southend-on-sea homelessness prevention strategy 2012-14 · final version 4 foreword the...

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Southend-on-Sea Homelessness

Prevention Strategy 2012-14

April 2012

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Page

Contents

Foreword 4

Achievements since the last strategy 5

Background 8

Vision and Strategic Aims 11

Section 1 The Strategy 13

Section 2 The Method 15

Section 3 The Approach 16

Section 4 The Framework 19

Section 5 Challenges and Solutions 23

Section 6 Strategic Aim 1 26

Implementation & Monitoring of the Allocations Policy to better match local need


Continue to improve the effectiveness of homelessness prevention support in the town

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Close working with clients and commissioners to ensure a suitable range of housing options are provided for vulnerable adults

Section 9 Monitoring 34

Section 10 Moving Forward 36

Appendix 1 The Action Plan 37

Appendix 2 List of groups involved in the consultation process 46

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Foreword The Southend-on-Sea Homelessness Prevention Strategy sets out the actions that the Council and its

partners will take to prevent homelessness in the Borough over the two year period April 2012- March 2014.

A great amount of work has been done during Southend-on-Sea Borough Council‟s first Homelessness Prevention Strategy covering the period 2003-2008 and the second strategy covering the period 2008-2011. This new strategy will build on past successes and will increase partnership working between the Council, key stakeholders and other agencies. This strategy is very much a „Homelessness Prevention Strategy for Southend‟ rather than a simply a strategy for the council, focussing on improving the way we work and working closely in partnership to deliver the strategic aims in this increasingly challenging environment.

It is a challenging time to be developing a Homelessness Prevention Strategy. This strategy has been developed at a time of unprecedented change. There have been significant cuts to public spending and the government are making huge changes to the social housing system as outlined in the Localism Bill to be implemented in April 2012, and also great changes to the housing benefit and the welfare system. The Homelessness Prevention Strategy and Action Plan has been developed with key stakeholders whose work brings them in to contact with homeless people and people threatened with homelessness in order to address these challenges. Strong partnership working between the Council, key stakeholders and other agencies will ensure that challenges arising due to these changes will be met and that people who are homeless or threatened with homelessness in the Borough receive the best possible assistance. The strategy will also help the Council, key stakeholders and other agencies in the targeting of limited and reducing resources.

We are confident that the aims of this strategy provide a strong framework for homelessness prevention work in the Borough over the next two years. Progress against these aims will be closely monitored. The Action Plan, which sets out individual objectives for delivering the strategy, will be refreshed after one year in order to respond to changing priorities. Jacqui Lansley Head of Community Strategy & Development

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Achievements since the last strategy

Key Objectives Key Achievements Prevent homelessness & provide housing options Enhanced Housing Options service launched in May 2010

Southend Council now has a Rough Sleepers Outreach Worker, working in partnership with HARP “Access Point” has been set up as a single referral point for supported accommodation Housing Options Officers at Southend Council have now had money advice training and are able to give basic money advice to clients The Rent and Deposit Loan Scheme has continued to be used for statutory homeless households in order to prevent homelessness There has been an increase in supported accommodation schemes in the Borough

Promote accessibility and equality of services New leaflets and posters aimed at preventing homelessness have been produced and circulated by Southend Council Housing Options

Housing Options/ Housing Needs have had displays at various community events in the Borough Written procedures have been established for the Housing Options

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Team to promote accessibility and equality of services Choice Based Lettings was implemented during February 2009 Southend Council Strategic Housing and the Planning Department have worked together to ensure S106 contributions on applications meet local need and are maximised when possible Over 140 new affordable housing units have been brought into the public sector and over 100 empty properties have been brought back into use, either directly or via signposting The underoccupation scheme has been published on South Essex Homes Website to encourage tenants to downsize from large family homes that are too large for their needs and therefore increasing the availability of larger properties in the Borough.

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Provide support and opportunities Southend Council Housing Options Team now have joint protocols with Essex Probation, Children & Learning, Housing Benefit, Private Sector Housing and The SMAART team to ensure good joint working to prevent homelessness and the best possible service for clients.

Outreach work was carried out at Futures College in Spring 2010 in partnership with Southend YMCA aimed at raising awareness of Homelessness issues amongst year 8 pupils in order to prevent future homelessness. Southend Floating Support generic floating support service established borough-wide including tenancy sustainment and homeless prevention.

Reduce the use of temporary accommodation and increase the availability of long term housing

No bed and breakfast accommodation has been used for homeless families by Southend Council Housing Options Team since 2008

Advice has been provided to young people in accessible locations such as Connexions and Teenage Pregnancy Advice Service by Southend Council Housing Options Team

Monitor performance, evaluate and review Comprehensive review of Choice Based Lettings completed December 2009

Clear service standards, performance indicators and targets established Introduction of questionnaires to measure customer satisfaction with Choice Based Lettings and Housing Options Service

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Background

Southend-on-Sea is the largest conurbation in the East of England and the closest seaside resort to London. It is located on the north side of the Thames Estuary approximately 40 miles east of Central London, and is bordered to the north by Rochford District and to the west by Castle Point District. Southend has many geographic, demographic and economic characteristics that make it distinctive compared to other areas. Excluding the London Boroughs, Southend is the seventh most densely populated area in the United Kingdom.

The Borough of Southend-on-Sea

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Southend enjoys a diverse economy and unlike many of the traditional seaside resorts is not wholly reliant on its tourism industry for employment. However Southend has not been able to escape the impacts of the current recession, which has left our businesses and residents facing an unprecedented economic situation. The rate of unemployment increased consistently during 2009, mirroring the national trend of a high percentage increase. The East of England is considered to be an affluent region and yet in Southend five Lower Layer Super Output Areas1 fall within the 10% most deprived areas in England. There is good evidence to suggest that deprivation and social exclusion can impact on a number of aspects of life including employment, crime, education/skills, health, housing and the environment.

At 1 April 2010 there were 77,036 properties in Southend; 6,165 owned by the Local Authority, 3,257 owned by Registered Providers and 67,614 in the private sector. This figure includes privately owned and privately rented properties.

Ownership of residential properties in Southend-on-Sea

1Geographical areas defined for statistical purposes of minimum population 1000, average 1500

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The TGSE Strategic Housing Market Assessment update 2010 shows that Lower Quartile weekly earnings were £349 against £375 across the TGSE. Further analysis showed that 61% & 52% of residents were unable to Buy or Rent respectively with lower quartile earnings. The cost of renting an average 2-bed property is £154 per week in the private sector against £82 in the public sector.

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Vision & Strategic Aims

The overarching aim of the Homelessness Prevention Strategy is:

Promoting greater accessibility to different types of housing and independent living for vulnerable groups and continuing work to prevent homelessness

Strategic Aims

The Strategy includes three aims to include distinct aspects of homeless prevention in the Borough. The aims are closely linked to those in the Southend Housing Strategy and items within the action plan will work towards achieving these aims.

Strategic aim 1: Implementation & Monitoring of the Allocations Policy to better match local need

Regular review of Choice Based Lettings allocations system, ensuring that the system is user friendly and is an open and fair way of giving choice to applicants

Explore methods to meet housing need whilst providing greater priority for working households and local residents

Clearer definition between homeseekers with the need to move and those with aspiration to do so in order to target services accordingly

Introduction of local lettings policies

Review of nominations agreements with Registered Providers taking in to account possibility of new affordable rent and flexible length tenancies

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Strategic aim 2: Continue to improve the effectiveness of homelessness prevention support in the town

Develop Homeless Prevention Strategy Action Plan

Understand the impact of proposed changes to the welfare system and in particular housing benefit/ local housing allowance on the local housing market and develop action plan to ensure residents have access to suitable housing

Recognise and support the work of the charitable and third sector in helping to prevent homelessness

Strategic aim 3: Close working with clients and commissioners to ensure a suitable range of housing options are provided for vulnerable groups

Communicating (to planning, developers and builders etc) the specific needs of individuals with specialist housing requirements and ensuring their provision alongside general needs affordable housing

Work with providers of specialist housing to achieve the correct mix of accommodation type and tenures for Southend‟s future needs in line with wider Social Care aims

Continued improvement and development of the Supporting People programme as part of delivery of suitable housing options for vulnerable residents

Ensure the housing needs of the towns older persons are reflected through provision of the right balance of housing options e.g. Extra Care, Sheltered Housing, Telecare

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The Strategy 1.0 The Homelessness Prevention Strategy

1.1 Under the Homelessness Act 2002 local housing authorities are required carry out a homelessness review in their area and set out plans to prevent and address homelessness in a Homelessness Prevention Strategy.

1.2 This is the third Southend-on-Sea Homelessness Prevention Strategy. Previous strategies were

published in 2003 and 2008. 1.3 There are many definitions of homelessness, ranging from those just dealing with people sleeping on

the streets to wider definitions. The legal definition of homelessness for England and Wales can be found in the Housing Act 1996:

People who are homeless include (but are not limited to) people staying temporarily with family or

friends (also known as sofa surfing), people staying in a hostel or bed and breakfast, people who are at risk of violence in their own home and people living somewhere where they have no legal right to stay such as a squat. Although the total number of rough sleepers in Southend is low, the number of Homeless people in the Borough is much higher than this. It is important to be aware that the majority of homeless people live outside of mainstream homeless accommodation2, therefore it is very difficult

2 Source: Crisis

A person is homeless if:

There is no accommodation they are entitled to occupy Or

They have accommodation but it is not reasonable for them to continue to occupy this accommodation

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to estimate the exact size of the homeless population. This is an important consideration for this strategy.

1.4 During the term of the last strategy there were major changes in the political and economic climates

however, despite these we were able to achieve the aims of the strategy and complete the actions in the action plan (see table on page 5 of this document).

1.5 At the time this strategy is being written and consulted on, the coalition government has announced

and is implementing a large cut to public funding as well as policy changes. It is a time of uncertainty within local government and a major challenge is to remain focussed on delivering key, preventative services with diminishing resources. This, combined with an increased demand for affordable housing is a key challenge both nationally and in Southend.

1.6 The coalition government‟s plans involve major changes to the housing benefit and local housing

allowance system as well as to welfare benefits. These changes commenced in April 2011 and will be introduced over a number of years. They will include revisions which will incorporate housing costs within a new „Universal Credit‟ and the extension of the shared accommodation rate from the under 25 year olds to the under 35‟s. These changes are likely to have serious implications for many of our customers. Raising public awareness and helping people to prepare for these changes will be essential in order to prevent homelessness occurring.

1.7 It is the customers who suffer the most from the effects of homelessness. Most people are fortunate

enough never to have to experience homelessness. But for those who do it can be a very traumatic experience; that is hard to escape from and which is damaging to physical and emotional wellbeing. Due to this, Southend Council recognise the importance of links with the Primary Care Trust (PCT) and Southend Hospital as homelessness in the Borough is a concern for these partners too. By working together with these partners and the other key stakeholders we can reduce homelessness in the borough and therefore reduce the impact on health also.

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1.8 As well as the effects of homelessness on the customer it is also important to bear in mind the effects on society and the financial cost benefits of preventing homelessness. Nationally, the average cost of accommodating a homeless family and providing re-housing services is £53003. The use of prevention initiatives is proven to be far more cost effective. The challenge for local government is to find the right balance of budgetary cuts and investment which provides longer term savings.

1.9 This Homelessness Prevention Strategy sets out the Southend view of the challenges and issues that

are faced and the Action Plan demonstrates how we aim to address them. 1.10 The strategy covers the period 2012-2014. The Action Plan covers a 1 year period from April 2012-

March 2013 and will be refreshed after this time in order to respond to reflect changing external and internal pressures and policies.

The Method 2.0 Methodology

2.1 To create this strategy, the following information was considered:

Homelessness trends and issues both qualitative and quantitative National and local policy, current and proposed Feedback and suggestions from the Southend Homeless Prevention Strategy Planning

Meeting held in September 2011 An analysis of the outcomes of the previous Homelessness Prevention Strategy Action Plan

2.2 The Homelessness Prevention Strategy Action Plan was subject to formal consultation during autumn 2011 for a period of 12 weeks, during which time comments were invited from stakeholders and the

3 Source: Herriot Watt University 2007

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public4. These responses were considered by a working group and the Action Plan was amended where appropriate.

The Approach 3.0 The Housing Options Approach

3.1 The Homelessness Act signalled a change in approach towards homelessness by local authorities as

it placed a duty on them to prevent homelessness and address the main causes rather than simply reacting to it. This was in response to increasing numbers of homelessness acceptances and high use of temporary accommodation nationally. The duty to offer advice and assistance applies to all customers, regardless of whether they would be owed a statutory homeless duty by the local authority.

3.2 The law places a duty on local authorities to investigate cases of homelessness where homelessness

and priority need is apparent and to make a decision on whether it has a statutory duty to re-house the applicant and their household. The statistics that relate to these applications have historically been used to measure homelessness. The focus on addressing the main causes of homelessness has been guided by these and has led to homelessness prevention schemes in Southend such as:

Rent and Deposit Loan Schemes Sanctuary schemes for victims of Domestic Abuse Negotiation with landlords Debt and money advice Use of the Homelessness Prevention Fund

4 See list in Appendix B

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A range of other measures was also provided to ensure that homes remain suitable, for example, Disabled Facilities Grants.

3.3 Advertising of the Housing Options Service encourages early approaches and interventions. Southend Borough Council also recognises that the Housing Options Team are not always the first point of contact for homeless people or sometimes not best placed to respond to some customers needs and therefore work closely with other council departments, other agencies and the voluntary sector.

3.4 The success of the Housing Options approach in Southend can be seen in the following table, with

the numbers of statutory homelessness acceptances reducing from a high of 246 in 2003/4. In 2007/2008 homelessness in the Borough was at its lowest. There have been slight increases in homelessness in the three years following this. This increase is likely to be associated with the current economic climate:

Homeless Acceptances in Southend-on-Sea (source P1E returns) 2003/2004 246

2004/2005 236

2005/2006 199

2006/2007 127

2007/2008 50

2008/2009 58

2009/2010 67

2010/2011 80

3.5 It is only recently that local authorities have been required to start recording cases where they have

prevented homelessness (for example found alternative accommodation before a household became

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homeless or made it possible for a household to stay in their home) or relieved homelessness (found suitable alternative accommodation where a homelessness duty is not owed). The table below shows prevention of homelessness in Southend since 2009/2010

Homeless Prevention and relief in Southend-on-Sea (Source P1E returns) 2009/2010 150

2010/2011 269

3.6 The Housing Options approach aims to provide a service to customers that enable them to explore

the different housing solutions that may be available to them and help them to make choices that will be sustainable. Assistance given by the team ranges from advice, signposting and referrals to other agencies to full case work which can involve taking an advocacy role, mediating and other interventions. Often a customer‟s background and personal issues can be a factor in the problems that they have with their housing therefore signposting to other agencies is also a key part of the Housing Options Officer role.

3.7 Managing customer expectations is an important part of the Housing Options Approach. Many customers have the initial expectation that the Council will simply provide them with a new home; however this will not be possible for the majority of people on the Homeseekers Register. It is part of the role of the Housing Options Officers to find suitable housing solutions for customers in the face of this challenge. There are a range of housing solutions available including privately rented housing, supported housing, helping a household to remain in their current home and shared ownership. In Southend we are particularly lucky to have high availability of privately rented properties. The Council‟s Rent and Deposit Loan Scheme has enabled strong links to be built with trusted landlords to ensure that private rented accommodation offered to statutory homeless customers is of a good standard.

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The Framework 4.0 Both nationally and in Southend there is a commitment to tackling and preventing

Homelessness. Effective partnership working increases the effectiveness of homeless prevention work, is essential in order to meet the challenges set out in the Strategy and will ensure the aims are met.

4.1 Southend Council will work with colleagues from the following agencies to help achieve the aims of this strategy:

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Key Stakeholders for Southend-on-Sea Homelessness Prevention Strategy Southend-on-Sea Borough Council Supporting People

Southend-on-Sea Borough Council DAAT

Southend-on-Sea Borough Council Children & Learning

Southend-on-Sea Borough Council Housing Benefit

Jobcentre Plus

Citizens Advice Bureau

HARP

Safer Places

Essex Probation

SEE PCT

Southend Floating Support

South Essex Homes

SAVS

Faith Groups

Southend CDRP

Essex Police

Private Landlords

Many of these other departments/ groups have targets relating to homeless prevention, therefore it is important to work together to achieve these aims in order to deliver the highest quality service to the customer and achieve the best possible results with limited resources.

4.2 The Homelessness Prevention Strategy links to, supports and builds on the other relevant strategies

and plans for housing, support and community services in Southend and Essex. These include:

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The Housing Strategy The Homelessness Prevention Strategy fits within the Housing Strategy. The Southend Housing Strategy has set out the vision for housing in the town for the period 2011-2021. The vision closely aligns with those set out in the Community Plan and the Local Development Framework that allow for a longer term ambition of what housing provision should be in Southend over the ten years term.

Thames Gateway South Essex Sub-Regional Housing Strategy The primary aim of this strategy is to set out the priorities and actions which accelerate the supply of high quality and sustainable housing to help meet the needs of people living or aspiring to live in the Thames Gateway South Essex Region.

The Community Plan The Southend on Sea Community Plan sets out a clear vision for all partners and commitments to aim for by 2020. There are 4 ambitions laid out in Southend‟s Community Plan: To create a safer town, where people feel secure and confident to live To reduce inequalities in health and wellbeing across Southend and support all ages to

lead independent lives and choose a healthy lifestyle To build strong, confident and proud communities who are empowered to take an active

part in local decision making and have a positive relationship with each other To create a thriving and sustainable local economy, which extends opportunities to local

residents and promotes prosperity throughout the borough

Children & Young Peoples Plan Ensures that young people have access to decent housing by working in partnership with a range of agencies including the Housing Department and Supporting People.

The Learning Disability Strategy

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The first of six overall outcomes is to “Enable people to live in their own homes as far as possible” by developing services that provide the best possible opportunities for people to be supported in their own homes. This is a very high priority because of the benefits that can be delivered in terms of independence, choice and social inclusion.

Supporting People Commissioning and Procurement Plan 2012-15 The plan sets out how the Supporting People Programme will ensure that its contracts deliver high quality housing related support, value for money and meet the needs of Southend‟s vulnerable adults. Through commissioning and procurement the plan will deliver local priorities during a climate of reducing budgets whilst services will provide vulnerable adults with the skills to live fully independent lives and ensure they sustain tenancies and participate fully within their communities.

4.3 Statistics on homelessness in the Borough will be used to measure the success of this strategy. There are no national performance indicators anymore, however Southend-on-Sea Borough Council recognise the need to measure performance and therefore collect the following data:

Number of households who consider themselves as homeless, who approached the local housing authorities housing advice service for who housing casework resolved their case

Length of stay in temporary accommodation (hostel) Number of households living in temporary accommodation Number of people helped into accommodation

In addition the government collects data quarterly from local authorities. This enables local authorities to compare their performance on measures such as:

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The number of households accepted as homeless The number and types of households in temporary housing The average length of stay in temporary accommodation for those moving on The numbers of those whose homelessness was prevented or relieved

5.0 Homelessness Challenges in Southend-on-Sea 5.1 The main aim of the Housing Options Service is to prevent households from becoming homeless.

During the term of the last Homeless Prevention Strategy, great progress was made. The aims of the strategy were achieved and levels of homeless prevention increased. We are fortunate that despite the worst recession in three decades we were able to achieve the agreed targets from the last strategy. This was achieved through joint working with key stakeholders and partners in the Borough.

5.2 The new strategy will build on the successes of the last strategy and also detail how new challenges will be met.

5.3 It is clear that the fiscal constraints outlined in the Comprehensive Spending Review (October 2010), the Localism Bill, housing benefit changes and wider benefit reforms, coupled with general uncertainty in the economy will put a strain on the resources available for the delivery of this strategy. As well as putting a strain on resources, it is also likely that these factors will lead to an increased demand for services. Whilst the strategy will remain ambitious it will be important to be realistic and identify resources required to deliver objectives, as well as how the resources will be sourced, in an environment when value for money and doing more with less will be prevalent. In a time when resources will be scarcer it is imperative to use what resources we have effectively.

Challenges And

Solutions

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5.4 Implementation and monitoring of the Allocations Policy to better match local need

The Allocations Policy will be an important tool in preventing homelessness in the Borough over the term of this Homeless Prevention Strategy. It has been reviewed in parallel with this strategy so that it is best equipped to meet current local need. Addressing the needs of the high numbers of people on the Homeseekers Register is the main challenge we face in meeting this strategic aim. At the time of writing this strategy there were 4997 households on the Homeseekers Register. This is a problem nationally as well as in Southend. There is not enough social housing in the Borough to house everyone on the register and many people on the register will never receive an offer of social housing.

Numbers in each band on the Homeseekers Register Band A 118

Band B 431

Band C 1506

Not in Housing Need (Band D)

2942

One solution to this challenge is to ensure that housing is allocated to those with the greatest need and also give priority to local residents. The Allocations Policy will ensure that housing is allocated to those with the greatest need and those who have a local connection to Southend.

5.5 Continue to improve the effectiveness of homelessness prevention support in the town Good partnership working is key to improving the effectiveness of homeless prevention support in the town. The charitable and third sector are experiencing cuts to their funding so this will be a challenge, however the key to success in meeting this aim will be engaging with voluntary and third sector

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partners and supporting their work to enable them to continue to prevent homelessness and build on the services they already offer. Proposed changes to Housing Benefit and the welfare system will also be a challenge as many residents in the Borough will be worse off due to these changes. Raising awareness amongst those threatened by the changes is of high importance in order to prevent rent arrears occurring, which may then result in homelessness in some cases. Changes to Housing Benefit and the welfare system is a new potential cause of homelessness which was not present in the last two Homeless Prevention Strategies. Recognising and addressing changes affecting our clients is highly important and is essential to the success of this strategy. The action plan has a one year time scale and will be refreshed after this in order to allow these changes to embed and then to assess if further actions need to be taken.

5.6 Close working with clients and commissioners to ensure a suitable range of housing options are provided for vulnerable groups

Partnership working was a key factor in the delivery of the 2008-2011 Homelessness Prevention Strategy. A priority for this strategy is to build on this success and increase partnership working to prevent homelessness in the Borough by working together to best meet the needs of homeless households and households threatened with homelessness.

Budget cuts are being experienced by council departments, other agencies and also by the voluntary sector and these will be a challenge to achieving this goal. There will need to be a focus on achieving more with less. This strategy focuses on strong joint working between all partners in the borough with an interest in preventing homelessness. This will avoid duplication and ensure the best possible service for clients whilst allowing the aims of this strategy and the aims of individual agencies to be achieved despite reduced budgets.

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The Aims

6.0 Southend-on-Sea Borough Council‟s Allocations Policy deals with how social housing is allocated in the Borough. The new Allocations Policy was introduced in spring 2012 and aims to allocate social housing in the Borough to better match local need.

6.1 There are currently 4997 households on the Homeseekers Register. Due to lack of availability of social housing, many of these will never gain a social housing tenancy. It is therefore important to ensure that lets are prioritised to those in the greatest need. A key part of this is clearer definition between those with a need to move and those with an aspiration to do so. Giving applicants the facts

Strategic aim 1: Implementation & Monitoring of the Allocations Policy to better match local need

Regular review of Choice Based Lettings allocations system, ensuring that the system is user friendly and is an open and fair way of giving choice to applicants

Explore methods to meet housing need whilst providing greater priority for working households and local residents

Clearer definition between homeseekers with the need to move and those with aspiration to do so in order to target services accordingly

Introduction of local lettings policies

Review of nominations agreements with Registered Providers taking in to account possibility of new affordable rent and flexible length tenancies

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so that they can better assess their chance of gaining social housing through the register will enable them to make informed choices. This is important and will also assist with prevention of homelessness. Applicants having this knowledge will discourage those with little chance of success from waiting in unaffordable, unsuitable or non-secure housing for an offer of a council house that may never materialise. If expectations are managed then applicants will be able to take control of their situation and find alternative options to suit them in the long term.

6.2 As well as prioritising according to housing need it has been necessary for the council to give additional priority on the Homeseekers Register to other selected groups. Time living in the Borough is required to establish a local connection, has increased ensuring that social housing is being used for those who have lived in the Borough for a longer period of time. This will not affect applicants to whom a statutory homeless duty is owed, but will ensure that use of social housing in the Borough for Southend residents is maximised. This will include those who are non statutory homeless or threatened with homelessness.

6.3 New Nominations agreements for affordable housing in the Borough will be written and signed by Southend-on-Sea Borough Council and Registered Providers. This will result in best use of social housing as it will enable the Council to ensure that social housing from registered providers is being let according to the Allocations Policy and therefore according to local need.

6.4 Rent arrears and debt are recognised as major causes of homelessness. Households in low paid employment frequently suffer from these, often working due to their own values when in fact they may be not much better off than if they were to claim out of work benefits. Local lettings policies will be used in the borough to increase the amount of social housing let to this group. For this group, being able to access affordable housing in the borough will improve their financial situation and reduce the risk of homelessness as a result.

6.5 The Allocation of social housing is not the only consideration in preventing homelessness. Ensuring that new tenants have the necessary skills to sustain their tenancy is essential if homelessness is to be prevented and is essential to the achievement of this aim. Offering a tenancy to someone who lacks the necessary skills can be seen as “setting someone up to fail” and may result in loss of the

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tenancy and barriers to obtaining a tenancy in the future. This will be addressed in the action plan to ensure that new tenants are given the best possible chance of tenancy sustainment.

6.6 Monitoring of the new Allocations Policy is a key part of this aim. By monitoring lets to homeless households and comparing to previous years we will be able to measure the effectiveness of the Allocations Policy in resolving homelessness. These figures will need to be considered alongside other data such as homelessness prevention figures, data from the rent deposit scheme and supported housing figures.

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7.0 Context

Since the Homelessness Act 2002, the focus of homelessness work has shifted from reactive work to early intervention working on prevention of homelessness. The most effective and most economical way to prevent homelessness is to do so at the earliest possible stage as this can remove the need for other more costly interventions.

Strategic aim 2: Continue to improve the effectiveness of homelessness prevention support in the town

Develop Homelessness Prevention Action Plan

Understand the impact of proposed changes to the welfare system and in particular housing benefit/ local housing allowance on the local housing market and develop action plan to ensure residents have access to suitable housing

Recognise and support the work of the charitable and third sector in helping to prevent homelessness

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7.1 A lot of work was done during the lifetime of the last Homelessness Prevention Strategy to prevent homelessness in the Borough. These successes are outlined at the beginning of this document. This strategy will build on the work already done to further improve effectiveness of homeless prevention in the town. Joint working with both other council departments, other agencies and the voluntary sector will be important to achieving this. Partners within the council include Supporting People, DAAT, Children & Learning and Housing Benefit. Other agencies outside the council include Essex Probation, the PCT, Southend Floating Support, Safer Places, South Essex Homes and Jobcentre Plus. Voluntary sector partners include HARP, Citizens Advice Bureau, Faith Groups and SAVS.

7.2 It is recognised that the first point of contact for people threatened with homelessness may be one of these other organisations rather than the council. For this reason it is important that all partner agencies work together to ensure that the best possible service is given to the client. In particular, this strategy aims to increase joint working with the charitable and third sector. It is recognised that in Southend, there are a number of charitable and third sector groups who work to address and prevent homelessness. Working together with these groups will result in sharing of good practice, reduction of duplication and also possible joint funding of services.

7.3 In addition to this, there are further charitable and third sector groups who do not directly work in homeless prevention but may come in to contact with people threatened with homelessness. It is important to build links with these groups so that their clients can access appropriate advice at the earliest possible opportunity.

7.4 In order to achieve the aim of improving the effectiveness of homeless prevention support in Southend it is essential to take changes in wider society into account. Changes to Housing Benefit have already begun and will be followed by further changes to the welfare system. Working together with partners including Jobcentre Plus, Citizens Advice Bureau and Housing Benefit will be essential in order to minimise the impact of these changes. It is recognised that without intervention, the impact

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of these changes is likely to be huge, therefore a sub group will be formed including Southend-on-Sea Community Housing and the above partners to agree a series of actions focussed on early intervention in order to prevent homelessness.

7.5 The Homelessness Prevention Action Plan will be central to the achievement of this aim by acting as a visual tool to show and measure the partnership working to address homelessness in the Borough. Individual actions working towards the achievement of this aim are detailed in the Action Plan.

7.6 In order to improve the effectiveness of homeless prevention support it is necessary to measure the effectiveness of the tools we use. One measure is the P1E returns for homeless prevention and relief collected by the Housing Options Team. It is also important to consider data from partner agencies.

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8.0 For the purpose of this strategy, vulnerable groups are defined as those who are likely to have additional needs and experience poorer outcomes if these needs are not met. The table below shows some of the groups who are considered vulnerable (this list is not exhaustive).5

5 Source: Supporting People

Strategic aim 3: Close working with clients and commissioners to ensure a suitable range of housing options are provided for vulnerable groups

Communicating (to planning, developers and builders etc) the specific needs of individuals with specialist housing requirements and ensuring their provision alongside general needs affordable housing

Work with providers of specialist housing to achieve the correct mix of accommodation type and tenures for Southend‟s future needs in line with wider Social Care aims

Continued improvement and development of the Supporting People programme as part of delivery of suitable housing options for vulnerable residents

Ensure the housing needs of the towns older persons are reflected through provision of the right balance of housing options e.g. Extra Care, Sheltered Housing, Telecare

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Vulnerable Groups People who have been homeless or a rough sleeper

(Ex) Offenders and people at risk of offending and imprisonment

People with a physical or sensory disability

People at risk of domestic violence

People with alcohol and drug problems

Teenage parents

Elderly people

Young people at risk

People with HIV and AIDS

People with learning difficulties

Gypsies & Travellers

Homeless families with support needs

People with support needs around their Mental Health

8.1 Homeless people and those at risk of homelessness have a wide range of needs. Vulnerable groups can often face a number of obstacles when trying to access housing and also when trying to access advice and information about their housing situation. Removing these obstacles so that vulnerable groups are able to access suitable housing and gain the relevant advice and information required to sustain their housing and prevent homelessness is essential in the achievement of this strategic aim.

8.2 Vulnerable groups are at increased risk of homelessness if their housing is not suited to their needs.

It is therefore important not to take a “one size fits all” approach when it comes to housing. Listening to the needs of clients is of upmost importance when developing housing and housing services for the future in order to best ensure that housing is suitable and that support provided is appropriate.

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8.3 The Supporting People Programme commissions supported housing in the Borough for key vulnerable groups. The development and improvement of this programme will work towards ensuring that this aim is met. Reviewing existing services will be an integral part of this process. Services to be reviewed during the lifetime of this strategy include services for people with mental health problems, services for people with learning disabilities and services for people with substance misuse problems.

8.4 Working in partnership with organisations in the Borough who work with vulnerable groups will also help work towards the achievement of this strategic aim. By working with these agencies we can ensure that the needs of the client are considered when housing for vulnerable groups is developed. In particular we will work with HARP to address the needs of their clients and in particular, the needs of rough sleepers. We will also work with probation to see how the accommodation needs of offenders can be better addressed in the Borough. We will also work in partnership with other council departments, agencies and voluntary sector groups who work with vulnerable groups.

Monitoring 9.0 Monitoring and Evaluation of the Strategy

9.1 Southend Council Community Housing Team and Housing Strategy Team will be the main body

responsible for the monitoring, implementation and achievement of this strategy and its action plan. 9.2 The strategy and action plan will be monitored on a quarterly basis by a steering group made up of

the key stakeholders (listed at 4.1). These meetings will focus on targets and outcomes for each of the strategic aims identified in the action plan. After one year, the action plan will be reviewed in light of the fast changing economic, political and legislative environment.

9.3 The table below shows a list of performance indicators which will be used to monitor the strategy.

Performance taken against key indicators will be monitored and reported as per the table. Internal monitoring is via Departmental Management Team providing an overview on progress towards achieving the strategic aims.

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Performance Indicators Name of measure

Description Frequency of reporting

Reported to

NI156 Households in temporary accommodation

Monthly & Quarterly

Internal

CH4 Families in hostel Monthly & Quarterly

Internal

CH33 % of family sized lettings to homeless applicants

Monthly & Quarterly

Internal

CH32 % of lettings to homeless applicants Monthly & Quarterly

Internal

BV213 Homelessness prevented by casework

Monthly & Quarterly

Internal

BV183B Length of stay in temporary accommodation

Monthly & Quarterly

Internal

No title Proportion of successful bidders in bands A-C

Monthly & Quarterly

Internal

No title Total number of people accommodated (including private sector)

Monthly & Quarterly

Internal

BV214 % repeat homelessness in the last 2 years

Quarterly Internal & Department of Communities & Local Government (CLG)

BV203 % change in the number of families presenting as homeless compared to the same quarter in previous year

Quarterly Internal & CLG

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9.4 Additional performance information from partner organisations which is considered relevant to the delivery of the strategy will be discussed at steering group meetings in order to monitor the strategy and the progress of the Action Plan.

Moving Forward 10.0 Taking the Homelessness Prevention Strategy Forward

10.1 This strategy and its action plan will be monitored by the Homelessness Prevention Strategy Steering

Group consisting of the key stakeholders mentioned earlier in this document. Sub groups of stakeholders with particular areas of expertise will also be formed to work towards the achievement of specific actions on the action plan. By monitoring the Strategy and the action plan effectively in this way we will be best placed to respond to any challenges that present during the life of the strategy and prepare for future challenges.

10.2 The current action plan has a one year life span. The reason for this is so that challenges can be responded to by creation of new actions when the strategy is at its halfway point. This will ensure that the strategy and the work of the stakeholders is both preventative and responsive, ensuring that we are working in the most effective way possible to prevent homelessness in Southend-on-Sea.

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Appendix A Action Plan April 2012- March 2013 Ref Key Project/ Action Outcomes Target

Date Progress notes

Resource Owner Lead Officer Other involved agencies

RAG

HOMELESS PREVENTION STRATEGY ACTION PLAN

Aim 1: Implementation and monitoring of the Allocations Policy to better match local need

1.1 To review nominations agreements with registered providers in the borough to maximise lettings made through Southend-on-Sea Borough Council‟s Allocation Policy

Best use of social housing in the borough to meet local need

Mar 13 Existing staff resource

SBC Housing Strategy

Group Manager Strategy & Planning for Housing & Culture

Review best practice for administering lettings through CBL

1.2 To put local lettings policies in place to ensure that more lettings in the borough are made to local residents and to working/ volunteering households

To facilitate first links to employment through links with Jobcentre Plus


SBC Housing Strategy

Group Manager Strategy & Planning for Housing & Culture

To offer an incentive for making a community contribution

To better meet the housing needs of working families in the Borough

1.3 To introduce an integrated online application form for the Homeseekers Register.

Better management of customer expectations through indication of chances of successfully gaining social housing

Oct 12 CBL Budget

SBC Community Housing

Group Manager Community Housing

Links to other housing options in the Borough

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1.4 To explore how move-

on support can be improved through a jointly funded project between SBC Community Housing, DAAT, Probation and Supporting People.

To produce a report outlining methodology used and recommendations

Dec 12 Existing staff resource



SBC DAAT, SBC Supporting People, Probation

Better support for those moving on to independent living through the Homeseekers Register and in private rented accommodation

Reduction in repeat homelessness from those moving to independent living from supported accommodation

1.5 To monitor the number of lets to homeless households after changes to the Allocation Policy and further changes due to the localism bill

Awareness the impact of Allocation Policy changes on amount of lettings to homeless households in the borough




Awareness of the effect of the Localism Bill on amount of lettings to homeless households in the borough

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Aim 2: Continue to improve the effectiveness of homelessness prevention support in the town

2.1 Regular meetings to be held between representatives from SBC Community Housing, CAB, Jobcentre Plus and SBC Housing Benefit to minimise the impact of changes to Housing Benefit and other changes to the welfare system

Prevention of homelessness in the Borough due to benefit changes

May 12 Existing staff resource



Jobcentre Plus, CAB, SBC Housing Benefit, Registered Providers, Southend Floating Support

Increased awareness of benefit changes amongst claimants, allowing for advance planning

Sharing of information by involved agencies so that advice given better meets the needs of clients

2.2 To organise a drop in session for clients about changes to benefits. This would be aimed at raising client awareness of issues

Prevention of homelessness in the borough due to benefit changes

July 12 Existing staff resource



Jobcentre Plus, CAB, SBC Housing Benefit, Registered Providers, Southend Floating Support

Increased awareness of benefit changes amongst claimants allowing for advanced planning

2.3 Reduce homelessness and the risk of homelessness through a review of the supported housing needs of people experiencing domestic abuse including families and those with complex needs.

Reduced homelessness in the borough caused by domestic abuse

May 12 Supporting people budget

SBC Supporting People


CDRP

Supported housing better suited to the needs of this client group

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2.4 Reduce

Homelessness and the risk of homelessness for people experiencing and at risk of domestic abuse through the provision of the Sanctuary Scheme

South Essex Homes to continue providing Sanctuary Scheme for tenants and to give regular updates of this to SBC Housing

Mar 13 Homeless prevention fund & South Essex Homes

SBC Housing & South Essex Homes

Group Manager Community Housing & Group Manager Housing Services (South Essex Homes)

DA Strategy Group

SBC Housing to continue funding Sanctuary Scheme for private tenants

Effective monitoring of the Sanctuary Scheme via DA Strategy Group

2.5 To conduct a health needs audit of homeless people in Southend

To build a profile of the health needs of homeless people in Southend

Mar 13 SEE PCT resources

SEE PCT Head of Public Health

HARP, SBC Community Housing

To enable future services for homeless people in the borough to be planned with regard to their health needs

2.6 Work stream to review current hospital discharge process and plan at an earlier stage for future housing needs

Appropriate accommodation available on discharge from hospital


SBC Housing Group Manager Community Housing

SEE PCT, SUHFT, Social Care, DAAT

Patients given a realistic idea of housing prospects at an earlier stage to enable planning for accommodation on discharge

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2.7 To continue with

tenancy sustainment course and to provide regular updates on this to the Housing Department

Less repeat homelessness after completion of the course

Mar 13 SEH existing staff resource

South Essex Homes

Group Manager Housing Services (South Essex Homes)

New tenants better able to manage tenancy and independent living

2.8 Improvement of information available to the public regarding homeless prevention

Update and circulation of „Advice Agencies‟ booklet




Review of housing information available on the council website to include information about homeless prevention

Review of information on „On the Move‟ website, including information about homeless prevention

2.9 Project in Secondary Schools in the Borough aimed at raising awareness of Homelessness

Raised awareness of homelessness and associated issues amongst young people in the borough

Mar 13 Existing Staff Resource



HARP

Early intervention to prevent youth homelessness

2.10 Effective liaison with private landlords through Rent and Deposit Loan Scheme and Landlords Forum

Improved relationship with private landlords




Landlords Forum

Better availability of good quality private rented accommodation for clients

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2.11 Regular meetings

between Community Housing and the Customer Service Centre regarding homeless clients

Improvement in advice and information offered to priority need and non priority need homeless people




SBC Customer Service Centre

Better joint working between Community Housing and the Customer Service Centre

2.12 Better links between voluntary organisations, faith groups and the Council to work together to prevent homelessness in the Borough

Better joint working between SBC Community Housing, faith groups and voluntary organisations




Voluntary organisations in the borough & Faith Groups

Regular attendance at voluntary organisation and faith group meetings regarding homelessness by SBC Community Housing to enable better joint working

2.13 To lead the sub region in a new government initiative to increase Local Authority support for single homeless people

Increased advice and information available in the sub-region for single homeless people who are considered „not in priority need‟

Mar 13 £400,000 CLG funding




Increased assistance in accessing the private rented sector for single homeless people in the sub-region

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Aim 3: Close working with clients and commissioners to ensure a suitable range of housing options are provided for vulnerable groups

3.1 To provide an enhanced HARP website and phone line enabling the public to notify sightings of rough sleepers in Southend. To be reviewed September 2012.

Increased awareness of rough sleeping in the borough

Mar 13 HARP resources

HARP Service Operations Manager

Better website enabling residents to get up to date information regarding homelessness services in the borough

3.2 To open a HARP training and accommodation centre for people who are homeless or threatened with homelessness

Day and night services located on one site in York Road

Dec 12 HARP resources

HARP Service Operations Manager

18 additional emergency units of accommodation (total = 32)

A medical surgery for satellite medical services

Reconnection rapid response team for new arrivals to the street

Training rooms for use by HARP and other agencies working with the homeless

Agency satellite services (CAB, Jobcentre)

Initial Contact and Resettlement Teams to assist single homeless people or people at risk of homelessness.

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3.3 Re-tendering services

for people with mental health issues and/or learning disabilities to ensure that SP commissioned services are fit for purpose and meet the future needs of these client groups

Better accommodation services in the Borough for people with learning disabilities and/or mental health issues

Mar 13 Ongoing until August 13

Supporting People budget

Supporting People


PCT,SEPT, Social Care

Less repeat homelessness in the Borough for people with learning disabilities and/or mental health issues

3.4 Supporting People and Drug & Alcohol Action Team to conduct a joint review of the service needs of people with substance misuse issues - to commence June 2012

Reduced homelessness for people with substance misuse issues in the borough


SBC Supporting People & SBC DAAT


Supported housing better suited to the needs of this client group

3.5 To work in partnership with the voluntary sector to ensure severe weather provision is available for rough sleepers in the Borough according to national guidance from Homeless Link

Increased bed spaces for rough sleepers in the Borough during periods of cold weather

Mar 13 Homeless Prevention Fund/ Voluntary sector



Opportunities to engage and work with entrenched rough sleepers in the Borough

Less risk to the health of rough sleepers due to rough sleeping in temperatures below 0 degrees Celsius

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3.6 To carry out an

options appraisal to explore whether a project where accommodation is developed by offenders (on unpaid work) for Southend offenders can be progressed in the Borough as part of a greater „move on initiative‟.

Possibility of improving how the housing needs of offenders in the Borough

Oct 12 Existing staff resource

SBC Housing Strategy & Essex Probation

Group Manager Community Housing ; Essex Probation Partnerships & Accommodation Manager

South Essex Homes

Possibility of development of unused property in the borough to meet local housing need

3.7 Consider offering one off grants to the voluntary sector to meet the needs of those experiencing homelessness in line with localism. Building upon the successes of the regionally funded EEDAPP project which Supporting People are involved in.

Better joint working with the voluntary sector

EEDAP funding

SBC Supporting People


Grants to meet the needs of those experiencing homelessness

Overarching Aim Promoting greater accessibility to different types of housing and independent living for vulnerable groups and continuing work to prevent

homelessness

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Appendix B List of groups involved in the consultation process

Group Consultation Method

Southend Residents Southend Borough Council Website

Homeless People Interview by Homeless Outreach Worker

Homeless Link Email

Storehouse Email

SAVS Email and 3rd sector voice forum

SHAN Email and attendance at SHAN meeting

CAB Email and attendance at workshop

PCT Email and attendance at workshop

Globe Surgery Email

SEPT Email

Southend Hospital Email

DAAT Email and attendance at workshop

Supporting People Email and attendance at workshop

Housing benefit Email and attendance at workshop

Children & Learning Email

YOS Email

Leaving & Aftercare Email

Registered Providers Email

YMCA Email

Stonham Email

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Sanctuary Carr-Gomm Email

Nacro Email

HARP Email and attendance at workshop

South Essex Homes Email and attendance at workshop

Private Landlords Email

Jobcentre Plus Email and attendance at workshop

Probation Email and attendance at workshop

PPO team Email

Hate Crime Team Email

Domestic Abuse Team Email

Basildon Council Email

Thurrock Council Email

Rochford Council Email

Castle Point Council Email

MP‟s Email

Ward Members Email

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