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BLACKPOOL COUNCIL – ADULT SOCIAL CARE AND HOUSING

Blackpool Council Draft Homelessness Strategy 2008 – 2010 Blackpool will be a Vibrant, Inclusive, Healthy, Safe and Prosperous Town

Document Information

Issue Date Version/Issue Number f Document Status Draft Effective From Date Document Sponsor Name Susan Walsh Job Title Housing Options Manager Division Assessment, Prevention & Support Author Name Denise Cole Job Title Service Development Officer Team Policy & Service Development Contact Tel: 01253 651957

Amendment Record

Date Issue No. Section/Page Details of Change Authorised By: 080317 b All sections Incorporate Susan Walsh changes from Strategy Meeting 080325 c All sections Incorporate changes from Denise Cole SW/JR/SV 080326 d All sections Incorporate changes from Susan Walsh Strategy Meeting 080428 e All sections Incorporate feedback from Susan Walsh consultation 080508 f All sections Incorporate feedback from Susan Walsh consultation 080512 g All sections Incorporate Susan Walsh feedback from

2 consultation

Amendment Notes  Documents at draft status are to use letter designations to denote issue status: a, b, c, etc.

 Documents at full issue status are to use number designations to denote issue status: 01,02,03, etc.

 On full issue the draft amendment record should be deleted from the above table.

 Notification of the amendment must be sent to the person maintaining the Central Register.

3 Contents

Pg

1. Foreword …………………………………………………………………………. 5

2. Introduction ……………………………………………………………………… 6

Part One – Strategy Development

3. A review of the Homelessness Strategy 2003 – 2008 ……………………….7

4. Strategic Context ………………………………………………………………… 9

5. Resourcing the Strategy …………………………………………………… ….11

Part Two – Action Plan

6. Action Plan Themes ……………………………………………………………. 12

a. Strategic Focus ……………………………………………… ….. 14

b. Prevention of Homelessness ……………………………… ….. 20

c. Tackling the wider causes of homelessness …………………….26

d. Administering homelessness more effectively …………………. 32

Appendix 1 Consultation …………………………………………………………36

Glossary ………………………………………………………………………..….. 46

4 Homelessness Strategy 2008 – 2010

1. Foreword

Tackling homelessness is about much more than simply putting a roof over someone’s head; it’s about understanding the causes and addressing the factors that so often lead to homelessness. This helps provide a way back for people on a path to homelessness – helping them to hold on to a place to live even when facing other challenges in their lives.

We know that if we do not tackle the reasons why people become homeless they can get trapped in a vicious cycle of deprivation; a cycle that eats away at their confidence and self-esteem. We need therefore to become more outward facing- working more effectively with other services to address the root causes of homelessness and housing need.

Since the original Homelessness Strategy was written in 2003, the Council has undertaken a step change in the way it delivers its homeless service and has put in place a variety of specialist services through the establishment of a comprehensive Housing Options Service.

This approach has fundamentally transformed the way that services to those in housing need are delivered. It has empowered people by giving them information and advice about all the options and services available and enabled them to make informed choices. The success of this approach has been recognised by the Communities and Local Government Department with the awarding of Regional Champion status for tackling homelessness.

We recognise however, that there is still much to do. The scope for the further development of the housing options service and the application of the housing options approach is vast. This revised strategy will provide the platform for us to take this forward and enable us to continue to improve the lives and life chances of the people of Blackpool.

Cllr Lilly Henderson

5 2. Introduction In 2003 Blackpool Council responded to the requirements of the Homelessness Act 2002 by undertaking a review of homelessness and homelessness services in Blackpool. A strategy and action plan to tackle homelessness and improve services and support for homeless and vulnerable people in Blackpool was produced. The development of the strategy was undertaken in partnership with public, private and third sector organisations and included plans for: -

 the prevention of homelessness;

 ensuring that there is sufficient temporary accommodation available to people who are, or who may become homeless.

 ensuring that sufficient support is available to people to prevent them becoming homeless again.

The Council is required to keep the strategy under review and to consult with interested parties prior to updating the strategy. The nature and extent of homelessness continues to change and with the objectives in the original strategy nearing completion a review of homelessness and the 2003 strategy has been undertaken which has informed this new two-year strategy.

The overall aim of this new strategy is to prevent homelessness and to address housing need through housing options.

The Council will achieve this through a more pro-active, preventative approach towards homelessness which will include the delivery of an enhanced housing options service which promotes progress and independence and which is tailored to people’s individual needs and circumstances

It will drive through continued improvement to services both delivered by the Council’s Housing Options Service and the wider services available for homeless people and those at risk of homelessness. The objectives within it will help to forge stronger partnerships between the Council, social landlords and other third sector and statutory sector agencies.

The document is set out in two parts. Part one provides a summary of the steps taken to develop the strategy. Part two is a comprehensive action plan which identifies the Councils objectives for the next two years and the actions to be undertaken to achieve these.

6 Part One – Strategy Development

3. A Review of the Homelessness Strategy 2003 – 2008

The Council has achieved a great deal since the first strategy was published in 2003. Central to its success was a fundamental service review which led to a complete remodelling and repositioning of the homelessness service.

In 2003 there was very little emphasis on homeless prevention with the majority of staffing resources concentrated on processing homeless applications in an attempt to respond to a 100% increase in homeless presentations, caused in the main by the changes to the priority need categories introduced by the Homelessness Act 2002.

The Council recognised that it needed to stop fire fighting and take a radical approach if it was ever going to stem this increase. The review therefore marked a step change in the direction of travel for the service with a clear focus on early intervention across all client groups.

The last 5 years has seen a transformational change in how the Council delivers services to some of the most vulnerable people in our society. Today it has a highly effective Housing Options Service in place which delivers a wide range of services: -  Front line assessment  Homeless prevention  Homeless assessment  Youth mediation  Home visiting  Welfare rights  Rent bond  Single Homeless & Rough Sleeping  Reconnection  Tenancy Support  Housing Applications  Spend to save

The Council has also revised its Housing Allocation policy to make it more responsive to the needs of people threatened with homelessness. Linked to this is a recognition that this early interventionist approach needs to be rolled out to other areas of work. Experience has shown that the first reaction of someone experiencing housing difficulties is often to submit an application for social housing. The revised Housing Options service now places more emphasis on assessing the information contained within the Housing Application to identify and address any underlying issues, which

7 may result in homelessness as well as providing advice, and information about the range of options available to them. The journey to where the Council is now has not been easy and its success is a testament to the dedication and commitment of Housing Options staff and partner agencies, as well as its success in securing funding. Over 60% of staff that work exclusively on homelessness and homeless prevention is funded from external funding streams, which means their funding is time-limited. This staffs has enabled the development of the enhanced services in place today. The Council is mindful that funding is not permanent and will seek to secure adequate funding to continue to deliver current initiatives and deliver new ones. Essential to the effective delivery of services is having in place robust, quality processes and procedures. In 2006 the Housing Options Service undertook a whole systems review and achieved the quality management International Standard ISO 9001. The Communities and Local Government Department (CLG) now cite Blackpool as a best practice authority for tackling homelessness and the Council was awarded Regional Champion status for homeless prevention in 2006/07.

The target set by the Government in 2003 of reducing the number of people living in temporary accommodation by 50% by 2010 has been achieved. The use of bed and breakfast accommodation has been eliminated as has repeat homelessness, homeless acceptances amongst the three main causes of homelessness (friends and family no longer able to accommodate, relationship breakdown and the loss of short hold tenancies) has fallen by 70% and we have sustained levels of rough sleeping.

However there is no room for complacency. There is still much to do. The Council is determined to build on its success and will use this strategy as the primary vehicle to take this forward.

Consultation

The strategy was developed after consultation with key stakeholders, a summary of which can be found in appendix 1.

8 4. Strategic Context

A key function of this strategy is to ensure it is linked to and contributes to relevant national, regional and local agendas. This chapter outlines the range of strategies and policies that the strategy contributes to.

National Agenda

In March 2005 the ODPM launched ‘Sustainable Communities: settled homes; changing lives’ a strategy for tackling homelessness. This follows on from the Sustainable Communities Five Year Plan. A key aim of the strategy is the expansion of housing opportunities with particular focus on vulnerable people and disadvantaged sections of society. Also central is the prevention of homelessness, increasing access to settled homes, tackling the wider causes and symptoms of homelessness and halving the number of households living in insecure temporary accommodation by 2010.

‘Tackling Homelessness: The Housing Corporation Strategy’ published in 2006 outlines the critical strategic leadership role of local authorities and the importance of co-operation and partnership between local authorities and housing associations in contributing to the prevention and tackling of homelessness. ‘Independence and Opportunity – Our Strategy for Supporting People’ lays emphasis on the Government’s commitment to making sure every citizen has the opportunity to live a fulfilled, active and independent life. Having the right housing available at the right time is an essential part of meeting this commitment. Its aim is to help people attain or maintain independence, through the provision of housing related support services, by, amongst many other issues, reducing homelessness and rough sleeping.

North West Agenda

The vision of the ‘North West Regional homelessness Strategy 2008’ is that ‘organisations in the North West will work together to actively tackle the underlying causes of homelessness, to prevent homelessness, and provide excellent services to support people to access warm, secure and affordable homes.’ Its primary aim is to deliver the government’s homelessness objectives in the North West, and it identifies three priorities; prevent homelessness, increase access to a choice of settled homes and develop plans and activity based on a robust understanding of homelessness and housing need. There will also be a new North West Housing Strategy produced by November 2008 which will make reference to regional homelessness and any actions resulting from this can then be included in the Blackpool Homelessness Strategy Action Plan.

A Lancashire Housing Strategy is due to be produced by March 2009 which will be a collaboration of work from the Fylde Coast, Central Lancashire and Pennine Lancashire. This will be a key mechanism for allocating future funding.

9 Fylde Coast Agenda

Work has commenced on the creation of a Fylde Coast Housing Strategy. Blackpool Council will work together with Fylde and Wyre Borough Councils to produce an effective cross cutting housing strategy and the delivery of housing interventions across the Fylde Coast. The Blackpool Homelessness Strategy will sit within this.

There is also a wider context for working together across the Fylde Coast in the form of a Multi Agency Agreement which is a commitment from all three partner Councils within the Fylde Coast to work together, of which housing is just one element.

Local Agenda

A Vision for Blackpool, Blackpool’s Community Plan 2004 – 2020 sets out a vision for Blackpool in which residents of Blackpool will have; quality education and training, healthy lives, safe communities, quality homes, strong and vibrant communities and a prosperous town. Within all of these themes there are two cross cutting commitments: to ensure a sustainable environment and to support vulnerable people. Homelessness prevention is paramount to achieving this vision.

Blackpool’s Sustainable Communities Strategy vision is to create a sustainable future for Blackpool - a world-class destination – great place to visit, a better place to live. The Sustainable Communities Strategy (SCS), through its goals and priorities, guides other plans and strategies for the Blackpool. Its objectives include addressing transience and attacking concentrations of deprivation through housing market intervention. It is crucial that the Homelessness Strategy works in tandem with these objectives.

Blackpool Housing Interventions Strategy sets out current issues facing the housing market and how to transform it into an asset delivering Blackpool’s economic future transformations. In order to achieve this Strategies objectives and principles, housing interventions e.g. enforcement activity and acquisitions will need to take place which will ultimately effect how homelessness services are designed and delivered. This will be a consideration for future service planning.

Blackpool’s Supporting People Strategy 2005 – 2010 aims to secure a better quality of life for vulnerable people and the Community in which they live and is a key strategic link to this strategy. It is through the Supporting People Strategy that supported accommodation for homeless people and tenancy support, delivered in a person’s own home is provided. The programme provides housing related support to prevent problems that lead to costly interventions such as hospitalisation or institutional care, and ultimately homelessness.

Blackpool Regeneration Framework - Blackpool is to develop a Regeneration Framework by June 2008 which will articulate all of the actions being taken to achieve comprehensive regeneration of the town. Once this is written, the Blackpool Homelessness Strategy can be refined to include any further actions or implications.

10 5. Resourcing the Strategy

At the heart of any local authority homelessness strategy is the continued investment in homeless prevention. The delivery of this strategy is contingent on the allocation of sufficient resources. The challenge for the Council is how to secure adequate funding to continue to deliver current initiatives and develop new ones. Over 60% of staff whose work focuses exclusively on homelessness and homeless prevention are funded from external funding streams which are time limited. The Council will continue to work with CLG and partner agencies to raise the profile of the Homelessness Agenda and maintain and increase current levels of funding.

11 Part Two - Action Plan

Action Plan Themes

This Strategy is based on four themes:

 Strategic Focus  Prevention of Homelessness  Tackling the wider causes of homelessness  Administering homeless services more effectively

For each theme, the Council has identified ‘where we are’ or a baseline from which to measure improvement and the relevant ‘key issues’ that need to be addressed in order to demonstrate improvement.

The relevant actions then sit behind each theme in an Action Plan format which identifies:

 Objectives  Actions  Outcomes  Lead Responsibility  Target Dates

Objectives

This outlines the purpose for which any related action is undertaken and is relevant to the particular ‘theme’.

Action

These are the key actions that need to be carried out to achieve the particular objective. More detailed actions (tasks) will be identified in the responsible officers own work plan.

Outcome

This identifies the result or effect of the relevant action.

Lead Responsibility

Identifies the position/job role of the person responsible for ensuring the relevant action is undertaken within the allocated timeframe.

Target Date

Each action will be achieved within the timescale established in the action plan or where ‘ongoing’ a commencement date is given.

12 Monitoring Arrangements

The actions identified within this strategy will be monitored by the Homelessness Strategy Implementation Group (HSIG). Those people taking the lead on the actions within this strategy will make up the group membership. The Chair of the Homelessness Partnership will report on the progress of the action plan to the Homelessness Partnership. ( Karen Smith to confirm how we will report to membership and monitor against LAA etc - Andy Foots Comments)

13 a. Strategic Focus

Under this theme are actions relating to: -

 Member commitment to tackling homelessness

 Developing open and transparent relationships between all partners including housing associations and the third sector and establishing outcomes agreed through clear measurable service level agreements and contracts;

 Action planning to sustain the 2010 temporary accommodation target.

Where we are:-

 There is clear member commitment to tackle homelessness. Resources have been sustained within the service area to ensure that service delivery remains high. Performance on tackling homelessness is reported on a regular basis to Cabinet and the Overview and Scrutiny Committee has conducted an in depth examination of homelessness issues in the town.

 Blackpool has an active Homelessness Partnership which is chaired and facilitated by the third sector and meets four times a year. The membership list is representative of stakeholders but not all members attend regularly.

 Good working relationships exist between the Council, other statutory and third party partners. Many of these relationships are the product of close working with local officers.

 The Council delivers housing Options and Homelessness Awareness training to some partners.

 The Council has achieved the 2010 temporary accommodation target, and is action planning to sustain this. Meeting this target has had the impact of creating high voids in existing hostel accommodation for families managed by Blackpool Coastal Housing.

 The Council is already involved in sub regional work with Wyre Borough Council and Fylde Borough Council. Local authority boundaries impose artificial boundaries for customers accessing homelessness services. Sub regional working will break down some of these boundaries enabling service users to move more freely across the sub region.

 The Fylde Coast Housing Partnership works on housing issues across the three local authorities of Blackpool, Fylde and Wyre and has identified areas where this can benefit homelessness prevention. A Homelessness and Letting Sub Group has been identified and this is chaired by Blackpool’s Housing Options Manager. Blackpool Council has secured funding from

14 Communities and Local Government to work in partnership with Wyre and Fylde Borough Councils and Registered Social Landlords to develop a sub regional choice based lettings scheme.

Housing Options, Homelessness Prevention, Blackpool Coastal Housing and RSLS are also members of the Fylde Housing Practitioners Group which meets regularly to discuss local issues of concern and joint working which can be used as a mechanism to prevent homelessness and improve housing options.

Key issues: -

 Ensuring that the Homelessness Partnership is fully representative of stakeholders, that the key people from those stakeholders prioritise and attend regularly and that it delivers on its terms of reference.

 During the last three years the number of households presented as possibly eligible for emergency housing has fallen substantially due to the impact of new initiatives introduced since the last homelessness strategy. However, because the nature of homelessness in Blackpool is transitory the Council is aware that this trend could change. We need to ensure that there continues to be an adequate supply of fit for purpose temporary family accommodation to meet the varying demand of homelessness presentations and sustain the 2010 target to reduce the number of households in temporary accommodation and eliminate the use of bed and breakfast accommodation for 16/17 year olds. It is imperative that temporary and settled accommodation supply is appropriate for people with complex needs and for disabled people.

 Transparent relationships between all partners, including social landlords and the third sector need to continue to be developed. Few formal working protocols exist. The Council needs to identify and put in place a range of formal protocols aimed at sharing relevant, specific and timely information to facilitate the smooth, timely access to appropriate services for service users.

 There is a national focus on sub regional working and a number of benefits to be achieved which include improving access to services, efficiency and enhanced outcomes for service users. However, there are fears and tensions related to sub regional working, not only within the three local authorities but also amongst partner agencies and service users. An imbalance in existing services and resources add to these concerns. Although some partner agencies work across boundaries others are worried that limited hostel accommodation in Blackpool will be used by neighbouring authorities. The Council will need to consider and manage these concerns and develop sub regional working initiatives which maximise benefits for service users and minimise any negative effects.

15 Strategic Focus

Objective Action Outcome Lead Target Date for Responsibility completion

To ensure that there is Member and Ensure effective representation on Current Services are secure Assistant Director Commence Oct Chief Officer commitment strategic groups and that the and continue to develop and Assessment Prevention 2008 underpinned by adequate resources. Homelessness Grant continues to forward plan. There is & Support ongoing be allocated to Homelessness continued service provision Services. for service users.

To achieve the Councils long-term In partnership with Wyre and Fylde Increased mobility and Choice Based Lettings July 2009 aim of reducing homelessness Borough Councils and Registered choice for service users. Steering Group through improving partnership Social Landlords ( RSLs) develop a working by developing open and Sub Regional Choice Based Lettings transparent relationships with all Scheme. partners, including housing associations and the third sector. Develop a common allocations Increase mobility and choice Housing Options July 2009 scheme. for service users. Manager – BBC

Interim Housing Manager – FBC

Housing Options Team Leader – WBC

Ensure that Blackpool Council is More effective and inclusive Housing Options Commence represented and plays an active role partnerships resulting in a Manager July 2008 on the Fylde Coast Homelessness reduction in homelessness. ongoing and Lettings Group and continue involvement in the Fylde Housing Practitioners Forum.

16 Review and update the current More effective and inclusive Chair of the September 2008 membership of the Homelessness partnerships through Homelessness Partnership. representative membership Partnership resulting in a reduction in homelessness.

To identify the Corporate More effective and inclusive Housing Options September 2008 Homelessness Champion for each partnerships through Manager RSL. representative membership resulting in a reduction in homelessness.

Reduced number of tenancy Housing Options July 2010 Work with RSLs to implement the breakdowns through the Service Development information sharing protocol flow of relevant, specific and Officer developed by The Housing timely information. Corporation (Access to Housing).

To work with RSLs to ensure that Prevention of homelessness Housing Options July 2010 each one produces a through better partnership Manager Homelessness Action Plan and then working and promoting to enable sharing with each other, consistent approaches to service delivery.

17 Develop protocol with social Prevention of homelessness Interim Housing March 2009 landlords operating in all three through better partnership Manager – Fylde boroughs, agreeing how working and promoting Borough Council homelessness prevention will be consistent approaches to incorporated into their procedures service delivery. and how information will be shared. Also Link to RSL commissioning

Develop a sub-regional operational Prevention of homelessness Housing Options Team Dec 2008 Housing Options Advisers Group. through better partnership Leader - WBC working and promoting consistent approaches to service delivery.

Consultation on/input to the wider Prevention of homelessness Fylde Coast Housing March Fylde Coast Housing Strategy through escalation of Strategy Manager 2009 housing issues in Blackpool into wider strategies.

To sustain the 2010 temporary Monitor and evaluate the Councils Increased access to and Housing Options Commence accommodation target of reducing the Allocations Policy and CBL scheme choice of permanent Manager June 2009 use of temporary accommodation, to ensure homeless households are housing for service users. Ongoing and the non use of bed and breakfast maximising opportunities to access by maximising the use of existing permanent housing. permanent accommodation for re- housing homeless households. Identify named contacts in RSLs to Increased access to Housing Options September enable timely and efficient move on permanent housing for Manager 2008 from temporary accommodation. service users.

18 Work with existing stock within Reduction in homelessness Housing Options June 2009 Bpool, Fylde and Wyre to solve due to increased access to Manager under occupancy, over-crowding permanent housing for issues/incentives and devise a joint service users exchange register.

19 b. Prevention of Homelessness

Under this theme are actions relating to: -

 Fair access to housing options advice and information;

 Improving access to effective tenancy support to meet the needs of all client groups and ensure that this is available across all tenures;

 Partnership working with all social housing providers to reduce the number and the impact of evictions from social housing;

 Working closely with the authority’s Housing Benefit (HB) department to try to ensure that local HB policy does not have a negative impact on homelessness.

 Providing a mediation service specifically aimed at homeless prevention.

 The provision of a Rent Bond scheme available to both priority and non- priority homeless households and those in housing need.

Where we are: -

 The Housing Options Service provided by the Council is based at South King Street and provides a range of services focused on homeless prevention including the provision of housing and benefits advice. A number of other agencies in Blackpool also provide advice to a range of service users which can help prevent homelessness. Blackpool Citizens Advice Bureau (CAB) and Advice Link provide debt advice. There are also three local solicitors who specialise in providing debt and housing advice. During consultation the view was that many people are still not aware of what services, advice and information are available. There is a Directory of Homeless Services for use by partner agencies which was published in 2005 and has not been updated. Service users feel that leaflets available could be clearer. There is also an Advice Link Guide which is currently in the process of being updated.

 In May 2007 Blackpool Supporting People (SP) undertook an option appraisal of floating support services providing tenancy support, funded by the Council. At the time the SP grant funded 239 floating support units and 2 tenancy support workers attached to the Rent Bond Scheme. The appraisal found that there were major gaps in service provision with some client groups having no potential access to the specialist services being provided. There were also significant differences in service costs and the number of hours of support service users could expect to receive. In addition stakeholders felt there were insufficient units available and throughput in some services was slow. The resulting report recommended a restructure in the way Supporting People floating support services are delivered in Blackpool, with a greater focus on generic provision. These recommendations are in the process of being implemented.

 In working to prevent homelessness, evictions should be the last resort. There is little evidence of joint working with RSLs to reduce the number and impact of evictions from social housing.

20  The Housing Options Service work with private landlords offering support and education to reduce the number and the impact of evictions from the private rented sector.

 The Housing Options Service works closely with the Councils Housing Benefit Department. There is a service level agreement in place and a Housing Benefit Officer is seconded to the Housing Option Service.

 The Council currently has a mediation service with a 96% success rate in reducing homelessness for young people aged between 15 years and 18 years.

 The Council has a Rent Bond Scheme which has been successful in term of housing vulnerable households in good quality private sector accommodation and enabling them to maintain their tenancies. Demand for the scheme is high and with the current level of resources workers struggle to support all applicants.

 The Council is a Founder Member of the Advice Link Network. Representatives of the Network have been influential in increasing the supply of debt advice to Blackpool and persuaded Blackpool Coastal Housing to fund a debt advice post for tenants in arrears. The Network promotes joint working in homeless prevention through providing the right advice at the right time.

Key Issues: -

 Ensuring that up to date and relevant advice and information is easily available to both service users and other stakeholders. The information needs to be in an appropriate format for the target audience.

 With no additional funding available for SP floating support services the key issue is how to improve access to effective tenancy support and ensure that this is open to all client groups.

 There are issues around communication and a lack of joint working protocols between the Council and social housing providers.

 Mediation is not appropriate for all young people threatened with homelessness. The council needs to develop ways of supporting those young people for whom it is not appropriate.

 How the Council continues to fund the rent bond scheme and meets the growing demand for the service.

 Service users have indicated that they are often given incorrect homelessness, housing law and benefits advice by workers within other agencies. In some cases this has led to repeat homelessness. Staff from partner agencies should be given the opportunity to receive housing options, homelessness and basic housing advice training.

21 Prevention of Homelessness

Objective Action Outcome Lead Target Date Responsibility

To coordinate and improve access to Review and update the Improved access to housing Single Homeless Dec 2008 advice and information on housing Homelessness Directory and advice and information for Coordinator options. distribute to all stakeholders. professionals resulting in appropriate and timely advice for service users.

To consult with service users to Improved access to housing Housing Options Dec 2008 understand the most effective way to advice and information for Service Development provide housing advice information service users. Officer and action plan to address the findings.

To improve access to effective Implement the recommendations of Improved access to effective Blackpool Council April 2009 tenancy support to meet the needs of the Supporting People Floating tenancy support for all service Integrated Contracts all client groups and ensure that this Support Option Appraisal users. Manager is available across all tenure. undertaken in 2007.

To improve access to the wider Undertake a mapping exercise to Improved access to housing Housing Options Dec 2008 services available to vulnerable identify what services are currently advice and information for Service Development households. available to vulnerable households service users. Officer and promote these to housing options service users and housing providers across the Fylde Coast.

Mapping of the advice and support Reduce duplication of Housing Options April 2009 services provided by RSL’s to allow services therefore making Service Development

22 commissioning potential. better best use of resources. Officer planning and joint Identification of gaps.

To work in partnership with all social Develop a methodology for A reduction in evictions Housing Options April housing providers to reduce the monitoring the number of through an improved Manager 2009 number and impact of evictions from approaches to the Housing Options understanding of the impact social housing and to support the Service from current or former social of eviction or threaten eviction delivery of the sustainable housing tenants. from social housing on communities agenda. housing options resources.

Devise a protocol with Legal Reduction in number of Housing Options April Services to initiate joint action under evictions Manager 2009 the Protection of Eviction Act 1977

Develop and implement a joint case Reduction in anti social Housing Advice April conferencing approach for hard to behaviour and homelessness. Manager 2009 place households and those Fostering joint working and threatened with eviction utilizing trust between the existing mechanisms where organisations. appropriate. Reduction in no of evictions

Develop and implement joint training Improved awareness of Housing Advice Commence on homelessness prevention and housing options Manager July housing options for RSL and all front homelessness, and 2009 line advice agencies across the sub homelessness prevention ongoing region. Initial training and regular resulting in appropriate and future updates for new staff. timely advice for service users.

To continue to work closely with the Review and update the current Reduction in evictions due to Housing Advice Sept

23 authority’s housing benefit Service Level Agreement. non- payment of rent. Manager 2008 department to ensure the efficient administration of housing benefit.

To ensure the continued provision of Identify and secure additional Commence a Rent Bond Scheme to all client funding for the Rend bond Scheme. April irrespective of housing status 2009 ongoing

Reduction in homeless Rent Bond Scheme Produce a service evaluation report presentations through Manager January to evidence the effectiveness of the continued support for tenants. 2009 scheme in the reduction in levels of homelessness across all tenures.

October Evaluate the effectiveness of the 2008 Finance Officer post.

To develop a range of housing In partnership with Streetlife, Improved access for young Housing Options July 2010 options, which promote progress and develop an enhanced day centre for people accessing training and Manager independence through genuine 16/17 year olds, incorporating employment opportunities. opportunity, for young people. access to training and employment opportunities.

In partnership with Streetlife develop Increased tenancy Housing Options July 2010 a residential assessment centre to sustainment for young Manager promote independent living for 16/17 people. year olds.

24 In partnership with Children and Young people have access to Housing Options July 2009 Young Peoples Department develop a wider range of suitable Manager a supported lodging scheme for accommodation which meets 16/17 year olds their individual needs.

25 c. Tackling the wider causes of homelessness

Under this theme are actions relating to: -

 Joint working with the PCT and Blackpool Victoria Hospital to address the health issues which contribute to and/or arise from homelessness;

 Partnership working to ensure that homelessness and housing options service users are offered timely information and advice on education, training and employment opportunities;

 Domestic Abuse

 Rough Sleepers

 Offenders and Ex offenders

 Ex service personnel

 Migrant Workers

 Ensuring the Councils Homelessness Policies and Procedures are non- discriminatory

Where we are: -

 There is no hospital admission and discharge policy agreed with A&E, mental health in-patient or Blackpool Victoria Hospital. There are currently no arrangements in place to deliver assessment of housing needs training to health staff. There is no multi agency resource pack covering availability on advice on housing/health/support for people who are homeless or at risk of homelessness.

 Ex offenders and offenders have access to accommodation via the Rent Bond Scheme and risk assessments and protocols are in place with the probation service.

 The Council has little knowledge of the prevalence of ex service personnel in Blackpool and of their specific view of the housing options service. Ex service personnel have access to accommodation via the Rent Bond Scheme.

 The number of Migrant Workers in Blackpool is increasing and there is evidence that many are living in unsuitable accommodation which is not secure, which can lead to homelessness, rough sleeping and exploitation. There is limited evidence available of Migrant Workers accessing the Council’s housing options service or seeking housing advice.

 The Council considers the needs of all service user groups in the development of services and policy. Impact assessments are routinely carried out to ensure that no vulnerable groups are discriminated.

26  The Council has sustained the two-thirds reduction in levels of rough sleeping and its Single Homeless and Rough Sleepers Team (SHRST) continue to work to tackle the issue of rough sleepers in Blackpool. There are direct access hostels for rough sleepers of all age groups which work closely with the SHRST. There is evidence that a number of tenancies are lost due to non tenants (sofa surfers) residing in the accommodation of friends or acquaintances.

 The Housing Options Service works closely with the Councils Domestic Abuse Team and is represented on the Domestic Abuse Strategic Management Board and the Domestic Abuse Forum. Housing Advice takes part in Multi Agency Risk Assessment Conferences (MARAC) and also attends the Sanctuary Scheme Management Meeting. CAADA the Home Office Accreditation body for MARAC are featuring Blackpool as an area of outstanding practice in a National Guidance Document.

 The Council works with and supports the FIP (Springboard) focussing on the needs of the most problematic families and a member of the Housing Options Service attends the Springboard Operational Management Group.

Key issues: -

 It is unclear whether hospital discharge procedure covers housing options needs and support. The Council is not aware of the effect of planned discharge on homelessness.

 The Council needs to continue to sustain the current levels of rough sleeping and be proactive in developing service provision to ensure a seamless service for rough sleepers.

 Ex service personnel are not accessing the Housing Options service prior to discharge or immediately after discharge which exacerbates their housing and other needs.

 The housing options and advice services available to migrant workers are not widely known or publicised. Migrant workers who are not legally registered to work are unlikely at seek support.

 Poor quality housing stock. In 2007, a Private Sector House Condition Survey estimated that 37.8% (23,000 dwellings) could be classed as non-decent compared to 27.1% in England. Non-decent dwellings in Blackpool are most associated with pre 1919 properties, the private rented sector, converted flats, occupiers on the lowest incomes and those in receipt of benefit. It is also associated with heads of household aged 16 to 24 and those over 60.

27 Tackling the wider causes of homelessness

Objective Action Outcome Lead Target Date Responsibility

Ensure relevant protocols are in place Identify what protocols are need and Improved service user Housing Options June with the key agencies working with agree and implement them. experience of the service. Service Development 2010 vulnerable group who may have need Officer for housing options services.

To work with the PCT and Blackpool To agree a hospital admissions and Reduction in homelessness Housing Options July Victoria Hospital to address the health discharge protocol with A&E, mental through planned discharge. Manager 2009 issues which contribute to and/or arise health inpatients, Blackpool Victoria from homelessness. general hospital and Social Services.

Ensure that health advice is included Improved awareness of Housing Advice December in any information resource pack health advice for Housing Manager 2008 developed for service users and Options Service users. available in health settings.

Ensure new and existing health care Devise and deliver a structured Improved awareness of Housing Advice Commence professionals receive housing options programme of housing options and housing options and Manager Jan awareness and basic homelessness homelessness prevention homelessness prevention 2009 prevention training. awareness training to health for health professionals ongoing colleagues. resulting in appropriate and timely advice for service users.

To work in partnership to ensure that To work formally with training, Increase in number of Housing Options July housing options and homelessness advice and employment agencies to service users engaging in Manager 2009

28 service users are offered timely target help for homeless people or training/education or work. information, advice on education, those at risk of homelessness who training and employment opportunities are neither in work nor engaging in and practical assistance. training or education.

Provide Housing Options, Improved awareness of Housing Advice July Homelessness and basic housing options and basic Manager 2009 homelessness prevention housing advice for staff at awareness training to existing and training and employment new staff at training and agencies resulting in timely employment agencies. and appropriate advice for service users.

Provide ‘Better off in Work Service Users will have Housing Options July 2008 Calculations at housing options information to make Manager interviews. informed choices regarding work status.

Raise awareness of Domestic Abuse Work in partnership with the DA Co- Improved safety and support Housing Advice Karen Smith to speak and the services available for people coordinator to ensure awareness of for victims of Domestic Manager to Jean Hedley experiencing domestic abuse the ‘Sanctuary Scheme’ for Key Abuse. Agencies.

Work in partnership with the DA Victims of Domestic Abuse Housing Advice Karen Smith to speak Coordinator to deliver MARAC feel safe and supported. Manager to Jean Hedley training to key agencies.

To sustain the two thirds reduction in Review the effectiveness of the Improved service delivery SHRST July the levels of rough sleeping. current 5-day assessment resulting in reduction in Coordinator 2009 programme, and structured repeat homelessness for

29 programme of support. Implement rough sleeping. any recommendations.

Undertake a service user An improved understanding SHRST July consultation exercise to establish of the service needs of Coordinator 2009 future service requirements. rough sleepers. .

Develop an action plan to work with New tenants are able to SHRST December new tenants to ensure they do not sustain their tenancies. Coordinator 2008 jeopardise their tenancy through allowing non-residents to move in.

Review the effectiveness of the Rough sleepers have SHRST September SORT initiative. access to effective services. Coordinator 2009

Work in partnership to increase the A reduction in the number of SHRST number of ‘sofa surfers’ accessing rough sleepers. Coordinator Dec 2008 the Oasis Project.

To ensure that the Housing Options Undertake Equality Impact Service Users have equal Housing Options Commence July service delivery is non-discriminatory. Assessments of all new policies and access to housing options. Service Development 2008 services. Officer ongoing

Develop a Housing Options Equality Service Users have equal Housing Options July 2008 Statement access to housing options Service Development Officer

Each Housing Options Service to Service Users have equal Housing Options August

30 equality impact team action plans access to housing options Manager 2008

Provide disability and equalities Service Users have equal Housing Options July training for Housing Options Staff. access to housing options Manager 2010

Identify the extent of housing need Work in partnership with key SHRT July amongst ex service personnel in agencies to collate information Coordinator 2009 Blackpool. regarding ex service personnel. Greater understanding of the housing needs of ex- January Ensure that ex service personnel have Identify named contacts with key service personnel and SHRT extended housing options advice in Navy, Military and Air Forces reduction in homelessness Coordinator 2009 advance of discharge. Headquarters. for ex service personnel.

Develop a Housing Options fact SHRT January sheet specifically for ex service Coordinator 2009 personnel.

Ensure that migrant workers have Develop a ‘Migrant Workers’ Migrant workers will have Housing Advice January access to clear information on Housing housing options fact sheet and access to clear information Manager 2009 Options and housing advice distribute to key agencies. and therefore be less vulnerable to exploitation, living in poor conditions or at risk of homelessness.

31 d. Administering homeless Services more effectively

Under this theme are actions relating to: -

 Improving the overall homelessness service by undertaking performance management improvement initiatives;

 Ensuring the effective use of financial resources;

 Ensuring all staff are appropriately trained;

 Customer care and quality service;

 Temporary accommodation standards;

Where we are: -

 In 2006 the Housing Options Service achieved an ISO 9001 Quality Management Accreditation, which is audited every 6 months to ensure compliance.

 The Council has not actively undertaken benchmarking of its performance on homelessness against other relevant local authorities.

 Staff are confident in dealing with applications for housing assistance and applying the homelessness legislation.

 The Housing Options Services in currently delivered from one building. An equalities audit of the Housing Options reception area has been undertaken. Current accommodation is rated as poor and work is being undertaken by the Council to identify alternative premises for the Housing Options Service.

 The Council has met its target to end the use of Bed and Breakfast for all households. It is not bettering the national average figure of 85% of all households place in self-contained accommodation.

Key issues: -

 The lack of a Housing Options IT System means that currently records are a mix of paper and electronic and this can prove difficult in keeping track of customers and whom they might need to see. This may also mean that one aspect of the service is not aware that another team is working with the customer.

 Alternative accommodation is needed for the Housing Options Service. This will need to be fit for purpose and large enough to accommodate every aspect of service provision including the Homelessness Health Team which currently works from the same building.

32  Currently temporary accommodation for families, used by the Council, is not self contained or fully accessible. Increasing access to self contained temporary and permanent accommodation for homeless families is a priority.

33 End users using hard copies of this document are responsible for ensuring that their copy is up to date. Administering homelessness more effectively

Objective Action Outcome Lead Target Date Responsibility

To improve the overall homelessness To maintain the Housing Options Housing Options Commence Sept service by undertaking performance ISO Accreditation. Admin Manager 2008 ongoing management improvement initiatives.

Utilize The House Mark Improved service user Housing Options Commence March Homelessness Benchmarking experience. Admin Manager 2009 ongoing Tool.

Explore funding opportunities for a Assistant Director April Housing Options IT System. Assessment 2009 Prevention & Support

Undertake a mutual review of all Develop relationships Housing Options Apr three local authorities housing between the teams within the Manager 2009 options/homelessness services. three local authorities and form a foundation for better communication and joint working in the future.

Ensure that Housing Options Staff Identify the training needs of the Improved staff skills and Housing Options Commence Dec have up to date knowledge of Housing Options staff team knowledge resulting in Manager 2008 ongoing homelessness, housing and other through the Corporate IPA/ IPSA improved service user appropriate legislation. process and ensure those needs experience. are met.

Ensure that housing options service Accommodate the Homelessness Improved service user Housing Options July delivery is not adversely effected by Health Visiting Team with the experience through a Manager 2010 any move to alternative Housing Options Service seamless service transition. accommodation.

Develop a project plan for any Housing Options July D:\Docs\2018-05-03\00c996e542f24e65fb942cb084f056c3.doc Page 34 of 48 End users using hard copies of this document are responsible for ensuring that their copy is up to date. accommodation move. Manager 2010

To match or better the national Explore the potential of developing Service users have access to Housing Advice December average figure of 85% of all a private sector leasing scheme. an increased range of Manager 2008 households placed in self contained suitable temporary and temporary accommodation. settled accommodation.

Complete a feasibility study to Service users have access to Housing Options December identify the projected supply and an increased range of Manager 2008 demand of self contained suitable temporary temporary hostel accommodation required in Blackpool

Develop a specification to deliver Service users have access to Housing Options September the outcomes of the feasibility an increased range of Manager 2009 study. suitable temporary

Work with Supporting People to Service users have access to Integrated Contracts July 2010 tender for a new Supported an increased range of Manager Housing Interim Housing Project suitable temporary

Ensure sufficient resources are Undertake a feasibility study for a Increased and effective Housing Advice June available to deliver a rolling programme dedicated training unit. training available resulting in Manager 2010 of structured training for all key appropriate and timely advice agencies and staff. for service users.

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Appendix 1

Consultation

Blackpool Housing Options has prepared this strategy following a consultation programme involving colleagues from statutory agencies, third sector organisations and service users. In March 2007 a review of the objectives of the ‘Homelessness Strategy 2003 – 2008’ began with a consultation event attended by over forty local agencies. Partner agencies were asked to consider whether in their view, the 10 objectives contained within the original strategy were still relevant or whether different issues had emerged which needed addressing through a revised strategy. The next stage of consultation involved the use of a self assessment toolkit designed by the Homelessness and Housing Support Directorate (HHSD) at Communities and Local Government (CLG) which was produced to help local housing authorities review their homelessness strategy, establish how their services are tackling and preventing homelessness and to identify gaps in service and strategy. The toolkit was sent to key partner agencies as well as staff within Blackpool’s Housing Options Service asking them to complete any section relevant to their area of work. A further consultation event was held in February 2008 with representatives from a range of organisations which focused on how the gaps identified in previous consultation and from the toolkit could be addressed. Partnership working with social housing providers and sub regional working were areas identified for improvement within both stakeholder consultation and the toolkit. In addition, the Housing Corporation’s Strategy sets out what the Housing Corporation expects housing associations to do in contributing to the prevention and tackling of homelessness. At its heart is recognition of the critical strategic leadership role of local authorities and the importance of co-operation and partnership between local authorities and associations. In February 2008 a Fylde Coast seminar, hosted by the Council was held, which was attended by partner social landlords and colleagues from Wyre and Fylde Borough Councils. The purpose of the seminar was to explore how housing providers could work more closely with the three Councils to help deliver their homelessness duties. Service user consultation was an integral part of the review of the Homelessness Strategy. A range of partner agencies were accessed in order to consult with a wide representation of age groups and stages within the re-housing process. A variety of service users who had been placed in temporary accommodation were consulted. This consultation involved people who were, or had previously been, homeless. Face to face interviews were carried out asking people to evaluate the quality and effectiveness of homelessness services in Blackpool and also to give evidence of their personal experiences. Information about how they became homeless and what gaps they felt there were in homelessness services provided in Blackpool were also collected.

D:\Docs\2018-05-03\00c996e542f24e65fb942cb084f056c3.doc Page 36 of 48 End users using hard copies of this document are responsible for ensuring that their copy is up to date. Stakeholder Consultation Feedback Summary February 2008.

What can be done to tackle lack of temporary accommodation?

There is evidence of voids in current accommodation. Current supported housing is not matching support needs. People with high support needs cannot access current accommodation. Mixing people/families with different needs creates a risk in particular where children are housed. Some of the issues can be tackled by changing service specifications (SP), building layouts, introducing specialist units, remodelling existing services. We need more specialist units. Can be difficult to identify the root cause of the homelessness. Deciding what to sort out first is an issue when people have multiple problems (drug or alcohol problems). We need protocols between the different agencies so that they accept responsibility for clients. Services need to link in with on going support and services, which are not just short term. Lack of choice of alternative accommodation and most have communal facilities which is not appropriate in 2008.

What can be done to tackle the need for specialist accommodation?

Ensure that agencies and workers are aware of what specialist services there are so they can be accessed appropriately and used effectively. There is often a delay in accessing specialist services due to full assessments having to undertaken (e.g. mental health). How can we speed up these processes? Too many gaps with people slipping through the net and no service provision for people who are not diagnosed but have behavioural problems. Main areas for concern are: Mental Health, Drugs, Alcohol and dual diagnosis. Is there a dual diagnosis worker? Maybe the lack of accommodation is not an issue and the issue is more to do with not having specialist workers working in the accommodation. The criteria for Hostels need looking at – it is often not about the needs of the individual but about the hostel having too strict a referral criteria. More networking needs to be done between agencies and service providers. More advice re: options, housing applications (bidding) RBS Undertake an Accommodation Options Appraisal. More Independent Living Skills (Training) Provide more units for vulnerable young women.

What can be done to tackle the insufficient capacity in the rent bond scheme?

Identify secure core/mainstream funding. Tap into other support – improve links. Work in the private sector: letting agents, admin fees, invite agents to a meeting. Use the telephone/email intervention to speed up the process. Referring agencies could help with information; this would take the pressure off RBS.

What can be done to tackle insufficient tenancy support?

Compare the outcomes; tenancy support v Rent Bond Scheme. Could floating support providers support more service users? Ensure tenancy support is available across all tenure (including BCH properties) Floating support providers need to get other agencies involved so they can move on to supporting new tenants. Use CAF, and TAF Make sure it is a short-term intervention, focused on housing related support and refer to specialists

D:\Docs\2018-05-03\00c996e542f24e65fb942cb084f056c3.doc Page 37 of 48 End users using hard copies of this document are responsible for ensuring that their copy is up to date. (financial intervention and skills for life.) Ensure tenancy support is about enablement rather than doing everything for someone. Limited turnover in specialist schemes – need to ensure throughput levels are higher. Problems may be long term and continuing support is vital. Need handover of support when moving on. Issues with BCH/RSLs having short sign up periods (3 days) – Client may not be ready to move – HB issues Ensure RSLs understand the implications of not being prepare, and how this can affect tenancy breakdown. Pilot longer sign up periods e.g. 2 weeks. More forward planning and liaison between agencies.

Homelessness Partnership: Which organisations should be represented at the Homelessness Partnership? Who are the key people in these organisations and how do we get them to attend?

Some organisations are invited but don’t attend. Have we asked them why not? Need more proactive links with LSP. Prevention is the key issue People need to understand the partnership’s priorities & targets to see where they fit in. They need to know what it’s looking to achieve: Is it operational or strategic. Targets should be linked to other strategic groups and targets. Does the partnership have a role in delivering the Homelessness Strategy? Is it possible to have service users at the partnership? Could have a steering group? Sub groups? Invite specific people regarding certain issues to make it more focused. Police, Connexions, Job Centre Plus, Probation, Health (PCT & Operational) Partnership is already representative. Employment (Positive Steps) and YOT do not attend. The partnership should be for Commissioners/Managers and Front line staff. It provides different things for different people. It is an opportunity to look at strategic and operational issues and to network. Time is precious and frontline workers have to take time out. This applies to managers also. It is only four times a year and people need to prioritise and see it as important to support their work. More people may attend if planned sessions are booked out in advance. Sessions could be split so people could decide if they wanted to stay for the whole meeting or part. The partnership feeds into the LSP, CSDG (when there was one) and regional assembly.

Core Strategy Development Group: What should be its purpose? Who should be on it?

It needs people at a strategic level who can move things forward (AD’s or Senior Managers) We need to look at the targets from the strategy and revamp to move these forward. Should be led by Blackpool Council, with key people from other agencies who can ensure targets are met and the strategy is fulfilled. Could work like equalities, i.e. Corporate Equality Group and Disability Focus Group etc. The objectives of the strategy should be decided upon first. These could be themed and relevant organisations sign up to them with the appropriate person taking a lead on a particular theme. That person would attend the group to make sure the strategy is taken forward. Dates for the meeting should be agreed 12 months in advance and not changed.

Sub regional working: Is it a good idea? If not why not? How can we work sub regionally?

Link into sub regional Housing Strategy.

D:\Docs\2018-05-03\00c996e542f24e65fb942cb084f056c3.doc Page 38 of 48 End users using hard copies of this document are responsible for ensuring that their copy is up to date. Could mean greater efficiency when using resources. At strategic level there would be a more consistent approach. Operational level – partnership working, single service across authorities. Could increase communication. Different services across Blackpool, Wyre and Fylde impacts on other providers e.g. BVH If other authorities’ provision is not developed it can draw people to Blackpool. We would need to work with them to improve their services. Would we need multi area agreements? There are restrictions on social housing in Wyre and Fylde. No rent bond scheme in Wyre and Fylde would we have to absorb their clients? Sub regional working may tackle some of our transience issues. We would need to share responsibility. National focus on sub regional working – may provide access to finding. It has to be mutually beneficial. Services would need to be consistent. Sub regional working could tackle a number of existing boundary issues in homelessness. Break down barriers. It is not about saying everyone can use our services. It would be better for service users. Wyre and Fylde have no hostel accommodation so there are worries that Blackpool’s resources will be used. Concerns that Wyre and Fylde have a different view about homelessness and different ways of working. Fylde Coast Housing Strategy Group was discussed. Decision makers need to be involved at sub regional working. EDT experience problems when people are placed out of area – sub regional working could help. How does it fit with the reconnection policy? Some services already work across boundaries e.g. YOT, aftercare services, probation. Domestic Abuse team already has positive relationships with Fylde but they don’t have a lead DA. How do you get Wyre and Fylde to recognise that they also have issues?

Do Social Landlords treat homeless people differently, and if so what evidence do you have of this?

People in Hostels are now getting properties from BCH because they are bidding regularly. People need more support when they move in to sustain tenancies. When nominated, homeless families are accepted. RSL make no concessions for homelessness households. They go by the book when it comes to arrears/references etc. Probation has seen a big improvement with RSL relationships but still have issues housing high- risk offenders. RSLs should treat homeless people in a more positive way – give longer to move from temporary accommodation into a permanent tenancy. RSLs need to look at the implications of sustaining a tenancy if there is little time allowed for tenants to move in. RSLs do not seem to be taking homelessness people into tenancies which can be due to restrictive policies, closed lists, nominations. We do need to work closer with RSLs and consult with them. Lets analyse data of who is going into their properties (is there evidence of restrictions?) Common waiting list and policies may help. There are issues of rent arrears and lack of references stopping people accessing housing.

What do you think Social Landlords could do to avoid evictions?

Maximise benefit entitlement. Use risk assessments to minimise risks. Target vulnerable people

D:\Docs\2018-05-03\00c996e542f24e65fb942cb084f056c3.doc Page 39 of 48 End users using hard copies of this document are responsible for ensuring that their copy is up to date. Involve Housing Options earlier Ensure RSL workers are training in homelessness issues. Get housing benefit paid straight to landlord prior to the 8 weeks – if before 8 weeks there is discretion from HB to pay landlord direct. Training housing officers about floating support and early intervention schemes. Interventions should be quicker. Provide an overlap of support from temporary accommodation and permanent. Need a scheme to help people with decorating, moving etc. Prevention of ASB.

Awareness of debt advice

CAB – Provide Debt advice and surgeries. Advice Link. Money matters. BCH have a worker who provides debt advice. Welfare Rights provide debt advice. 3 Solicitors have contracts to give debt and housing advice. Age Concern. Experience is accessing these has been quick and easy. Waiting lists are a problem. Agencies are not aware of what is out there. Is there any benefit in establishing a housing advice forum?

Is there sufficient help and advice for people at risk of homelessness?

Housing advice through 3 solicitors. Housing Options – local authority The view is that many people are still not aware of what is out there, that we do not publicise our services enough. Debt and Housing Advice go hand in hand. Services need to be pro active in contacting people. Sometimes there are barriers to services and these needs to be broken down. Operation Anchor. Surgeries on take place We need to think about how we use what we already have more effectively and efficiently.

Has the rent bond scheme achieved its objectives?

It has been successful in terms of vulnerable adults being housed in the private sector. Has any analysis been undertaken to see if it is across all client groups? How is its success measured? Landlords can benefit from working with the RBS – HB being paid direct to landlord.

Additional Comments

Young people need more than just tenancy support. Ensure that a multi agency approach is taken when working with young people with complex needs, vulnerability. Young people find it difficult to get housing in part due to the local rent allowance is this an opportunity to discuss to Housing Benefit how we can use DHP’s more effectively? Do we need to make any provision for the people who have been a Kensington long term?

D:\Docs\2018-05-03\00c996e542f24e65fb942cb084f056c3.doc Page 40 of 48 End users using hard copies of this document are responsible for ensuring that their copy is up to date. Service user Feedback Summary

Who consulted: Blackpool Coastal Housing Hostels The Ashley Foundation The Bridge Project Streetlife Vincent House Fylde Coast Women’s Refuge

Key issues: Communication Temporary accommodation Benefit signposting Re-housing Training and qualifications Rent Bond Scheme Employability Positive Feedback

Communication

o Not all of the leaflets are clear in the South King Street reception area. o South King Street reception area – no privacy, information shouted across the reception, have to stand next to others and give personal information o Some service users felt that they were judged as drug users even if they were not.

Temporary accommodation o Hostel service users were concerned that the environment is not safe; they are made to feel vulnerable at an already vulnerable time. Drug users are placed in the same hostel as families increasing vulnerability. It was suggested by a number of people that the security from 5pm until 2am was not adequate as incidents occur after 2 am in the morning. o Nightshelter – all service users of the night shelter gave positive feedback. All had been sleeping rough and had come to the nightshelter through different routes. All of the service users have to attend the Bridge Project at the Salvation Army in the morning to get their ticket for that night. They were all able to stay clean, wash their clothes and get breakfast, with a lunch pack provided for during the day. o Ashley Foundation and Vincent House – all service users were pleased with the level of support and accommodation provided. o Women’s refuge – the women were pleased that they had a safe environment to live in although they had concerns about the effect that it had on their children.

Benefit signposting o Not always clear what benefits entitled to which can lead to confusion. Some service users had been given incorrect advice by workers within the schemes which had led to problems with temporary accommodation as housing benefit had not been correctly paid. A number of single male clients had previously been in the same temporary accommodation but had been asked to leave due to non payment of housing benefit leading them to sleep rough again.

Re-housing o A number of service users wanted to know if they could be re-housed with arrears? They felt that this was unclear. o Many of the single adults were getting re-housed quickly and they were pleased with this outcome.

D:\Docs\2018-05-03\00c996e542f24e65fb942cb084f056c3.doc Page 41 of 48 End users using hard copies of this document are responsible for ensuring that their copy is up to date. o Women’s refuge – Previously they had been in the highest band however since the re banding they are only in Band A which is causing a number of problems. The women explained that they were only Band A and not A+ because living in a refuge did not count as being homeless. There had been a number of occasions where they had missed out on properties with BCH due to a Band A+ client being at the top of the list. They feel that the refuge is temporary accommodation just as the hostels and do not understand why they are classed differently. They feel that this is having an impact on the families within the refuge. o Some service users had concerns that they would not be able to sustain their tenancies.

Training and qualifications o A number of service users had attended or would be attending the Build Up course. They were happy to have the opportunity to train however they felt that this would be a problem if there was no work available at the end of the course. o Many people wanted to train but could not afford to.

Rent Bond Scheme o Not enough publicity o People were unclear as to what the scheme provided o People found out about it through family members etc o 23 year old at temporary hostel, has been rehoused by the Rent Bond Scheme to a private flat, he was very happy with the service.

Positive Feedback o Staff give an excellent service o People were pleased with the swiftness of getting re-housed o Nightshelter provides an excellent service o Service users at the women’s refuge were pleased with the storage facilities provided by Blackpool Council. o Partnership working was very good – nightshelter, ADS, Rent Bond Scheme.

Feedback from RSL Consultation 26th February How should we be working together to prevent homelessness? o Early warning systems to be established to inform Housing Options of impending evictions – protocol is currently in place with BC Housing Options and BCH. o Improve tenancy support – fund a post that provides intensive support across Blackpool, Fylde and Wyre o Improve communication and advertise the services that are available to the HA’s/RSL’s o More open in sharing information o More Trust o Communicate with each other at the right time o Develop clear protocols about what is expected from each partner.

What are the issues o From the LA perspective suspension policies are a hindrance o From the RSL/HA perspective the risk is an issue – they would like to see the LA underwrite the tenant just in case they do not pay the rent o The process of nominations: is too lengthy Clients are not given a choice in the nomination Clients sometimes fight the nominations o RSLs have to work across a number of different authorities who have different policies. o Different Strategic Aims and Targets o Different IT Systems o Too many gaps in provision – Supported Accommodation, Tenancy Support D:\Docs\2018-05-03\00c996e542f24e65fb942cb084f056c3.doc Page 42 of 48 End users using hard copies of this document are responsible for ensuring that their copy is up to date. o Different RSLs have different exclusion policies. o Use of discretion varies

What could we do to work better together?

o Streamline the nominations policy and look at how it works operationally o Need to work with existing stock to meet need and solve under occupancy issue – incentives, joint exchange register o Manage customers’ expectations by being honest about what options will be realistically available to them, and by having better information on likely waiting times for RSL stock o Independent advice from Housing Options services to RSL tenants o Work with private rented landlords to prevent homelessness – Blackpool already works closely with them and have landlords liaison. More work could be done within Wyre and Fylde on this issue o Improve access into specialist services such as drug services and welfare rights o Sub regional Choice Based Letting Scheme o Level of commitment offered to homeless clients and tenants – improve this and consider what is needed o More resources are required for intensive support o Monitor the level of nominations more closely o LAs need named contacts to get thing done more quickly o Exchange up to date policies o Ensure that we all have early intervention policies o Use ‘case conference’ type settings with difficult to place households’. o Ensure that Housing Options teams are consulted during the development of new social housing – both within the local authorities and through the RSL development partners.

Homelessness Consultation Day Feedback Summary, March 2007

The aim of the consultation was to find out how stakeholders feel we have met the objectives in the Homelessness Strategy and to find out how Supporting People services can be improved. Stakeholders worked in groups to answer the following question: Are the objectives of the Homelessness Strategy still relevant?

The following is a summary of feedback from the groups.

1. (a) Eliminate use of B&B and (b) reduce inappropriate use of temporary accommodation and reduce inappropriate use of temporary accommodation. This has been achieved but the need may arise again. It was suggested that the objective should be changed to reflect this. Keep B&B use eliminated. Targets for emergency housing for large families needed. Still needs to be used as a temp solution whilst waiting for a permanent re- housing. Perhaps change objective to improve quality of temp accommodation, encourage private landlords to take “difficult to place clients” via rent bond and DHP’s. Improve quality of PR sector accommodation and hostel accommodation for all providers. Increase support to sustain tenancies with appropriate assessment and support package at an early stage using all agencies in town. Improve information channels between agencies to breakdown information barriers both referral pathways and individuals.

2. Expand and increase access to temp and perm accommodation and offer choice to homeless people through the development of a range of accommodation options to meet a range of needs.

Still relevant but needs development. Develop more “specialist” types of accommodation for challenging clients and ongoing support. Flexible accommodation required. Extend temporary and

D:\Docs\2018-05-03\00c996e542f24e65fb942cb084f056c3.doc Page 43 of 48 End users using hard copies of this document are responsible for ensuring that their copy is up to date. permanent accommodation in the private sector. Use unused space in BCH + RSLs. Ensure Housing Benefit applications are processed quickly. Meet with partners to discuss shared understanding. Greater access to services. Provision for priority need. Identify specific accommodation types needed.

3. Sustain 2/3rd reduction in level of rough sleepers.

Objective met but needs to be sustained/improved (clarify wording is it ongoing) Nightshelter meets some needs but further move on options required – access to services. Need a truer picture of extent of rough sleeping (not count) could use SP client record forms for data.

4. To increase the involvement of Homeless people in the design, delivery and evaluation of Homelessness services.

Still relevant – no service users at this consultation. Involve other providers to improve and review. Not all homeless people go into South King Street. Consider a Forum. Involvement of service users on steering group. Ensure every service has a user involvement policy. Audit of service user involvement. Encourage service users involved through service providers and Supporting People.

5. Ensure that all people who have support needs have that need assessed and met by appropriate person/agency.

Still relevant. Everyone at risk of homelessness or homeless who approach the HO Unit are assessed. These assessments need to be shared with service providers. Protocols to share information should service users agree. Frontline staff from other agencies know to approach Housing Options. Consider all needs not just housing need to the earliest stage possible. Agency protocols, multi-agency linkage at first stage. Time scales and target assessments could be formulated jointly. Assessment panel with expertise in drug/alcohol/mental health issues to be based at current site for priority cases. Common needs assessment required for Supporting People Projects. Time scales to access services – support for providers.

6. To improve joint working through the formulation of protocols and procedures.

Still relevant. Measure effectiveness of any new protocols over a stated period. Are new protocols smart? Need to be specific as to which areas i.e. violent crime, domestic abuse, risk not an exclusion, MAPPA. More protocols required with service providers especially around assessments. Housing Options and Children Services. Protocols to access mental health services.

7. To ensure that Blackpool’s Homeless Strategy continues to be closely linked into & aligned with all relevant strategies and key based partnership plans.

Still relevant. Needs to be reviewed and mapped to ensure partners, users and providers are all present within strategies. Not enough consultation with major agencies. More joint work at early stages to avoid the need for crisis/high cost services. Look at issues with ex offenders release NFA & for drugs/alcohol. Joint care plans, multi agency training. Access to sensitive information to ensure safety of staff.

8. To expand the provision of advice and support services and improve existing services.

Still relevant. Add ‘and information’, ‘access to’. Educate partners into what is available and what is realistic. Review the role of support workers. Ensure the right questions are being asked and right advice given.

9. To ensure that unmet need is identified and addressed.

Need still should be considered. Analyse unmet need from individual assessments, draw client group needs analysis from information and link with SP. D:\Docs\2018-05-03\00c996e542f24e65fb942cb084f056c3.doc Page 44 of 48 End users using hard copies of this document are responsible for ensuring that their copy is up to date.

10. To put in place measures to tackle the large number of homelessness presentations from outside the area.

Need to change to ongoing monitoring of situation. Monitor the effectiveness of current reconnection policy and its effect on homelessness/individuals etc.

D:\Docs\2018-05-03\00c996e542f24e65fb942cb084f056c3.doc Page 45 of 48 End users using hard copies of this document are responsible for ensuring that their copy is up to date. Glossary

C.L.G. - Communities and Local Government Department

Relevant government department governing housing and homelessness policy, formally known as the DCLG or the ODPM.

S.C.S. - Sustainable Communities Strategy

A long-term vision to improve and promote the future economic, social and environmental well-being of an area.

H.S.I.G.- Homelessness Strategy Implementation Group

The group responsible for ensuring the actions within the Homelessness Strategy are carried out within their allocated timescale.

Cabinet and Overview Scrutiny Committee

A committee of Council Members with a particular remit to scrutinise housing and homelessness issues.

B.C.H. - Blackpool Coastal Housing

An ‘Arms Length Management Company’ set up to manage Blackpool Councils housing stock.

Fylde Coast Housing Partnership/Fylde Coast Homelessness and Lettings Group/ Fylde Housing Practitioners Forum –

Sub regional partnership groups working together on housing issues across three local regions, namely Blackpool, Fylde and Wyre.

R.S.L. – Registered Social Landlords

Independent housing organisations registered with the Housing Corporation under the Housing Act 1996.

C.B.L. – Choice Based Lettings scheme

A scheme which allows applicants for social housing to apply for vacancies which are advertised widely in the neighbourhood.

S.P. – Supporting People Programme

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A grant funded programme aimed at supporting vulnerable adults to sustain tenancies.

S.L.A. – Service Level Agreement

An SLA is an agreement concerning a measurable level of service between the service provider and the service receiver.

Streetlife

A nightshelter service for 16-25 year olds.

Supported Lodging Scheme

A scheme providing support for young people in a home environment supported by a family.

S.H.R.S.T. – Single Homeless and Rough Sleepers Team

The team providing advice and guidance for non-priority homeless presentations.

M.A.R.A.C. -Multi Agency Risk Assessment Conferences

In a single meeting, a domestic violence MARAC combines up-to-date risk information with a comprehensive assessment of a victim’s needs and links those directly to the provision of appropriate services for all those involved in a domestic violence case: victim, children and perpetrator.

Sanctuary Scheme

A scheme enabling women who are victims of domestic abuse to remain in their homes by enhancing security systems in their homes.

S.O.R.T. initiative – Street Outreach Response Team

The Team providing a support service for homeless via outreach support with quick response using cycles.

Oasis Project

A nightshelter service for over 25 year olds

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I.P.A./I.P.S.A. - Individual Performance Appraisal

The Corporate staff appraisal system.

Contact details

To ensure our services are accessible to all, documents prepared by Blackpool Council are available in large print, Braille, on audio-cassette or computer disk upon request. We can also provide help for British Sign Language users and provide information in other languages. Please ask for details or telephone 477477.

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