Appendix B: Review of the 2018-23 Homelessness Strategy lifecycle

12/6/24 Homelessness Future Resettlement Pathway Report

1. The 2018-2023 Homelessness Strategy progress and actions undertaken are summarised below.

2018-23 Strategic Priority	Actions and achievements during 2018-23
1. Reduce Rough Sleeping	A significant reduction of the number of people sleeping rough, from 29 in 2017 to 15 in 2023 using street count figure, and 4 using late 2023 estimate Implementation of the Rough Sleepers Initiative and additional resources to support people with complex needs, providing effective outreach Rough Sleeper Housing Navigator Team playing a critical role in identifying needs at an early stage for anyone rough sleeping or faced with from July 2020 An increase in Making Every Adult Matter (MEAM) to work with complex / entrenched rough sleepers and people with complex mental health issues
2. Prevent Homelessness	Full implementation of the new homeless legislation the Homeless Reduction Act 2018, which extended LA responsibilities and embedded the prevention approach in service delivery A maintained and sustained core focus on early intervention and the prevention and prevention of homelessness An increase in the number of housing options workers Use of the YorHome social lettings service to offer accommodation for people at risk of homelessness
3. Ensure appropriate accommodation for people who are homeless or at risk of homelessness	The development and opening of James House 57 purpose built and fully furnished units of temporary accommodation An increase in emergency bed spaces available so services can react quickly to rough sleeping through NSNO, NAP Pads, B&B and other forms of temporary accommodation. This creates additional spaces to meet short term peaks in demand. Zero homeless 16 or 17 year olds have been placed in B&B and zero families for longer than 6 weeks Rough Sleepers Accommodation Programme attracted capital and revenue funding to provide appropriate accommodation and support for 6 individuals with complex needs
4. Ensure appropriate support for people that are homeless or at risk of homelessness	Joint working with Housing, Mental Health clinical services and Adult Social Care via the mental health and housing meeting Housing First established with 33 tenancies providing both a home and the support needed to resolve homelessness Trauma informed service provision developed Introduction and expansion of Rough Sleeper Navigator Team from 2019 onwards Introduction of Making Every Adult Matter workers and Mental Health Housing First workers. Introduction of Rapid Rehousing – needs further development Youth Homeless Workers and joint assessments with Children Services. Additional resources to expand our resettlement offer through capital and revenue grant funding (Rough Sleeping Accommodation Programme – RSAP) and purchased six 1 bed flats for rough sleepers (these are specific for this purpose for the next 30 years and will then become part of the general stock). Includes a specific support worker. Ex-offenders support worker helping people in to the private rented sector
5. Maintain and develop partnership working and strategic direction	Continued delivery of a comprehensive resettlement programme “Everyone in” successful emergency response to pandemic conditions in 2020

2018-23 Strategic Priority

Actions and achievements during 2018-23

1. Reduce Rough Sleeping

A significant reduction of the number of people sleeping rough, from 29 in 2017 to 15 in 2023 using street count figure, and 4 using late 2023 estimate

Implementation of the Rough Sleepers Initiative and additional resources to support people with complex needs, providing effective outreach

Rough Sleeper Housing Navigator Team playing a critical role in identifying needs at an early stage for anyone rough sleeping or faced with from July 2020

An increase in Making Every Adult Matter (MEAM) to work with complex / entrenched rough sleepers and people with complex mental health issues

2. Prevent Homelessness

Full implementation of the new homeless legislation the Homeless Reduction Act 2018, which extended LA responsibilities and embedded the prevention approach in service delivery

A maintained and sustained core focus on early intervention and the prevention and prevention of homelessness

An increase in the number of housing options workers

Use of the YorHome social lettings service to offer accommodation for people at risk of homelessness

3. Ensure appropriate accommodation for people who are homeless or at risk of homelessness

The development and opening of James House 57 purpose built and fully furnished units of temporary accommodation

An increase in emergency bed spaces available so services can react quickly to rough sleeping through NSNO, NAP Pads, B&B and other forms of temporary accommodation. This creates additional spaces to meet short term peaks in demand.

Zero homeless 16 or 17 year olds have been placed in B&B and zero families for longer than 6 weeks

Rough Sleepers Accommodation Programme attracted capital and revenue funding to provide appropriate accommodation and support for 6 individuals with complex needs

4. Ensure appropriate support for people that are homeless or at risk of homelessness

Joint working with Housing, Mental Health clinical services and Adult Social Care via the mental health and housing meeting

Housing First established with 33 tenancies providing both a home and the support needed to resolve homelessness

Trauma informed service provision developed

Introduction and expansion of Rough Sleeper Navigator Team from 2019 onwards

Introduction of Making Every Adult Matter workers and Mental Health Housing First workers.

Introduction of Rapid Rehousing – needs further development

Youth Homeless Workers and joint assessments with Children Services.

Additional resources to expand our resettlement offer through capital and revenue grant funding (Rough Sleeping Accommodation Programme – RSAP) and purchased six 1 bed flats for rough sleepers (these are specific for this purpose for the next 30 years and will then become part of the general stock). Includes a specific support worker.

Ex-offenders support worker helping people in to the private rented sector

5. Maintain and develop partnership working and strategic direction

Continued delivery of a comprehensive resettlement programme

“Everyone in” successful emergency response to pandemic conditions in 2020

2. Draft key priorities for 2024-29:

Key priority	Homelessness Strategy 2024-29 Themes
1. Expansion of Housing First	Expansion of Housing First through a formal partnership investment model to increase revenue funding, alongside strategic purchases of suitable flats into the HRA stock and Registered Provider commitment Multidisciplinary Team providing holistic support for service users with complex needs, including factors such as dual diagnosis This takes into account core elements of the Resettlement Review recommendations and builds on existing service strengths including the Mental Health Housing First provision
2. Resettlement service redesign delivering review recommendations	Incorporate Resettlement Review recommendations into the new services, including a revised model with Mental Health specialism and considerations of other specialist service areas
3. Expansion of social housing	Maximise delivery through Section 106 planning permissions and the council’s Housing Delivery Programme, in addition to work with social housing partners to increase the level of Homes England grant funded investment in the City Priorities informed by the Local Housing Needs Assessment 2022 or successor evidence base document[1]
4. Expansion of Temporary Accommodation providing needs: evidenced	Analysis of needs with proposals for additional Temporary Accommodation to ensure capacity is sufficient for families faced with homelessness. Options include purchase of additional properties into the Housing Revenue Account for ‘dispersed’ Temporary Accommodation.
5. Revised governance structure and performance framework	A new governance structure and enhanced data reporting to establish clearly “what success looks like” in the new service delivery model as an effective performance framework. Regular performance review integrated into ongoing service improvement to achieve the strategy objectives.
6. Tackling Domestic Abuse	Achieve Domestic Abuse Housing Alliance (DAHA) accreditation. Support survivors, prevent homelessness where possible, including preventative work with perpetrators and individuals at risk of becoming perpetrators.