vale of white horse district council homelessness … · 2020-07-08 · introduction...

VALE OF WHITE HORSE DISTRICT COUNCILHOMELESSNESS STRATEGY 2008-13

1.

VALE OFWHITE HORSE DISTRICT COUNCILHOMELESSNESS STRATEGY 2008-13

CONTENTS PAGE• Executive Summary• Introduction -3

• Achievements Since 2003• District Profile• Housing Need InTheVale Page 4-5

• Main Findings of the Review Page 6-7

• The Development ofThe Homelessness Strategy

• Strategic Links Page 8-9

• The Strategy- Identificationof Priorities Page 10

• Priorities Page 12-17

• Taking the Strategy Forward Page 17

• Table 1 Improve partnershipworking to prevent homelessness

• Table 2 Improve and develop preventionservices for young people Page 18-19

• Table 3 Targeting of preventioninitiatives effectively

• Table 4 Further professionalisationof the housing advice service Page 20-21

• Table 5 Improve and reduce theprovision of temporary accommodation

• Table 6 Maximise the supplyof housing Page 22-23

• Appendix 1 Page 24

ACTION PLANS

2.


• Identified existing services for homelesspeople in theVale

• Consulted with key stakeholders, staff andservice users

The homelessness review has shown keyareas on which the Council needs to focus itsefforts in order to continue to build on theachievements that have already been made.

These priorities can be grouped under sixmain headings as follows:

1. Improve partnership working to preventhomelessness

2. Improve and develop prevention servicesfor young people

3. Target homeless prevention initiativeseffectively

4. Further professionalisation of the housingadvice service

5. Improve and reduce the provision oftemporary accommodation

6. Maximise the supply of affordable housing

Full action plans have been developed toshow how we will implement these priorities.The implementation will be monitored bytheVale Homelessness Forum and theCouncil’s Senior ManagementTeam.

EXECUTIVE SUMMARY

TheVale ofWhite Horse District Council iscommitted to preventing homelessness inthe District. We published our firstHomelessness Strategy in 2003. Since then,there have been significant steps taken totackle homelessness in theVale.

• We have reduced homeless acceptancesby 54% over the last five years

• We have halved the number ofhouseholds inTemporaryAccommodation, meeting our 2010target two years early

• We have established a comprehensivehousing options service and securedadditional funding dedicated towardspreventing homelessness

• We have prevented 630 households frombecoming homeless over the last three years

This is our second strategy which will buildon these successes and take action wherethere are still gaps in services. TheHomelessness Strategy 2008-13 has beenproduced as a result of a review ofhomelessness in the District.As part of thereview, the Council:

• Analysed progress made on action pointsof the first homelessness strategy

• Analysed homelessness data collected bythe Council

• Reviewed homelessness services usingthe model developed by the Departmentof Communities and Local Government(DCLG)

The Council’s firstHomelessnessStrategy wasproduced in 2003.Since then, therehave been majorchanges to howhomelessnessservices aredelivered in theDistrict.

3.

INTRODUCTION

The Council’s first Homelessness Strategywas produced in 2003. Since then, therehave been major changes to howhomelessness services are delivered in theDistrict. There has been a deliberate shift inresources away from the more traditionalapproach of assisting homeless householdsthrough the statutory framework once theybecome homeless to one in which theCouncil works in partnership with people atrisk of homelessness to enable them toresolve their situation.

The most visible sign of this new approachhas been the development of a housingoptions services aimed at preventinghomelessness by early intervention,appropriate advice and the provision of arange of prevention initiatives. The primaryobjective of this approach is to preventindividual households from suffering thetrauma of homelessness. However, thereasons for people becoming homeless arecomplex and unfortunately in some cases wecannot prevent homelessness. In re-focusingour services, we have also worked hard toimprove the experiences of those peoplewho do become homeless in theVale.

In producing this second HomelessnessStrategy the Council aims to put intopractice the lessons learnt from bothdeveloping and implementing its first strategy.This new strategy will build on successes byidentifying what has worked well andensuring these services are maintained anddeveloped. This second Strategy willimportantly identify areas where there arestill gaps in service provision, and developaction plans to tackle this.

4.

12. A programme of home visits introducedfor people threatened with familyevictions

13. All staff have received training inmediation and negotiation skills

14. The successful launch of the Council’sChoice Based Lettings scheme

15. Recognition from the Audit Commissionof how the Council’s model of linkinghomeless prevention to Choice BasedLettings is an example of good practice

16. The introduction of a Sanctuary Schemeto enable victims of DomesticViolence toremain at home

17. Funding for four refuge spaces acrossValeand South secured as part of SupportingPeople programme

18. The introduction of a commonassessment and referral form acrossOxfordshire for young people withhousing and support needs

19. The opening of the Abingdon Foyer, asupported housing scheme for youngpeople offering training and employmentopportunities

ACHIEVEMENTS SINCE 2003

1. A 54% reduction in the number ofhomelessness acceptances over the lastfive years

2. A comprehensive 2010TemporaryAccommodation Action Plan produced

3. A 50% reduction in the number ofhouseholds in temporary accommodation

4. The housing advice team restructured toprovide a comprehensive, case workerapproach to homeless prevention

5. The Housing AdviceTeam gainedISO9001:2000 accreditation

6. A dedicated fund for front-line staff touse to prevent homelessness has beenintroduced

7. An additional £40,000 of centralgovernment funding has been secured forthe next three years to further develophomeless prevention services

8. The appointment of a full-time PrivateLettings Officer to enable people toaccess private rented accommodation

9. The production of a Housing ServicesDirectory

10. An increase in the number of DepositGuarantee Bonds issued from 11 in 2004to 49 in 2007

11. 630 households prevented frombecoming homeless over the last threeyears


There has been a54% reduction inhomelessacceptances overthe last five years

5.

HOUSING NEED IN THE VALE

The most recent Housing Needs Survey(2005) concludes that that the Council needsto enable the development of 845 affordablelets each year to meet the level of need inthe District.

There are currently 3701 households on theCouncil’s Housing Register, with 145 assessedas being in urgent need and 608 assessed asbeing in high need. On average, 350 reletsof social housing become available each year,with approximately one third of these beingelderly designated.

DISTRICT PROFILE

TheVale ofWhite Horse District is a ruralarea located to the south and west ofOxford City with a resident population of116,000. The District contains three markettowns together with urban areas to the westof Oxford City.The area is generally affluent,with low unemployment and relatively highwages.

The total number of dwellings in the districtas of 31 March 2007 was 48,717. The levelof owner occupation is at 77%, higher thanthe national average of 74.4%.

The cost of housing in theVale, both forhome ownership and renting, is above thenational average with average entry costs forfirst time buyers being in the region of£220,000.

Owner Occupied 77%

Private Rented 7%

RSL 13%

The Council hasprevented 630households frombecoming homelessover the last threeyears.

6.


Reason National Regional Vale

Parents, family orfriends exclusion

35% 38% 35%

Domestic violence 12% 9% 16%

End of AssuredShortholdTenancy

16% 13% 13%

Reason National Regional Vale

Dependant child 58% 44% 64%

Pregnancy 11% 25% 16%

16/17 year olds 7% 9% 6%

MAIN FINDINGS OF THE REVIEWMain reasons for homelessness – 2007/08

Main reasons for priority need - 2007/08

The majority ofcustomers accessingthe housing adviceand homelessnessservice found theservice easy toaccess andinformative.

7.

There are gaps in partnership arrangementswhich are more visible for certain clientgroups, including:

• people leaving prison• young offenders• tenants at risk of homelessness• people returning from drug rehabilitation• people leaving Armed Forcesaccommodation

Despite successes there are some seriousgaps in provision. The housing advice serviceat present does not have a formal servicelevel agreement (SLA) with a mediationservice after the previous supplier closed.There is no formal SLA with providers oftemporary accommodation. Consultationwith service users is weak.

Main findings of the stakeholderconsultation

The majority of customers accessing thehousing advice and homelessness servicefound the service easy to access andinformative. Of those living in temporaryaccommodation, 80% were satisfied with theaccommodation.

The consultation with stakeholders showedworrying gaps in awareness of what theCouncil currently does to help preventhomelessness. Some of the servicescurrently being offered that partners werenot aware of include:

• The financial assistance that is offered toenable people to access private rentedaccommodation

• Floating support services available foryoung people

Consultation with stakeholders also showeda lack of awareness of some of the initiativesby the Council to tackle gaps. These include:

• Development of refuge provision in theDistrict

• Development of supported housingschemes

• Development of accommodation forpeople with high support needs

• Reconfiguration of floating support andresettlement services across the Countyto meet need

Main reasons forhomelessness are:

• Parental / Friendsexclusion

• Domestic Violence

• End of AssuredShorthold Tenancy

• Review of homelessness services usingthe model developed by the DCLG

• Identifying existing services for homelesspeople in theVale

• Consulting with key stakeholders, staff andservice users

For a copy of the Council’s HomelessnessReview phone01235 520202.

8.

THE DEVELOPMENT OF THEHOMELESSNESS STRATEGY

The strategy has been produced based onthe findings of the Council’s homelessnessreview. The review was carried out over thewinter of 2007-08 and was made up of fivemain parts:

• Analysis of progress made on actionpoints of the first Homelessness Strategy

• Analysis of homelessness data collectedby the Council


Key performanceindicators havebeen established tomeasure theeffectiveness of theCouncil’s preventionwork.

9.

STRATEGIC LINKS

The Council’s Homelessness Strategy shouldnot be viewed in isolation, the strategic aimsand actions contain links to both nationaland regional priorities.

At a national level, the DCLG’s emphasis ison reducing homelessness by offering acomprehensive range of preventioninitiatives, enabling more people to access asettled home and halving the numbers livingin temporary accommodation by 2010.

Clearly, the supply of affordable housing andthe mechanisms by which this housing is lethas direct implications for the level ofhomelessness within the District. At thecentre of the Regional Housing Strategy isthe provision of more affordable homes.The development of Affordable Housing isalso a key corporate priority for theVale.

The Council’s Housing Strategy describesthe need to assist homeless people bydeveloping homeless prevention initiatives,including mediation services and ensuringsupport is available to enable people tomanage their tenancies.

Key performance indicators have beenestablished to measure the effectiveness ofthe Council’s prevention work.Theseinclude:

• preventing 250 households per yearfrom becoming homeless due toprevention work

• issuing 65 deposit bonds per year

The Council intendsto maintain andfurther improve itshomeless preventionframework. In 2004we introduced adatabase to recordall prevention andoptions activity.

There are close links between the Council’sHomelessness Strategy and the 2010Temporary Accommodation Plan.

The Community Strategy contains acommitment to provide more and betterfacilities for the homeless.

We also work in partnership with ourOxfordshire neighbours to preventhomelessness. Oxfordshire HousingPartnership is a forum of Members andsenior officers tasked with forming effectivepartnerships to tackle housing issues. Atfront line level, homeless managers meet aspart of the District Homeless Group.Supporting People and other keystakeholders are represented at theseforums.Local Area Agreements are also in placearound homeless prevention.

Homelessness services in theVale are alsoaffected by the Supporting People Strategy.The Council takes a lead role at both seniorofficer and Member level in the decisionmaking process regarding how services arefunded by the Supporting PeopleTeamwithin Oxfordshire.

These priorities can be grouped under sixmain headings as follows:

1 Improve partnership working to preventhomelessness

2 Improve and develop prevention servicesfor young people

3 Target homeless prevention initiativeseffectively

4 Further professionalisation of housingadvice services

5 Improve and reduce the provision oftemporary accommodation

6 Maximise the supply of affordable housing

10.

THE STRATEGY-IDENTIFICATIONOF PRIORITIES

The Council’s first Homelessness Strategycontained 41 different actions under fourbroad headings. There was little detailprovided of how the Council intended toachieve it objectives or what resourceswould be available. The Council believes thatits first Strategy was somewhat over-ambitious and was more about what itaspired to do rather than what could beachieved with available resources.

Despite this, many of the actions have beenachieved. The overarching aim to reducehomelessness by offering better services hasbeen achieved with significant reductions inhomelessness and the use of temporaryaccommodation. The Council’s secondHomelessness Strategy will continue todevelop and build on the successes of thefirst Strategy, especially in the areas ofhomeless prevention.

The Review has however shown up clearareas in which the Council needs to focusresources in order to deliver furtherimprovements in outcomes for peoplethreatened with homelessness.

The review of homelessness in theVale hasshown key areas on which the Council needsto focus its efforts in order to continue tobuild on the achievements that have alreadybeen made.


The review showedmany examples ofgood partnershipworking that arehaving a directimpact on theprevention ofhomelessness.

11.

The Council’s secondHomelessnessStrategy willcontinue to developand build on thesuccesses of the firstStrategy, especiallyin the areas ofhomelessprevention.

12.

2. Improve and develop preventionservices for young people

The Council is firmly committed to tacklingyouth homelessness. In developing this as aseparate priority, the Council acknowledgesthat the options toolkit needs to bespecialised to meet the particular needs ofyoung people. The Council also believes thatthere are more significant barriers to youngpeople accessing private rentedaccommodation.

In 2006/07, fifteen 16-17 year olds wereaccepted as homeless representing 17% of allacceptances. In 2005/06, the figure for2005/06 was even higher at nineteenhouseholds.This was against regionalaverages of 9% on 2006/07. We have madesignificant progress in tackling this issue withacceptances of 16-17 year olds falling to justfive in 2007/08 which represents 6% of allacceptances.

It is our intention to build on this progress by:

• Ending the use of B&B for young peopleby 2010 in line with Governmentobjectives

• Reducing the use of out-of-areaplacements for young people

• Continuing to reduce the level ofhomeless acceptance for this group

• Improving prevention outcomes foryoung people

PRIORITIES

1. Improve partnership working inorder to prevent homelessness

The Council believes that effectivepartnership working coupled with a goodrange of prevention tools will have thegreatest impact on the level of homelessnessin the District.

The review showed many examples of goodpartnership working that are having a directimpact on the prevention of homelessness.

However, there still remain significant gapsthat limit the ability of the Council to achieveits objectives. Links with some keystakeholders are extremely poor, and insome cases, non-existent.

Furthermore, there is no forum of all keystakeholders whose primary function is totackle homelessness in the District

We will improve partnership working by:

• Ensuring existing protocols are efficient

• Establishing new protocols andarrangements where necessary

• Raising awareness of protocols andpartnerships

• Establishing aVale Homelessness Forum


The Council will endthe use of B&Bs foryoung people by2010.

13.

homeless due to leaving the armed forces.Changes to how local connection is defined inrelation to armed forces accommodationcould have further impact on levels.

Although the Council has not yet seen anyimpact on homelessness acceptances due tothe emerging crisis in the money markets, wehave seen increasing numbers of peopleapproaching our options service for adviceon mortgage problems. Given the currenteconomic climate, this is a trend we are likelyto see continue.

In the area of domestic violence, the Councilhas established a Sanctuary Scheme.However, people homeless due to domesticviolence is the third highest reason forhomelessness and there are still gaps inservice provision for this group.

We will ensure that prevention initiatives aretargeted effectively by:

• Maintaining the current options toolkit

• Spending prevention funds effectively

• Entering into a new SLA with a companyproviding mediation services

• Marketing housing options for peopleleaving armed forces

• Ensuring staff have appropriate expertisein dealing with mortgage repossessions

• Establishing refuge provision in the area

• Agreeing common policies andprocedures with our main housingassociation partners for people at risk ofdomestic violence

We will improve and develop preventionservices for young people by:

• Developing aYouth Homelessness Strategy

• Establishing a supported lodgings scheme

• Working withThe Foyer and theSupporting PeopleTeam to provideaccommodation for young people withhigh support needs

• Establishing and promoting preventionoptions for young people

• Continuing to work with the OxfordshireCounty Council Joint HousingTeam todeal with issues.

3.Target homeless preventioninitiatives effectively

The Council intends to maintain and furtherimprove its homeless prevention framework.In 2004 we introduced a database to recordall prevention and options activity. This hasenabled us to more closely monitor statisticaldata to identify trends or areas of concernwhich may suggest that gaps in service areleading to rising levels of homelessnessamong a particular client group.

In theVale, recent data concerning thosehomeless due to leaving the armed forces hasshown a worrying trend. There is an armybase in the District, and in the last year wehave seen a marked increase in the numbersof people who are homeless due to leavingthe armed forces, from just one in 2006/07 tofour in 2007/08. Early analysis of acceptancesfor 2008/09 show that in just one month(April 08), five households were accepted as

The Council hasestablished aSanctuary schemeto help victims ofdomestic violencestay in their homes.

14.

5. Improve and reduce the provisionof temporary accommodation.

The focus of the Council’s HomelessnessStrategy is undoubtedly on prevention andreducing the numbers of households intemporary accommodation. The Council’s2010 temporary accommodation target wasto halve the number of households intemporary accommodation from 180 to 90,which has been achieved two years early.Weaim to further reduce this to 62 by 2010.The Council’s 2010TemporaryAccommodation Plan sets out how we willachieve this target.

Even though the Council is committed to its2010 target, some households will continueto be placed into temporaryaccommodation. The adverse effects oftemporary accommodation, particularly onchildren, are well documented. Consultationwith residents in our temporaryaccommodation demonstrated the majoritywere happy with that accommodation.However, there were also comments thatreflected improvement is needed.

It is therefore important that the Counciltakes steps to ensure that people’sexperiences of temporary accommodationare positive. It is also important that theCouncil adopts procedures to ensure thatpeople are supported in temporaryaccommodation so as to prevent repeathomelessness and enable them to move onto permanent housing.

4. Further professionalisation of thehousing advice service

The housing advice service has worked with1053 households over the past three yearsachieving successes in 60% of cases. Tomaintain and build on these successes we willensure that the service is properly resourcedand managed in order to ensure the bestpossible outcomes for homeless people.

We will develop housing advice services by:

• Introducing individual performancemonitoring for officers both in housingoptions and private sector lettings

• Introducing a framework for customerservice feedback

• Introducing a rolling training programmefor housing advice staff

• Setting up and maintaining a centrallibrary for housing publications

• Producing new literature forWhite HorseLettings and developing a marketingcampaign to attract new landlords

• Providing an enhanced service tohomeless households


The Council hashalved the use oftemporaryaccommodation,two years ahead ofits 2010 target

15.

We will both improve and reduce theprovision of temporary accommodation by:

• Undertaking a comprehensive review oftemporary accommodation, to includevalue for money, best service provider,service level agreements, and the type(size, tenancy and location) of temporaryaccommodation

• Submitting proposals and a subsequentaction plan following the comprehensivereview

• Producing a newTemporaryAccommodation Reduction Plan

• Proactively managing housing need forhouseholds in temporaryaccommodation, to ensure that they arebidding for permanent accommodationand provide them with regular advice andassistance on their housing options

• Improving support for households intemporary accommodation

• Introducing a service contract with a localremoval company

16.

7.Maximise the supply of affordablehousing

The table shows new builds of affordablehousing over the previous three years.

Demand for affordable housing continues tooutstrip supply. Both the supply of affordablehousing and the mechanism by which it is lethas a direct impact on homelessness levels inthe District.

The Council has committed to a target ofenabling 100 new units per year of socialhousing. The Council also expectsdevelopers to produce 40% of all newbuildings as affordable housing. In addition tothis, as part of a Local Area Agreement, theCouncil hopes to see an additional 36 unitsbuilt over a three year period.

The current Allocations Policy and ChoiceBased Lettings scheme were introduced in2004. The percentage of permanent letsgoing to homeless households has increasedslightly over the same period that thenumber of acceptances have been falling,meaning more lets are going to statutoryhomeless. Amendments to the Council’sAllocations Policy will be implemented insummer of 2008. It is crucial that theseamendments continue to support thecouncil’s homelessness objectives.


Year Completions

2005/06 131

2006/07 42

2007/08 160

17.

We will maximise the supply of affordablehousing by:

• Working with planners, developers andhousing associations to meet new-buildtargets for affordable housing

• Implementing and reviewing the effects ofthe new Allocations Policy

• Introducing and reviewing a sub-regionalChoice Based Lettings scheme

TAKING THE STRATEGYFORWARD

As part of our consultation with keystakeholders undertaken as part of thereview, we asked for expressions of interestto form a Homelessness Group to overseethe implementation of this Strategy and toaddress emerging issues throughout itslifetime.

We received a high level of interest and thisgroup will meet twice a year. The Group willbe made up of representatives of all keystakeholders.

In addition to this, progress on theimplementation of the HomelessnessStrategy will be reported to SeniorManagementTeam and the Executive as partof the service monitoring processes.

18.


Key Objectives KeyActions Timescale Lead Person ResourcesMeasurableOutcomes

Ensure existingprotocols areefficient

Review existing protocols

Raise awareness of existingmechanisms through amapping exercise

Update and maintain keycontacts lists

September-December 08

Lyn Scaplehorn Existingofficer time

Continue tomeethomelessnessand preventionperformancetargets

Establish newprotocols/arrangements

Establish new protocols:a. With prisons

b. With DAAT

c. EstablishTenants at Risk groupwith LSVT partners and otherstakeholders

d. WithVale Housing Associationto focus upon homeless prevention

Raise awareness of new protocolswith partner agencies and staff

Establish key PIs and revieweffectiveness

January 09

January 09

December 08

January 09

February 09

January 09and ongoing


Improvementin LPI-homelesspreventionfrom 60%successful to65% overlifetime ofStrategy

Reductions inhomelessnessdue toevictions bysocial landlords

EstablishValeHomeless Forum

Set up initial meeting

Establish terms of reference

Devise and implement workplan

October 2008

October 2008

November 2008 andongoing


ImplementHomelessStrategy.

Contribute toreduction inhomelessness

1. Improve partnership working to prevent homelessness

19.


DevelopYoungPersons HomelessStrategy

Establish working group

Establish project plan

Conduct research, produce strategyand develop action plans

Implement and monitor plans

August 08

October 08

January 09

Ongoing

Lyn Scaplehorn Existing stafftime

ImplementHomelessStrategy.

Reduce youthhomelessness

Eliminate use of outof area B&Bplacements

Establish supported lodgings

Work withThe Abingdon Foyer toprovide accommodation for youngpeople with high support needs

Efficient use of supported housingplacements

November 08

September 08

January 09

Leah Bennion DCLG grantas part ofwider Oxonscheme.

Additionalfinance frompreventionfund andsavings fromTA.

Eliminate B&Bplacements for16/17 year oldsby 2010.

Reduce out ofareaplacements

Preventinghomelessness

Early notification and interventionby Social Services

Establish new mediation schemefor young people

Establish education programme foryoung people in schools

December 08 -May 09

March 09

June 09

Leah Bennion Existing stafftime

Homelesspreventionfund

Staff time hasbeen allocatedtoCountywideinitiative

Reducehomelessacceptances foryoung people.

Improvepreventionrates for youngpeople

2. Improve and develop prevention services for young people

20.


Key Objectives KeyActions Timescale Lead Person ResourcesOutcomes/Benefits

Maintain currenttoolkit

Monitor statistical information

Identify any issues/ trends/ areas forimprovement

Take any corrective action necessarymonitor and analyse statistics

Record expenditure and outcomes

Ongoing Phil Ealey Existing stafftime

Reducedhomelessnessacceptances

Improvedcustomer service

Improve LPI to65%

Market preventionoptions for peopleleaving armed forces

Meet with local DHEaccommodation team

Produce info leaflet for these clients

Train DHE staff on housing options.Produce an early referral system forpeople leaving DHE accommodation

Closely monitor data and trends

October 08 -November 08

Phil Dore Existing stafftime

Reduce level ofhomelessacceptances frompeople leavingArmy to 2007/08levels

Target preventiontowards peoplethreatened withhomelessness due torepossessions

Arrange training for options staff ondefending possession actions atCourt

Review referral process for debtadvice

Target prevention initiatives to thisclient group

June 08

January 09

July 08

Phil Dore Existing stafftime

Preventionfund

Minimiseacceptances due tomortgagerepossessions

Improve services forpeople fleeingdomestic violence

Establishment of refuge – 4bedspaces

Establish common polices andprocedures with RSL partners forpeople fleeing DV

December 08

December 08

Chloe Hillsdon SP fundingallocated for 4units acrossSouth andValeExisting stafftime

Eliminate use ofB&BReduce DVhomelessacceptancesImprove LPI to65%successfulpreventions

3. Target of prevention initiatives effectively

21.


Introduce individualperformancemonitoring

Agree targets with individualofficers

Set up monitoring andfeedback mechanisms

September 08 Lyn Scaplehorn Existing stafftime

Increasedsuccessfulprevention cases

Reducedhomelessacceptances


Establish aframework forcustomer servicefeedback

Introduce a system of regularcustomer service surveys

Set up monitoring and feedbackprocess into the service

August 08 Andrew Ochia Existing stafftime


Establish a rollingtraining programmefor Housing Advicestaff

Quarterly in-house training sessionsfor relevant housing topics

June 08 Phil Dore £4500.00 Improvedcustomer service

Set up and maintaina central library forhousing publications

Library to include current legislation,government publications andhousing literature

August 08 Phil Dore £500.00 Improvedcustomer service

Produce newliterature forWhiteHorse Lettings anddevelop marketingcampaign

New pamphlets for tenantsand landlords.

Press release

Advertising campaign

July 08 Phil Ealey £4000.00 Centralised printbudget.

Increased issuingof deposit bonds

Increased RIApayments.

Less homelesspresentations

Provide an enhancedservice forhouseholds assessedas homeless

New homelessness application

New “moving toTA” leaflet

October 08 EricaYoung Existing stafftime


4. Further professionalisation of the housing advice service

22.



Produce revisedTAreduction Plan

Review currentTA reduction plan

Produce new forecast to minimiseuse ofTA

August 08 Phil Ealey Existing stafftime

Meet revisedTAreduction target.End use of B&B for16/17 year olds

Cost savings toauthority

Completecomprehensivereview ofTAprovision

Value for money analysisMinimum standard agreementsBest service providersLocalised provisionReview of legal procedures

November 08 Phil Ealey Existing stafftime

Meet revisedTAreduction target

End use of B&B for16/17 year olds

Cost savings toAuthority

Agree proposals andcomplete action planto maximise efficientuse ofTA

ProduceTA provision proposals andan action plan

Implement proposed changes toprovide better and cheaperTA

September 09 Phil Ealey Existing stafftime

End use of B&B for16/17 year olds

Improved serviceto customers

Cost savings toauthority

Proactivemanagement ofhouseholds inTA

Provide monitoring and assistance tohouseholds inTA to move on

July 08then ongoing

Phil Ealey No significantstaff resource

Assist in meetingTA reductiontargetImproved serviceto customers

Improved supportfor households inTA

Visiting programme for householdsinTA to ensure coping well & havesupport

June 08then ongoing

Sylvia Messen 1 day perweek

No significantfinancial cost

Residual costsaving to authoritythrough less failedtenancies.Improved serviceto customers

Introduce servicecontract withremovals firm

Establish a quick and efficient serviceagreement for removals and storageif required

July 08 Chloe Hillsdon Cost savingNo significantstaff resource

Reduced cost toauthority.Improved serviceto customers

5. Improve and reduce the provision of temporary accommodation

23.

Key Objectives KeyActions Timescale Lead Person ResourcesOutcomes/Benefits

Maximise new buildby effective use ofplanning process

Regular meetings with plannersto ensure target met

Maintain good working relationshipswith RSLs and developers

Monitor target and take correctiveaction

Current andon-going

HelenNovelle

Existingresources

Meet new buildtargets foraffordable housing

Ensure the CBLscheme supports theCouncil’shomelessnessobjectives

Implement the revised AllocationsPolicy

Set up move on protocol as part ofrevised Allocations policy to ensuresupported housing is used efficiently

Review the changes to assess theimpact on homelessness

July 08

July 08

January 09

Lyn Scaplehorn Allocated aspart of 08/09budgets

2010TA targetmet.

Increase lettingsavailable to peoplein supportedhousing.

Ensure targetscontinue to bemet

Implements sub-regional CBL

Agree common Allocation Policy

Select ICT provider and agreeproject plan

Consult

Implement scheme

Review the changes to assess theimpact on homelessness

Completed

Completed

Summer 08

January 09

January 09

Lyn Scaplehorn DCLG moneygranted aspart of pilotscheme withOxonpartners

Additionalfunds allocated08/09 budgets

Improve access tohousing forhomelesshousehold.

Ensure homelesstargets continue tobe met

6. Maximise the supply of housing

24.

Appendix 1: List of agencies consulted

We would like to take this opportunity tothank all the agencies and service users whohelped us in the production of this Strategy.

Abingdon CAB

Abingdon Foyer

Connection Floating SupportTeam

Connexions

Dominion HA

National Probation Service

Oxford City Council

Oxford Citizens HousingAssociation

Oxfordshire County Council

Oxfordshire Gypsy &Traveller Services

Oxford Citizens HousingAssociation

SOHA

South Oxfordshire District Council

Sovereign Housing

Supporting People

TAB

ThamesValley Police

Turpin & Miller Solicitors

Vale HousingAssociation

Wantage IndependentAdvice Centre

ThamesValley Police

Youth OffendingTeam


vale of white horse district council homelessness … · 2020-07-08 · introduction...

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