homelessness in Great Britain built round the belief that everyone should have – and is ready for – a safe, stable place to live. 
Contains solutions for the long term, building on what has worked at home and abroad to end homelessness. 
The plan shows the costs of preventing and solving homelessness for people, along with the policy changes needed to get us there.
Designed to help the governments of England, Scotland and Wales. It will be regularly updated and improved as we gather more information about what works to end homelessness.
Developed with a wide range of homelessness experts throughout Crisis’ 50th anniversary year through: broad consultation process; large-scale international evidence review of what works to end homelessness; and newly commissioned research where evidence was lacking.
Why now? There are almost 160,000 households experiencing the worst forms of homelessness in Britain. If we carry on as we currently are, this is expected to almost double in the next 25 years.

12. Local Authority Practice Manager
Joe Smith
Local Authority Practice Manager