partnership working and homelessness - 2014 · partnership working between housing associations and...

Partnership working and homelessness Gweithio partneriaeth a digartrefedd

Research on co‐operation between housing associations and local authorities in respect of homelessness

Ymchwil ar gydweithredu rhwng cymdeithasau tai ac awdurdodau lleol yng nghyswllt digartrefedd

March/Mawrth 2014

Partnership working and homelessness ‐ 2014

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Contents

Executive Summary ...................................................................................................................................................................................................... 3

Acknowledgements ...................................................................................................................................................................................................... 6

Chapter 1 ‐ Background, context and approach to stakeholder engagement ............................................................................................................ 7

Introduction ............................................................................................................................................................................................................................... 11

Context for the research ............................................................................................................................................................................................................ 12

The current duties of local authorities ...................................................................................................................................................................................... 12

The current duties of housing associations ............................................................................................................................................................................... 15

What the future holds for local authorities and housing associations ...................................................................................................................................... 16

How housing associations and local authorities participated in the research .......................................................................................................................... 18

Chapter 2 ‐ Strategic leadership and collaboration ................................................................................................................................................... 20

Chapter 3 ‐ The prevention of homelessness ............................................................................................................................................................ 28

Chapter 4 ‐ Provision of temporary accommodation ................................................................................................................................................ 36

Chapter 5 ‐ Increasing the supply of housing to meet the ‘housing solutions’ duty ................................................................................................. 41

Chapter 6 ‐ The allocation and letting of social housing ........................................................................................................................................... 42


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Executive Summary

This report provides the findings of research commissioned by Community Housing Cymru and funded by the Welsh Government into partnership working between housing associations and local authorities in Wales in respect of homelessness. The research specifically focuses on identifying opportunities to develop partnership working in the light of the proposed new homelessness duties set out in the Housing Bill, introduced into the National Assembly for Wales in November 2013.

Workshops were held for housing associations and for local authorities at three different venues throughout Wales, where the views of participants were sought on current good practice, barriers and challenges in respect of partnership working on homelessness, and what needed to be done to support the implementation of the proposed new homelessness duties. Issues raised by participants were grouped under a number of key themes.

Strategic leadership and collaboration Many areas reported positive working relationships between local authority and housing association officers, but some improvements in the strategic housing functions performed by local authorities were considered critical to successful partnership working. Concerns were expressed about:

the need for improved communications between organisations, and more joined up working between local authority teams;

‘a culture of competition’ that worked against collaboration and led to multiple providers attempting to develop similar services;

the increasing support needs of people presenting as homeless and the need for support assessments to be a core part of the route into services, and for measures to attempt to reduce local opposition to planned schemes;

how Supporting People funds could be deployed to support the management role performed by landlords in shared housing;

the need for a shift in culture and style in homelessness services to meet the proposed new homelessness duties. Strong strategic leadership and management will be necessary to build and maintain strong partnerships, and to support a cultural shift from collaboration to co‐production.


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The prevention of homelessness Many housing associations already demonstrate their commitment to assist local authorities in meeting their duties to people who are threatened with homelessness, and to play their part in the prevention agenda, by undertaking a very wide range of activities across Wales which contribute to homelessness prevention. However, concerns were expressed about:

the fact that not all associations demonstrated positive practice in this respect;

the danger that, with increasing financial pressures, associations might start to withdraw from this sort of work to concentrate more on core business;

the need for authorities and associations to work more collaboratively to avoid duplication and to enable successful activities to be delivered more efficiently and cost‐effectively;

the need for improved partnership working between associations and authorities prior to letting and prior to seeking possession to help reduce the number of tenancy failures in the social housing sector.

The provision of temporary accommodation A substantial number of housing associations already provide temporary accommodation as interim accommodation for homeless applicants, as supported accommodation for vulnerable people, and for people that local authorities would not consider as being in ‘priority need’. However, concerns were expressed about:

the need to review leasing and other arrangements to ensure that the necessary types of temporary accommodation are provided in the locations required, and that the arrangements provide value for money;

the likelihood that many households who will require temporary accommodation may also require additional support, and may have complex and multiple support needs.

Increasing the supply of housing to meet the ‘housing solutions’ duty The gap between supply and demand for social housing is increasing. Welsh Government new build targets will not meet estimated levels of demand, and demand for good quality private rented accommodation will increase following the introduction of the proposed new homelessness duties. Concerns were expressed about:

the need for local authorities to raise their game in relation to working with the private rented sector, and to develop packages which make it advantageous for private sector property owners to work in partnership with them;


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the need to develop social lettings agencies, the role housing associations could play in this, and the need to ensure that agencies deliver the services that meet local authority needs;

the need to escalate the development of, and improve the management of shared housing, to address increasing demand as a result of welfare benefit reform.

The allocation and letting of social housing A substantial number of housing associations demonstrate their commitment to assisting local authorities in the allocation and letting of social housing by their participation in common housing registers, which provide a single point of access to social housing and help to ensure that access to social housing is fair, open and transparent. However, concerns were expressed about:

the quality of data in respect of some common housing registers;

the effectiveness of consultation mechanisms with housing associations during the design stage of related policies and processes;

inconsistency in nomination practices, and concerns about lack of transparency in areas with no common housing registers;

the differing responsibilities of housing associations and local authorities in relation to homelessness, and the problems this sometimes created , especially in terms of housing associations’ responsibilities to ‘co‐operate to such an extent as is reasonable’ and to balance the preference given to those in greatest housing need with the need to sustain communities.

The chapters in this report:

set out in more detail the views expressed by participants;

provide examples of initiatives that housing associations and local authorities have developed to improve the way that they work together to improve outcomes for people in housing need;

list actions that key stakeholders can take to overcome some of the challenges identified, to ensure that housing associations and local authorities work more effectively in partnership in relation the prevention and the alleviation of homelessness.


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Acknowledgements The consultants would like to place on record their thanks to the following:

the representatives of housing associations and local authorities who took part in the research by attending the six regional events or participating in telephone interviews;

Carmarthenshire County Council, Newport City Council, the Seren Group, Conwy County Borough Council and Cartrefi Conwy for hosting the regional events;

Steering Group members for their useful comments and suggestions throughout the project.


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Crynodeb Gweithredol

Mae'r adroddiad yma'n amlinellu canfyddiadau ymchwil a gomisiynwyd gan Cartrefi Cymunedol Cymru ac a ariannwyd gan Lywodraeth Cymru ar weithio partneriaeth rhwng cymdeithasau tai ac awdurdodau lleol yng Nghymru yng nghyswllt digartrefedd. Mae'r ymchwil yn canolbwyntio'n benodol ar ddynodi cyfleoedd i ddatblygu gweithio partneriaeth yng ngoleuni'r dyletswyddau arfaethedig newydd a ddigartrefedd a gynhwysir yn y Bil Tai, a gyflwynwyd yng Nghynulliad Cenedlaethol Cymru ym mis Tachwedd 2013. Cynhaliwyd gweithdai ar gyfer cymdeithasau tai ac ar gyfer awdurdodau lleol mewn tri lleoliad gwahanol ledled Cymru, lle gofynnwyd am sylwadau ar arfer da presennol, rhwystrau a heriau yng nghyswllt gweithio partneriaeth ar ddigartrefedd, a'r hyn oedd angen ei wneud i gefnogi gweithredu'r dyletswyddau arfaethedig newydd ar ddigartrefedd. Grwpiwyd y materion a godwyd i nifer o themâu allweddol.

Arweinyddiaeth strategol a chydweithredu Soniodd llawer ardal am berthynas waith gadarnhaol rhwng swyddogion awdurdodau lleol a chymdeithasau tai, ond ystyriwyd bod rhai gwelliannau yn swyddogaethau tai strategol awdurdodau lleol yn hanfodol ar gyfer gweithio partneriaeth llwyddiannus. Mynegwyd consyrn am:

yr angen i wella cyfathrebu rhwng sefydliadau, a mwy o weithio cydlynol rhwng timau awdurdodau lleol;

'diwylliant o gystadlu' oedd yn llesteirio cydweithredu ac yn arwain at i nifer o ddarparwyr geisio datblygu gwasanaethau tebyg;

anghenion cefnogaeth cynyddol pobl sy'n cyflwyno fel digartref, a'r angen i asesiadau cymorth fod yn rhan greiddiol o'r llwybr i wasanaethau , ac am fesurau i geisio gostwng gwrthwynebiad lleol i'r cynlluniau sydd ar y gweill;

sut y gellid defnyddio cyllid Cefnogi Pobl i gefnogi'r rôl rheoli a gyflawnir gan landlordiaid mewn tai rhannu;

yr angen am newid diwylliant ac arddull y gwasanaeth digartrefedd i gyflawni'r dyletswyddau arfaethedig newydd ar ddigartrefedd. Bydd angen arweinyddiaeth a rheolaeth strategol cryf i adeiladu a chynnal partneriaethau cryf ac i gefnogi newid diwylliant o gydweithredu i gyd‐gynhyrchu.


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Atal digartrefedd Mae llawer o gymdeithasau tai eisoes yn dangos eu hymrwymiad i gynorthwyo awdurdodau lleol i gyflawni eu dyletswyddau i bobl sydd dan fygythiad digartrefedd, ac i chwarae eu rhan yn yr agenda atal, drwy gynnal ystod eang iawn o weithgareddau ar draws Cymru sy'n cyfrannu at atal digartrefedd. Fodd bynnag, mynegwyd consyrn am:

y ffaith nad oedd pob cymdeithas yn dangos ymarfer cadarnhaol yn y cyswllt hwn;

y perygl, gyda phwysau ariannol cynyddol, y gallai cymdeithasau ddechrau gadael y math yma o waith i ganolbwyntio mwy ar fusnes craidd;

yr angen i awdurdodau a chymdeithasau gydweithredu mwy i osgoi dyblygu a galluogi cyflenwi gweithgareddau llwyddiannus yn fwy effeithiol ac yn effeithlon o ran cost;

yr angen i wella gweithio partneriaeth rhwng cymdeithasau ac awdurdodau cyn gosod a chyn ceisio meddiant i helpu gostwng nifer y tenantiaethau sy'n methu yn y sector tai cymdeithasol.

Darparu llety dros dro Mae nifer sylweddol o gymdeithasau tai eisoes yn darparu llety dros dro fel llety interim ar gyfer ymgeiswyr digartref, fel llety â chymorth ar gyfer pobl agored i niwed, ac ar gyfer pobl na fyddai awdurdodau lleol yn ystyried eu bod â 'blaenoriaeth angen'. Fodd bynnag, mynegwyd consyrn am:

yr angen i adolygu trefniadau lesu a threfniadau eraill i sicrhau y darperir y mathau angenrheidiol o lety dros dro yn y lleoliadau sydd eu hangen, a bod y trefniadau'n rhoi gwerth am arian;

y tebygrwydd y gall llawer o aelwydydd fydd angen llety dros dro hefyd fod angen cymorth ychwanegol, ac y gallant fod ag anghenion cymorth cymhleth a lluosog.

Cynyddu cyflenwad tai i gyflawni'r ddyletswydd 'datrysiadau tai' Mae'r bwlch rhwng y cyflenwad a'r galw am dai cymdeithasol yn cynyddu. Ni fydd targedau Llywodraeth Cymru ar gyfer codi cartrefi newydd yn ateb y lefelau galw a ragwelir, a bydd y galw am lety rhent preifat ansawdd da yn cynyddu yn dilyn cyflwyno'r dyletswyddau newydd arfaethedig ar ddigartrefedd. Mynegwyd consyrn am:

yr angen i awdurdodau lleol wella eu gêm yng nghyswllt gweithio gyda'r sector rhent preifat, ac i ddatblygu pecynnau sy'n ei gwneud yn fanteisiol i berchnogion eiddo sector preifat weithio mewn partneriaeth gyda nhw;


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yr angen i ddatblygu asiantaethau gosod tai cymdeithasol, y rôl y gallai cymdeithasau tai ei chwarae yn hyn, a'r angen i sicrhau fod asiantaethau'n darparu gwasanaethau sy'n diwallu anghenion awdurdodau lleol;

yr angen i gynyddu datblygiad a gwella rheolaeth tai rhannu, i fynd i'r afael â'r cynnydd mewn galw fel canlyniad i ddiwygio budd‐daliadau lles.

Dyrannu a gosod tai cymdeithasol Mae nifer sylweddol o gymdeithasau tai'n dangos eu hymrwymiad i gynorthwyo awdurdodau lleol wrth ddyrannu a gosod tai cymdeithasol drwy gymryd rhan mewn cofrestri tai cyffredin, sy'n rhoi un pwynt mynediad i dai cymdeithasol ac yn helpu i sicrhau fod mynediad i dai cymdeithasol yn deg, agored a thryloyw. Fodd bynnag, mynegwyd consyrn am:

ansawdd data yng nghyswllt rhai cofrestri tai cyffredin;

pa mor effeithlon yw dulliau ymgynghori gyda chymdeithasau tai yn ystod cam llunio polisïau a phrosesau cysylltiedig;

anghysondeb mewn arferion enwebu a chonsyrn am ddiffyg tryloywder mewn ardaloedd heb gofrestri tai cyffredin;

gwahanol gyfrifoldebau cymdeithasau tai ac awdurdodau lleol yng nghyswllt diweithdra, a'r problemau y mae hyn yn ei greu weithiau, yn arbennig yn nhermau cyfrifoldebau cymdeithasau tai i 'gydweithredu i'r graddau hynny sy'n rhesymol' a chydbwyso'r flaenoriaeth a roddir i'r rhai â'r angen mwyaf am dai gyda'r angen i gynnal cymunedau.

Mae'r penodau yn yr adroddiad yma yn:

nodi'n fanylach y sylwadau a fynegwyd gan y rhai a gymerodd ran;

rhoi enghreifftiau o gynlluniau a ddatblygwyd gan gymdeithasau tai ac awdurdodau lleol i wella'r ffordd y maent yn gweithio gyda'i gilydd i wella canlyniadau ar gyfer pobl mewn angen tai;

rhestru camau gweithredu y gall rhanddeiliaid allweddol eu cymryd i oresgyn rhai o'r heriau a ddynodwyd, i sicrhau fod cymdeithasau tai ac awdurdodau lleol yn gweithio'n fwy effeithlon mewn partneriaeth yng nghyswllt atal a lliniaru digartrefedd.


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Diolchiadau Hoffai'r ymgynghorwyr gofnodi eu diolch i'r dilynol:

cynrychiolwyr cymdeithasau tai ac awdurdodau lleol a gymerodd ran yn yr ymchwil drwy fynychu'r chwe digwyddiad rhanbarthol neu gymryd rhan mewn cyfweliadau ffôn;

Cyngor Sir Caerfyrddin, Cyngor Dinas Casnewydd, Grŵp Seren, Cyngor Bwrdeistref Sirol Conwy a Cartrefi Conwy am gynnal y digwyddiadau rhanbarthol;

aelodau'r Grŵp Llywio am eu sylwadau ac awgrymiadau defnyddiol ar hyd y prosiect.


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Chapter 1 ‐ Background, context and approach to stakeholder engagement

Introduction This report provides the findings of research undertaken by Anne Delaney, David Hedges, Joanne McNally and Simon Inkson into partnership working between housing associations and local authorities in Wales, particularly focused on co‐operation in respect of homelessness. The research was commissioned by Community Housing Cymru and funded by the Welsh Government, and was undertaken between April and October 2013. The consultants undertaking the work on behalf of Community Housing Cymru were provided with direction by a project steering group made up of the following members:

Amanda Oliver (Community Housing Cymru);

Matthew Kennedy (Community Housing Cymru);

Sue Finch (Welsh Local Government Association);

Geoff Marlow (Welsh Government). This chapter of the report sets out the context for the research project and provides details on how stakeholders from housing associations and local authorities participated in the research. The subsequent chapters address the issues raised by participants in the research under the following key themes:

strategic leadership and collaboration;

the prevention of homelessness;

the provision of temporary accommodation;

increasing the supply of housing to meet the ‘housing solutions’ duty;

the allocation and letting of social housing.


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Each of these chapters sets out:

the views expressed by participants during the research about the current state of partnership working between local authorities and housing associations, and the challenges that partnership working can bring;

examples of initiatives that housing associations and local authorities have developed to improve the way that they work together to improve outcomes for people in housing need;

actions that key stakeholders can take to overcome some of the challenges identified, to ensure that housing associations and local authorities work more effectively in partnership in relation to the prevention and the alleviation of homelessness.

Context for the research In May 2012 the Welsh Government published ‘Homes for Wales: A White Paper for Better Lives and Communities’. In the White Paper, the Welsh Government outlined its proposals for reforming the responsibilities of local authorities in respect of homelessness, introducing what is termed the ‘housing solutions’ approach, which places the focus of legislation and action by local authorities on the prevention of homelessness. As part of the consultation on the White Paper, regional workshops were held in Cardiff, Rhosmaen and Wrexham, which provided those attending with a detailed explanation of the approach proposed by the Welsh Government and an opportunity to feed back on the proposals. The report on the sessions made a series of recommendations aimed at the Welsh Government, local authorities, voluntary sector agencies and housing associations. 1 This research seeks to produce an action plan which will achieve some of the recommendations made in that paper, specifically focusing on identifying opportunities to develop partnership working between housing associations and local authorities, in light of the proposed new homelessness duties.

The current duties of local authorities Local authority functions which impact on the discharge of their existing duties towards applicants who present as homeless currently fall under the following headings:

1 Delaney, A. Hedges, D. McNally, J. & Inkson, S. The White Paper and Homelessness – Taking things forward. A report on stakeholder event discussion groups. October 2012.


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The strategic housing role Section 8 of the Housing Act 1985 requires local authorities to consider housing conditions in their locality and the needs of the locality with respect to the provision of further housing accommodation. Additionally, S.87 of the Local Government Act 2003 allows Welsh Ministers to require local authorities to provide materials relating to housing and to supply the Minister with statements if required. From April 2014, local authorities in Wales will be required to ensure that robust housing market assessments are undertaken and updated every two years.2

The allocation of housing Part 6 of the Housing Act 1996 (as amended by the Homelessness Act 2002) requires all housing authorities to have an allocation scheme that determines the authority’s priorities and the procedure to be followed in allocating housing. Where a housing authority has transferred its housing stock, the allocations function includes the prioritising of applicants for nomination to the transfer association and to other partner housing associations.

The 1996 Act, as amended, sets out the categories of applicants who should be awarded reasonable and additional preference within an allocation scheme. The Act also requires local authorities to have regard to the Code of Guidance for Local Authorities: Allocation of Accommodation and Homelessness 2012 in discharging its Part 6 obligations.

Part 6 of the Housing Act 1996 also requires housing authorities to ensure that advice and information is available free of charge to everyone in the area on how to apply for housing accommodation. Housing authorities are required to provide assistance free of charge to those who are likely to have difficulty making an application. Housing authorities are also required to provide applicants with information: o that will enable them to assess how their application is likely to be treated under the allocation scheme and whether they are likely to

fall within the reasonable preference categories; and o on whether accommodation appropriate to their needs is likely to be made available and, if so, the length of time before it is likely to

become available.

2 Letter from the Minister for Housing and Regeneration to all local authority Chief Executives and Heads of Housing dated 22nd May 2013.


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Homelessness Part 7 of the Housing Act 1996, as amended by the Homelessness Act 2002, requires housing authorities to assess, within 28 days, applications from households who claim to be homeless or threatened with homelessness, determining whether: o they are eligible for assistance; o they are homeless or threatened with homelessness; o they are in priority need; o they are homeless intentionally; o they have a local connection with the authority.

Housing authorities are required to secure accommodation for those who are eligible for assistance, in priority need, became homeless unintentionally and have a connection with the local authority. Typically, housing authorities will discharge their main homelessness duty by providing applicants with temporary accommodation until they are able to offer a more settled housing solution, usually the allocation of a tenancy in the social housing sector. In discharging Part 7 obligations, housing authorities must have regard to the ‘Code of Guidance for Local Authorities on Allocation of Accommodation and Homelessness 2012’.

Housing authorities are also obliged under Part 7 of the Housing Act 1996 to ensure that advice and information on homelessness and the prevention of homelessness is freely available to anyone in their area. In addition, housing authorities are required to provide advice and assistance to homeless applicants who are owed certain homelessness duties, including those not in priority need and those who are homeless intentionally.

Supporting People Section 93 of the Local Government Act 2000 enables the Welsh Government to make payment of grant to local authorities to cover the costs of welfare services. Whilst there is currently no statutory duty for local authorities to provide Supporting People services, local authorities are required to have regard to guidance produced by the Welsh Government in discharging their Supporting People responsibilities (support to enable people to remain in their own homes).


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Activities related to the Supporting People function (which are partly undertaken by the recently established Regional Collaborative Committees and the local authorities in the region) are as follows: o mapping of need for Supporting People services, including working with colleagues in other disciplines (such as social care, community

safety, health and homelessness) to identify future need for support services, and the production of a Regional Commissioning Plan; o commissioning and procurement of Supporting People services through the production of Local Commissioning Plans; o ensuring compliance with national Supporting People Programme Grant Guidance; o review of schemes funded by Supporting People Grant, to ensure compliance with funding objectives.

The current duties of Housing Associations Section 170 of the Housing Act 1996 requires housing associations to ‘co‐operate to such an extent as is reasonable in the circumstances in offering accommodation to people with priority under the authority’s allocations scheme.’ In addition, the Welsh Government’s Regulatory Framework for Housing Associations Registered in Wales (issued under Part 1 of the 1996 Act) requires housing associations to ensure that their work supports the local authority in the delivery of its strategic housing role. The Regulatory Framework aims to ensure that housing associations provide good quality homes and services to tenants and others who use their services, and establishes a set of “Delivery Outcomes”, covering governance, financial management and landlord services. Failure to meet Delivery Outcomes is one of the grounds under which Welsh Ministers can use their regulatory and enforcement powers. Housing associations must complete self‐assessments which demonstrate that they achieve the following delivery outcomes relevant to the prevention and the alleviation of homelessness:

Engaging with others to enhance and maximise outcomes for service users and the community To satisfy this outcome, associations must be able to demonstrate that:

o they engage with all relevant parties and organisations and embrace the principles of partnership working to enhance their delivery;

o they work collaboratively, and form appropriate alliances to develop and deliver enhanced services, managing risks appropriately and protecting their housing assets;

o they have a strong relationship with local authorities in the geographical areas where they operate which enables them to find effective solutions to local issues, and improves outcomes for communities;

o their work supports the local authority in the delivery of its strategic housing role.


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Letting homes in a fair, transparent and effective way. To satisfy this outcome, associations must be able to demonstrate that:

o they work with other organisations to prevent and alleviate homelessness; o they ensure that access to their homes is fair and open, and that they work with others to ensure routes into their housing are well

publicised, easy to understand and simple to use; o they give reasonable preference to those in greatest housing need or who are homeless, maximising choice and sustaining

communities. What the future holds for local authorities and housing associations The Housing (Wales) Bill, introduced into the National Assembly for Wales in November 2013, sets out draft legislation which will substantially change the responsibilities of local authorities towards people who are homeless, through the introduction of a ‘housing solutions’ approach, and local authorities will have stronger duties to prevent homelessness and assist those who are homeless. Chapter 2 of Part 2 of the Housing Bill proposes a new duty for local authorities to help prevent homelessness for any eligible person likely to become homeless within the following 56 days. The authority will be obliged to work with the applicant to resolve the housing problem or find a new housing solution so that accommodation is likely to be available for at least six months. Where an eligible applicant becomes homeless, or approaches the authority when they are homeless, a new duty is triggered which is to help find a housing solution through accommodation which is likely to be available for at least six months. This first stage homelessness duty, and the duty to prevent homelessness, will place an obligation on local authorities to take reasonable steps to achieve a suitable housing solution for all households who are homeless or threatened with homelessness. It is anticipated that, in the majority of cases, local authorities will take action to prevent applicants from becoming homeless. In all cases they will be required to carry out an assessment of the applicants’ circumstances to determine the causes of their homelessness, their housing needs and preferences, what they need and how they can best help them. While this assessment is being carried out, they will need to find temporary accommodation if it appears that the applicant may be in priority need. If they are found to be in priority need, that temporary accommodation duty will continue until all duties are discharged.


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Where reasonable steps have been taken with a homeless applicant but are unsuccessful, then the duty will be discharged. The Housing (Wales) Bill proposes that these steps are taken within 56 days. Those applicants who are unintentionally homeless and in priority need will then be assisted under the proposed Stage 2 duty, and will remain in temporary accommodation until that duty is discharged by an offer of a tenancy in the private rented sector or in social housing. The Bill will allow local authorities to discharge this duty through a suitable private sector tenancy of at least 6 months without the applicant’s consent. Section 78 of the Housing Bill proposes a requirement for housing associations and other bodies to co‐operate with local authorities on:

the prevention of homelessness; ensuring that suitable accommodation is or will be made available for people who are or may become homeless; ensuring that satisfactory support is available for people who are or may become homeless; the effective discharge of its functions.

Where a local authority requests the co‐operation of a housing association, it is proposed that the association must comply with the request unless it considers that doing so would either be incompatible with the association’s own duties or have an adverse effect on the exercise of the association’s functions. In addition, Chapter 1 of Part 2 of the Housing Bill proposes placing a duty on local authorities to carry out a review of homelessness in their area and to formulate a homelessness strategy based on the results of the review, in 2018, and every four years after that date. The ‘housing solutions duty’ will require a change in approach to tackling homelessness by all local authorities. The potential impact of changes in legislation was addressed in a report produced by Mackie et al. 3 This impact assessment was undertaken at a stage when the Welsh Government were proposing to provide temporary accommodation for all applicants with no safe place to stay, regardless of priority need status. Mackie et al estimated that, across Wales in 2016‐17:

as a result of earlier and improved homelessness prevention activity, 3,310 fewer households would face the trauma of long homelessness experiences;

3 Mackie, P. Thomas, I. Fitzpatrick, S. Stirling, T. Johnsen, S. & Hoffman, S. (2012) Assessing the impacts of proposed changes to homelessness legislation in Wales: A report to inform the review of homelessness legislation in Wales. Welsh Government, Cardiff.


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as a result of the ‘housing solutions duty’ placing a requirement on local authorities to provide temporary or emergency accommodation for households not considered to be ‘in priority need’ under the existing legislative regime, local authorities across Wales will require an additional 2,509 units of emergency accommodation;

as a result of the requirement to find a ‘suitable housing solution’ for those who approach local authorities as homeless, local authorities will need to access an additional 2,550 private sector lets to fulfil their ‘housing solutions duty’;

as a result of fewer homeless applications reaching Stage 2, and the ability of local authorities to discharge their duty to those accepted as homeless via a letting in the private rented sector, it is anticipated that 3,310 fewer lettings will be made to homeless households in the social rented sector.

Since the production of that report, the Housing Bill has been published and proposes requiring local authorities to provide temporary accommodation only to applicants in priority need. This change will reduce Mackie et al’s estimate of the requirement for lettings for temporary accommodation. 4 However, access to the private rented sector is still intended to play a central part in discharge of the new duties to help prevent and relieve homelessness for all applicants, and to discharge the second stage duty to applicants who are unintentionally homeless and in priority need. How housing associations and local authorities participated in the research As a means of engaging with all Welsh housing associations and local authorities, during April 2013 the consultants ran a series of half day events in Llanelli, Newport and Colwyn Bay. Separate workshops were held for housing associations and for local authorities, in order that both associations and authorities felt able to speak as freely as possible about their current partnership working arrangements. Invitations to the events were sent to all housing associations by Community Housing Cymru, and to all local authorities by the Welsh Local Government Association. At each event the consultants facilitated a discussion with participants around the following themes:

what currently works well;

4 Since this report was drafted, the Welsh Government has published a Regulatory Impact Assessment for the Housing Bill. http://www.assemblywales.org/bus‐home/bus‐business‐fourth‐assembly‐laid‐docs/pri‐ld9558‐em‐e.pdf?langoption=3&ttl=PRI‐LD9558‐EM%20‐%20Housing%20(Wales)%20Bill%20‐%20EXPLANATORY%20MEMORANDUM


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what barriers and challenges exist; what needs to be done to support the implementation of the ‘housing solutions duty’; and, how can Welsh Government guidance be framed to encourage positive partnership practice and support the proposed duty of housing

associations to cooperate with local authorities? In total 21 housing associations and 21 local authorities attended the 6 regional events. Those that were unable to attend the events were contacted by phone, and their views sought on the themes explored in the workshop sessions. The workshops took place at an interesting time, soon after the introduction of the ‘bedroom tax’ and prior to the introduction of the benefit cap and Universal Credit. These welfare reform measures provided a notable backdrop to the sessions. Both housing associations and local authorities felt that welfare reform was likely to have an adverse impact on the ability of housing associations to collect rental income, leading to increased rent arrears which could result in a greater number of homelessness presentations. Since the workshops, local authorities in Wales have seen a rapid increase in the time that statutory homeless single people are spending in temporary accommodation. In the past local authorities were able to accommodate single people in two bedroom social housing if smaller accommodation was not available. This is no longer possible due to the ‘bedroom tax’. Local authorities report that between 50 and 70% of people now in temporary accommodation are single people. Participants at the workshops felt that, over the coming months and years, housing associations were likely to become more risk averse, more focused on their core business activities, and less inclined to invest resources in what might be considered to be non‐core, more ‘philanthropic’ activities. This potential for a shift in direction was seen as a significant issue by participants.


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Chapter 2 ‐ Strategic leadership and collaboration Most if not all Welsh housing associations are active participants in local strategic fora, networks and panels to assist their local authority partners in planning to meet housing need and to ensure that an appropriate range of services are delivered to the communities they serve. The extent of involvement varies from association to association and is often dependent on the number of local authority areas in which they manage stock, and the number of properties they have in that area. In many areas local authorities and housing association representatives reported positive working relationships between officers in both organisations which resulted in productive joint endeavours. Whilst strategic leadership from local authorities was in the main regarded as good, in some local authorities this was not the case. It was felt that improvements in the strategic housing functions performed by local authorities were critical to successful partnership working. Some felt that this improvement could be supported by formalised written agreements between local authorities and their partner agencies, setting out what each party commits to do, and enabling the effectiveness of both parties to be monitored. In addition, a number of participants felt that housing was no longer regarded as a corporate priority in many local authorities. In several authorities the housing function is split across a number of directorates, making joined‐up working more challenging for authority officers and their partners. Examples were given of some communication problems between local authorities and housing associations, and the impact this has on the respective organisations and on service users. Many felt it would be beneficial if frontline staff from both local authorities and housing associations received training (jointly if possible) on the respective roles of both organisations, as well as training to support improved communication and joint working. Concerns were expressed by both local authorities and housing associations about ‘a culture of competition’ that they felt had developed across the housing association sector in particular, which they felt worked against collaboration between associations and between associations and local authorities. They expressed the view that, where a particular project had proved its worth, it should be expanded to meet regional or national needs (with organisations buying into services provided by another partner), rather than multiple providers attempting to develop similar services. It was thought that CHC and WLGA should provide leadership and direction in this regard.


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One of the key issues facing both local authorities and social landlords was the increasing support needs of people presenting as homeless. Participants considered that a support needs assessment should be a core part of the route into services. They also expressed the view that work needed to be undertaken to inform local communities about the importance of supported housing projects, to attempt to reduce local opposition to planned schemes. In addition, participants considered that if shared housing was (as is likely) to become a more common form of housing, careful consideration needed to be given to how Supporting People funds could be deployed to support the housing management role performed by landlords in that form of tenure. It was broadly accepted that the introduction of the ‘Housing Solutions’ duty will require partners to develop approaches to delivering services, meeting housing need and preventing homelessness through sharing best practice, testing ideas, and commissioning training and research. This will require a shift in culture and style which acknowledges that:

the homelessness function of the future will not be about what is sometimes currently perceived as ‘gate‐keeping’ access to services;

applicants who approach the local authority as homeless will not have an ‘automatic’ right to a home in the social housing sector;

delivering the new homelessness responsibilities will require greater collaboration between partners;

and that the focus for all customers making a housing enquiry will need to be on:

sustaining their housing status and preventing housing crisis where possible;

identifying all suitable options across all tenures;

allowing customers to make informed choices. This will require strong strategic leadership and management, to build and maintain strong partnerships, and to support a cultural shift from collaboration to co‐production. Below, we set out a solutions‐focused plan for how the Welsh Government, local authorities and housing associations can work in partnership to improve leadership and collaboration. The issues most commonly raised by local authorities and housing associations are listed, together with recommended actions to address those issues. The action plan covers three key areas:

1 Improving leadership 2 Improving collaboration


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3 Maximising the use of resources

Strategic leadership and collaboration1 Improving leadership Issues raised Recommended Actions Lead Priority

1.1 The need to build on and improve the delivery of the strategic housing function.

a The Welsh Government, in partnership with WLGA, should consider how it can promote improvement in the delivery of the strategic housing function across all Welsh local authorities, possibly via a ‘Southwark Judgement Project’ or ‘PRS Improvement Project’ style intervention.

Welsh Government WLGA

ongoing

b Local authorities should, in partnership with all housing associations operating in their area, ensure that local agreements set out the roles & responsibilities of all partners, including arrangements for regular meetings and monitoring.

Local authorities Housing associations

high

c Local authorities should ensure that bi‐annual Housing Delivery Statements are produced with key local partners, clearly setting out the key strategic aims of the authority as they relate to housing, and how these will shape housing delivery over the medium term.

Local authorities Housing associations Other key partners

high

1.2 The need to develop a partnership approach to delivering proposed new homelessness duties

a Local authorities should ensure that Regional Collaborative Committees, housing associations, third sector agencies and other key partners are involved in the development of homelessness reviews and homelessness strategies, and clearly set out: how the local authority will deliver its new responsibilities in

partnership with housing associations and other key partners a common/joint performance management system and

management framework to measure progress and change the service developments required to meet the new way of

working any service gaps and how partners intend to close these any funding requirements.

Local authorities Regional Collaborative Committees Housing associations Other key partners

high


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b The Welsh Government, CHC, WLGA and Cymorth Cymru should share learning and good practice on approaches to identifying the housing and support needs of homelessness applicants, and on information sharing to enable applicants’ personal data to be shared between organisations.

Welsh Government CHC WLGA Cymorth Cymru

high

1.3 The need to ensure that frontline staff have a clear understanding of the ‘housing solutions’ approach

a The Welsh Government and WLGA should support training to ensure that frontline local authority staff have a clear understanding of the ‘housing solutions’ approach and of the differences between that approach and their current homelessness role (e.g. via use of the WLGA toolkit currently under production).

Welsh GovernmentWLGA

medium

b Local authorities and housing associations in their area should consider how they can support frontline staff to develop a joint understanding of the respective roles of key partners in delivering the ‘housing solutions’ duty, and create greater trust by, for example: providing shared training; organising regular meetings; providing shadowing opportunities; considering co‐locating staff, where this is possible.


medium

1.4 The need to help minimise local opposition to shared and supported housing schemes.

a Local authorities should work with their housing association and third sector partners to ensure that communities and the councillors who represent them have an understanding of the need for both shared housing and supported housing projects, and how these will be managed to reduce risk.

Local authorities Housing associations Third sector partners

medium

2 Improving collaboration Issues raised Recommended Actions Lead Priority

2.1 The need to build on and improve collaborative working

a WLGA regional homelessness networks should take the lead in coordinating discussions on the merits of procuring the services required to deliver the proposed ‘housing solutions’ approach on a

WLGA ongoing


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in respect of the delivery of the proposed ‘housing solutions’ approach.

regional or national basis.b CHC should consider whether there are opportunities to replicate the

success of Moneyline Cymru and to develop additional national or regional vehicles which deliver services to support the homelessness prevention agenda.

CHC high

c WLGA and CHC should continue to actively promote greater collaboration between local authorities and housing associations to deliver or procure services which support the homelessness prevention agenda and the delivery of the proposed ‘housing solutions’ approach.

WLGA CHC

ongoing

2.2 The need for effective information & communication technology in delivering housing solutions.

a Local authorities and housing associations should consider how they can use their IT systems to improve the sharing of information to make it more effective for customers and supportive of housing providers in delivering homelessness services.


ongoing

2.3 The need to improve understanding of risk in future collaborative projects.

a Local authorities and housing associations should ensure that ongoing risk in any new partnerships is properly identified and jointly shared.


ongoing

3 Maximising the use of resources Issues raised Recommended Actions Lead Priority

3.1 The need to work together to maximise available resources to improve value and efficiency in service delivery.

a Local authorities, Regional Collaborative Committees, housing associations and relevant external agencies should jointly consider the range of work they each do to deliver a housing solutions approach, to promote tenancy sustainability and to prevent homelessness, and consider which of those activities could be rationalised and provided in partnership (e.g. by joint working, sharing staff or making financial contributions to a partner’s activities), supporting successful activities to be delivered more efficiently, cost‐effectively and across all partners in the area, or regionally.

Local authorities Regional Collaborative Committees Housing associationsExternal agencies

high


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b Housing associations and local authorities should work together (using the Supporting People Regional Collaborative Committees) and with third sector agencies to develop applications for resources in addition to those provided by the Welsh Government (e.g. Lottery or European funding) which support services to underpin the delivery of the proposed ‘housing solutions’ approach.


ongoing

c The Welsh Government should, as planned, undertake a review of the existing Homelessness Grant programme to ensure that it is realigned to meet requirements for the introduction of the proposed ‘housing solutions’ approach.

Welsh Government ongoing

3.2

The need to ensure that Supporting People funding decisions support the delivery of the proposed ‘housing solutions’ duty

a

Regional Collaborative Committees must ensure that tenure‐neutral services are developed to meet the needs of people who require housing related support.

Regional Collaborative Committees

medium

b Local authorities and Regional Collaborative Committees should use the most effective procurement route for Supporting People services, to enable decisions to be focused on the quality of service delivery, reduced bureaucracy, value for money, and a focus on outcomes.

Local authorities Regional Collaborative Committees

ongoing

Below are some examples of the many positive things happening in Wales in terms of strategic leadership and collaboration in respect of homelessness:

Gwynedd Housing Partnership

Gwynedd Housing Partnership is the body that represents the housing sector in the county. The Partnership is responsible for driving forward the Local Housing Strategy and ensuring that the Strategy and its sub‐plans are realised, working together strategically to make effective use of the limited resources available and responding to the accommodation needs of the county’s population. Membership of the Partnership includes four of Gwynedd’s main housing associations, Gwynedd Council, Snowdonia National Park, estate agents, Home Builders’ Federation and the National Landlords Association. The Partnership is currently chaired by the Chief Executive of Canllaw (the Care & Repair Agency for Gwynedd and Anglesey).


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A number of sub‐groups have been established to implement the Partnership’s work programme, which include representatives from the private sector, the third sector and Gwynedd residents. Gwynedd Council’s Strategic Housing Policy Unit is responsible for supporting the Partnership in administrative and co‐ordinating roles. The Partnership was responsible for the creation of the Gwynedd Common Housing Register Partnership in 2012 which saw a common housing register and common allocation scheme adopted across the county. In 2012/13 the Partnership:

o took a lead role in developing the Housing Strategy for the county in co‐operation with stakeholders; o ran a Housing Partnership Conference under the theme ‘Supporting Through Tough Times’, which was attended by over 50 delegates; o hosted events for stakeholders to discuss strategic issues, including older persons housing, fuel poverty, and housing benefit reforms; o increased the profile of housing in the county by publishing articles and press releases on housing issues; o hosted an Information Fair for first‐time buyers; o launched Tai Teg, a simple way to register a need for low cost or part ownership in the county.

For more information contact [email protected]

Registered Social Landlord (RSL) Section 106 site allocation matrix

Cardiff is a city experiencing high housing stress, so it is important that the authority ensures that all opportunities to enable the provision of additional affordable housing are maximised through s106 agreements, and that these developments meet the Council’s wider strategic priorities. The Council identifies its preferred partner housing association for each section 106 site using the site allocation matrix. The matrix comprises two elements: o Stage 1 uses a range of performance measures relating to housing development, housing management, partnership working and

community sustainability/involvement; o Stage 2 requires each association to submit a standard scheme specific proforma to the Council for identified S.106 sites.


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In addition, the Council meets with associations which have a development programme in the city on a quarterly basis in order to review plans and to ensure that the city is able to benefit from any opportunity to develop additional affordable homes. The matrix provides clear guidance to housing associations on how submissions will be assessed and provides an audit trail of how decisions have been made, providing associations with clear feedback on how and why sites have been awarded. In addition, housing association submissions provide the Council with good quality information on the overall performance of associations in the city and how they contribute to the strategic priorities of the Council. The matrix was developed by the Council in partnership with Welsh Government approved developing housing associations in Cardiff. The use of the matrix has played a key role in ensuring that associations contribute to the wider strategic priorities of the Council, and in improving the quality of the relationship between the Council and its housing association partners. For more information contact [email protected]


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Chapter 3 ‐ The prevention of homelessness After years of decline, the number of people approaching local authorities as homeless is rising. The economic prospects and changes in welfare reform suggest that it is likely to continue to rise in the coming years. The Welsh Government’s long term goal is to eliminate homelessness completely. Currently, local housing authorities are required to ensure that advice and information on homelessness and the prevention of homelessness is freely available to anyone in their area, and housing associations are required to be able to demonstrate that ‘they work with other organisations to prevent and alleviate homelessness’. The proposals in the Housing Bill will substantially change local authority responsibilities in terms of prevention of homelessness, and will require housing associations and other bodies to co‐operate with local authorities in the implementation of the proposed new approach. Housing associations already demonstrate their commitment to assist local authorities in meeting their duties to people who are threatened with homelessness, and to play their part in the prevention agenda, by undertaking a very wide range of activities across Wales which contribute to homelessness prevention. Some of these activities are individual association initiatives and some in partnership with local authorities. Existing local projects include, for example:

work to publicise and ameliorate the effects of welfare reform;

mortgage rescue schemes;

work to tackle repeat homelessness;

pre‐tenancy training and intensive management (e.g. for young people, care leavers, ex‐offenders);

debt management and financial advice for tenants;

employment support work;

tenancy sustainability services;

family intervention projects;

rent relief funds;

housing education for schools;

access to Cognitive Behavioural Therapy (CBT) for perpetrators of anti‐social behaviour.


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Local projects as diverse as these (together with national projects such as Moneyline Cymru) are already playing their part, and are well‐established. However, not all associations demonstrated positive practice in this respect. Also, whilst local authorities acknowledge that many housing associations across Wales have an impressive track record of using their own resources innovatively to assist in the prevention of homelessness, they are worried about the continued availability of these resources in the future and concerned that, with increasing financial pressures, associations might start to withdraw from this sort of work to concentrate more on core business. Local authorities and housing associations recognised that, by working more collaboratively, they could do more to prevent homelessness, avoid duplication, and enable successful activities to be delivered more efficiently and cost‐effectively. In addition, improved partnership working between housing associations and local authorities prior to letting and prior to seeking possession could help reduce the number of tenancy failures in the social housing sector itself. Below, we set out a solutions‐focused plan for how the Welsh Government, local authorities and housing associations can improve the way they work in partnership to prevent homelessness. The issues most commonly raised by local authorities and housing associations are listed, together with recommended actions to address those issues. The action plan covers four key areas:

1. Court actions and evictions within social housing stock 2. Expanding housing association work on homelessness prevention 3. Expanding partnership work on homelessness prevention 4. Preparing for the ‘housing solutions’ duty

The prevention of homelessness 1 Court actions and evictions within social housing stock Issues raised Recommended Actions Lead Priority

1.1 The need to ensure that eviction from social housing is used only as a last resort.

a The policies and procedures of all Welsh social landlords should ensure that eviction from social housing is used only as a last resort, and after all attempts have been made to prevent that eviction.

Housing associations Local authorities

high


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b The Welsh Government should issue clear guidance on the need for all Welsh social landlords to ensure that eviction from social housing is used only as a last resort.

Welsh Government high

1.2 The need for coordination with local authorities in respect of court actions and evictions within housing association stock.

a Social landlords and local authority homelessness teams should coordinate at an early stage when court actions or evictions within social housing stock are being considered.

Housing associationsLocal authorities

ongoing

b Social landlords should make early contact with the households concerned where court actions or evictions are being considered within social housing stock, to advise them on their future housing options and attempt to broker a preventative solution.


ongoing

2 Expanding housing association work on homelessness prevention Issues raised Recommended Actions Lead Priority2.1 The need to ensure

that all housing associations deliver services which focus on homelessness prevention.

a Social landlords should seek to learn from positive practice across other social landlords, and use their own resources innovatively to positively support tenancy sustainability and to assist in the prevention of homelessness within their own stock.


ongoing

b CHC and WLGA should establish regular joint discussions between housing associations and local authorities (e.g. by broadening the membership of existing networks and forums) to support all social landlords to share their experiences and learning on promoting tenancy sustainability and preventing homelessness.

CHC WLGA

high

c The Welsh Government should clarify in guidance how theproposed duty for housing association and other bodies to cooperate with local authorities in meeting their homelessness duties should be interpreted in relation to homelessness prevention.

Welsh Government medium

d Housing association and local authority front line staff should be provided with joint training on housing options in the local area, to enable them to signpost homeseekers to appropriate sources of advice and assistance.


high


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3 Expanding partnership work on homelessness prevention Issues raised Recommended Actions Lead Priority 3.1

The need to ensure the expansion of partnership working between housing associations, local authorities and external agencies on the prevention of homelessness.

a See Chapter 2: Strategic leadership and collaboration, recommendation 3.1.a re expansion of partnership working.

Housing associationsLocal authorities External agencies

high

b Local authority Housing Benefit teams should develop a common approach in partnership with social landlords for the submission of cases for Discretionary Housing Payments from under‐occupying tenants, to ensure that those in the greatest need, and at greatest risk of homelessness, are receiving payments.

Local authoritiesHousing associations

high

c As far as possible, local authorities with retained stock and housing associations in their area should seek to agree and adopt common policies (e.g. on exclusions, arrears management, ASB, affordability, shared tenancies) to support consistency of approach and improved joint working to ensure that opportunities to prevent homelessness are maximised.


high

3.2 The need for a joint approach to identifying housing and support needs.

a Local authorities, Regional Collaborative Committees and housing associations should agree a joint approach to identifying housing and support needs which ensures that: all of a customer’s housing and support needs are identified, so

that all necessary information is available to help them access and/or sustain a suitable housing solution;

all of a customer’s options are identified and considered; all customers receive a personalised housing plan which lists all

options available to them; active signposting is undertaken, where appropriate, including

referral to and direct liaison with partner agencies.

Local authorities Regional Collaborative Committees Housing associations

high


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4 Preparing for the ‘housing solutions’ duty Issues raised Recommended Actions Lead Priority 4.1 The need to ensure

that local authorities and housing associations have a clear and common understanding of the proposed new ‘housing solutions’ duty.

a See Chapter 2: Strategic leadership and collaboration, recommendation 1.3.b re developing a shared understanding of the respective roles of key partners in delivering the proposed new duty.


medium

4.2 The need to be able to demonstrate clear outcomes regarding homelessness prevention.

a Local authorities, housing associations and relevant external agencies should seek (via Regional Collaborative Committees) to: develop a common understanding of what success should look

like in terms of homelessness prevention, and appraise models of service delivery in relation to this

agree and monitor outcomes in relation to the whole range of work they do to promote sustainability and prevent homelessness.

Local authorities Regional Collaborative Committees Housing associationsExternal agencies

medium

b The Welsh Government should regularly collect and publish statistics on the prevention of homelessness by local authorities and housing associations.


Below are some examples of the many positive things happening in Wales in terms of the prevention of homelessness: ‘Own Two Feet’

Bron Afon, in partnership with Torfaen CBC and Charter Housing Association, developed ‘Own Two Feet’ to provide independent living support to young people residing in Hales House, a hostel for homeless young people in Torfaen. Own Two Feet is an 8 weeks course offering pre‐tenancy support to prepare young people for the reality of sustaining a tenancy and entering employment. The need for this project was identified by the young people themselves and in response to the high level of tenancy failure within the first year in this age group.


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The Afon Youth Forum set about developing a support service which would improve the independent living skills of young people through workshops that develop life skills and build confidence and self‐esteem. The project has developed and now delivers for young people across Torfaen who are referred by the Torfaen Young Person Support Service and Bron Afon Housing officers. The content of the Own Two Feet course includes: o Living expectations, including a visit to an unfurnished property; o How to be a good neighbour; o Money management; o Cooking on a budget; o Basic DIY Interview skills/IT/literacy; o Workplace behaviours; o Health and Wellbeing.

Those that participate in “One Two Feet” are awarded an OCN accreditation, a moving‐in starter pack and are also offered a work placement at Bron Afon. An exit‐strategy is in place to ensure that when the young people move into new accommodation they can contact their Own Two Feet worker for guidance. The worker can advocate on behalf of the tenant and will assist them to help resolve any issues to prevent the tenancy from failing. Since Own Two Feet was launched there have not been any failed tenancies by those who have participated in the course. Those who have participated have also fed back that the course has made them feel more confident, happier and more supported as a result. For more information contact [email protected]

Further examples of pre‐tenancy work include:

o Charter My Pad training for young people [email protected] o RCT Homes trial tenancies for care leavers [email protected]

Family intervention Project

‘Lasting Solutions’ is an innovative family intervention project which began supporting families in Monmouthshire, Caerphilly and Newport in 2011. The project is hosted by Charter Housing and jointly funded by:


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o Caerphilly County Borough Council Tenancy Enforcement team in Housing; o Monmouthshire County Council Supporting People; o Monmouthshire Housing; o Melin Homes; o Charter Housing; o Solas Cymru.

It offers intensive, bespoke and whole‐family support to vulnerable families who are at the point of crisis. The families that the project supports have complex needs and are typically involved with many statutory and voluntary sector agencies. Lasting Solutions can offer up to seven families at any one time intensive, whole family focused and tailored support of up to 9 hours per week per family. This can be for an extended period (i.e. could be greater than 12 months). This translates into at least a phone call or visit every day and the support can cover any identified need within the family, including: o Home management skills; o Budgeting, benefits and money advice; o Establishing daily routines; o Supporting regular school attendance; o Parenting skills and capacity; o Dealing with family relationships; o Attending meetings and appointments; o Individual and group activities for family members, particularly children; o Building confidence and self‐esteem; o Positive changes to drug and alcohol use; o Help and advice on employment and training.

The project is achieving a number of positive outcomes for families and is supporting multi‐agency working. Measured outcomes include: o a marked reduction in anti‐social behaviour; o significant success in sustaining tenancies where the family would otherwise be at risk of eviction


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o success in getting family members into employment, education and training and preventing children becoming Looked After; o improved partnership working that is tailored to the needs of families.

Evidence from an evaluation of the project suggests that it supported savings (through costs that have been prevented) of at least £465,000 in 2011/12. This represents a net return of investment of 426%. For more information contact karen.barnes@solas‐cymru.co.uk


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Chapter 4 ‐ Provision of temporary accommodation A substantial number of housing associations demonstrate their commitment to assisting local authorities in meeting their statutory homelessness duties by providing temporary accommodation to enable authorities to provide interim accommodation for homeless applicants. In addition, a substantial number of housing associations provide temporary supported accommodation for vulnerable people, either in projects owned and managed directly or projects owned by associations and managed by third sector partners. Many housing associations have a proud tradition of providing temporary supported housing projects for people that local authorities would not consider as being in ‘priority need’. Temporary accommodation is currently provided in a variety of ways, by:

local authorities providing and managing accommodation within their own stock;

local authorities leasing accommodation which is managed by a housing association or third sector partner;

housing associations providing and managing accommodation within their own stock;

housing associations providing accommodation which is managed by a third sector partner;

private landlords providing and managing accommodation, in partnership with the local authority;

private sector landlords providing accommodation which is managed by a housing association or a third sector agency;

third sector agencies providing and managing accommodation. The introduction of the ‘housing solutions’ duty may well reduce the requirement for temporary accommodation, as a consequence of an increased rate of homelessness prevention and the restriction of the duty to provide temporary accommodation to those in priority need who are homeless. It is therefore likely that local authorities will want to review leasing and other arrangements (in many cases provided by housing associations) to ensure that they provide the types of temporary accommodation needed in the locations required, and that the arrangements provide value for money. Below, we set out a solutions‐focused plan for how the Welsh Government, local authorities, housing associations, and third sector partners can work in partnership to ensure a sufficient supply of temporary accommodation for people in priority need who are homeless when


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approaching local authorities after April 2015. The issues most commonly raised by local authorities and housing associations are listed, together with recommended actions to address those issues. The action plan covers three key areas:

1. The supply of temporary accommodation 2. The management of temporary accommodation 3. Move‐on from temporary accommodation.

Provision of temporary accommodation1 The supply of temporary accommodation Issues Recommended Actions Lead Priority

1.1 To understand what forms of temporary housing work well

a The Welsh Government, local authorities, Regional Collaborative Committees and housing associations should consider more effective ways (such as the ‘Housing First and individualised budgets’ model) for potentially reducing demand for expensive hostel provision.

Welsh Government Local authorities Regional Collaborative Committees Housing associations

medium

b The Welsh Government, with WLGA and CHC, should evaluate models of shared housing developed across Wales and the UK to identify those which work well to provide a cost effective solution to the provision of temporary accommodation for single people under 35.

Welsh Government WLGA CHC

medium

1.2 To ensure that local authorities have an appropriate supply of leased accommodation to assist in meeting the needs of households requiring temporary accommodation

a Local authorities should review their existing arrangements for leased accommodation, in the light of their overall requirement for temporary accommodation, to ensure that they have an appropriate supply, and that the arrangements provide good value for money.

Local Authorities high


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2 The management of temporary accommodation Issues Recommended Actions Lead Priority

2.1 To meet the challenges of managing temporary accommodation more effectively and efficiently

a The Welsh Government should issue guidance requiring local authorities and those providing temporary accommodation to share the following information about applicants: their support needs; arrangements in place to ensure that individual support

requirements are met; perceived risks and recommended approach to risk management.

Welsh Government

medium

b The Welsh Government should develop guidance on the Data Protection Act, to support a shared understanding of the Act’s requirements and how information sharing can be improved.

Welsh Government

medium

c Local authorities and all partner organisations who provide temporary accommodation and temporary supported accommodation should enter into written agreements which cover: how the type and location of temporary accommodation will be

identified; referral arrangements; letting arrangements; the treatment of voids; the sharing of personal information about the support needs of

individuals; access to suitable move‐on accommodation where appropriate.

Local authorities Providers of temporary accommodation

medium

d The rules for residents in temporary supported housing projects should be jointly reviewed by local authorities and temporary supported housing providers with a view to minimising eviction and preventing repeat homelessness. Partnership panels should be established to jointly review decisions about proposed evictions.

Local authorities Providers of temporary supported housing

high

e Greater flexibility should be introduced on the length of time a Local authorities medium


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vulnerable household can remain in temporary supported accommodation to maximise the potential of future tenancy sustainability.

Housing associations Providers of temporary supported housing

f Local authorities and housing associations should review policies relating to suspensions from the housing register, to ensure that units of temporary accommodation are not unnecessarily blocked.


medium

3 Move‐on from temporary accommodation Issues Recommended Actions Lead

3.1 To maximise the efficient functioning of temporary accommodation through ensuring that adequate move on arrangements are in place.

a The Welsh Government should issue guidance requiring local authorities and providers of temporary supported accommodation to jointly review move‐on arrangements from all supported housing projects, particularly those working with people with mental health issues and learning disabilities.

Welsh Government

medium

b When reviewing move‐on arrangements, a variety of approaches should be explored to address standards of move‐on accommodation, choices relating to accommodation, and the delivery of support services, in order to overcome service user concerns.

Local authoritiesProviders of temporary supported housing

ongoing

c Where applicants living in temporary supported housing projects are offered social housing as move‐on accommodation, regard should be given to the location of the accommodation offered to ensure that support services are accessible and can be efficiently delivered.


ongoing

3.2 Funding arrangements to better support effective move on requirements

a The Welsh Government should write to local authorities and Regional Collaborative Committees asking them to undertake a review of tenancy support services to promote an adequate supply of services to vulnerable people, regardless of tenure.


b The Welsh Government should consider targeting Section 180 funding to support the development of move‐on and other arrangements to support the ‘Housing Solutions’ approach.



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c Local authorities should consider using Discretionary Housing Payments to assist single people under the age of 35 to move on from temporary accommodation.

Local authorities

high

Below is an example of the many positive things happening in Wales in terms of the provision of temporary accommodation: Private Sector Leasing Scheme

Melin Homes’ Private Sector Leasing Scheme was established in 2011. It currently has 80 properties and operates in Newport, Torfaen and Monmouthshire. The concept was developed in partnership between Melin and its local authority partners in readiness for the anticipated impact of Welfare Reform. It is aimed at assisting homeless households and satisfying the local authority’s need for temporary accommodation. Melin leases accommodation from owners for a period of 3 years. Procurement of properties is based on the profile of homelessness presentations and the requirements of the local authority. A monthly payment is agreed with the owner and this is guaranteed irrespective of any rental or void loss. Melin assumes responsibility for day to day repairs, and provides gas and electric safety checks and buildings insurance. Referrals to the scheme come through the Housing Options Teams. A big attraction is that many of the leased properties are in areas where there tends to be no other social housing. All referrals are housed on Assured Shorthold Tenancies and to date 109 households have been housed through the scheme. For more information contact [email protected]


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Chapter 5 ‐ Increasing the supply of housing to meet the ‘housing solutions’ duty The gap between supply and demand for social housing is increasing, and Welsh Government new build targets will not meet estimated levels of demand. The extension of the shared accommodation rate to under‐35s receiving Local Housing Allowance will increase the need for the provision of good quality, well managed HMOs. The ‘bedroom tax’ will lead to greater demand for smaller units of accommodation. Also, following the introduction of the ‘housing solutions’ duty, demand for good quality private rented accommodation will increase in order to provide ‘appropriate housing solutions’ for homeless households. It was felt that local authorities needed to raise their game in relation to working with the private rented sector, developing packages which make it advantageous for private sector property owners to work in partnership with them. For the last 18 months, the WLGA Private Rented Sector Improvement Project (with funding from the Welsh Government) has been working with local authorities to assist them in improving the way they work with the PRS. PRS action plans have been developed with all 22 authorities, and the project has produced a range of material on working with the PRS for general use. 5 Participants in this present research suggested that housing associations, with their expertise in managing substantial property portfolios, were well placed to develop social letting agencies which worked in partnership with local authorities and private landlords to help meet housing need. However, it is apparent from consultation for this research, and from work on social lettings undertaken as part of the WLGA Private Rented Sector Improvement Project, that the relationship between social letting agencies and local authorities needs to be formalised to ensure that agencies deliver the services that meet local authority needs. 6 Below, we set out a solution‐focused plan for how the Welsh Government, local authorities, housing associations, third sector agencies and the private rented sector can work in partnership to ensure a sufficient supply of private rented housing, to enable local authorities to provide ‘suitable housing solutions’ for people who approach them as homeless or threatened with homelessness after April 2015. The issues most

5 These materials are available at http://www.wlga.gov.uk/privaterentedsector/. 6http://www.wlga.gov.uk/housing‐pubs/report‐l‐social‐lettings‐agencies‐in‐wales


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commonly raised by local authorities and housing associations are listed, together with recommended actions to address those issues. The action plan covers three key areas:

1. Making optimal use of private rented housing 2. Improving partnership working with social lettings agencies 3. The development and management of shared housing.

Increasing the supply of housing to meet the ‘housing solutions’ duty1 Making optimal use of private rented housing Issues Recommended Actions Lead Priority

1.1 To ensure that optimal use is made of private rented accommodation

Local authorities should work in partnership with housing associations and other partners to put into effect recommendations made in their individual action plans produced as a result of the WLGA Private Rented Sector Improvement Project.

Local authorities high

2 Improving partnership working with social letting agencies Issues Recommended Actions Lead Priority

2.1 To improve partnership working arrangements between social lettings agencies and local authorities.

The Welsh Government, local authorities, and social lettings agencies should work to put into effect recommendations made in the report on Social Lettings Agencies produced as part of the WLGA Private Rented Sector Improvement Project.

Welsh GovernmentLocal authorities Social lettings agencies

high

3 The development and management of shared housing Issues Recommended Actions Lead Priority

3.1 The need to develop skills to support the management challenges faced in shared housing

a All social landlords should consider the development of shared housing provision to meet the housing needs of under‐35s.


high

b CHC and WLGA should collaborate to encourage and develop good practice on the development and management of shared housing (including community engagement and consultation), identifying

CHC WLGA

medium


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positive practice from across Wales and the UK. c Local authorities, housing associations and third sector partners

should collaborate to develop and procure common training on the effective management of shared housing.

Local authorities Housing associations Third sector partners

medium

d Organisations with experience of tenant peer mentoring in shared housing (e.g Commonwealth Housing’s Peer Landlord project and similar projects run by other landlords) should collaborate to develop an accredited training programme in this respect.

Organisations with experience of tenant peer mentoring

medium

e Local authorities and housing associations should develop training and incentive packages targeted at tenants who are under‐occupying social rented properties, to encourage them to offer lodgings to people requiring accommodation.


medium

Below are some examples of the many positive things happening in Wales in terms of increasing the supply of housing to meet the ‘housing solutions’ duty:

Conwy Empty Homes Partnership Conwy’s first strategy to tackle empty homes was approved in July 2008. From the outset, the potential benefits of implementing it through a partnership approach had been recognised, and a Conwy Empty Homes Partnership was established.

Initially the partnership involved Conwy Council and North Wales Housing, but more recently has also involved Cartrefi Conwy. The partnership provides strategic direction for the Empty Homes Strategy and is a useful forum for discussing any operational difficulties as they arise. Day to day operational responsibility for both traditional empty homes work and the recently introduced Welsh Government funded Houses into Homes Scheme falls to the Affordable Housing Development Officer. This is a local authority post but is currently funded from Cartrefi Conwy’s contribution towards the empty homes project costs.

One of the advantages for Conwy of delivering the strategy through partnership with housing associations is the ability to draw on associations’ expertise in property management. It is a condition of the current Empty Homes Grant programme that a property is made available as affordable housing for a period of time determined by the amount of grant awarded. On completion of the grant‐funded refurbishment work, these properties are handed to Cartrefi Conwy, who identify suitable tenants from the housing waiting list and then


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provide a property management function. Approximately 10 empty properties will be brought back into use as ‘affordable’ private homes in this way. The Council also recommends recipients of Houses into Homes loans to use Cartrefi Conwy as a managing agent.

The involvement of Cartrefi Conwy in the empty homes partnership also makes them a relevant and well‐informed development partner in relation to property acquisitions through the Social Housing Grant programme. For the last 3 years, a portion of Conwy’s SHG allocation from Welsh Government has been ring‐fenced for the purchase of suitable long term empty dwellings and, although the funding is normally only sufficient to purchase a maximum of 2‐3 properties per year, priority has been given to identifying empty dwellings which are suitable for adaptation. On acquisition, these properties have been used to meet the needs of applicants on the Authority’s Adapted Housing Register, where their housing needs could not be met through the existing social housing stock.

For more information contact [email protected]

Social lettings

4 housing associations have been operating lettings agencies for a number of years: o Can Do operates within Cadwyn Housing Association; o Cartrefi Hafod operates as a subsidiary of Hafod Housing Association; o Offa is part of the Pennaf group structure; o Seren Living is a subsidiary of Charter Housing.

2 further associations (Taff and Newydd) have recently set up lettings agencies, and several local authorities are in discussions with other associations about setting up lettings agencies in their areas. At the end of March 2013, the 4 longer established agencies managed between them a total of 640 properties across 16 local authority areas. One agency manages social lettings only, but the others have a wider remit (including leasing), with Seren Living also working on market rents, social house share, intermediate rents, shared ownership and outright sale. Further information on the 4 longer established agencies can be obtained from: o Can Do at [email protected] o Cartrefi Hafod at [email protected]


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o Offa at [email protected] o Seren Living at [email protected] .

The WLGA’s recently published report on Social Lettings contains comprehensive information on all Social Lettings Agencies (operated by housing associations, local authorities and third sector organisations) in Wales. It also makes extensive recommendations regarding the future development of social lettings in Wales, including the need for: o a Code of Conduct on social lettings; o an integrated strategic approach to social lettings across local authorities and those providing social lettings in their area; o formal agreements between Social Lettings Agencies and local authorities, clarifying expectations on both sides; o support, promotion and funding to help grow the number of social lettings across Wales.

The WLGA’s report can be found at http://www.wlga.gov.uk/housing‐pubs/report‐l‐social‐lettings‐agencies‐in‐wales .


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Chapter 6 ‐ The allocation and letting of social housing

All housing authorities are required to have an allocation scheme that determines the authority’s priorities and the procedure to be followed in allocating housing, to assess applications from households who claim to be homeless or threatened with homelessness, and to secure accommodation for those who are eligible for assistance, in priority need, became homeless unintentionally and have a connection with the local authority. Housing associations are required to ‘co‐operate to such an extent as is reasonable in the circumstances in offering accommodation to people with priority under the authority’s allocations scheme’, and to be able to demonstrate that ‘they work with other organisations to prevent and alleviate homelessness’ and ‘give reasonable preference to those in greatest housing need or who are homeless, maximising choice and sustaining communities’. Both local authorities and housing associations are required to have regard to the ‘Code of Guidance for Local Authorities: Allocation of Accommodation and Homelessness 2012’ in discharging their respective obligations. Section 78 of the Housing Bill proposes requiring housing associations to co‐operate with local authorities to ensure that suitable accommodation is or will be available for people who are or who may become homeless. A substantial number of housing associations demonstrate their commitment to assisting local authorities in the allocation and letting of social housing by their participation in common housing registers. 13 local authorities had common housing registers in place at the time of the workshops and a further 6 were working towards their development. Common housing registers varied. In some instances they incorporated a common allocation scheme, which all partners use to allocate homes. In others, partners allocated homes under their own allocation schemes. Some common housing registers were managed by local authorities and some by housing associations. All provided a single point of access to social housing in a local authority area, helping to ensure that access to social housing is fair, open and transparent.


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In areas where common housing registers had been established, a range of issues were identified, including poor quality data and ineffective consultation mechanisms with housing associations during the design stage of related policies and processes. Sometimes this had resulted in systems being developed which created difficulties for associations in letting property. In areas with no common housing registers there were also a range of issues, the main ones being inconsistency in nomination practices and concerns about lack of transparency. There was a general recognition that the responsibilities of housing associations and local authorities in relation to homelessness were different, and that this sometimes created problems at a local level. There was recognition that local authorities are required to fulfil their statutory responsibility towards individual households, requiring them to secure accommodation for individuals or families (some of whom are particularly vulnerable). This duty contrasts with housing associations’ perception of their responsibilities under the Welsh Government Delivery Outcome which require them, not only to give reasonable preference to those in greatest housing need or homeless, but to balance this with the need to sustain communities. At a time when demand for social housing outstrips supply, this can be a problem for local authorities, particularly for those which are wholly dependent on housing associations to discharge their obligations to households in housing need. On the other hand, a number of housing associations suggested that local authorities, because of their need to discharge their statutory duty, were sometimes unwilling to listen to housing associations’ views about the appropriateness of lettings, and that the impact of such lettings could be problematic for associations to manage. In addition, whilst many local authorities and housing associations in rural areas of Wales seek to protect the Welsh language and the culture of local communities, some housing associations suggested that local authority requirements can sometimes cut across their policies in this respect. It was felt that White Paper proposals for a two‐stage homelessness duty (which should help to reduce statutory homeless applications, and ensure that becoming homeless is not seen simply as a means of securing a home from a local authority or a housing association) and the ability to discharge those duties into the private rented sector, should alleviate some of the tensions currently evident around lettings. Below, we set out a solutions‐focused plan for how the Welsh Government, local authorities and housing associations can work in partnership to improve the allocation and letting of social housing. The issues most commonly raised by local authorities and housing associations are listed, together with recommended actions to address those issues. The action plan covers four key areas:


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1. The operation of common housing registers and common allocation policies 2. Arrangements in areas where there are currently no common housing registers or common allocation policies 3. Arrangements in areas currently with or without common housing registers and common allocation policies 4. The different responsibilities of local authorities and housing associations

The allocation and letting of social housing 1 The operation of common housing registers and common allocation policies Issues raised Recommended Actions Lead Priority

1.1 The need to ensure that common housing registers and common allocation policies operate in an open and transparent manner, and work well for all parties.

a The party (local authority or housing association) with day to day oversight and operational responsibility for a common housing register or common allocations policy should ensure that all parties to the register are fully consulted on its design and development, and that all views are taken fully into account.


ongoing

b All parties to a common housing register or common allocations policy should meet regularly to review its operation, and to fully agree any changes necessary to ensure that it operates effectively.


ongoing

1.2 The need to ensure effective day to day oversight and operation of common housing registers and common allocation policies.

a Detailed day to day oversight and operational arrangements for a common housing register or common allocations policy (eg. arrangements for data cleansing, notice of voids, reporting arrangements, etc.) should be fully agreed between all parties, clearly recorded in writing, and regularly amended to reflect any subsequent changes agreed.


high

b The party (local authority or housing association) with day to day oversight and operational responsibility for a common housing register or common allocations policy should ensure that it allocates sufficient capacity for its efficient operation.


high


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2 Arrangements in areas where there are currently no common housing registers or common allocation policies Issues raised Recommended Actions Lead Priority

2.1 The need to ensure effective day to day operation of nomination arrangements.

a Detailed day to day operational arrangements for nominations (eg. arrangements for notice of voids, timescales for nominations, what happens in the event of no nominations being received, reporting arrangements, etc.) should be fully agreed between all parties, clearly recorded in writing, and regularly amended to reflect any subsequent changes agreed.


high

b Local authorities and housing associations with nomination arrangements should meet regularly to review their operation, and to fully agree any changes necessary to ensure that they operate effectively.


ongoing

2.2 The need for openness and transparency

a Nomination agreements should include: target percentages for local authority nominations of, and housing

association allocations to, those who are homeless or potentially homeless, on waiting lists, and transfer applicants;

clear agreement on the type of properties that housing associations will offer for nominations (covering location, condition, hard‐to‐let properties, etc).


high

b Local authorities and housing associations with nomination arrangements should ensure that substantive changes are not made to their allocation processes (e.g. allocations schemes revised, waiting lists closed, local lettings policies introduced) without clearly communicating, consulting on and agreeing these changes with the other parties to the agreement.


ongoing

2.3 The need for common allocation schemes throughout Wales.

a In the light of changes to homelessness responsibilities, and to ensure that access to social housing is simplified as far as possible, the Welsh Government should consider requiring local authorities and housing associations throughout Wales to establish Common Housing Registers which contain a common allocation scheme.



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3 Arrangements in areas currently with or without common housing registers and common allocation policies Issues raised Recommended Actions Lead Priority

3.1 The need to ensure that common allocation policies and nomination arrangements operate openly and transparently and work well for all parties.

a All parties to common allocation policies and nomination agreements should agree clear written criteria for the referral or nomination of people with support needs, and arrangements for addressing those needs.


high

b Any local lettings policy should: be introduced only in exceptional circumstances; be designed to address problems that have been clearly identified; have clearly defined and measurable objectives; be introduced only for a defined time period; be properly evaluated at the end of that period to assess whether

it has been effective in meeting its objectives; be extended only if it is achieving its objectives, and remains

necessary.


medium

c Detailed information on the outcomes achieved as a result of common housing registers, common allocation policies and nomination arrangements should be systematically collected, and regularly shared and discussed with all parties.


ongoing

4 The different responsibilities of local authorities and housing associations

Issues raised Recommended Actions Lead Priority

4.1 The need to minimise differences between local authorities with retained stock and housing associations in

a See Chapter 3: The prevention of homelessness, recommendation 3.1.b. re the adoption of common policies.


high


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terms of their approach to allocations and lettings.

4.2 The need to clarify differences between local authorities and housing associations in terms of their responsibilities re allocations and lettings.

a The Welsh Government should include clear guidance, in a Code of Guidance, on the application of housing associations’ responsibilities under the Delivery Outcome which requires them to balance the need to sustain communities, as well as to give reasonable preference to those in greatest housing need or homeless.


b Common allocation policies and nomination agreements should detail how housing associations and local authorities will comply with and take account of that guidance.


medium

4.3 The need to build better understanding of differences between local authorities and housing associations in terms of their responsibilities re allocations and lettings.

a See Chapter 2: Strategic leadership and collaboration, recommendation 1.3.b re supporting frontline staff in local authorities and housing associations to develop an understanding of their respective roles.


medium

Below are some examples of the many positive things happening in Wales in terms of the allocation and letting of social housing:

Common Housing Register Pilot Powys County Council introduced a Common Housing Register pilot with partner housing associations Mid Wales, Wales & West and Newydd in April 2013, focusing on the Newtown area of Powys. The pilot has involved staff from all four partner agencies contacting each of the approximately 1,000 applicants on the Council housing register at the time the pilot went live, to conduct an interview with them by phone or in person. The purpose of the interviews was to


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identify which of those households were in housing need and ready to move, to enable them to be placed on the Common Housing Register, and to offer housing options advice to: o enable households on the list to consider alternative housing solutions which might get them housed sooner; o help households not in housing need or not able to move to meet their housing aspirations.

Staff from all four partners were based in the offices of Mid Wales Housing Association whilst this work was undertaken. The pilot also involves all partners using a newly agreed allocation scheme (using simple priority banding and time in need) to prioritise applicants for housing. The project has reduced the number of households on the housing register in the Newtown area from over 1,000 in April 2013 to approximately 260, and has significantly reduced the number of homelessness presentations in the Newtown area. The Council also intends to work with applicants on the housing register to provide them with pre‐tenancy training prior to an allocation, to ensure that lettings are more sustainable. For more information contact [email protected]

Monmouthshire Homesearch Monmouthshire Homesearch is a partnership between Monmouthshire County Council and Monmouthshire, Melin and Charter Housing Associations for the delivery of the Monmouthshire Housing Register. It was created at the end of 2010 and built upon the foundations of a Common Housing Register which had been in operation for a number of years. Monmouthshire HA hosts the Housing Register on behalf of the partnership, under a five year agreement. A core objective is a letting scheme that allows applicants to choose where they would like to live through choice based lettings. Other key features include:

o online and telephone applications; o assisted and proxy bidding for vulnerable households; o a common allocation policy, providing a consistent approach to the letting of all social housing across the county.


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For the Council, the common allocation policy eliminates the need for a nomination agreement and the associated bureaucracies and inefficiencies. For Charter and Melin, who have accommodation across other counties, the partnership avoids the need to maintain and administer separate waiting lists. Since the partnership has been in place, the policy has been expanded to include a local rural lettings policy to support the sustainability of rural communities, and the one stop shop principle has recently been expanded as a vehicle for residents to access low cost home‐ownership properties and, increasingly, private sector opportunities. A priority of Monmouthshire Homesearch is to support and contribute to local strategic priorities. As it becomes more established, the scope of the priorities is widening in terms of mitigating the impact of welfare reform and supporting financial and digital inclusion. Significant outcomes are the increased efficiencies across the partnership and, most importantly, positive customer feedback about their experience in accessing and utilising the project. For more information contact [email protected] or [email protected]

Bridgend Inclusion Panel

Bridgend CBC Housing Service chairs an Inclusion Panel in partnership with its four housing association partners (Hafod Housing, Linc Cymru, Valleys to Coast and Wales & West) to consider how to handle applications for accommodation from clients who are perceived to be difficult or challenging. There are a number of applicants who are difficult to nominate to housing association partners because of debt (usually former rent arrears) or because of anti‐social or other unacceptable behaviour. Nevertheless, these clients are frequently in housing need. Many have already been accepted as priority homeless and are waiting in temporary accommodation.


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The panel meets on a regular basis, with an agenda and detailed case notes, to consider how individual applications for housing should be dealt with. Applicants are required to take certain action in order to be considered for housing (e.g. a repayment schedule for debt). Where behaviour is such that clients are impossible to place immediately, then a course of action is proposed for the client so that the case can be reconsidered after an agreed period (e.g. 3 months). Representation can be made by clients’ advocates (such as Shelter Cymru) and clients themselves can come to the panel to present their case directly. As a result of this approach, the longest standing residents from temporary housing have been enabled access to permanent social housing. The Panel is working towards a position where all such applicants can be considered before they spend any significant time in temporary accommodation, contributing significantly towards the effective use of temporary housing, and minimising disturbance to the customer and cost to the Council. For more information contact [email protected]

partnership working and homelessness - 2014 · partnership working between housing associations and...

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