Homeless Strategy 2020-21 review
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Homeless Strategy 2020-21 review
Homeless Strategy The objectives of the strategy are:
2020-21 review To improve the financial resilience
1 amongst the population at risk of
In April 2019, together with Mansfield District homelessness through a proactive
Council and Newark & Sherwood District and integrated local welfare benefits
Council, we launched the Ashfield Homelessness system
& Rough Sleeping Prevention Strategy 2019-24.
To increase the amount of social housing
This document provides an update on the 2 available to households at risk of, or
progress that has been made in achieving the experiencing homelessness and increase
aims and objectives of this strategy in 2020-21. the sustainability of social housing
tenancies by these households
Details of the progress made in delivering this
strategy in 2019-20 can be found here: To deliver the additional required
www.ashfield.gov.uk/media/0v2f1jgk/ 3 supported housing and housing
ashfield-homelessness-and-rough-sleeping- related support
prevention-strategy-2019-24-12-month-
update.pdf To increase the amount of PRS
4 housing available to households at
risk of, or experiencing homelessness
As a reminder, the aims of the strategy are and increase the sustainability of PRS
to: tenancies by these households
• Prevent as many residents as possible
To ensure the support needs of
• Ensure options are available to ensure 5 households at risk of, or experiencing
no one has to sleep rough homelessness are appropriately
other than through personal choice met in order to reduce their risk
• Help as many residents as possible to of homelessness and the risk of
move seamlessly from one home to homelessness increasing their support
another without the need for needs
emergency or temporary
To minimise rough sleeping and street
accommodation
6 activity and encourage the community
• Provide a high quality service that to do their bit to end homelessness
customers indicate satisfaction with.
To achieve high customer satisfaction
7 with the outcome and experience of
the support provided by ADC Housing
Options
To ensure services are designed based
8 on robust evidence and effectively
monitored and evaluated.
HOMELESS STRATEGY 2020-21 REVIEW 2
11Our progress in meeting these objectives Theme 1 Good progress
since the launch of the strategy are Theme 2 Good progress
summarised below: Theme 3 Good progress
Theme 4 Good progress
Theme 5 Good progress
Theme 6 Excellent progress
Theme 7 Some progress
Theme 8 Some progress
Theme 1 Theme 2
The independent research we commissioned See the Affordable Housing Delivery Strategy
last year made a number of recommendations 2019-21 Review for a summary of the new social
to tackle homelessness at the earliest possible housing that has been built in the district.
stage, including through financial resilience.
A summary of this research is included at The ADC Tenancy Sustainment Team continue
Appendix 1. to offer support as required to ADC tenants,
including new tenants who were previously
In 2020-21 ADC’s Housing Benefit Team homeless and existing tenants who may be at
approved 376 applications for Discretionary risk of homelessness.
Housing Payment.
The independent research we commissioned
The ADC Housing Options team continue to last year made a number of recommendations
work closely with local DWP advisors who to minimise tenancy failure in social housing.
attend multi agency case conferences regarding A summary of this research is included at
individuals and families with complex needs or Appendix 1.
those who are rough sleeping.
In 2020-21, the Housing Options Team assisted
During 2020-21, a number of changes were 5 households who were homeless due to loss
made to the welfare benefits system by central of a social housing tenancy and 59 households
Government that have improved the financial who had lost a PRS tenancy (462 households
resilience of households, including uprating were supported in total).
Local Housing Allowance Rates, increasing
Universal Credit allowances and the furlough The Housing Options Team supported 61
scheme. households to secure a tenancy in social housing
and 32 households to secure a tenancy in the PRS.
The Housing Options Team have completed
basic money advice training and can advise A snapshot report at the end of 2020/21
customers on maximising their incomes showed there were 108 Homefinder applicants
In 2020-21, around 9% of households who needed to move because they were
supported by the Housing Options Team had a homeless or threatened with homelessness.
debt related support need.
In 2020-21, both evictions and lettings have
been significantly affected by the Covid
pandemic.
HOMELESS STRATEGY 2020-21 REVIEW 3
11Theme 3 Theme 4
A range of supported housing and housing 59 households were supported by the ADC
related support services continue to be Housing Options team who were homeless due
delivered across Nottinghamshire using funding to the loss of an Assured Shorthold Tenancy.
from the MHCLG Rough Sleeping Initiative.
We await confirmation of the 2021/22 funding 32 households were supported by the team to
allocation for Nottinghamshire which may move into the private rented sector to either
further increase the support and housing prevent or relieve their homelessness; 14
available. households were supported financially through
the ADC Homelessness Prevention Fund.
20 additional supported housing spaces became
available in February 2020 and in 2020/21, 31 The Call Before You Serve scheme continued
individuals with medium to high complex needs in 2020-21. This scheme has worked with
have been accommodated. A further 5 spaces 44 households in Ashfield and prevented
are anticipated in early 2021/22. homelessness in 16 cases. In 14 cases,
homelessness could not be prevented and the
ADC officers continue to attend the service continues to support the remaining 14.
Nottinghamshire Youth Homelessness Forum
and work in partnership to strengthen the local The Landlord Liaison Officers also continued
Care Leaver Offer. in 2020-21 and the Ashfield officer received 86
referrals and secured accommodation for 16
The Serenity Scheme continued throughout households.
2020-21 with funding secured from MHCLG,
providing accommodation and specialist The independent research we commissioned
support for up to 37 women and children last year made a number of recommendations
fleeing domestic abuse at any one time. In to increase access to the PRS and to minimise
2020-21, 16 families and 2 single person the loss of a PRS tenancy. A summary of this
households were supported by this service. research is included at Appendix 1.
A survey of support need of residents of In 2020-21, both evictions and lettings have
temporary accommodation and supported been significantly affected by the Covid
housing was carried out in July 2020 – the pandemic.
findings of this survey are summarised in
Appendix 2.
54% of households supported by the ADC
Housing Options Team in 2020-21 had one
or more support needs, the most prevalent
support needs were related to: domestic abuse,
mental health, physical health, debt issues and
alcohol or drug dependency.
HOMELESS STRATEGY 2020-21 REVIEW 4
11Theme 5 Theme 6
The support needs of homeless households in Significant funding was again secured from
Ashfield has been highlighted above and also in MHCLG in 2020-21 to provide services to rough
the summary of the findings from the survey of sleepers and those at risk of rough sleeping in
support needs at Appendix 1. Nottinghamshire, including: a street outreach
service, nursing outreach, specialist navigators,
ADC officers have attended a significant landlord liaison officers, mental health support,
number of partnership meetings during 2020- additional supported housing spaces, additional
21 to improve the prevention of homeless winter emergency accommodation spaces,
upon discharge from an institution and to tenancy sustainment support, substance misuse
improve access to specialist support and support.
treatment. The meetings focus on matters such
as: prison release, hospital discharge, mental In 2020-21, these services supported the
health support, domestic abuse, leaving care, following number of individuals in Ashfield
substance misuse treatment, social care support.
Meetings have also focused on supporting • Landlord Liaison Officer (0.5 FTE) received 86
individuals and families to have a safe home referrals and secured accommodation 16
during the Covid pandemic and to access the • Wound care service has worked with an
medical and humanitarian support they need. average of 2 patients per month
In some cases, national policies and practices • Change Grow Live outreach worked with 275
have been implemented (such as a new hospital individuals
discharge protocol) and in others local policies • Framework Street Outreach worked with
and practices have been agreed (such as 32 individuals
additional domestic abuse refuge spaces). • Framework mental health navigator received
5 referrals and supported 3 individuals
In partnership with Broxtowe Youth • Community Psychiatric Nurse received
Homelessness, an online resource for Ashfield 12 referrals
schools has been developed regarding housing • Framework prevention and resettlement
options for young people – this will be available navigator team supported 11 individuals
in early 2021/22. • YMCA accommodated 31 individuals
• Call Before You Serve received 44 referrals
and prevented homelessness in 16 cases
In November 2020, ADC reported that the
typical number of individuals rough sleeping on
a given night is 4.
In order to protect those rough sleeping from
the Covid pandemic, accommodation has been
offered to all rough sleepers.
HOMELESS STRATEGY 2020-21 REVIEW 5
11Theme 7 2021-22 priorities
The independent research we commissioned Work with partners to identify sustainable
last year made a number of recommendations housing solutions for individuals continuing
to improve customer satisfaction and to prevent to rough sleep following accommodation
homelessness at the earliest opportunity. offers made during Covid
A summary of this research is included at
Appendix 1. Work with the PRS and relevant partners
to minimise homelessness from the PRS
following the end of Covid policies to
Theme 8 suspend possession action
During 2020-21, ADC officers have attended a Increase the capacity and skills of the ADC
significant number of newly formed partnership Housing Options Team to meet the emerging
meetings that were put in place to manage challenges
the response to the Covid pandemic. Data and
outcomes have been reported regularly to these Provide proactive advice and support
meetings, as well as to MHCLG. Homefinder applicants who may be at risk of
homelessness
Due to the Covid pandemic, comparison of
2020-21 data to previous trends is difficult and Increase the use of digital solutions to
as such data has mostly been used this year to provide advice and support, particularly for
identify where additional short-term capacity those at early risk of homelessness outside
and services are required. (i.e. prevention stage or earlier)
Increase the use of data and customer insight
to understand the performance of the team
and opportunities for improvement
HOMELESS STRATEGY 2020-21 REVIEW 6
11Supporting early intervention to prevent homelessness across Ashfield District –
summary of key findings and recommendations
Key findings 2, Lack of perceived distinction between
Ashfield District Council (ADC) commissioned statutory housing-based services
Alden Social Research to complete a research Prior to seeking housing advice from the
project to explore homelessness prevention council most interviewees applied to go
APPENDIX 1
activities across the district and ways in on the housing register (via Homefinder).
which the authority can improve its support Though a few believed they would have been
offer moving forward. Views were gathered ineligible for help if they had approached
from statutory and third sector informants the homelessness team at an earlier stage of
and people who had used housing option housing need, some conflated the services, a
services. The findings that emerged view that was also shared by some external
highlighted the interdependence of different stakeholders. This highlights the need to
sectors in supporting homeless prevention, ensure maximum integration between the
and the need to cultivate relationships to homelessness and Homefinder teams to
build and strengthen the assets that are ensure that an every contact counts approach
already present. is taken to homeless prevention, such as
creating a trigger for housing advice to be
1, Some households affected by offered to housing register applicants, where
homelessness do not identify themselves assessed as appropriate.
as such
Some households at risk of homelessness 3, Providing a personalised service is what
are unlikely to seek support from the local can make the biggest difference
authority. The term homelessness itself Feedback from interviewees with lived
tended to be associated with being literally experienced showed that it was not
homeless (i.e. having nowhere to go) and necessarily the specific options offered
there was a view that those with a job or which led to the greatest perceived impact,
no health-related issues were expected to but rather, the way in which the service is
sort themselves out. This perception was delivered (i.e. the perceived qualities of staff
generally formed through “word of mouth” members). Interviewees valued a service
but also likely influenced by the way in that felt more personalised, where staff took
which homelessness is presented in the the time to make them feel comfortable
media. This suggests that in some cases and safe and where they felt their story was
people do not seek housing advice until their heard. One person who had presented as an
housing situation (and related to this, health emergency said though they had waited all
and wellbeing) had reached crisis point. day to see someone, the kindness shown to
Some providers viewed that community them, such as being provided with supplies,
mobilisations efforts in response to COVID-19 meant the wait was worthwhile. Though
provides an opportunity to support people statutory services face a number of pressures,
at earlier stages of housing need, through this support did not have to be particularly
increasing awareness of available services in-depth, and a few referred to the value of
and support (provided through the third light touch, informal contact, preferably from
sector, as well as ADC). the same staff member.
HOMELESS STRATEGY 2020-21 REVIEW 7
114, Third sector supporting homeless work together”. There was also a suggestion
families but overlook the housing issues that smaller, more grassroot organisations
they are experiencing may be less inclined to get involved if
Similar to interviewees with lived experience, networks did not operate with a solution
some third sector providers did not focus. In most cases, when the preventative
distinguish between more acute forms of focus of the homelessness team was
homelessness, and those who may struggle discussed, stakeholders were very receptive
APPENDIX 1
in a tenancy. Others were unaware that to the idea of supporting more targeted
people who were not at imminent threat action, or at least looking at ways to link
of homelessness could approach ADC for together and make referrals, suggesting that
assistance, and therefore did not signpost this can be supported.
to the homelessness team if a housing
related issue emerged. As all interviewees 6, Internal collaboration between
with lived experience had visited third sector departments to pool resources and build a
services prior to the homelessness team, this private landlord portfolio
indicates that opportunities to prevent an Private rented accommodation is the only
issue escalating are being missed. Another realistic housing option for many households,
issue was that while there were lots of yet there are a number of assessed financial
examples of holistic support being offered and attitudinal barriers to obtaining it and
which had prevented homelessness, it was termination of an assured shorthold tenancy
not generally badged in that way without is the main recorded reason for presenting
further prompting. This will no doubt hinder as homeless. This project identified a number
the identification of preventative work that is of different teams within ADC who are
already taking place and increase the risk of working to positively engage with and build
duplicating services. relationships with private landlords using
different, but complementary skills. Yet at
5, Cross-sector networks are viewed as times some teams are required to enforce
talking shops and not enough focus on regulations or make decisions that are
action perceived as negative by landlords, which can
The relationship between providers across hamper the building of positive relationships.
the district were assessed as strong, with As a result, in some cases effort is being
good formal and informal links. Yet it was duplicated, and in others efforts are hindered
acknowledged that while valuable, current by actions that other teams are required
networks were not necessarily set up to to take. Some cross departmental efforts
actively support people with early stage were identified, which have had a measure
housing need. Informant’s viewed that of success, and staff teams expressed an
networks need to go beyond information appetite to work more closely together to
sharing and signposting, or as one put it: widen the private landlord offer.
“what can we do as a group… how can we
HOMELESS STRATEGY 2020-21 REVIEW 8
11Recommendations: rethinking internal with a landlord, or living in unsuitable
strategies and processes accommodation. Linked to this, most people
If homelessness is to be ‘everyone’s business’, who approach HOT are already registered
it is crucial to start within ADC itself, and on Homefinder. It was identified there is
ensure internal structures support teams to some confusion externally between the two
work together to achieve this aim. Housing services. Improving information sharing
need is complex and the underlying causes arrangements would increase the likelihood
APPENDIX 1
and factors that may lead to homelessness that those who present to ADC at earlier
ideally requires a strategically led cross- junctures with a housing need are potentially
departmental approach. picked up before the issue escalates.
Creating internal working groups This could, for example, be a system which
As resourcing additional posts may not be triggers a response if a Homefinder applicant
realistic, especially in the existing climate, it indicates a housing related need, who can
is worth exploring how existing internal staff then be contacted and either offered the
across teams can work together to provide option of an advice session or signposting to
a more responsive homelessness prevention relevant information.
service. For this to work there would need
to be a few clear, achievable goals agreed Other ways to promote homelessness
at the outset and someone would need to prevention through aligning internal systems
take overall responsibility to ensure it stays would be to review ways of linking relevant
on track. With the right planning, this option services currently being delivered across
can be relatively inexpensive and, in some departments. The Housing Benefit service,
cases, may involve re-jigging communication, for example, prevents homelessness through
so that current efforts to achieve particular the provision of Discretionary Housing
goals already are pooled together. An Payments (DHP). When a DHP is agreed a
area that lends itself well to setting up an letter is sent out explaining that the payment
internal working group is private rented is short term and the recipient needs to act
accommodation, as interviews uncovered to increase income or find an alternative
various efforts to engage landlords across property. However, it does not contain
departments who have different, but detailed signposting information, which
complementary skills to offer. would potentially be invaluable to those who
self-refer, or have been referred through ADC
Information sharing between HOT and housing or a third sector organisation.
the Allocations team
Both these teams work to support people Creation of external facing posts
with some level of housing need. The Some stakeholders, internally and externally,
Allocations Team receive Homefinder identified that early prevention approaches
applications from people who have issues require a dedicated worker. Some
that may impact on their housing, be that suggestions (explored in more detail in the
through health-related needs, problems main report), include: an outward facing
HOMELESS STRATEGY 2020-21 REVIEW 9
11‘Housing Options Link Worker’ whose main Link, and it may be worth checking out
focus would be connecting to, and building established networks, such as the ‘experts by
on, existing assets; an ‘Early Intervention experience’, run in Newcastle and Gateshead.
Worker’ whose main role would be to work But as with good practice transfer more
with people prior to the 56-day prevention generally, it is important to think about how
threshold being reached (such as those this can work in the ADC local context.
identified by Allocations as having a potential
APPENDIX 1
housing related need); a ‘Private Sector Bring together existing local services
Floating Support Worker’, which would For early intervention to be effective,
support individuals who are in private rented especially targeting areas where there is an
accommodation but flagged as potentially increased risk, such as those on a low income,
at-risk of experiencing housing related need. it makes sense to link local services running
Elements of all these suggested roles can similar initiatives together. The BRE review
be picked up by existing staff, but without recommended that ADC should consider
sufficient resource, progress is likely to be running initiatives that target household
patchy, and new initiatives and services income through job creation and benefit
missed, especially if initial momentum is lost entitlement checks. The latest Homelessness
due to frontline service pressures. Prevention Strategy for ADC suggests
integration of local welfare benefits services
with HOT. A challenge is keeping on top
Recommendations: working with of what is likely to be an ever evolving and
external agencies shifting landscape. Traditionally, grassroot
services tend to be invisible, frequently
Explore ways to promote resident changing and/or disappearing. One third
engagement sector provider is looking to redesign a local
This research highlighted the importance of community network they run so it is more
ensuring service change is informed from the inclusive to grassroots organisations through
ground up. The latest prevention strategy running the group digitally, which is certainly
for ADS suggests working with partners to a step in the right direction and potentially
identify how those with lived experience something ADC can link in with.
of homelessness can be included in the
design and delivery of services. To increase Set up health-based links
inclusion, the ways in which forums/meetings The relationship between homelessness
are run will need some thought, offering and poor health has come into sharper
opportunities to participate beyond more focus in recent years, such as through the
traditional approaches. The drive toward NHS Long-term Plan, which makes a strong
digital and flexible ways of working may case for meaningful partnerships across
contribute to this discussion. This also links primary health services in particular. Based
to building trust, where residents become on suggestions provided, it is worth looking
more invested in making homelessness their at ways to more explicitly tackle this, such as
business, as they appreciate their voice is piggy backing meetings in local surgeries,
needed and valued. There are various free promoting HOT in reception areas, and
‘toolkits’ that can support coproduction setting up an initial meeting with the newly
efforts online, such as through Homeless form Social Prescribing Link Worker Team
HOMELESS STRATEGY 2020-21 REVIEW 1 10(who are due to expand and are keen to work working with the private sector as part of
with ADC). It is also worth the HOT exploring offering a ‘through’ service for people who
how to ‘piggyback’ the contacts built through approach, including liaising with the DWP or
other internal departments, such as the to develop a communication channel with
Complex Case Team, who are taking effective local employers in the area. An example
action to build stronger connections with was provided of B&M stores, who could
local GPs. Other departments with links to potentially inform the HOT if there are any
APPENDIX 1
specific health-based services (normally vacancies, which can then be passed on
where a relationship has been built with a to customers who may be struggling with
specific staff member) includes the Tenancy accommodation due to losing, or struggling
Sustainment Team and Private Sector to find, employment (consideration would,
Enforcement. It may also be worth running of course, need to be given around who
ideas past third sector providers, such as AVA would take overall responsibility for setting
and the CAB, who are currently funded to up and maintaining this service). ADC would
work with health-based services. benefit from promoting services around the
language of ‘supporting people to live well in
Set up a more strategically designed the local community’, rather than ‘preventing
private landlord service homelessness’.
Some interviewees felt a managed service
was needed. It is worth taking inspiration With more specific regard to linking with
from services set up by other local private landlords, some suggestions include
authorities, such as Norwich City Council who the HOT piggy backing landlord forums to
worked with Eastern Landlords Association promote what they offer; running an event
to set up a Private Sector Leasing Scheme. across local estate agents; designing leaflets
Benefits for landlords include leasing for up promoting the Landlord Liaison service in a
to four years, with guaranteed rents, property popular trade catalogue and local hardware
condition and landlords can decide on either or DIY stores. To support engagement, it was
a full repairing agreement or do their own suggested that relationships would ideally be
repairs. Closer to home, the Nottingham reciprocal.
Private Rented Assistance Scheme (NPRAS)
offers a package of support offered by Promoting homelessness prevention and
Nottingham City Council with “Bronze, Silver housing option services
and Gold” packages. There are currently A relatively accessible way of reaching out is
valuable local assets that can offer a source to develop promotional materials, this can
of advice and support, such as the Call B4 be both to endorse the preventative element
You Serve landlord service. of HOT and provide information so people
are enabled to help themselves, where
Link in with the private sector this is preferred. There are some national
Tapping into the private sector can be examples and resources which use written
challenging, and it may be a case of materials to good effect, providing accessible
working across sectors to see what appetite factsheets, email bulletins, flyers and posters
or resources are out there already. The around topics such as how to spot early
HOT team provided a good suggestion of signs of homelessness or raise awareness of
HOMELESS STRATEGY 2020-21 REVIEW 1 1what local support/grants etc are available. offering the option (alongside face to face) of
With regard to promoting any materials receiving either one off or ongoing sessions
developed, it could be worth exploring local via Skype, Zoom or similar. There was not
neighbourhood networks, neighbourhood much appetite for this kind of option for HOT
watch schemes, Facebook groups and the services, but it is certainly worth exploring,
websites of other organisations, such as AVA, especially for younger people, or those who
which are more likely to capture people who do not wish to visit the building. This can
APPENDIX 1
may not access ADC services directly. It is also support remote working, which was
necessary to give regard to differences within viewed positively as it provided more time
groups; for example, while young people may to work on individual cases. However, there
respond well to promotion through social needs to be a balance between supporting
media, digital based methods may be less remote working, where it is feasible, and
suited to older people. retaining the face to face interactions which
can sometimes lead to effective ‘on the spot’
Give regard to phrasing around solutions to housing related issues.
homelessness in publications
One way of changing existing perception Look at ways to evidence early prevention
around homelessness prevention is to activities
explore the language used to describe it Resources will be needed to support many
at both the strategic and operational level. of the above recommendations, some
It is recommended that the wording of interviewees felt that to secure this, initiatives
documents produced is given some thought, need to demonstrate how and where money
to ensure that external organisations and can be saved. Some ideas, as suggested by
the community are able to relate to the previous local strategies, include monitoring
discussion. Newcastle City Council has signposting and referrals through various
designed a Pathways to Homelessness guide, agencies and/or the proportion of early
aimed at local organisations, which offers a prevention numbers that come through
useful signposting tool which distinguishes HOT, as well as capturing case studies of
between ‘at risk’, ‘threatened with’ and customer experiences (though the latter will
multiply excluded homelessness. not pick up where approaches to HOT have
been avoided altogether). The JSNA report
Employing digital to support early recommends that local councils identify
intervention opportunities to align funding to evidence
When asked specifically about how HOT based primary prevention of homelessness.
might utilise digital to support services, Though the potential future funding
people with lived experience iterated that landscape may change due to the ongoing
it should be offered as part of a suite of COVID-19 crisis, it is worth taking the time
options, and not serve to further distance to explore what options are out there, both
people from services. This is especially within ADC, but also at the county level or in
important for people who may be digitally partnership with local authorities that share
excluded. A few third sector providers similar ambitions.
discussed the potential to use digital to
transform advice and support, such as
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