1. Developing a Homelessness Strategy Report to Lead Member for Housing Services Environmental Scrutiny Committee Cabinet Local Strategic Partnership Deputy Director of Housing Services

2. 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

3. Legislative & Policy Context  A change in approach  Planning NOT Reacting

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. Developing Homelessness Strategies  Assessing Future Levels  Matching Supply and Demand  Race Equality  Following Good Practice

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. Implications for Salford  2 Action Plans clearly mapping out –Production of the Strategy –Adoption of Best Practice and development of Performance Assessment

22. 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

23. 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?

24. 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

25. Recommendations  Note the implications  Agree a Strategy Development Plan  Agree to support and participate