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					    Worcester City
Rough Sleepers Strategy
     2007 - 2011
Foreword


I am very pleased to introduce the first rough sleepers strategy for the City of Worcester and
the fact that it has been developed in partnership with statutory, voluntary and community
organisations, the faith community and services users is testament to the fact that we are all
committed ending rough sleeping in Worcester.


We have achieved a great deal over the years, as you will see throughout the document, in
terms of the provision of services and accommodation for rough sleepers with the Magg's Day
Centre providing food and support, the Night Assessment Centre providing accommodation
throughout the coldest winter months, the Worcester Rough Sleepers Project Outreach Team
to proactively seek out and help rough sleepers and other initiatives to tackle and assess the
extent of rough sleeping in the City.


However, called “The Magnetic City” by a service user there is still a lot to do, with the
increasing numbers of people that are attracted into the City for help due to the excellent
services on offer and that continue to come to the City seasonally to sleep rough. Worcester
will be promoted through this strategy as a City that will pro-actively and comprehensively set
out to work with people to get them off the streets before or as soon as they come to the City
to prevent them becoming socially excluded.


Through this approach, we are confident that the benefits will be experienced by the
community as a whole, as well as from an individual perspective.




                                              2
Executive Summary
This is the first Rough Sleepers Strategy 2007 – 2011 for Worcester City. The Strategy has
been developed by Worcester City Council in partnership with a range of key statutory and
voluntary agencies. There are still an unacceptable number of rough sleepers in the City and
providing housing or support alone cannot meet the needs of this client group.       The needs
cannot be solved by a single agency alone and therefore the strategy has been developed
working in partnership to deliver a co-ordinated response to address the housing, support and
health needs of homeless individuals and to prevent future homelessness is essential.       The
overarching aims of the strategy are therefore to work in partnership to help rough sleepers to
make the right choice to come off the streets and successfully maintain accommodation and to
prevent the next generation of rough sleepers.


When the Labour Government came into office in 1997, one of its key priorities was to tackle
the exclusion of people from society. Since that time a number of strategies, documents and
specialised services have developed. It is clear to see from this history and summary of the
key national documents and strategies that we work to as a local authority, that homelessness
has moved up the political agenda and is increasingly becoming more performance led
focussing on the reduction of homelessness and social exclusion in society.


The document details the extreme pressure on the local housing market in Worcester and the
need to focus resources on local people.     Critically Worcester‟s location and its delivery of
services act as a magnet for single homeless from a wide geographical area. It should also be
stressed that in a city with limited development sites, the provision of new accommodation is
difficult especially in an environment where the council is under statutory pressure to house a
high number of families. It is clear that the city can no longer accommodate all those that
wish to live here. These pressures mean the council and its partners must be committed to
making the best use of existing resources and develop effective policies to meeting the needs
of rough sleepers with a local connection.




                                                 3
There is a lack of strategic integration between certain services and different statutory
agencies have different ways of working across the county, different geographical boundaries
and different contacts for each department at each district level making it difficult to co-
ordinate responses to the problem.       Problems may also arise due to the diverse range of
organisational targets and funding streams. Individual organisations may not be aware of the
situation surrounding single homeless people and rough sleepers as they are not required to
tackle homelessness in the same way that Local Authorities are.           It is also possible that
funding is not available for them to tackle the specific issue of rough sleepers as this, in itself,
would not be seen as a priority group.       Awareness raising of this whole issue is therefore
needed to inform organisations that by working with us to tackle the issue of rough sleepers,
they can achieve some real benefits to their own organisations targets and resources.


A comprehensive needs assessment and mapping exercise was undertaken which identified
that a good range of different services have been developed over the years and a lot has been
achieved by the statutory, voluntary and private agencies involved including assessing the
need‟s of rough sleepers, rough sleepers counts, provision of accommodation including a night
assessment centre and a number of support initiatives.            Service users would like to be
consulted with more comprehensively and data suggests that we need to be looking at
tackling youth homelessness, building up links with prisons, probation, hospitals and the
armed forces to ensure that people leaving institutions do not end up on the streets, and
looking at providing accommodation for homeless couples, rough sleepers with dogs and those
with supported accommodation needs.          Both the range of service provision needs to be
increased and the other approaches discussed need to be further improved to develop a
cohesive joint working model that can be used and accessed consistently by all of the agencies
working with this client group.


The strategy has enabled the development of a robust action plan which will strive to achieve
the following objectives:
   1. Empower individuals to make the right choice to come off the streets




                                                 4
   2. Improving joint delivery of core services to support the move off the streets
   3. Providing suitable accommodation solutions
   4. Accessibility to the full range of services through improved information sharing and an
      agreed approach
   5. Delivery of a range of services that provides a secure and stable environment once off
      the streets
   6. Preventing the next generation of rough sleepers
   7. Responding locally – implementing a local connection policy


This strategy will be successfully implemented through partnership working between statutory
and voluntary agencies and key housing providers and stakeholders in the community. The
key mechanism for implementing, monitoring and reviewing the action plan will be the
Worcester City Single Homeless Forum which is a group of representatives from a multi
disciplinary range of agencies who meets on a quarterly basis to discuss and tackle issues
around single homelessness in the City with Worcester City Council being the lead.




                                               5
Contents


1.0 Introduction
2.0 Our starting point
3.0 The Worcester City profile
4.0 Evidence and needs base
5.0 Single homeless review
6.0 Partnership working
7.0 Implementing, monitoring and reviewing the strategy
8.0 Resources
9.0 The action plan
10.0 Glossary
11.0 Abbreviations
12.0 Bibliography




                                        6
1.0 Introduction
Welcome to the first Rough Sleepers Strategy for Worcester City.          The Strategy has been
developed by Worcester City Council in partnership with a range of key statutory and
voluntary agencies and service users in recognition of three facts; firstly, that there is still an
unacceptable number of rough sleepers in the City, secondly, that providing housing or
support alone cannot meet the needs of this client group and thirdly that no one agency can
solve Worcester City‟s homelessness problem. Therefore working in partnership to develop a
co-ordinated response to address the housing, support and health needs of homeless
individuals and to prevent future homelessness is essential.       The overarching aims of the
strategy are therefore to work in partnership to help rough sleepers to make the right choice
to come off the streets and successfully maintain accommodation and to prevent the next
generation of rough sleepers.


Why the need for a strategy specifically for rough sleepers
Quite simply put, rough sleeping is the most visible form of homelessness and is unacceptable
in today‟s society. A brief look at the national, regional, sub regional and local contexts will
highlight the strategic relevance of this document.


National context
When the Labour Government came into office in 1997, one of its key priorities was to tackle
the exclusion of people from society and the Social Exclusion Unit was asked to produce a
report on rough sleeping in England. The report was published in 1998 and recommended the
setting up of the Rough Sleepers Unit with the target of reducing rough sleeping in England,
by at least two thirds by 2002. At this time they estimated the number of rough sleepers to
be around 2,000 on any one night, with about 10,000 during the course of the year.


In 1999, the Rough Sleepers Unit was set up and prepared the Government‟s Strategy on
rough sleeping “Coming in from the Cold” to meet this target. The national target was met in
2001 and it is now important to maintain and continue to reduce the level of rough sleepers




                                                7
with a key focus on preventing the next generation of rough sleepers. The setting up of the
Homelessness Directorate in 2002 led to an integrated approach to tackling the issues of
homelessness and rough sleepers together. The directorate produced a report “More than a
roof” in 2002 which established a new, holistic, way of tackling homelessness by looking at the
personal and social root causes of homelessness with a view to preventing homelessness
occurring in the first place.      In 2005 the Government‟s homelessness prevention strategy
Sustainable Communities: settled homes; changing lives was developed and which builds on
the progress of More than a Roof and sets out the Government‟s vision for reducing
homelessness amongst all client groups.


In terms of the legislation the Government introduced the Homelessness Act in 2002.           It
stated that LA‟s must take a strategic approach to homelessness in their area by undertaking
a homelessness review and producing a homelessness strategy.          Although Worcester City
Council‟s Homelessness Strategy 2003-2006 does include objectives around tackling rough
sleeping, it is now felt that a more specialised and detailed response is needed for this client
group.


The Homelessness Act 2002 also placed upon authorities the need to provide additional advice
and assistance to clients that we do not have a statutory homeless duty to under the
legislation. Therefore, we have an increased duty to help this client group and to reduce the
incidence of social exclusion.


It is clear to see from this history and summary of the key national documents and strategies
that we work to as a local authority, that homelessness has moved up the political agenda and
is increasingly becoming more performance led focussing on the reduction of homelessness
and social exclusion in society.




                                                 8
The regional, sub regional and countywide context
The regional, sub regional and countywide contexts emphasize the increasing strategic focus
of homelessness at different levels and across boundaries and the need to not only consider
your local area but to take account of the wider picture in a unified effort to prevent
homelessness.   The West Midlands Regional Homelessness Strategy was commissioned to
inform the West Midlands Regional Housing Strategy 2005 and has developed the strategic
steer for tackling homelessness in the West Midlands.     The purpose of the West Midlands
Regional Housing Strategy 2005 is to reinforce and apply the principles of urban and rural
renaissance (set out in the Regional Spatial Strategy) to the region‟s housing market to secure
mixed and balanced communities in the West Midlands.         It also deals with issues around
affordability and the subsequent problems of homelessness.


At a sub regional and county level, there are a number of developments within the South
Housing Market Area. A Sub Regional Housing Market Area Group has been established and
co-ordinated the development of a homelessness action plan, an investment plan to inform
the delivery of affordable housing, and who are currently preparing a housing strategy for the
sub region. The 6 district authorities in Worcestershire are also currently developing a County
Homelessness Strategy 2006 – 2011. Other key documents to consider and link in with are
the Supporting People 5 year plan (2005-2010), the Housing, Health and Social Care Older
Person‟s Strategy, the Worcestershire Local Area Partnerships and targets within the themes
of the local area agreement, the Worcestershire Children and Young People‟s Plan, local Sure
Start and Connexions strategies, Countywide Education and Employment programmes, the
Worcestershire NHS Local Delivery Plan, County Community Safety Strategies and the
Substance Misuse Action Team Strategy to reduce the harm of drug and alcohol misuse in
Worcestershire in 2005-8.




                                              9
Local context
On a local level, before looking at the strategy drivers, it is necessary to highlight the
relevance of this strategy linking in with Worcester City Council‟s priorities in the Housing
Strategy 2005-9, the Worcester City action plan within the County Homeless Strategy 2006-
2011, and the Private Sector Renewal Strategy 2004-7.        The development of this strategy
itself was a key element of the current 2006/7 Policy & Review service plan as part of
identifying the gaps in service provision and accommodation for rough sleepers and
developing mechanisms to overcome these.


The trends identified below in Worcester City have added to this increasing need for a specific
strategy to run in conjunction with the generic homeless strategy for the City. In basic terms,
the numbers of rough sleepers are increasing in Worcester and even though we have excellent
services for rough sleepers in Worcester, this coupled with the extreme housing pressure of
the area e.g. low social lettings, a buoyant private rented sector, increasing house prices and
the inward migration of people to the City has led to many barriers to accommodation and
services. One of the first things acknowledged in the introduction of this document was that
no-one agency could solve Worcester City‟s homelessness problem.            Given the housing
pressure and the apparent attraction of the City to rough sleepers it is clear that it is not
sustainable to accommodate all those who wish to live here.           A strategic, coordinated
response is now required to tackle the issue including the implementation of a re-connection
policy/local connection policy.


Increasing numbers of those sleeping rough or at risk of sleeping rough
Worcester is an attractive, historic city and many people are not aware of the increasing
problem of single homeless people and in particular, rough sleepers that are attracted to the
City to take advantage of the services on offer here. The development of Worcester Rough
Sleepers Project (WRSP) in 2001 has led to the collection of detailed information on the rise in
numbers of this client group and inside information on encampments and squats where the
general public and housing services were previously unaware that people were sleeping.




                                              10
Figure 1 shows the number of contacts (that include current, potential and ex rough sleepers)
that the Worcester Rough Sleepers Project came into contact with between 2002/3 and
2005/6.

                    90
                    80
                    70
   No of contacts




                    60
                    50
                    40
                    30
                    20
                    10
                    0
                         Q1 2002/3

                                     Q2 2002/3

                                                 Q3 2002/3

                                                             Q4 2002/3

                                                                         Q1 2003/4

                                                                                     Q2 2003/4

                                                                                                 Q3 2003/4

                                                                                                             Q4 2003/4

                                                                                                                         Q1 2004/5

                                                                                                                                     Q2 2004/5

                                                                                                                                                  Q3 2004/5

                                                                                                                                                              Q4 2004/5

                                                                                                                                                                          Q1 2005/6

                                                                                                                                                                                      Q2 2005/6

                                                                                                                                                                                                  Q3 2005/6

                                                                                                                                                                                                              Q4 2005/6
                                                                                                             Quarter



Figure 1 WRSP client contact numbers 2002/3 to 2005/6


A rough sleeper‟s count in November 2004 in Worcester City identified only 4 people sleeping
rough according to the Department for Communities and Local Government (DCLG) definition.
However, we believe that this is not a true reflection of the situation. From initial analysis of
figures and through information obtained from the focus group that was held as part of
informing this strategy, we believe this figure to be much higher at certain times throughout
the year.


Increased recognition of the “hidden homeless”
There is a consensus, particularly between the voluntary agencies in the City and nationally,
that there are a number of “hidden homeless” or “sofa surfers” that are not being recorded or
recognised within official statistics.                                                                                                           The 2005 Worcester City Housing Requirements Study
reported back on the views of voluntary agencies in terms of the difficulty of dealing with this
transient client group and the impact this has on the success of their housing application.




                                                                                                                                                                              11
Services on offer in Worcester City
Currently in the City there are a number of services that have been developed for the single
homeless in the City, including two direct access hostels, a day centre, a Night Assessment
Centre (for the coldest winter months), a Smartmove scheme, and floating support services to
meet the increasing demand over the year from the client group         This service provision in
itself attracts single homeless people to the city.   A focus group that was carried out with
rough sleepers also identified that some transient people visit Worcester whenever they are
passing on their travels up and down the country presumably due to its central location. We
have also identified that there seem to be specific links with the Weymouth and
Gloucestershire areas, whereby single homeless people move between these areas and
Worcester seasonally because of the services on offer.


The need for a co-ordinated approach with mainstream services
These services now need to be brought together and linked in with core services such as
health, social services, the police and housing providers in a systematic and effective way to
provide a seamless service for this client group. It is time to take a holistic, overall approach
to address all the needs of rough sleepers. Worcester needs to be promoted as a City that will
actively seek out anyone that is sleeping rough and help them to make the right choice to
come off the streets.    People will not be able to remain sleeping on the streets and the
services and systems will be strengthened to ensure that front line workers dealing with this
client group have the range of tools in order to do this.


Responding Locally
The aspiration of any strategy dealing with homelessness has to be the provision of
appropriate and affordable housing for all those who need it.        The document details the
extreme pressure on the local housing market in Worcester and the need to focus resources
on local people. It should also be stressed that in a city with limited development sites, the
provision of new accommodation is difficult especially in an environment where the council is
under statutory pressure to house a high number of families. It is clear that the city can no




                                                12
longer accommodate all those that wish to live here. This means that the reality of providing
single person‟s accommodation is a relatively low priority. These pressures mean the council
and its partners must be committed to making the best use of existing resources and develop
effective policies to meeting the needs of rough sleepers with a local connection.    Those wih
no local connection with the city will be offered every support and assistance in securing
accommodation and services elsewhere.


The objectives of the strategy
Therefore, taking all this into account, the objectives that this strategy will strive to achieve
are to:
               Empowering individuals to make the right choice to
Objective 1
               come off the streets
               Improving joint delivery of core services to support the
Objective 2
               move off the street
               Providing suitable accommodation solutions
Objective 3

               Accessibility to the full range of services through
Objective 4
               improved information sharing and an agreed approach
               Delivery of a range of services that ensure a stable
Objective 5
               environment once off the streets
Objective 6    Preventing the next generation of rough sleepers
               Responding locally - Implementing a local connection
Objective 7
               policy




                                               13
Partners
The following agencies are working together to achieve this strategy, they are all members of
the Single Homeless Forum which was set up in 2001 to tackle issues around single
homelessnessinWorcester:




                                        WORCESTER
                                          YMCA


                       CENTREPOINT                        SUPPORTING
                                                            PEOPLE




             WORCESTER                    SINGLE
             HOUSING &                 HOMELESSNESS                WORCESTER CITY
           BENEFITS ADVICE              PARTNERSHIP                   COUNCIL
               CENTRE




                        WORCESTER
                      ROUGH SLEEPERS                       ST PAUL’S
                         PROJECT                            HOSTEL



                                        MAGG’S DAY
                                          CENTRE




                                                 14
Layout of the document
The strategy will begin by looking at our starting point in terms of what we have achieved so
far to tackle rough sleeping before looking at the local profile and housing market structural
issues that we face.   The main body of the document will identify the needs analysis and
evidence base of the existence of this client group, the existing service provision and the
methodology of the single homeless review. It will also highlight how external consultation
was carried out with organisations and service users and how this was taken into account
when writing the strategy and identifying the resources required to achieve the outcomes
within the action plan and deliver the service.


The document will then consider what partnership arrangements are in place to implement,
monitor and review the strategy to keep it up to date before introducing the action plan.


Summary


There are many drivers for the development of a rough sleeper’s strategy at both
strategic and contextual levels.


Critically Worcester’s location and its delivery of services act as a magnet for single
homeless from a wide geographical area.


Partnership working and making key strategic links is essential to achieving the
success of the strategy and to make a real difference to the lives of one of the most
vulnerable client groups in society.




                                                  15
2.0 Our starting point


Achievements to date
In recognition of the issues outlined previously in this strategy and the current pressured
housing environment that we are experiencingWorcester City Council and the members of the
Single Homeless Forum have made progress in various ways to tackle this situation. Tackling
rough sleeping was one of the key objectives within the 2003-06 Worcester City Homelessness
Strategy and the action plan facilitated and further developed some of the existing services for
rough sleepers.


The success of the Worcester Rough Sleepers Project (WRSP)
Worcester City Council developed and has funded the WRSP since 2001 through utilising the
grant made available from the Department for Communities and Local Government.            WRSP
work closely with Worcester City Council and a range of voluntary and statutory agencies to
assist current, potential and ex rough sleepers in the City rough sleepers in finding and
maintaining accommodation, support and access to services.


Between 2004 and 2006 WRSP helped 215 people find accommodation and made 471
successful referrals to agencies on behalf of their clients. However, the project continues to
report intermittent high levels of rough sleeping. The number of entrenched rough sleepers
(defined as those who have been sleeping rough for 6 months or more) reached its peak in
Quarter 1 of 2005/6 due to a core number of individuals sleeping in tents alongside the River
Severn in the Diglis area, who were attracting others to do likewise. Many of these individuals
were extremely chaotic and would not engage effectively with WRSP. However, there have
been no entrenched rough sleepers for the last two quarters of 2005/06.
The team also maintain contact with those whom they have previously assisted into
accommodation (this can range from 27 to 31 people per quarter) to help them maintain that
accommodation. This helps provide a smooth transition from receiving help and support from




                                              16
the project workers to rough sleepers accessing other mainstream support or adjusting to
living independently.


Action Points
  The development of common standards in responding to street homeless people, perhaps
   promoted by way of a Customer Charter
  Develop approaches to strengthen existing outreach and engagement activities that will
   facilitate the ability for the chronically homeless to make the choice to come off the street.
  Developing closer working partnerships at a local level with St Pauls, Substance Misuse
   Teams, Health, Social Services and the Worcester City Housing Advice Team to improve
   coordinated service delivery.
  Linking into the work of the community safety partnership and „safer streets‟
  Promote re-connection and support to do this when appropriate


The Night Assessment Centre
A Night Assessment Centre (NAC), until recently funded through grants from the Council and
donations from charities, organisations and the public, is run by Magg‟s Day Centre.          Its
purpose is to provide food and accommodation for street homeless people over the coldest
winter months whilst also giving people an opportunity to access support workers who can
offer them a range of alternative choices to rough sleeping. The NAC has now opened for 3
consecutive winters but requires a more strategic approach to the way it is funded and
delivered.


In ten weeks the 2005 Night Assessment Centre helped to make a positive change in at least
81 people‟s lives and offered ongoing support to many others. In all 45 people were offered
temporary accommodation and 7 were offered permanent accommodation.




                                               17
Of the 140 people that booked spaces at the NAC, proactive work meant that 37 people did
not have to use their booked space and were found more suitable alternative accommodation
by project staff. 103 of these people made positive moves in their lives (see Figure 2 on the
next page).


Action Points:
  The use of common assessment tools
  Identify the need and funding to open the assessment centre service for longer periods
   during the year or on a continuous basis
  Improved information sharing and community working



                                                          Move on details

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Figure 2 Move on details from the 2005 NAC




                                                                                                 18
The Worcester City Multi-Agency Assessment Panel
A key objective of the Council‟s homeless strategy 2003-6 was to set up a Multi-Agency
Assessment Panel to deliver on a range of objectives. It was developed by the Council, WRSP
and the Single Homeless Forum in response to the high number of WRSP‟s clients who had
multiple needs – on average 43 clients per quarter out of an average of 70 (61%).


This has resulted in providing a multi-agency approach to meeting the complex needs of
applicants who had previously been difficult to engage with and provide a holistic package of
care.      This scheme has achieved successful partnership working with attendees from
Registered Social Landlords (RSLs), other district council‟s, Social Services, the Community
Mental Health Team, West Mercia Police and drug and alcohol advisory agencies.           It has
provided an innovative approach to meeting customer need and sharing relevant information
but this collaborative approach needs to be promoted and used by other key agencies who are
able to support the needs of this client group


Action Points:


     Promote the success of the Multi-Agency Assessment Panel to encourage agencies that
        do not currently refer clients or attend the meetings to become involved.



Single Homeless Monitoring
Another objective identified in the Council‟s homeless strategy and funded by the Strategic
Housing Services was to commence Single Homeless Monitoring using a database developed
by Shelter which collects detailed information on single homeless approaches. This monitoring
is carried out by 6 key single homeless agencies in the City. The database is really starting to
produce some key information to inform agencies on the need for services and will also aid in
applying for funding for additional services.     However, to get a more accurate and holistic
picture across the County, it needs to be rolled out to further service providers within the




                                                 19
county through an internet based format. The Council are currently commissioning a piece of
work to enable this to happen and we hope this will go live in July 2007?


Smart move
The need to provide housing options for non priority homeless and potentially homeless
people in the private sector has long been recognised. Worcester Housing And Benefit Advice
Centre (WHABAC) operates the scheme known as Smartmove in Worcester.           This scheme,
originally funded by Crisis has operated for a number of years but through the Council‟s
support for the scheme has received increasing amounts of financial support from us as Crisis
funding has been reduced.


Worcester City Council will be contributing £30,000 towards the cost of this scheme to enable
it to continue as the funding from Crisis ceases in 2006/7. This is because it has been
recognised that this is an invaluable scheme that helps the homeless client group that
Worcester City Council does not have a statutory homeless duty to. It also provides a tool to
prevent the longer term effects of chronic homelessness and thereby combats social
exclusion.


In 2004/5 53 homeless single people or childless couples were re-housed through Smartmove
and in 2005/6 it was 70 households.


Action Points:
     Develop a common assessment tool
     Improve existing and establish new interagency links to ensure a joined up solution is
     identified
     All advice agencies and homelessness support services to actively engage with and use
     the agreed local connection policy




                                              20
Summary
A lot has been achieved by the voluntary sector in conjunction with Worcester City
Council to address issues of data collection, provision of accommodation and some
support. This approach needs to be improved to develop a cohesive joint working
model that can be used and accessed consistently by all the relevant statutory
voluntary and private agencies including health, social services, the police and
probation services, working with this client group.


3.0 Worcester city profile
To fully understand the structural issues in Worcester City and the reason why it is difficult
for single homeless people to get re-housed , it is necessary to look at the local profile of the
City and the housing market.


Increasing population and demand for accommodation
A Housing Requirements Study carried out for Worcester City Council in 2005 identified that
the City has a resident population of 93,119 in 38,962 households. Mid year estimates from
the National Statistics Office for 2005 highlight another increase with the population now
reaching 94,300. This means that the population of Worcester has now increased by 13.2% in
the last 15 years since 1991 census data identified the population of Worcester to be 83,300.


Unemployment
Only 2.7% of 16-74 year olds in Worcester are unemployed according to National Statistics
Online. However, levels vary significantly between individual wards in the City e.g. Warndon
(6.2%), Warndon Parish North (0.8%). Worcester City has the second highest unemployment
rate in the county with Redditch having the highest (3%), but the variation between wards in
Worcester varies moresignificantly than in any of the other districts.




                                               21
Qualifications
According to the Census 2001, over a quarter (27.59%) of people aged 16-74 in Worcester
City have no qualifications which is only slightly below the national average. More up to date
data from the Learning and Skills Council Annual Plan 2006/7 shows that Herefordshire and
Worcestershire perform better than the regional average across all qualification levels. Over
50% of the working age population have at least a Level 2 qualification.                                                                         However, it is
estimated that 28% of the working age population have no qualifications. Furthermore, 10%
of people are believed to have only entry level literacy skills and almost 40% have only entry
level numeracy skills.


Housing tenure
As you can see from Figure 3 below the majority of people in Worcester are owner occupiers.
We have a lower level of social housing tenants than the national and regional levels.



                                                   Tenure of Population in Worcester City

                50
                45
                40
                35
  % of people




                30                                                                                                Worcs City
                25                                                                                                W Mids
                20                                                                                                England
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                                    or




                                                                                 iv
                                                                 So
                O




                                                                                               O
                                                                              Pr
                                                   ed
                                   m




                                                 ar
                                  /O




                                               Sh
                              O




                                                                 Tenure




Figure 3 The tenure of the population in Worcester (Source: 2001 Census)


Worcester Housing Partnership lettings
Worcester City Council operates a Joint Waiting List (JWL) with the Registered Social
Landlords in the Worcester Housing Partnership. These are Worcester Community Housing,
Nexus Housing Association and Beth Johnson Housing.                                                                            There is a huge demand for their




                                                                                                             22
accommodation and there are between 2,500 and 2,800 households on the waiting list at any
one time.
In total, they have approximately 5714 affordable rented properties in the City, with
approximately? of these being for single people or childless couples with general housing
needs (e.g. bedsits and one bed flats that are not sheltered).


In terms of the turnover of stock, Table 1 below outlines the single person‟s affordable
accommodation that was let in the City in 2005/6 by the WHP.


                    RSL                      general    designated Total
                                             needs      single
                                             single     persons
                                             persons    lettings
                                             lettings
                    WCH                      63         130          193
                    Nexus                    42         3            45
                    Sanctuary                3          0            3
                    Total                    108        133          241


Table 1 Single person’s lettings by WHP in 2005/6


If you then compare this to the amount of family sized lettings;
                    RSL       2     bed      3     bed   4     bed    Total
                              (general       (general    (general
                              needs)         needs)      needs)
                    WCH       71             51          0            122
                    Nexus     48             22          8            78
                    Sanctuary 7              3           0            10
                    Total     126            76          8            210


Table 2 Family sized accommodation lettings by WHP in 2005/6


You can see that;
      There were 318 general needs lettings within the partnership in 2005/6




                                              23
      108 (34%) of these were general needs single persons accommodation
      Over half (55%) of single persons accommodation let was designated for the elderly
       and those with a medical need for housing
There are approximately ? people on the housing register waiting for single person‟s
accommodation at any one time.          This shows that the demand for single person‟s
accommodation far outstrips the supply of lettings that are coming through and therefore why
the City is struggling to re-house single people which may result in their street homelessness.


Recent and planned development of single person’s affordable accommodation
In 2005/6 there were 55 affordable rented units developed in Worcester City, 3 of which were
one bed flats. In 2006/7 there have so far been 12 one bed flats developed, 4 of which were
reserved for those moving on from supported accommodation.


The estimated planned developments reinforce the fact that single person‟s accommodation
will again be in short supply e.g. in 2007/8 there are no one bed flats estimated for
development, and in 2008/0 there are 7 estimated for development. (is this correct – what
about Diglis and Worc Porcelain?)


An explanation for the limited supply of new build one bedroom housing is that the majority of
affordable housing is developed via agreements with private developers (Section 106
agreements) and planning policy only requires the provision of a proportion of affordable
housing on developments of 24 or more units and the majority of sites which come forward
are for 2/3 bedroom units. Although it achieves additional affordable housing it is restrictive
both in terms of the number and type of units which can be developed.         RSL‟s developing
directly tend to favour building family units as housing needs data confirms that there is more
of a need for family accommodation within their own tenant base. Family accommodation also
meets the need of statutory priority homeless families and those in the greatest housing need
as determined by the Council.




                                              24
There may be some scope to under occupy two bed flats with single people, however, the
issue of affordability will be present in terms of the cost of running a two bed flat as opposed
to a one bed, and also with Housing Benefit limits in terms of the Single Room Rent Restriction
and only receiving financial assistance according to a one bed housing need.


Summary
The profile of the City and the structural issues therefore indicate that there has
been a significant increase in the population of the City since 1991 and this is set to
increase further by 2011.      Importantly the demand for smaller accommodation is
increasing due to an ageing population and household size reducing because of
families separating. There will be a 10% increase in single person households by
2011.


Unemployment in the more deprived wards of the City and the fact that over a
quarter of working age people in Worcester have no qualifications may result in an
increased need for affordable housing.


Housing tenure figures, lettings and new development figures indicate furthermore
reasons why single people may struggle to be re-housed in the City.


Therefore, key strategies to link in with to address these issues are the Council’s
Community Strategy, the Housing Strategy 2005-9, the Supporting People Strategy,
the Local Area Agreements specifically addressing poverty and unemployment and
other important strategic documents and organisational involvement.




                                              25
Action Points:
     Provision of suitable across tenure housing solutions and support
     Responding locally it is not possible to accommodate all those who wish to live here -
     Implementing a local connection policy




4.0 Evidence and needs base
To prove there is a need for this strategy and the ensuing commitment from agencies , we will
firstly look at information collected by the WRSP, before turning to examine key findings from
P1E Statistics, Single Homeless Monitoring, Worcester City‟s 2005 Housing Requirements
Study and the focus group findings (that was carried out as part of the mapping exercise to
identify the gaps in service provision).


WRSP performance monitoring information
The WRSP was developed in 2001 to tackle the problem of rough sleepers in the City. They
deal with current, potential and ex rough sleepers in the      Worcester and, as part of the
funding requirements arrangements with the Council provide quarterly statistical reports that
show the number of client contacts and the characteristics of rough sleepers.


Characteristics of rough sleepers


Client numbers
The number of new contacts that WRSP recieves per quarter has risen by 21% since 2002/3
from an average of 58 clients per quarter in 2002/3 to an average of 70 clients per quarter in
2005/6. From this average, the number of new clients per quarter averages between 27 and
33 per quarter over the years 2002/3 to 2005/6.




                                              26
Gender
As expected in line with national trends, the majority of WRSP‟s clients are male with a
quarterly average of 59 male clients and 11 female clients over the last 2 years.




Ethnic origin
Figures from 2005/6 show that the overwhelming majority of WRSP‟s clients are White British
(95%) with the remaining 5% being made up of Asian British, Black British, White Irish,
Portuguese and Polish.


Local connection
An average of 47 clients per quarter in 2004/5 and 2005/6 had a local connection to
Worcester City in line with the homelessness legislation.      This means that there was an
average of 23 clients per quarter that do not have a local connection to the City. The first six
months of Single Homeless Monitoring data confirmed that there is inward migration of single
homeless people from the surrounding districts e.g. in the first six months there were 649
approaches to the participating organisations, 101 people came from other districts within the
county and 81 came from outside the county.


Mental Health
Mental health is a key trigger for homelessness and like most incidences of ill health, it is
more prevalent amongst the socially excluded. Although local P1E data does not support a
high acceptance level for single people accepted as statutorily homeless due to mental illness,
the data collected by the Night Assessment Centre shows that ? of those using the service
described themselves as having a mental health problem.          This area of work has been
recognised as a priority to develop an improved multi agency approach enabling some of the
most socially excluded to access services to prevent homelessness, assist in the discharge of
patients from mental heath hospitals and reduce the numbers of people experiencing mental
health problems from becoming rough sleepers.




                                              27
There is also a need to develop systems to make sure that single homeless people are linked
into mainstream health and social care services.


Substance Misuse
The need for a range of accommodation types to meet the needs of singe people with a
substance misuse problem has been recognised.         A research project was undertaken and
jointly funded by Supporting People and the Drug Action Team which analysed the need for
and range of accommodation required to meet the needs of substance misusers.                 A rent
deposit scheme for single people with a substance misuse problem was developed as a result
of this work but this only addresses a small proportion of the unmet need.


It is known that a large number of the residents using the St Paul‟s Hostel misuse drugs and
the need to develop a specific resource to address this problem is evident.        This is also a
difficulty faced by the other district housing authorities in the County who are unable to
provide suitable supported accommodation if they accept a statutory homeless duty to a
single person with a substance misuse problem.          An individual county resource or two
providing a service to the North and South of the County is identified as a high priority.




       23




                                           47




        Local Connection   No Local Connection




Figure 4 Local connection of rough sleepers




                                                 28
Institutionalised clients
Also in line with national trends, a significant number of WRSP‟s clients are prison leavers,
care leavers or armed forces leavers.


                                                         2004/5        2005/6
        Average no of clients per quarter                70            70
        Average no of prison leavers per quarter         38 (54%)      30 (43%)
        Average no of care leavers per quarter           11 (16%)      11 (16%)
        Average no of armed forces leavers per quarter   3 (4%)        5 (7%)
Table 3 WRSP institutionalised clients


Young people
Worryingly, in 2004/5 and 2005/6 16% (an average of 11 per quarter) of WRSP‟s clients have
been under the age of 25.


Clients with dogs
Rough sleepers with dogs obviously pose more of a challenge for the team to re-house as
there is no emergency accommodation available throughout the year in Worcester that will
accommodate dogs. Over the last two years, there has been an average of 6 clients with dogs
per quarter. WRSP confirm that dogs are rough sleeper‟s companions and they are often very
dependent on them, making it difficult to persuade them to give them up in the pursuit of
accommodation.




Support needs
The table below shows that a large proportion of clients have support needs in addition to
suitable housing solutions.   For example, the average number of contacts in 2004/5 and




                                             29
2005/6 was 70, so you can see that 43 out of 70 (61%) clients had multiple needs.                                                                                          The
largest single support need was for people suffering from mental health issues 59% (41 out of
70) followed by people with an alcohol dependency 54% (37.5 out of 70) and people with a
drug dependency 42% (29.5 out of 17).                                                                                       In terms of physical health needs in 2005/6
Worcestershire Acute Hospitals NHS Trust reported that they had 164 attendances where the
patients address was No Fixed Abode – Worcestershire Royal Hospital (118), Alexandra
Hospital (42) and the Kidderminster Treatment Centre (4).
                                                                                                                                          Figure   5   Support    needs     of

                          45                                                                                                              WRSP clients
                          40
                          35
                                                                                                                                          Entrenched rough sleepers
          No of clients




                          30
                          25
                          20                                                                                                              It has been widely acknowledged in
                          15
                                                                                                                                          the literature that the quicker you
                          10
                                                                                                                                 2004/5
                           5                                                                                                     2005/6
                                                                                                                                          start to work with someone who is
                           0
                                                                                                                                          sleeping on the streets, the less
                                                Mental health




                                                                                           Physical health
                               Multiple needs




                                                                 dependency



                                                                              dependency




                                                                                                             Difficulties
                                                                                                              Learning
                                                                   Alcohol



                                                                                 Drug




                                                                                                                                          likely it is that they will become

                                                                Support Need                                                              entrenched and therefore harder to
                                                                                                                                          help them get off the streets.    In
                                                                                                                                          2004/5 there was an average of 12
entrenched rough sleepers per quarter in Worcester City. Although this decreased by 58% to
an average of 5 by 2005/6 with 0 entrenched rough sleepers in the last two quarters of the
year, there still continues to be a high number of new and regular contacts meaning that there
is still potential for this problem to occur in the future.


2005 Night Assessment Centre Statistics
The Night Assessment Centre (NAC) is co-ordinated and held at the Magg's Day Centre. It
offers shelter to rough sleepers (up to 15 per night) over the coldest period of the year. The
NAC gives workers the opportunity to offer some advice and assistance to rough sleepers and
to build relationships. This helps the workers to point the rough sleepers in the direction of




                                                                                                                            30
alternative solutions to rough sleeping and has found this to be a beneficial approach
particularly for entrenched rough sleepers.


During the project in 2005:


   140 different people booked spaces to access the NAC
   In total 103 different people slept at the NAC (these people ranged in age from 16 years to
    68 years, with the majority being between 35 and 44 years old)
   Length of stay varied for individual people, from between 1 to 42 nights over the duration
    of the project
   Average length of stay was 8.01 nights per person
   Majority of users were male (88 men, 14 women)


Comparison with 2004 Night Assessment Centre
For the last two years the NAC has stayed open for ten weeks of the year. When comparing
2004 with 2005 the continuing need for the NAC has become apparent. This 2005 NAC
received 33 extra reservations for separate people than in the same time last year. 21 more
people stayed this year, which is mainly due to the NAC becoming better established. The
profile of the NAC has been raised with other agencies and this is demonstrated by the 2005
NAC receiving reservations from 18 local and national agencies this year, not including people
who made self-referrals or came into Magg‟s Day Centre.


Further to the local connection statistics from the WRSP data, the NAC 2005 report stated that
73% of the people who stayed at the NAC were from Worcestershire. The other 27% came
from all over the country but mainly the Midlands, coastal towns and London. Two female
clients were originally from Latvia.


                         Association to County

           60

           50

           40

         % 30

           20

           10

            0                                               31
                     Worcestershire         Out of County
                          Clients by Local Council District


        40
        35
        30
        25
%       20
        15
        10
         5
         0




                                                                              rn
                                           ve




                                                        h



                                                                    n
                               st
                 ity




                                                      tc



                                                                 vo
                            re




                                                                           ve
                                         ro
                C




                                                   di



                                                               ha
                          Fo




                                                                        al
                                       sg
             er




                                                 ed




                                                                        M
                                                             yc
          st




                                      om
                          e




                                                R
                        yr
       ce




                                                            W
                                    Br
                       W
     or
    W




           Figure 6 NAC local connection out of the county



           The 73% of people who had an association with Worcestershire were then asked which local
           council they were from. The criteria used for establishing whether a person had a local
           connection to a particular council in Worcestershire was the same as set out in the
           Homelessness Act 2002; one year out of five years or six months out of the last twelve
           months.


           Figure 7 NAC local connection within the county


           Although these figures are small in comparison to the overall number of rough sleepers, it
           does demonstrate that other districts in the county do have a problem which has been
           previously unidentified. The lack of service provision for this particular client group due to the
           small numbers in their home district is presumably why they are attracted to the City. Work
           needs to be undertaken to make sure that rough sleepers are able to re-connect with the area
           they are most familiar.


           Worcester City Council P1E Statistics
           A large proportion of rough sleepers will not be considered to be in Priority Need (Priority Need
           applicants are those households whom we have a full homeless duty to in terms of temporary
           accommodation and a duty to permanently re-house) under the homeless legislation, and are
           therefore recorded in the P1E statistics as Non Priority Homeless applicants. A brief look at
           these statistics shows that there are a large number of Non Priority applicants approaching




                                                                                   32
Worcester City Council for assistance with homelessness.                                However, when looking at these
figures, it must be taken into account that these are not all likely to be rough sleepers,
particularly as we are aware anecdotally that many rough sleepers do not approach statutory
agencies for help.



                          1000
                          900
                          800
   Number of approaches




                          700
                          600
                          500
                          400
                          300
                          200
                          100
                            0
                                 2002/3        2003/4           2004/5        2005/6
                                                        Ye ar

                                     Total no of homeless approaches
                                     Total number of Non Priority Homeless approaches



Figure 8 Worcester City Council homelessness approaches 2002/3 – 2005/6


The percentage of Non Priority homeless applicants as compared to the total number of
approaches has increased from 29% in 2002/3 to 49% in 2004/5 and although it decreased to
37% in 2005/6, this still suggests that there is an increasing amount of those being found to
be not in priority need and who are potentially at risk of sleeping rough.


It is important that housing advice is provided equally and fairly to any applicant who is
homeless or threatened with homelessness regardless of who they are. The Council will work
in partnership with other partner agencies to make sure that the service they provide is
accessible to all and does not marginalise anyone.




                                                                         33
Single Homeless Monitoring


Summary


The number of WRSP clients is increasing; they are most likely to be white British
males


It is clear that a proportion of rough sleepers will have no local connection to the
City and that other districts within the county do have levels of rough sleepers.


Data suggests that we need to be looking at tackling youth homelessness, building
up links with prisons, probation, hospitals and the armed forces to ensure that
people leaving institutions do not end up on the streets, and looking at providing
accommodation for homeless couples, rough sleepers with dogs and those with
supported accommodation needs.


It is important that services can be accessed fairly and do not marginalise certain
groups.


Action Points
Objective 2
     Raise awareness
     Identify links with hospitals
     To make sure that housing advice is provided equally and fairly to single people
Objective 3
     Identify the need and funding to open the assessment centre service for longer periods
     during the year or on a continuous basis
     Implement the 3 tier housing model
     Make better use of the private rented sector to provide a suitable housing solution




                                                34
Objective 6
     Develop joint working protocols to prevent homelessness happening for single people
     County Services
     Research
Objective 7
     Responding locally It is not possible to accommodate all those who wish to live here -
     Implementing a local connection policy –
5.0 Single Homelessness Review
A range of primary research methods were employed to gather and collate information for the
review to identify gaps in the service provision and resources available for tackling rough
sleeping.     A questionnaire was sent out to service and accommodation providers and a
number of consultation events were carried out and attended to ensure that the views of key
stakeholders and service users were recognised.


Service Provider Questionnaire
A service provider questionnaire was sent out to all agencies that work directly or indirectly
with single homeless people in the City as part of the homelessness review for Worcester City
to scope the gap in the provision of services and also to get an idea of client numbers. The
headline details arising from the questionnaires were mainly around the lack of suitable
temporary, move on and permanent accommodation with the provision of support.               It is
recognised that Worcester has a lot of service provision for this client group and whilst this is
essential to serve the street homeless of Worcester, it also serves to attract people to the City
without the support services or appropriate accommodation to then maintain a move away
from street life. There was convergence of agreement on the funding aspect e.g. that service
providers do not mind, and in fact want to help people make better life choices no matter
where their local connection is, but need the funding support to increase service provision in
other areas to tackle this.   It is also recognised that there needs to be a more strategic
approach to tackling the issue of rough sleepers and that the services and what
accommodation is available needs to be utilised in an effective and efficient way to make the




                                                35
best use of this.   The approach has to consider the links with other strategies such as the
Community, Economic. Community Safety and health and social care strategies because to
encourage rough sleepers into the city without appropriate short and long term service
provision will jeopardise community sustainability within Worcester.




Consultation
A number of consultation exercises with both organisations involved in providing services for
that could be accessed by rough sleepers and the client group themselves has taken place.


County homeless strategy stakeholder event
A stakeholder event was held by Worcester City Council on 22nd June 2006 also part of the
homelessness review for the county homeless strategy. The event was well attended by over
30 agencies and generated a great deal of ideas and opinions. The main issues arising from
this were:


     There needs to be better links between the statutory and voluntary sectors to
     prevent people “falling through the net” and ending up on the streets. The idea
     of housing liaison officers working between housing and the key statutory
     agencies was thought to be key.




Youth homelessness continues to be a concern in the City and the fact that some
single people are “sofa surfing” and are not recorded in the statistics but are
actually homeless.




                                              36
In terms of accommodation it was raised as to whether we should again be looking
at the feasibility of a wet hostel in the City, encouraging RSL’s to use starter
tenancies to let to “difficult” and chaotic clients and tackling the issue of
affordability of housing for single people, especially those under the age of 25 who
are subject to housing benefit restrictions.


It was also identified that we need to be tackling the issue of those becoming
homeless when they are discharged from prison, hospital and also from leaving care.


Service users should be consulted with more comprehensively to inform service
provision.


The main point arising from the mapping exercise is that there is good service
provision in the City; however the range of service provision needs to be increased
to meet the users requirements in a more co-ordinated and cost effective way
providing both short and long term solutions


Focus group
To inform the strategy a focus group was carried out on the 2nd December 2005 at Magg‟s Day
Centre.   In attendance were people who were sleeping rough at the time, people who had
previously been sleeping rough and staff from Worcester City Council, Magg‟s‟ Day Centre,
Worcester Housing And Benefit Advice Centre and St. Paul‟s Hostel.




                                             37
The main themes that came out of this focus group included the range of complex personal
issues that rough sleepers face.      Although accommodation is high up on the agenda,
sometimes it is understandably difficult for rough sleepers to see past the immediate issues
that they face in terms of finding food, warmth and safety, companionship, to a time when
they will want to/be able to maintain their own accommodation. It is important for agencies
to recognise this and to be sympathetic and unprejudiced when assisting people who face this
situation. Organisations need to work together strategically to provide a holistic, seamless
service to meet all of the needs of rough sleepers in terms of housing and support to try to
prevent that person being in that position again.
Other issues also identified through the focus group were:




     Rough sleepers face difficulties with accessing hostel accommodation suitable
     for couples, those with dogs, those with substance misuse issues.


     There was a feeling that once someone goes into a hostel, there is not much
     opportunity to move on. Not everyone can cope in an environment such as this
     and needs theirown self contained accommodation or a shared house.              There
     was a call for a system whereby you go into a hostel in the emergency short-




                                              38
     term, then a shared house to get used to paying bills and cooking, budgeting
     etc. and then moving on eventually to your own self contained accommodation.


     Rough sleepers also face many complex issues around needing the street
     community to cope with the difficulty of sleeping on the streets.             This can
     jeopardise their accommodation once they have managed to secure it.              There
     was a call for more support for “something to do” i.e. something constructive to
     do in the daytime rather than convening on the streets.


     Other issues were around debt, treatment of rough sleepers by statutory
     agencies in the City and the general public, prejudice and poor physical and
     mental health.




Sub regional stakeholder event


A stakeholder event to inform the South Housing Market Area homelessness action plan was
held at Redditch Borough Council on 24th March 2006. This brought together key stakeholders
at a sub regional level to discuss all aspects of homelessness through a series of workshops.
The key themes arising out of this are as follows;


     It is no longer appropriate to look at homelessness in isolation and it is
     important to stress the benefits to be gained by multi-agency strategies for
     intervention which focuses on joint working across sectors and a holistic
     approach.




                                              39
     (The key tasks of the action plan as a result of this stakeholder event focus
     around jointly agreeing priorities and pooling of resources, data collection,
     integrated   working,    increasing    access     to    the   private   sector,   preventing
     homelessness,      ensuring    the    provision    of    suitable   accommodation       and
     disseminating good practice.) Need to go in an appendix in full.


Results
From all the consultation that took place, three overarching key issues were identified; the
provision of accommodation, joint working and access to information.


Accommodation
The feedback identified two key issues connected with accommodation firstly; the lack of a
systematic three fold approach to successfully help someone to make the right choice to come
off the street and secondly the lack of specialist supported housing for those with substance
misuse issues.


The need for a three fold approach


1. Emergency action
It is widely recognised that the sooner you start to work with someone, the easier it is to work
with them to identify a route out of homelessness, before they become entrenched and unable
to make a positive choice not to remain on the streets. Emergency action is needed which
improves access to services in the form of both a well resourced team of specialised assertive
outreach workers but also positive agency street partnerships proactively engaging with
people to support them and assist them immediately if they are found to be sleeping rough or
have been identified as at risk of sleeping rough.      This is difficult to achieve without the
required number of outreach workers and without the access to enough emergency hostel
places that Worcestershire faces.




                                              40
Emergency action will only be effective if there is a suitable short term accommodation
solution and a clear, systematic process in place for that person to see that there is a way out
and a likelihood that that they will get their own accommodation eventually.


2. Temporary and move on accommodation
Hostel accommodation in Worcester is increasingly becoming blocked by those that are ready
to live independently, but are unable to move on because of the shortage of affordable single
person accommodation. The strategic priority is to develop family housing and this often takes
precedence over the development of single persons accommodation depending on the location
and suitability of the site.     In January and February 2006 73 people were refused
accommodation at St. Paul‟s Hostel.


There are also other barriers to accessing suitable emergency accommodation in Worcester for
women, childless couples, young people, those with dogs, those who are working and perhaps
most acutely, for those with substance misuse issues (see section 2).


St. Paul‟s hostel provides 46 bed spaces on a direct access basis with only 6 spaces for
women.    This has in the past been due to the low demand from single homeless females.
However, in January and February 2006 a total of 11 women were refused access to the
hostel due to lack of spaces.    The YMCA provides 80 bed spaces for men and women (no
restriction) but is not direct access.   Neither hostel provides rooms for couples due to the
inherent difficulty of housing management in that situation.


The consensus in Worcester is that the YMCA Foyer and the Bath Road Project are more
suitable types of accommodation for young people as they link in with education and training
and residents only reside with other young people. The waiting time is too long for both of
these accommodation units which between them provide 33 units.


3. Permanent accommodation




                                               41
This is about the availability of permanent accommodation with on site or floating support
andalso about sustaining that accommodation once off the street


Availability of permanent accommodation
There is currently a lack of single person‟s affordable rented accommodation c and new build
schemes in development in the City and the reason for this has been identified as an issue
throughout this document and will continue to be an issue. Therefore it is about making the
best use of existing housing stock in the City, both in the public and private sectors.


Sustaining accommodation
However, it is not just about securing access to accommodation, but also about sustaining
that accommodation once off the streets and preventing repeat homelessness, a cycle of
which will tremendously increase someone‟s risk of becoming socially excluded and
entrenched. It has also been identified in the consultation by the rough sleepers themselves
in the focus group that there is lack of meaningful occupation schemes or “something to do in
the daytime. ”


Good practice in the literature has emphasised the importance of meaningful occupation
schemes whereby a programme of life skills, training, and education is put in place for those
who were previously accustomed to the street community life and need to remain away from
that life in order to successfully maintain their accommodation. This is not currently carried
out comprehensively in Worcester (although Magg‟s Day Centre does some excellent work in
this field) and may prove beneficial and result in the reduction of repeat homelessness.


Full waiting lists for resettlement and floating support from support agencies


WRSP performance management information identified that they are still providing regular
and occasional support to a high number of those ex clients that have been re-housed.
Although this additional support prevents the risk of repeat homelessness for a number of




                                               42
individuals, it does not address the gap in provision.It is recognised across agencies that there
is great demand for floating support in the City which the current levels of service provision is
not being met.


1. The lack of specialist supported housing for those with drug and alcohol issues


The lack of supported housing especially for those with drug and alcohol problems has been
identified by SMAT, Supporting People and Worcester City Council as a gap in provision on a
county wide basis. Research has been commissioned by SMAT and carried out by Matrix. The
research identified that there are now estimated to be around 3,300 problem drug users in the
County of whom 234 are thought to have Housing Related Support (HRS) needs. The figures
for alcohol are 17,500 and 348 respectively, although these are far less certain given the lack
of local and national data.
There is strong evidence of unmet need for both supported accommodation and floating
support. Seventy nine people with drugs misuse problems and HRS need are not receiving the
accommodation based support they require; an additional 112 are in need of floating support.


If only 2 per cent of harmful drinkers have HRS need then this would still amount to almost
three hundred people with needs that are not currently being met; ODPM data states there
are currently no supporting people funded places for substance misusers (where this is the
primary client group) in Worcestershire. Furthermore, regional Supporting People provision is
less than half the national average for drug misusers and above average for alcohol misusers;


All of these issues point to the research into how these can be overcome, not only as a City,
but also as a county and at a sub regional level, taking into account the levels of homeless
approaches from this client group from the surrounding districts and areas.


Joint working
The feedback identified problems with joint working and in particular;




                                               43
 The need for a specialised package and way of dealing with rough sleepers – e.g. debt,
health, crime and other problems to avoid discrimination and social exclusion and a
recognition that each case should be treated as an individual.
 The lack of strategic involvement and co-ordination with mainstream statutory agencies e.g.
health, social services, the police and probation


There is a lack of strategic integration between certain services, such as housing and social
services and the fact that we are not a unitary authority has perhaps contributed towards this.
Different statutory agencies have different ways of working across the county, different
geographical boundaries (e.g. West Mercia Police Force) and different contacts for each
department at each district level making it difficult to co-ordinate responses to the problem.
Problems may also arise due to the diverse range of organisational targets and funding
streams.    Individual organisations may not be aware of the situation surrounding single
homeless people and rough sleepers as they are not required to tackle homelessness in the
same way that Local Authorities are. It is also possible that funding is not available for them
to tackle the specific issue of rough sleepers as this, in itself, would not be seen as a priority
group. Awareness raising of this whole issue is therefore needed to inform organisations that
by working with us to tackle the issue of rough sleepers, they can achieve some real benefits
to their own organisations targets and resources.


Issues with joint working with specific organisations
The feedback and research has identified particularly high levels of rough sleeping amongst
prison leavers, care leavers and armed forces leavers and there is clearly a lack of focus on
the prevention of rough sleeping amongst these groups and further work needs to be
undertaken with the relevant organisations so earlier intervention and thereby prevention, can
occur. It is also vital to work together with in order to tackle barriers to accessing services for
these and other client groups and avoiding clients “falling through the net” of statutory
agencies.




                                                44
There are many reasons for this issue that need to be identified, not to mention discrimination
and a lack of understanding of the flexibility of services needed to meet the needs of chaotic
clients and the fact that many rough sleepers are excluded from services. In order to tackle
potential social exclusion, this needs to be tackled. The high number of referrals being made
on behalf of clients by WRSP is testament to this fact.


Information
The feedback identified some important issues regarding the knowledge of key agencies in
relation to services and our own understanding of pathways into rough sleeping. In particular
the;


   Lack of formalised information on a countywide basis as to what services there are on offer
    for both agencies and users. Worcester City Council currently operates an online Homeless
    Services Directory, but inevitably this will be difficult for rough sleepers to access.
   Lack of information and understanding on routes into homelessness.            We need to fully
    understand the reasons as to why someone ends up on the streets in order that we can
    prevent it and therefore more research is required as it is a very complex issue and there
    are many reasons why someone becomes homeless.              However, it is not just about the
    initial “trigger” that may start someone on the path to rough sleeping (e.g. relationship
    breakdown, mental health breakdown, addiction to drugs or alcohol) it is also about
    whether they knew where to go to get help, whether they felt comfortable in approaching
    that agency for help, whether they experienced any difficulty accessing services all of
    which are vital in preventing homelessness.


The more information that is available to both agencies and users, the better the chance of
tackling the issue and raising awareness.


Strategic links




                                                 45
These findings show that there are many strategic links needing to be made in order to
achieve this strategy with key voluntary and statutory agencies.       The action plan will show
how this will be achieved.


Action Points
Objective 2 – development of an information pack of available health services and how to
access them for rough sleepers
         -      to develop a cohesive approach to meeting the needs of rough sleepers across all
                organisations that work with people who are affected by rough sleeping
         -      to especially develop a clear and joined up approach with social services at all
                levels
         -      to develop closer and improved working relationships with the police


6.0 Partnership working
This strategy will be successfully implemented through partnership working between statutory
and voluntary agencies and key housing providers and stakeholders in the community;


Below is a list of partner organisations that all have an impact on services for rough sleepers




                                                 46
Worcester City Council – Strategic Housing Worcester Rough Sleepers Project
Services                                        Magg‟s Day Centre
Adult Services                                  St. Paul‟s Hostel
Community Mental Health Team                    Worcester     Housing    And   Benefits    Advice
Substance Misuse Action Team                    Centre
Community Drugs Team                            YMCA Worcester
Supporting People                               Hereford And Worcester Advice Service on
Safer Worcestershire Partnership                Alcohol
West Mercia Police                              Turning Point
West Mercia Probation                           Stonham Floating Support
Connexions                                      Worcester Consolidated Charities
Worcester College of Technology                 Ethnic Access Link
Worcester Community Housing                     Councillors
Nexus Housing Association                       Church & Faith Groups
Beth Johnson Housing Association                Other people affected?
Bromford Housing Group


7.0 Implementing, monitoring and reviewing the strategy


The single homeless forum
The key mechanism for implementing, monitoring and reviewing the action plan will be the
Worcester City Single Homeless Forum with Worcester City Council being the lead. The Forum
is a group of representatives from all of the agencies above who meets on a quarterly basis to
discuss and tackle issues around single homelessness in the City.       The chair of the group
rotates on a regular basis to ensure different perspectives. They will implement the action
plan by allocating work, setting up sub groups and pulling in all the key agencies as set out
above to ensure that a strategic approach is taken with the necessary political support.


Internal monitoring




                                              47
The action plan will also be monitored internally at Worcester City Council as part of the wider
County Homeless Strategy 2007-2012 and this is monitored by the Council through service
and corporate plan. These are taken to the Key Priority Group on a quarterly basis.


8.0 Resources
The resources available to achieve the priorities within this strategy are as follows;


Financial resources
The Department of Communities and Local Government provides funding to Local Authorities
on a yearly basis to enable them to tackle homelessness in their areas.           Worcester City
Council has received £115,000 for the last 2 years and is set to receive the same amount for
2007/8 although this has not yet been confirmed. Of this grant, approximately 50% per year
goes to tackling single homelessness in the City (£30,000 to the Worcester Rough Sleepers
Project which willl be funded in full by Supporting People from 2007/08 onwards and £30,000
to part fund the Smartmove Scheme) and a contribution of           £4000 to Centrepoint for the
Youth Homelessness Worker . This grant funding is monitored through quarterly performance
monitoring reports.


As a Council, funding is provided to other agencies dealing with single homelessness in the
City.   In 2006/7 the following amounts were awarded; Magg‟s Day Centre (£17,040), St.
Paul‟s Hostel (£3,200) and Worcester CAB (£21,770). Service Level Agreements are in place
for these grants and outcomes are stipulated and monitored.


Staffing resources
In terms of Worcester City Council who will be the lead on the strategy, the following action
plan outlines the staffing and financial resources available to deliver the objectives and
achieve improvement to the customer.




                                                48
  9.0 The action plan


Year 1 – April 2007/March 2008 (Staff highlighted in red will be responsible for leading the actions to be undertaken)
   Objective 1         Action to be taken      When will we     What resources do we need?              How               Outcome
                                                 do it by      Financial          People          performance will
                                                                                                   be monitored
Empowering             To extend the           March 2008      SP Grant       Magg‟s Project      Supporting      To      deliver        the
individuals       to   existing service                                        Manager              People Team      service provided
make the right         provided by the                                         Rough                                by      the       Rough
choice to come         Rough Sleeper‟s                                         Sleeper‟s                             Sleeper‟s         Project
off the streets        Project Workers to                                      Project Workers                       Workers           on    a
                       the rest of the                                                                               county wide basis
                       county
                       Set up an agreed        January 2009    Staff hours    Project Officer     Project         Implementation
                       multi       agency                                      Homelessness         Officer          of      an        agreed
                       approach           to                                   Key staff time      Homelessness     multi         agency
                       assess the needs of                                     Individual          Single          assessment
                       rough sleepers                                          agency               Homelessness     process                 to
                                                                               endorsement          Partnership      understand             and
                                                                               and                  Meetings         address                the
                                                                               implementatio        Housing         needs        of    each
                                                                               n of the             Needs &          person who has
                                                                               assessment           Advice           nowhere to live
                                                                               process              Officer          by January 2008
                                                                                                    Rough
                                                                                                    Sleepers
                                                                                                    Project
                                                                                                    Officers
                                                                                                    St Paul‟s
                                                                                                    Hostel


                                                                                                                                            49
                                                                                                           Director
                       Set    up   a     focus    Commenced        o      Budge       Project Officer       Project       To establish a well
                       group       of rough       September         t to provide      Homelessness           Officer        attended           and
                       sleepers to make           2006, further     incentives        Staff time            Homelessne     regularly          held
                       sure     that     rough    focus groups      to attend         Rough Sleepers        ss             customer          focus
                       sleepers voices are        to be held bi-   o      Staff       Venue to meet       Single          group      of    rough
                       heard and inform           annually          hours                                  Homelessness     sleepers
                       the     development                                                                 Partnership
                       of     services     and                                                             Meetings
                       resolve         conflict
                       around          service
                       provision
  Objective 2          Action to be taken         When will we         What resources do we need?              How                  Outcome
                                                     do it by      Financial              People         performance will
                                                                                                          be monitored
Improving              Investigate        what    February         oStaff hours       Director of St      Project         To have identified
delivery of core       barriers          rough    2008                                Paul‟s Hostel        Officer –        what barriers are
services          to   sleepers                                                       Manager of          homelessness     experienced         by
support          the   experience                                                     Maggs                Single          Rough       Sleepers
move       off   the   accessing         health                                       Customers           Homelessness     and their support
street                 services                                                                            Partnership      workers              to
                                                                                                           Meetings         accessing
                                                                                                                            appropriate
                                                                                                                            health services by
                                                                                                                            Feb 2008
                       Identify how we            March 2008        Staff hours      Housing Needs       Project         Identify            the
                       can prevent                                                    & Advice             Officer –        mechanisms and
                       people from                                                    Teamleader           homelessness     joint           working
                       becoming                                                       Homelessness        Single          processes          that
                       homeless following:                                            Officers Group       Homelessness     are      needed      to
                       discharge from a                                                                    Partnership      prevent

                                                                                                                                                50
hospital stay on a                                                       Meetings       homelessness
surgical or medical                                                                     following
ward,                                                                                   discharge          from
receiving                                                                               the list
treatment in A&E,
at the end of a
period of
substance misuse
rehabilitation
discharge from
prison services
discharge         from
mental health unit
Clarify procedures       December    Staff hours    Project Officer    Project        To link into the
and priorities in        2008                        – homelessness      Officer –       work       of       the
relation to rough                                    West Mercia        homelessness    community
sleepers especially                                  Police              Single         safety
in relation to crime                                                     Homelessness    partnership and
and anti-social                                                          Partnership     support             the
behaviour                                                                Meetings        delivery of „safer
                                                                                         streets‟


Develop referral         December    Staff hours    Project Officer    Project       To           prevent
procedure for            2008                        – homelessness      Officer –      people           “falling
rough sleepers                                       West Mercia        homelessness   through the net”
identified by West                                   Police              Single        and     ending       up
Mercia Police                                                            Homelessness   on the streets by
                                                                         Partnership    implementing           a
                                                                         Meetings       referral
                                                                                        procedure to be
                                                                                        used        by       the

                                                                                                             51
                                                                                                                            police
     Objective 3      Action to be taken         When will we       What resources do we need?                 How               Outcome
                                                   do it by       Financial             People           performance will
                                                                                                          be monitored
Providing              Identify           the    January 2008      Staff hours      Housing              Single          To          identify
suitable               building          and                       SP funding       Services              Homelessness     appropriate
accommodation          funding to open                                               Manager               Partnership      resources          to
                                                                   Other
solutions              the               night                                       Special Project                       ensure the NAC
                                                                   funding
                       assessment                                                    Group                                  opens during the
                                                                   sources
                       centre      for    the                                                                               coldest months of
                       winter     of     2008                                                                               2008
                       and       investigate
                       longer       periods
                       during the year or
                       on a continuous
                       basis
                       Monitor            the    March 2008 –                        Rough                Supporting      To          provide
                       delivery     of    the    March 2009                          Sleeper‟s             People           evidence to gain
                       Rough      Sleeper‟s                                          Project Workers                        further SP funding
                       Project         Worker                                        Magg‟s       Day                      to           create
                       Service     to     the                                        Centre                                 additional posts
                       County                                                        Manager
                                                                                     Supporting
                                                                                     People
     Objective 4      Action to be taken         When will we       What resources do we need?                 How               Outcome
                                                   do it by       Financial             People           performance will
                                                                                                          be monitored

Accessibility to      Audit the type of          March 2008        Staff hours      Housing              Project         Develop directory

the full range        services    available                     Budget        for    Information           Officer –        of          services
                      and      employment                       printing             Assistant             homelessness     available      and
of         services
                      and           training                                                               Single          employment and

                                                                                                                                             52
through          opportunities on a                                                          Homelessness   training

improved         county wide basis                                                           Partnership    opportunities     on
                 for rough sleepers                                                          Meetings       a    county     wide
information
                                                                                             Principal     basis    for   rough
sharing and an
                                                                                             Housing        sleepers – online
agreed
                                                                                             Strategy       and in hard copy
approach
                                                                                             Officer



                 Audit     the    health   March 2008    Staff hours    Housing            Project       To      develop    a
                 services that rough                     Budget for     Information         Officer –      comprehensive
                 sleeper‟s          may                  printing        Assistant           homelessness   information pack
                 need to access                                          Health Services    Single        on      the    health
                                                                                             Homelessness   services available
                                                                         Rough Sleepers
                                                                                             Partnership    by March 2008
                                                                         Focus Group
                                                                                             Meetings
                                                                                             Principal
                                                                                             Housing
                                                                                             Strategy
                                                                                             Officer




                 Carry out an audit        October       Staff hours    Housing            Project       Complete           a
                 of       all    Mental    2008                          Information         Officer –      comprehensive
                 Health Services for                                     Assistant           homelessness   audit      of mental
                 single         homeless                                 Mental Health      Single        health services to
                 people                                                  Services            Homelessness   inform            the
                                                                                             Partnership    information pack
                                                                                             Meetings
                                                                                             Principal
                                                                                             Housing


                                                                                                                              53
                                                                                                            Strategy
                                                                                                            Officer



  Objective 5                Action to be taken       When will we     What resources do we need?               How              Outcome
                                                        do it by     Financial             People         performance will
                                                                                                           be monitored
Delivery         of     a    To   support      the    October         Transfer   of    Magg‟s     Day     Supporting       Develop
range                   of   change in service        2007            SP funding        Centre              People            approaches         to
services              that   provider         from                                      Manager             Contracts         strengthen
ensure a stable              Magg‟s           Day                                                           Officer           existing
environment                  Centre to for the                                                                                outreach         and
once       off        the    accommodation                                                                                    engagement
streets                      provided    by    the                                                                            activities that will
                             Consolidated                                                                                     facilitate        the
                             Charities                                                                                        ability    for    the
                                                                                                                              chronically
                                                                                                                              homeless           to
                                                                                                                              make              the
                                                                                                                              choice to come
                                                                                                                              off the street.
  Objective 6                Action to be taken       When will we     What resources do we need?               How              Outcome
                                                        do it by     Financial             People         performance will
                                                                                                           be monitored

Preventing the               To   review      how     March 2008      Staff hours      Housing Needs      Project         To make sure that

next                         housing advice is                                          & Advice            Officer –        housing advice is
                             currently provided                                         Teamleader          homelessness     provided equally
generation             of
                             to   non      priority                                     Rough Sleepers     Single          and fairly to single
rough sleepers
                             homeless      people                                       Surgery       –     Homelessness     people
                             and identify what                                          HN&AO               Partnership
                             resources         are                                                          Meetings
                             required to make

                                                                                                                                                54
                      improvements

                      To    review            how    Nov 2007        Additional     Project Officer     Single          To develop a joint
                      homeless         services                      staff           Homelessness         Homeless         core           service
                      are             currently                      Training       Multi-agency        Partnership      model                and
                      delivered                to                    Base           project              Meeting          financially
                      homeless                  or                                   steering group                        appraise             the
                      potentially                    Feb 2008                        SP Strategic                         resources
                      homeless           young                                       Review of                             required               to
                      people          (17yrs    –                                    young people                          achieve it.
                      25yrs)                                                                                               Agree                the
                                                                                                                           approach             and
                                                                                                                           model to be used
                                                                                                                           and implement a
                                                                                                                           planned
                                                                                                                           approach               to
                                                                                                                           delivery       of    the
                                                                                                                           model
    Objective 7       Action to be taken             When will we     What resources do we need?              How                 Outcome
                                                       do it by     Financial            People         performance will
                                                                                                         be monitored

Responding            Those with no local            January 2008    Staff hours    Strategic           Single          Target     resources

locally           -   connection              with                                   Housing              Homeless         towards             those
                      the      city    will    be                                    Services             Partnership      with       a        local
Implementing
                      offered             every                                      Manager                               connection            by
a           local
                      support                   &                                    Project Officer                      implementing           a
connection
                      assistance                in                                   Homelessness                          jointly        agreed
policy
                      securing                                                       Single                               local connection
                      accommodation &                                                Homeless                              policy to be used
                      services elsewhere                                             Partnership                           by all agencies



Year 2 - April 2008/March 2009
                                                                                                                                                 55
   Objective 1          Action to be taken         When will      What resources do we need?                 How                    Outcome
                                                   we do it by   Financial        People               performance will
                                                                                                        be monitored
Empowering             To expand the               March          SP Grant    Magg‟s Project           Supporting        To          create       2
individuals       to   existing service            2009                        Manager                   People Team        additional           rough
make the right         provided by the                                         Rough Sleeper‟s                             sleeper             project
choice to come         Rough Sleeper‟s                                         Project Workers                              worker        posts     to
off the streets        Project Workers to                                                                                   support              rough
                       the rest of the county                                                                               sleepers make the
                                                                                                                            right       choice      to
                                                                                                                            come          off      the
                                                                                                                            streets
                       Set up an agreed            January        Staff       Project      Officer     Project Officer   Implementation of
                       multi         agency        2009           hours        Homelessness              Homelessness       an      agreed        multi
                       approach to        assess                               Key staff time           Single            agency assessment
                       the needs of rough                                      Individual               Homelessness       process                 to
                       sleepers                                                agency                    Partnership        understand            and
                                                                               endorsement               Meetings           address the needs
                                                                               and                       Housing           of      each        person
                                                                               implementation            Needs &            who has nowhere
                                                                               of the                    Advice Officer     to live by January
                                                                               assessment                Rough             2008
                                                                               process                   Sleepers
                                                                                                         Project
                                                                                                         Officers
                                                                                                         St Paul‟s
                                                                                                         Hostel Director
                       To work in                  January        Budget      Project      Officer     Project Officer   To             develop
                       conjunction with            2009           for          (Homelessness)            (Homelessness      customer            service
                       rough sleepers to                          design &     Single Homeless          )                  standards by way
                       develop a customer                         printing     Partnership                                  of      a      customer

                                                                                                                                                    56
                       charter which will be                                   Rough Sleepers                        charter for rough
                       used consistently by                                    Focus Group                            sleepers
                       all agencies
  Objective 2          Action to be taken      When will we     What resources do we need?                 How                Outcome
                                                 do it by     Financial               People         performance
                                                                                                          will be
                                                                                                      monitored
Improving              Develop         clear   February       oStaff hours        Director of St     Project        To      remove     the
delivery of core       access and referral     2009                               Paul‟s Hostel       Officer –       barriers
services          to   mechanism‟s       for                                      Manager of         homelessnes     experienced        by
support          the   rough       sleeper‟s                                      Maggs               s               Rough       Sleepers
move       off   the   and their support                                          Customers          Single         and their support
street                 workers to receive                                         Health Services    Homelessnes     workers             to
                       treatment       from                                                           s Partnership   accessing
                       appropriate health                                                             Meetings        appropriate
                       services                                                                                       health services by
                                                                                                                      Feb 2009
                       Develop joint           March 2009      Staff hours       Housing Needs      Project        Implement
                       procedures to                                              & Advice            Officer –       mechanisms        and
                       prevent people                                             Teamleader          homelessnes     joint       working
                       from becoming                                              Homelessness       s               processes that are
                       homeless following:                                        Officers Group      Single         needed              to
                       discharge from a                                           Agencies from      Homelessnes     prevent
                       hospital stay on a                                         the list            s Partnership   homelessness
                       surgical or medical                                                            Meetings        following
                       ward,                                                                                          discharge         from
                       receiving                                                                                      the list
                       treatment in A&E,
                       at the end of a
                       period of
                       substance misuse

                                                                                                                                         57
                 rehabilitation
                 discharge from
                 prison services
                 discharge         from
                 mental health unit
  Objective 3    Action to be taken        When will we     What resources do we need?            How               Outcome
                                             do it by     Financial            People         performance
                                                                                                 will be
                                                                                               monitored
Providing         Develop/identify         March 2009      Staff hours    Housing            Single         To      provide      a
suitable          5 further units of                       SP funding      Services           Homelessnes     greater range of
accommodation     settled                                                   Manager            s Partnership   move-on
                                                           Other
solutions         accommodation                                            Special Project                    opportunities       for
                                                           funding
                  for rough sleepers                                        Group                              rough sleepers.
                                                           sources


Providing         Identify the need,       March 2009      Staff hours    Housing            Single         To             identify
suitable          building         and                     SP funding      Services           Homelessnes     appropriate
accommodation     funding to open                                           Manager            s Partnership   resources           to
                                                           Other
solutions         the              night                                   Special Project                    ensure       the   NAC
                                                           funding
                  assessment                                                Group                              continues to open
                                                           sources
                  centre service for                                                                           during the coldest
                  longer      periods                                                                          months of the year
                  during the year or                                                                           on      an   on-going
                  on a continuous                                                                              basis
                  basis
  Objective 6    Action to be taken        When will we     What resources do we need?            How               Outcome
                                             do it by     Financial            People         performance
                                                                                                 will be
                                                                                               monitored

Preventing the   To implement the          Nov 2009        Additional     Project Officer    Single            To use the core

                                                                                                                                   58
next                   agreed            core                  staff            Homelessness           Homeless              service       model

generation        of   service model                           Training        Multi-agency          Partnership           to         improve
                                                               Base            project                Meeting               existing         and
rough sleepers
                                                                                steering group                               establish       new
                                                                                SP Strategic                                interagency
                                                                                Review of                                    links to ensure
                                                                                young people                                 a     joined      up
                                                                                                                             solution           is
                                                                                                                             identified




Year 3 - April 2009/March 2010
   Objective 1         Action to be taken        When will      What resources do we need?          How performance              Outcome
                                                we do it by   Financial          People             will be monitored
Empowering             To investigate           March 2009     SP Grant     St Paul‟s Hostel        Single           To        develop       a
individuals       to   approaches to                           Other        Director                 Homelessness      range of activities
make the right         strengthen existing                     financial     Rough     Sleeper‟s     Partnership       that will facilitate
choice to come         outreach and                            contrib..     Project Workers                            larger numbers of
off the streets        engagement                                            Supporting                                rough           sleepers
                       activities that will                                  People Team                                move         off      the
                       facilitate the move                                                                              streets
                       off the streets
   Objective 3         Action to be taken        When will      What resources do we need?          How performance              Outcome
                                                we do it by   Financial           People            will be monitored
Providing               Take forward the        March 2010     Staff        Housing Services        Single           To        provide       a
suitable                findings    of    the                  hours         Manager                  Homelessness      night assessment
accommodation           work to open a                         SP           Special     Project     Partnership       centre for rough
solutions               night    assessment                    funding       Group                                      sleepers            during
                        centre for longer                                                                               the             coldest
                                                               Other
                        periods during the                                                                              month          of     the
                                                               funding

                                                                                                                                               59
                             year     or   on   a                     sources                                                        year.
                             continuous basis
Objective 3 & 5             Action to be taken        When will        What resources do we need?           How performance               Outcome
                                                     we do it by     Financial           People             will be monitored
Providing                    To investigate the      March 2010       Staff        Project Officer          Single                To      provide   a
suitable                     resources required                       hours        (Homelessness)              Homelessness          range of housing
accommodation                to implement a 3                         SP           Special    Project        Partnership           with support for
solutions                    tier          housing                    funding       Group                                            rough sleepers
                             model.
                                                                      Other
Delivery         of    a
                                                                      funding
range of services
                                                                      sources
that      ensure       a
stable
environment
once       off        the
streets




Year 4 - April 2010/March 2011
   Objective 1               Action to be taken         When will     What resources do we need?          How performance                 Outcome
                                                       we do it by    Financial        People             will be monitored
Empowering                  To expand the existing     March 2009       SP         Magg‟s Project         Supporting         To fund 2 additional
individuals            to   service provided by                         Grant       Manager                 People Team         rough           sleepers
make the right              the Rough Sleeper‟s                                     Rough                                      project worker posts
choice to come              Project Workers to the                                  Sleeper‟s                                   to               support


                                                                                                                                                       60
off the streets             rest of the county                                  Project                                individuals to make
                                                                                Workers                                the choice to come
                                                                                                                       off the streets
Objective 3 & 5              Action to be taken      When will     What resources do we need?      How performance           Outcome
                                                     we do it by   Financial        People         will be monitored
Providing                    To implement a 3 tier   March 2010     Staff      Project Officer     Single           To provide a range
suitable                     housing model.                         hours      (Homelessness)        Homelessness      of   housing       with
accommodation                                                       SP         Special Project     Partnership       support    for    rough
solutions                                                           funding     Group                                  sleepers

                                                                    Other
Delivery         of    a
                                                                    funding
range of services
                                                                    sources
that      ensure       a
stable
environment
once       off        the
streets




10. Glossary
Affordable housing                                housing available through Registered Social Landlords at below the
                                                  market rate
Affordable unit threshold                         the number of units of accommodation at which a developer has to
                                                  provide social housing
Crisis                                            a national homelessness charitable organisation
Entrenched rough sleeper                          someone that has been sleeper rough for 6 months or more
                                                                                                                                           61
Floating support              support provided by organisations to enable people to maintain their
                              housing
General needs lettings        those properties that are not sheltered (for the elderly) or have call
                              alarm systems
Hidden homeless or sofa surfers people that have no permanent home, often staying at a combination of
                              friends/family homes, hostels and sleeping rough. Often do not appear
                              within Government statistics due to this reason
Housing Needs Survey                 a survey carried out to gauge the amount of housing needed to
meet the demand in a given area
Matrix                        a company commissioned by the Substance Misuse Action Team to
                              research substance misuse in Worcestershire
Non priority homeless         a homeless applicant without a priority need
P1E                           statistical returns on homelessness provided to central government by
                              local authorities
Priority need                 a homeless applicant deemed as more vulnerable than the average
                              person should they be faced with homelessness (as defined by the
                              Housing Act 1996 – as amended by the Homelessness Act 2002)
Resettlement                  support provided to help people settle into their new home
Section 106 agreement         Section 106: a mechanism under the 1990 Town and Country Planning
                              Act   whereby   planning   authorities   require   developers   to   make   a
                              contribution towards affordable housing or other public facilities such as
                              schools or parks, reflecting the wider impact of the new private housing
                              development.
Shared ownership              housing available via part buy, part rent basis with Registered Social
                              Landlords


                                                                                                          62
Smartmove                    Rent Deposit Scheme to help single homeless people/childless couples
                             into the private rented sector, operated by WHABAC.
South Housing Market Area          all the districts in Worcestershire as well as Stratford and Warwick
Surestart                       Sure Start is a Government programme which aims to achieve better
outcomes for children, parents and communities




                                                                                                     63
11.0 Abbreviations


B&B         Bed and Breakfast
CMHT        Community Mental Health Team
DCLG        Department for Communities and
            Local   Government       (Formerly   the
            Office of the Deputy Prime Minister)
HRS
LA          Local Authority
NAC         Night Assessment Centre
NPH         Non Priority Homeless
ODPM        Office of the Deputy Prime Minister
            (now Department for Communities
            and Local Government)
RSL         Registered Social Landlord
SHF         Single Homeless Forum
SHM         Single Homeless Monitoring
SMAT        Substance Misuse Action Team
SP          Supporting People
WCH         Worcester Community Housing
WCMAAP      Worcester         City     Multi-Agency
Assessment Panel
WHABAC      Worcester   Housing      And   Benefits
Advice Centre
WRSP        Worcester Rough Sleepers Project


                                                       64
12.0 Bibliography


Children and Young Persons Plan
Coming in from the Cold, Rough Sleepers Unit,
December 1999, DETR
Social Exclusion Unit report into Rough Sleeping
in England 1999
Supporting People Five Year Plan 2005-10
West Midlands Regional Homelessness Strategy
200?
West Midlands Regional Housing Strategy 2005
Worcester City Council Housing Requirements
Study 2005
Worcester City Council Private Sector Renewal
Strategy 2004-7
Worcester City Homeless Strategy 2003-6
Worcestershire County Homeless Strategy 2006-
11-06
Worcestershire Local Area Agreement




                                                   65
13.0 List of tables/figures?


Do I need it - or should this go at the
beginning?




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