Rapid Rehousing Transition Plan Annual Progress and Future Activity
North Lanarkshire Council · 31 August 2022
Back to Housing Committee — 31 August 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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North Lanarkshire Council Report Housing Committee Does this report require to be approved? ☒ Yes ☐ No Ref SL/MK Date 31/08/22 Rapid Rehousing Transition Plan Annual Progress and Future Activity From Stephen Llewellyn, Head of Housing Solutions E-mail llewellyns@northlan.gov.uk Telephone 01698 274192 Executive Summary North Lanarkshire’s Rapid Re-Housing Transition Plan (RRTP) was submitted to Scottish Government on 19 December 2018 in line with the recommendations outlined within the report which Committee approved on 14 November 2018. Rapid Re-Housing is about taking a housing led approach for re-housing people that have experienced homelessness by ensuring settled housing as an option as soon as possible rather than lengthy stays in temporary accommodation. Transitioning to rapid re-housing is an opportunity for the council and its partners to redress the balance of housing and support options availability and accessibility. The five-year plan submitted sets out how North Lanarkshire Council and its partners will move forward from our current position to deliver a future vision. The Rapid Re-housing Plan forms part of the Council’s Strategic Policy Framework (last approved at Policy and Strategy Committee in March 2022) and as such an annual update is provided to committee. This report provides an overview of the progress achieved over the past year, which constitutes year 3 of the RRTP, for which £484,000 of Scottish Government funding from the Ending Homelessness Together Fund was received to progress RRTP objectives. It also provides an overview of activities planned to meet the RRTP objectives in year 4 (as attached in the Appendix), for which £443,000 of Scottish Government funding has been received to progress the RRTP priorities and seeks approval to progress these activities as outlined. Recommendations It is recommended that the Housing Committee: 1. Note the progress made in year 3 of the RRTP and the activity planned in year 4 to achieve the RRTP key objectives. 2. Approve progression of RRTP activities outlined (as attached in the Appendix) to effectively prevent and address homelessness in North Lanarkshire.
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1. Background 1.1 The RRTP is a planning framework for local authorities and their partners to a transition to a rapid re-housing approach. Their core purpose is to plan how to redress the current balance of housing options for homeless households and realign these to the preferred housing-led approach. 1.2 The RRTP sits within a wider strategic planning framework, closely aligned to the Local Housing Strategy (LHS) (2021-2026), the Health and Social Care Strategic Plan and Strategic Commissioning Plan (SCP) (2020-2023), Strategic Housing Investment Plan (SHIP) (2022/23 – 2026/27), Locality Outcome Improvement Plans (LOIPs) as well as the overarching Plan for North Lanarkshire, which sets out our shared priorities and vision for a North Lanarkshire in which inequalities are reduced, through increased shared opportunities and improved health and wellbeing. 1.3 The RRTP sets out how North Lanarkshire Council and its partners plan to deliver the future vision. It sets out the changes required in temporary accommodation supply, housing supply and multi-agency support to enable settled sustainable housing options for homeless households as quickly as possible. 1.4 Part of this plan sets out the delivery of the Homes First project, which aims to provide a home first, along with wrap around intensive support from a range of partners, to help support some of the most vulnerable homeless clients into sustainable living arrangements and improve their health and wellbeing. 1.5 £484,000 of funding from the Scottish Government’s Ending Homelessness Together Fund was received to deliver the RRTP objectives and priorities in 2021/22, year 3 of RRTP and £443,000 has been received for the current 2022/23-year period to progress RRTP activities in North Lanarkshire. 2. Report Progress achieved 2.1 Despite the impact of Covid-19 in year 1 and 2 of the RRTP, significant progress has been made in the delivery of key RRTP objectives over the past three-year period. The most significant being the creation and establishment of a Homes First Team, providing intensive support for people affected by homelessness with complex needs, and the implementation of several changes in approach and systems to deliver the broad RRTP objectives and priorities. 2.2 This has included an increased focus on implementing a range of preventive measures and early intervention approaches to reduce homelessness and the adverse impact associated with becoming homeless. Approaches to ensure the minimum time spent in temporary accommodation, with fewest transitions as possible, access to The Plan for North Lanarkshire Priority All priorities Ambition statement (24) Review and design services around people, communities, and shared resources
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settled accommodation as quickly as possible, and to timely appropriate support continue to be implemented in partnership with a range of partners, including but not limited to, Registered Social Landlords, Health and Social Care, other council services, Third and Independent Sector Partners. 2.3 The Homes First Team is now well established, with 2022/23 being the first full year of delivery. The team consisting of a partnership of key individuals who have committed to work jointly to deliver the Homes First project as part of the wider RRTP. 2.4 Progress achieved over the past year, has included wrap-around intensive support for 25 Homes First clients and 20 Pathfinder clients. Pathfinder clients are people for whom the Homes First project may be appropriate for in meeting their current or future needs. Through this approach, there is a continuous route for identification of potential Homes First clients to help ensure swift access to support and accommodation when it is needed via the Homes First team. Rapid resettlement into permanent accommodation for 26 clients (25 Homes First and 1 Pathfinder client) with complex support needs was achieved over the period, with 100% tenancy sustainment rate. 2.5 The development of eligibility criteria; joint assessment; operational processes; IT solutions and various additional supports to improve tenancy sustainment and prevent/reduce homelessness have further embedded over the past year, building on the positive work carried in the previous years. 2.6 Other key areas of success and activity over the past year have included: • The development and implementation of a revised Care Experienced Young People’s (CEYP) Protocol and Pathway Plan. • The establishment of Youth Housing Champions across locality housing teams to increase awareness of housing and life challenges experienced by CEYP and to improve service responses in meeting the housing and support needs of young people, reducing and preventing youth homelessness. • The development of a Housing Self-Directed Support Fund, to enable access to a broad range of supports and services, which enable greater choice and control for clients, to improve tenancy sustainment. • The delivery of the Family Plus; Creative Faces and Youth Life Coach projects funded by North Lanarkshire’s Alcohol and Drug Partnership (ADP) and delivered in partnership with Barnardo’s, supporting families, children and young people affected by substance use, trauma, and at risk of/facing housing insecurity. • The provision of bespoke interim housing options for CEYP in partnership with Health and Social Care, providing accommodation for young people in housing crisis through reception flats and a training flat to improve confidence and provide a platform for developing independent living skills to increase tenancy sustainability. • Implementation of SAY Women tenancy sustainment service for young women who have experienced sexual abuse. • Involvement in the national IHub ADP and Homelessness Programme to identify barriers in pathways in accessing services and identification of solutions to improve services, partnership approaches and outcomes. • Completion of case audits to identify good practice and areas of improvement. • System changes to incorporate Sustainable Housing on Release for Everyone (SHORE) standards to improve outcomes for people leaving prison.
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Future Actions 2.7 Although positive impact achieved through the delivery of RRTP is evident, there remain several areas of development yet to be progressed throughout year 4 and 5 of the plan. This includes implementation of some ‘tests of change’ to trial new approaches to meeting needs, addressing gaps in provision, and developing ‘whole systems approaches’ which incorporate a ‘no wrong door’ ethos, in which homelessness is addressed through recognition and action to address underlying causes of homelessness. These can often be health and social care needs, for example, mental health and addiction issues, financial hardship and poverty, employability issues, and inequality more generally. 2.8 In partnership with Blue Triangle Housing Association, funding has been secured from the Corra Foundation to deliver an innovative ‘Tenant Guarantor’ test of change, which will deliver intensive housing support for people with very complex needs, complimenting the existing Homes First service and funding has been secured for a further year from North Lanarkshire’s ADP for Barnardo’s to deliver the three RRTP projects: Family Plus, Creative Faces and Youth Life Coach. Options are also being explored into the delivery of an ‘Out of Hours’ Crisis Response Service, which will see the implementation of further assertive outreach services at key times of heightened vulnerability for people with complex needs. 2.9 The creation a new dedicated Prevention Officer post is planned, which will improve access to mediation services, provide enhanced information and support for people leaving prisons, to provide earlier interventions and improve housing and wider outcomes. 2.10 The success of the furniture fund, enabling access to increased funds to personalise a home and create a stronger sense of home and belonging, safety and security is acknowledged and as such this is being extended beyond Homes First clients to people who experience or are at risk of homelessness. Other activity planned over the 2022/23 period includes a technology fund, to increase digital inclusion, development of a peer support project and further extension of trauma-informed practice and approaches. This represents some of the activity planned over the course of 2022/23. Further detail of all activity planned is outlined in the attached Appendix. 3. Measures of success 3.1 Delivery of actions set out in the RRTP Action Plan (as attached in the Appendix). 3.2 Reduced homelessness, improved tenancy sustainment and wider life outcomes for people affected by homelessness and reduced health and social inequality. 4. Supporting documentation Appendix – Rapid Re-Housing Transition Plan Action Plan 2022-2024 Stephen Llewellyn Head of Housing Solutions
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5. Impacts ( http://connect/report-template-guidance ) 5.1 Public Sector Equality Duty and Fairer Scotland Duty Does the report contain information that has an impact as a result of the Public Sector Equality Duty and/or Fairer Scotland Duty? Yes ☒ No ☐ If Yes, please provide a brief summary of the impact? If Yes, has an assessment been carried out and published on the council’s website? https://www.northlanarkshire.gov.uk/your-community/equalities/equality-and-fairer- scotland-duty-impact-assessments Yes ☒ No ☐ 5.2 Financial impact Does the report contain any financial impacts? Yes ☐ No ☒ If Yes, have all relevant financial impacts have been discussed and agreed with Financial Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.3 HR policy impact Does the report contain any HR policy or procedure impacts? Yes ☐ No ☒ If Yes, have all relevant HR impacts have been discussed and agreed with People and Organisational Development? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact? 5.4 Legal impact Does the report contain any legal impacts (such as general legal matters, statutory considerations (including employment law considerations), or new legislation)? Yes ☐ No ☒ If Yes, have all relevant legal impacts have been discussed and agreed with Legal and Democratic Solutions? Yes ☐ No ☐ If Yes, please provide a brief summary of the impact?
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5.5 Data protection impact Does the report / project / practice contain or involve the processing of personal data? Yes ☐ No ☒ If Yes, is the processing of this personal data likely to result in a high risk to the data subject? Yes ☐ No ☐ If Yes, has a Data Protection Impact Assessment (DPIA) been carried out and e- mailed to dataprotection@northlan.gov.uk Yes ☐ No ☐ 5.6 Technology / Digital impact Does the report contain information that has an impact on either technology, digital transformation, service redesign / business change processes, data management, or connectivity / broadband / Wi-Fi? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? Where the impact identifies a requirement for technology, has an assessment been carried out (or scheduled) by the Enterprise Architecture Governance Group (EAGG)? Yes ☐ No ☐ 5.7 Environmental / Carbon impact Does the report / project / practice contain information that has an impact on any environmental or carbon matters? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.8 Communications impact Does the report contain any information that has an impact on the council’s communications activities? Yes ☐ No ☒ If Yes, please provide a brief summary of the impact? 5.9 Risk impact Is there a risk impact? Yes ☒ No ☐ If Yes, please provide a brief summary of the key risks and potential impacts, highlighting where the risk(s) are assessed and recorded (e.g., Corporate or Service or Project Risk Registers), and how they are managed? Risk is identified in relation to failure to deliver/progress the RRTP actions and priorities as outlined. This risk is assessed and recorded on the Service Risk Register under the Local Housing Strategy (2021-2026) and managed accordingly.
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Appendix – Rapid Re-Housing Transition Plan Action plan 2022-2024 Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Objective 1: Proactively prevent homelessness by extending housing options model across all partners who are supporting those facing housing crisis KEY ACTION 1.1 Roll out Housing Options Training Toolkit across Multi- Agency Partnership Housing Options Toolkit developed and launched Continue to roll out Housing Options Toolkit widely to embed improved, consistent approaches to housing options advice and information 2024 NLC (Business Development and Support) Continue to participate in the ongoing development and learning impact assessment of the Housing Options Toolkit via the Housing Options Steering Group and Learning Impact Assessment Group 2024 NLC (Business Development and Support) KEY ACTION 1.2 Optimisation of rehousing process through Common Housing Register, common Allocation Policies and common matching process teams 34.5% lets to Homeless list (2021/22) – additional lets also made via general list to applicants with confirmed loss of accommodation Continue to review NLC % lets to homeless households and to general list for applicants with ‘confirmed loss of accommodation’ to ensure delivery of RRTP objectives 2023 NLC (Business Development and Support/Housing Operations) 12.38% lets (2021/22) Work with RSL partners to review and to increase % lets to homeless households 2023 NLC (Business Development and Support/Housing Operations) RSL Partners
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead KEY ACTION 1.3 Develop and implement robust protocols between partners for homeless households accessing services to improve engagement and take up of services Revised Care Experienced Young People’s Protocol developed, launch and awareness raising planned Implement revised Care Experience Young People’s Protocol and Pathway in partnership with H&SC 2023 NLC (Business Development and Support/Housing Operations) H&SC Reception flats and training flat established Continue to deliver bespoke housing and support solutions for Care Experienced Young People facing housing crisis and to help equip young people with the skills and confidence for managing a tenancy through delivery of: • The Reception Flats • Training Flat 2023 Barnardo’s H&SC NLC (Housing Operations) - Consider alternative process to taking a homeless application for Care Experienced Young People using Reception Flats 2022 NLC (Business Development and Support/Housing Operations) Guidance exists but refresh required Develop joint procedural guidance in partnership with H&SC on supporting people with ‘No Recourse to Public Funds’ to ensure consistent and improved approaches 2022 NLC (Business Development and Support) H&SC ‘Test of change’ pilots being explored around ‘whole systems approach’ Continue to work with the ADP, H&SC and other partners to assess need, identify gaps and develop services to meet needs 2024 NLC (Business Development and Support/Housing Operations) H&SC Wider Partners
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Housing representation across all community care planning structures in place Continue to participate in the Strategic Planning Group, Health and Social Care Partnership Boards, ADP Board and other community care planning structures to identify opportunities to improve access to services, engagement, identify gaps and better meet needs 2024 NLC (Business Development and Support/Housing Operations) H&SC ADP Third and Independent Sector Partners KEY ACTION 1.4 Continue to develop preventative approach to homelessness Homelessness Prevention Duties Consultation closed at the end of March 2022 – awaiting publication of new duties Review prevention and early intervention activities in line with the enactment of the new future Homelessness Prevention Duties 2024 NLC (Business Development and Support/Housing Operations) Wider Partners Case file audits and support review carried out, providing some insights into prevention and early intervention activities Carry out an evaluation of prevention and early intervention activities taking place currently in advance of the new duties to improve tenancy sustainment and reduce homelessness 2023/24 NLC (Business Development and Support/Housing Operations) Wider Partners RSLs are key partners in the RRTP Steering Group Work in partnership with RSLs to identify resources to develop homelessness prevention and reduce incidence of housing crisis 2024 NLC (Housing Operations) RSL Partners Health and Homeless Plan developed and implemented Implement Health and Homelessness Action Plan 2024 H&SC All Partners
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead • ‘Accessing Opportunities’ pilot complete identifying barriers and opportunities • Employability colleagues represented in RRTP planning structures to identify opportunities and overcome barriers Continue to develop employability services for those most disadvantaged households affected by homelessness 2024 NLC (Housing Operations) Employability Services - Create and implement a new dedicated post on prevention to work in tandem with the Housing First Team and wider housing locality teams, H&SC and wider partners 2023 NLC (Housing Operations) Furniture fund which funds additional items beyond SWF items in place for Housing First clients currently Extend access to the existing ‘Furniture Fund’ beyond Housing First clients to enable wider positive outcomes for people who are homeless/at risk of homelessness 2023 NLC (Housing Operations)
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead I HUB groups and workstreams at an advanced stage with membership from NL Housing and ADP Continue to be involved in the I Hub ADP and Homelessness Programme to identify barriers and opportunities to improve pathways and access to services 2023 NLC (Business Development and Support/Housing Operations) H&SC KEY ACTION 1.5 Improve our understanding of the needs and requirements of LGBTQ+ service users Some research carried out as part of the Local Housing Strategy development to identify needs and requirements of LGBTQ+ people Carry out consultation with LGBTQ+ households to gain a better understanding of needs and requirements 2024 NLC (Business Development and Support) H&SC E- learning LGBTQ+ module created Multi-agency workforce development and training 2024 All Partners CHR data collection being considered as part of new requirements of equality characteristics collation Consider opportunities to enhance data collection and monitoring to enable improved services 2024 NLC (Business Development and Support) KEY ACTION 1.6 Improve policy, training and services in relation to domestic abuse to improve outcomes and reduce homelessness Policy development underway Develop and implement a Housing Domestic Abuse Policy in partnership with specialist organisations in North Lanarkshire and people with lived experience 2023 NLC (Business Development and Support) VAW specialist organisations VAW Strategic and Operational Partnership
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Funding from Equally Safe Fund secured to extend Safe and Together training to housing staff and other key council services Extend and deliver Safe and Together training to housing staff 2023 NLC (Business Development and Support) VAW Strategic and Operational Partnership Housing representation on both strategic and operational groups as well as MARAC and MATAC structures Participate in the Violence Against Women Strategic Partnership and Operational Partnership to improve policy, procedures, training and services for people affected by domestic abuse 2023 NLC (Business Development and Support) VAW Strategic and Operational Partnership Participation agreed Participate in the national ‘REVIVE’ project to improve housing outcomes and prevent homelessness 20223 NLC (Housing Operations) REVIVE Scotland Project recently commenced Implement and deliver SAY women tenancy sustainment service for young women who have experienced sexual abuse 2023 NLC (Business Development and Support/Housing Operations) SAY Women KEY ACTION 1.7 Continue to improve digital services to Digital NL workstreams underway Consider how Digital NL can assist us to improve services for people affected by or at risk of homelessness 2024 NLC (Business Development and Support)
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead improve digital inclusion amongst people who are homeless/at risk of homelessness - Consider, develop and implement IT requirements to identify and track Housing First households 2024 NLC (Business Development and Support/Housing Operations) - Introduce dashboard of information via Power BI 2024 NLC (Business Development and Support) - Establish and implement a ‘Technology Fund’ to improve access to a suite of technology for Homes First clients and people who experience homelessness 2023 NLC (Housing Operations) KEY ACTION 1.8 Implement further measures to ensure a proactive approach to prison releases in line with SHORE standards PAS modifications commenced Establish PAS recording for all short-term prisoners to enable SHORE standards to me monitored 2024 NLC (Business Development and Support) Some work undertaken currently, although scope exists to improve Establish housing links to courts at point of remand 2024 NLC (Housing Public Protection Team) H&SC
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead KEY ACTION 1.9 Implement audit processes on Housing Options Interviews to ensure consistent, high- quality information and advice - Establish regular audit process on quality which includes a focus on protocol/priority points for domestic abuse, Care Experienced Young People, and other priority groups/complex needs 2023 NLC (Business Development and Support/Housing Operations) KEY ACTION 1.10 Improve approach to tenancy sustainment - Develop and implement tenancy sustainment policy 2022 NLC (Business Development and Support) KEY ACTION 1.11 Ensure wider links and activity to early prevention and intervention in health and broader settings GP link workers in place Review Health and Homelessness Referral process and housing locality links to GP link workers 2022 NLC (Housing Operations) H&SC Referral pathways implemented Review Education Services links and referral pathways implemented to ensure effectiveness 2022 NLC (Housing Operations) Education - Introduce routine enquiry on current housing status to identify those at risk of homelessness and establish pathways between housing and health. To initially focus on key areas: • Midwifery • Health visiting • ED and psychiatric liaison • Mental health and addiction services 2024 H&SC NLC (Housing Operations)
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead KEY ACTION 1.12 Improve quality, consistency and access to information, advice and signposting in relation to prevention across services and partner organisations - Carry out review of information, advice and signposting available on websites, in offices, in other formats, in relation to prevention 2023 NLC (Housing Operations) Wider Partners Implement any recommendations arising from the review to improve quality, consistency and access to information, advice and signposting 2023 NLC (Housing Operations) Objective 2: Enable service users with no/low support needs to access settled housing quickly KEY ACTION 2.1 Improve access to the Private Rented Sector for homeless people, people at risk of homelessness and reduce homelessness from the Private Rented Sector - Develop and implement a Private Rented Sector Access Scheme 2023 NLC (Business Development and Support) Rent Deposit Guarantee Scheme in place but under- utilised with scope to re-design to improve uptake Review the Rent Deposit Guarantee Scheme and make recommendations to improve access/re- design 2023 NLC (Business Support and Development) Panel re-established with operational housing representation Enhance partnership working with the Private Rented Sector Panel for landlord registration, Below Tolerable Standard Issues and evictions 2023 NLC (Housing Operations) Landlord Registration Private Sector Housing Team
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Date arranged for Sept 2022 for 1st Forum Improve engagement with private landlords to increase awareness of responsibilities and rights, to improve quality, reduce homelessness and improve access to the sector via establishing a Private Landlord Forum 2022 NLC (Business Development and Support) Development of resources and e- learning module underway Develop and deliver Private Rented Sector training and resources for frontline housing staff to improve knowledge and skills in delivery of wider housing options advice 2022 NLC (Business Development and Support) KEY ACTION 2.2 Conversion of temporary furnished flats to settled homes/Scottish Secure tenancies Procedure of flipping temporary accommodation developed and implemented Continue to where possible flip temporary accommodation to settled mainstream accommodation where this is suitable and continue to audit to inform efficacy ongoing NLC (Housing Operations/Business Development and Support) KEY ACTION 2.3 Increase housing supply for homeless households or people at risk of homelessness 75 homes purchased over the 2021/22 Increase Buy Back and Empty Home Purchase Scheme initiatives to increase supply for homeless households ongoing NLC (New Supply Team) 389 affordable homes delivered in 2021/22 Deliver 300 new social rented homes per annum through Affordable Housing Supply Programme (SHIP) – housing supply target to be reviewed following completion of HNDA3 ongoing NLC (New Supply Team)
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Pilot commenced Pilot of providing two offers of housing concurrently 2022 NLC (Housing Operations) KEY ACTION 2.4 Implement North Lanarkshire Council Local Housing Strategy (2021- 2026) Strategic Housing Priority 3: We prevent and resolve homelessness effectively Local Housing Strategy published and implementation underway over the 2021-2026 five-year period Appropriate action taken to progress Amber and Red Actions identified through LHS Review process 2026 NLC (Business Development and Support) Objective 3: Develop interim housing options which enable housing sustainment and independent living KEY ACTION 3.1 Minimise time homeless households spend in temporary accommodation 158 days (23 weeks) average case duration 2021/22 period Reduce homeless case duration ongoing NLC (Housing Operations) - Develop PIE Design Guide in partnership with Third Sector Providers 2023 NLC (Housing Operations) Refurbishment of Bank Street underway Complete remodelling/reconfiguration of residential accommodation at Bank Street 2024 NLC (New Supply Team)
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Refurbishment plans approved Complete refurbishment of Black Street 2023 NLC (Business Support and Development/Housing Operations) Third Sector Provider 658 units (comprising dispersed, specified and supported places) Continue provision of residential accommodation through supported and specified units where required ongoing NLC (Housing Operations) Objective 4: Extend Housing First model enabling the most complex and disadvantaged service users to quickly access and successfully sustain settled accommodation KEY ACTION 4.1 Deliver and continue to develop the Housing First Support Service for those with most complex needs Housing First Team established Continue to deliver Housing First Support via the Housing First Team to 25 Housing First clients and 20 pathfinder clients per annum and explore potential to extend/scale up. ongoing NLC (Housing Operations) - Review and redesign the Housing First Support Service Contract in tandem with the existing Housing Support commissioned contracts, internal housing support and health and social care support to deliver a sustainable, longer-term service that meets the broad range of needs and delivers on the RRTP objectives 2024 NLC (Housing Operations/Business Development and Support) Housing Self-Directed Support Fund established Increase access/uptake of the Housing Self Directed Support Fund for Homes First clients 2023 NLC (Housing Operations)
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead Potential model options explored Explore piloting an ‘Out of Hours’ Crisis Response Service to prevent and mitigate housing crisis, improve access to assertive outreach and prevent tenancy failure 2023 NLC (Housing Operations/Business Development and Support) KEY ACTION 4.2 Consider how Addictions Services can be redesigned to meet the needs of homeless households with most complex needs Housing represented on the ADP and senior social worker post integrated within the Housing First Team to improve pathways Contribute to the ADP Board and explore opportunities to improve access and referral pathways to addiction services for homeless households and those at risk of homelessness ongoing Housing First Team/NLC (Business Development and Support) Projects funded for a further year until 2023 by the ADP Deliver ADP funded RRTP projects in partnership with Barnardo’s: • Family Plus (families and children impacted by substance use and trauma) • Youth Life Coach (care experienced young people at risk of substance use) • Creative Faces (care experienced young people at risk of substance use) 2023 NLC (Housing Operations) KEY ACTION 4.3 Consider how Mental Health Services can be redesigned to meet the needs of homeless households with most complex needs Mental Health Strategy for Lanarkshire implemented and senior social worker post integrated within the Housing First Team to improve pathways Review and refresh pathway between Housing, Homelessness Service and Mental Health Services 2023 Housing First Team
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead KEY ACTION 4.4 Develop Housing Contribution Statement (HCS) as part of the new Strategic Commissioning Plan (SCP) for 2023- 2026 Existing HCS in place for current SCP (2020-2023) Ensure HCS and SCP alignment and commitment to RRTP objectives 2023 NLC (Business Development and Support) KEY ACTION 4.5 Review exclusion processes and strategies for engaging with clients with complex needs Guidance/procedures in the process of being developed Develop and implement clear guidance and supports for supported accommodation staff and partner providers to reduce exclusions and identify alternative options to improve outcomes for those with complex needs 2022 NLC (Business Development and Support) KEY ACTION 4.6 Explore development of new supports and services to meet the needs of people with complex needs for whom Housing First may not be suitable Funding secured by Blue Triangle Housing Association to deliver ‘test of change’ Tenant Guarantor Model Develop and implement Tenant Guarantor Model 2023 Blue Triangle Housing Association NLC (Housing operations/Business Development and Support)
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Rapid Rehousing Transition Plan - Action Plan 2022-2024 Action Baseline 2022 Milestones Timescale Lead KEY ACTION 4.7 Continue to explore the development of new supports for people with complex needs to compliment the existing supports and services available - Explore implementation of peer support across Housing First and wider services 2023 NLC (Housing Operations) KEY ACTION 4.8 Continue to implement trauma- informed practice, services and systems Post in process of recruitment Recruit trauma-informed coordinator as part of the council’s wider plans to improve trauma-informed approaches across services and partners 2022 H&SC Solihull training delivered to some housing staff and trauma-informed training e-learning developed Roll out trauma-informed training to all housing services staff with enhanced training for staff in roles with increased contact with clients with complex needs 2024 NLC (Housing operations/Business Development and Support/Housing Operations) - Carry out trauma-informed walk-throughs focussing on specific priority areas to identify steps required to ensure trauma-informed environments, services and informed 2024 NLC (Housing operations/Business Development and Support/Housing Operations)