Draft
Homelessness Strategy 2008 - 2013
INTRODUCTION
This is Three Rivers District Council’s second homelessness strategy. It has been
produced in consultation with service users, stakeholders and local agencies and
builds on the successes of the first Homelessness Strategy 2003-2008.
Since the first strategy was produced the approach to dealing with homelessness has
developed significantly. This has been partly in response to targets set by Central
Government in terms of reducing bed and breakfast and temporary accommodation
use, but also as result of improved understanding regarding the causes of
homelessness and a greater emphasis placed on homelessness prevention.
This strategy will provide a strategic framework for the continued improvement to the
housing and support services delivered by the Council, stakeholders and local
agencies over the next five years.
Our aim is to reduce and prevent homelessness in the District by:

Assisting households in housing need to secure suitable accommodation at a
price they can afford

Providing a range of housing advice and assistance to prevent homelessness
at an early stage and rough sleeping where it exists

Further improving our understanding of the causes and reasons for
homelessness in the District and enabling us to develop and prioritise new
services in response to emerging needs

Ensuring appropriate housing related support is available for vulnerable
households
The strategy will also:

Help facilitate improved inter-agency partnership working to ensure services
meet local need

Ensure resources are maximised and targeted effectively

Help to develop new and existing services to tackle homelessness

Ensure fair and equal access to services for all

Facilitate regional and sub-regional working that will assist in meeting needs
locally
Three Rivers Key Facts
Three Rivers derives its name from the Gade, Chess and Colne rivers that run
though it. It is situated in the south-west corner of Hertfordshire and spans 34 square
miles comprising 12 villages and small towns. There are excellent road links to the
M25, the M1, the London airports and rail services into central London.
There is a population of 82,848 and a recent housing needs survey estimated an
annual growth in population of 2.6% is anticipated until 2021. It is estimated that the
under nineteen age group will fall by 2021 as will the main economically active age
group of 30-44 year olds. The 45-64 age groups and, more critically, the 65+ age
groups will increase significantly.
Minority ethnic groups make up just over 12% of the population. The largest of the
ethnic minority communities is the Asian community at 4.6% of the total. Overall
households are growing at a faster rate than the population. Between 1991 and 2001
they grew by 4.8% and households almost doubled at 9%. One-person households
stand at around the national average of 27%. The number of lone parents (with
dependent children) more than doubled between 1991 and 2001 when the figure
stood at 1635.
In 2001 there were 11,127 (14%) of people who had a long term limiting illness, 58%
of them being over 60 years old. People living in housing association accommodation
have higher levels of long-term limiting illness than owner occupiers.
Owner occupation is the most common tenure type with 76.6% of the District’s
households falling into this category and just under half have no mortgage. This is
slightly more than the national picture of 70%. Households from the Housing
Association sector make up 17.8%.
At district level Three Rivers is relatively affluent and in 2004 it was ranked as 308 on
a scale for multiple deprivation (1 represents most deprived and 354 least deprived).
However, there are pockets of high deprivation in the south of the District in
Northwick and Hayling wards.
There are good opportunities for employment for the residents of Three Rivers in the
District and for commuting into London. Population estimates for 2004 showed that
60% of the District population were of working age and that 80% of this group were
economically active with an unemployment rate of 3.2%. In May 2005 there were
3370 Housing Benefits claimants. This has increased by 17% since 2001.
Council/Registered Social Landlord and private tenants accounted for 3,370.
About the strategy
The Homelessness Strategy summarises the outcomes of the homelessness review
2007/8. It also explores future challenges for tackling homelessness and details how
we have improved services and working arrangements over the last five years.
It contains the main strategic aims for the period 2008 -13. It explores what needs to
be done to improve homelessness prevention services, to manage and where
possible reduce temporary accommodation use and to ensure accommodation and
support is available to households with a housing need.
Finally, the document provides a detailed action plan. This section sets out the
activities that will be undertaken by a range of local agencies, working in partnership
to achieve the strategic objectives.
Recognising equality and diversity
The Council has a Comprehensive Equality Policy – called a Fair Deal For Everyone.
The policy says:“Three Rivers’ vision is that the District should remain a prosperous, safe and healthy
place where people want and are able to live and work.
Three Rivers District Council is committed to improving the quality of life for all its
residents and employees. The Council values the diversity of the community and
wants to use the community’s wealth of experience to create an excellent quality of
life in Three Rivers.
The Council is dedicated to the promotion of equal opportunities and to removing any
discrimination in service delivery, procurement and employment. The Council is
committed to achieving equality and community cohesion in partnership with other
organisations and local communities”.
Equalities Impact Assessment (EIA)
The Race Relations Amendment Act 2000 and the Equality Standard places a
general duty on all public authorities to eliminate unlawful discrimination, promote
equal opportunities and promote good relations between people from different ethnic
groups.
An Equalities Impact Assessment has been carried out on the
Homelessness Strategy’s Action Plan to ensure it meets the needs of diverse people
in the community. It looks at whether any groups are treated differently and if so
justifies why.
National Context and Performance Indicators
Local Housing Authorities have a statutory duty to provide assistance to all
households which are homeless or threatened with homelessness, regardless of
whether there is a duty to accommodate them. Reducing levels of homelessness is
a high priority for the Government. The Government’s homelessness strategy,
Sustainable Homes: settled homes; changing lives (published in 2005), sets out
plans for continuing to reduce homelessness and halve the number of households in
temporary accommodation by 2010.
The Government’s homelessness policy has the following aims:

Reduce homelessness

Prevent homelessness

Prevent repeat homelessness

Provide support for vulnerable people

Tackle the wider symptoms and causes of homelessness

Reduce rough sleeping by two-thirds

Halve the number of households placed in temporary accommodation by the
Local Authority by 2010

No use of bed and breakfast for families with children unless in an emergency
and for no more than 6 weeks (enforced with legislation)

No 16 or 17 year old accommodated in bed and breakfast except in an
emergency and for no more than 6 weeks by 2010

Provide more settled homes
The Government has issued policy briefings with a focus on providing more settled
homes, homelessness prevention, domestic violence, youth homelessness,
improving the quality of hostels and temporary accommodation, employment and
health. This strategy aims to address these areas of need through joint working with
partner agencies and stakeholders.
Performance indicators from Central Government
One of the drivers for this strategy is the need to meet national targets. The following
are the national indicators (NI) and the best value indicators (BVPI) that have helped
shape the strategy.
NI 154: Net additional homes provided
NI 155: Number of affordable homes delivered (gross)
NI 156: Number of households living in temporary accommodation
BV202: Number of people sleeping rough
BV213: Homelessness prevented through housing advice casework per 1,000
households
Sub-Regional Context and Local Area Need
The Council is in the county of Hertfordshire and form part of the of the London
Commuter Belt (LCB). The LCB is a very large Sub-Region, made up of 15 Local
Authorities including all ten district council areas of Hertfordshire, five district councils
in Essex (Brentwood, Chelmsford, Epping Forest, Harlow and Uttlesford), two county
councils, and approximately thirty social housing providers. The overall population
for these 15 districts is just over one and a half million based upon the most recent
census information.
Levels of homelessness recorded by each local authority vary significantly, from
approximately 70 to over 700 cases of people seeking advice and assistance and
from 50 to over 200 cases of families being statutorily homeless (2006/07 figures).
The LCB has a Homeless Officers Sub-Group for the ten Hertfordshire councils.
The Group seeks to share good practice in the sub-region and respond with a
collective voice on countywide and regional homelessness policy issues.
The Local Area Agreement for Hertfordshire
A Local Area Agreement (LAA) is a three-year contract negotiated between central
government and local government setting out the priorities for a local area and how
these will be tackled in partnership. The LAA also provides a way of strengthening
partnerships and partnership working, pooling budgets and streamlining performance
management systems.
The emerging Sustainable Community Strategy short-term actions also provide a
framework for the next rounds of Local Area Agreements (LAA) targets. They are
structured around six main themes in Hertfordshire:






Safer and Stronger
Children and Young People
Health and Older People
Economic Development and Enterprise
Housing and Character
Transport and Sustainable Development.
New targets and outcomes for the Local Area Agreement 2008-2011 are being
agreed with Central Government. Reward grants will apply to the achievement of the
Local Area Agreement 2006-2009 targets payable from the end of 2009. This reward
grant will provide an important source of funding towards the achievement of Local
Strategic Partnership priorities in the District and Hertfordshire Forward priorities
across the County.
The LAA includes 30 targeted indicators drawn from the new National Indicator Set
(NIS) of 198 indicators. The LAA housing indicators include NI 154: Net additional
homes provided.
Local Strategic Partnership (LSP)
The LSP is a partnership of public agencies, voluntary and statutory sectors working
together for the benefit of local people. It includes people working in voluntary
organisations, representatives from the Council and Hertfordshire County Council as
well as other key agencies such as the police, education and health care providers.
The Three Rivers Strategic Plan (2008-2011) identifies the priorities for the Council
which are linked to the Sustainable Community Strategy Themes. Consultation with
residents has indicated that there are five main priorities for the District. These are, in
priority order:
i.
ii.
iii.
iv.
v.
Anti-social behaviour, crime, and fear of crime
Access to services for all residents
Improving the environment
Children’s and young people's access to education, skills and training
Finding affordable housing
The Three Rivers Strategic Plan reflects these priorities in its vision, whereby:
‘the District should remain a prosperous, safe and healthy place where people
want and are able to live and work’.
The LSP Board comprises the senior officers from agencies working to deliver
services in the District, as well as representatives from the voluntary and community
sectors.
Local Context
The impact of homelessness in Three Rivers is wide reaching and affects many
things including:

The community
Homelessness not only affects individual households but also impacts upon
the wider community. Homelessness is commonly linked to crime and fear of
crime, health and developmental problems, poor educational attainment and
substance misuse issues.

Regeneration
Housing and employment go hand in hand. People may find themselves
unable to afford a suitable home because of lack of employment, or may find
themselves unable to access education, employment or training because they
do not have a stable home. In order to reduce levels of worklessness and
homelessness and contribute to the regeneration of the District, the two
issues should be tackled together rather than separately.

Financial cost
The Council has a duty to provide homelessness advice and assistance. In
addition to the obvious costs of resourcing a service and providing bed and
breakfast and other temporary accommodation, the issues associated with
homelessness such as poor physical and mental health and low educational
attainment can also be costly to the public and voluntary sector.
The Review of Homelessness 2007/08 - The current picture
The homelessness review 2007/8, details key successes over the last five years and
considers future challenges for tackling homelessness. A comprehensive review of
homelessness took place in between November 2007 - April 2008 in order to:

Identify the levels of homelessness in the District

Identify causes and triggers of homelessness

Map the current provisions of homelessness services and identify any
potential gaps (or duplication of services)

Map current provision of preventative measures

Inform the Homelessness Strategy and Housing Strategy for Three Rivers

Review the current homelessness strategy and direction of travel
Key findings
Considerable progress was made in meeting the objectives of the first homelessness
strategy and this is evidenced in the continued reduction of homelessness
applications, acceptances and homelessness prevention cases.
Homeless applications, acceptances and homelessness preventions
Homelessness acceptances did not increase year-on-year as predicted. The
numbers of homelessness applications and acceptances decreased year-on-year to
almost half that of 2003/4. This can be attributed to successful homelessness
prevention activities that have been ongoing over the life of the homeless strategy
2003-8.
Homeless applications 2003-2008
Year
2003/04
2004/05
2005/06
2006/07
2007/08
Number of Homeless
Applications
179
211
249
190
103
Homeless acceptances 2003-2008
Year
Number of
Homeless
Applications
179
211
249
190
103
2003/04
2004/05
2005/06
2006/07
2007/08
Number of
homeless
acceptances
93
90
81
88
46
As a percentage
of Homeless
Application
%
%
%
%
%
The main reasons for homelessness
Since 2003 there has been a reduction in all areas of homelessness. However, the
main reasons for homelessness remain unchanged. The main reasons for
homelessness acceptances in order of prevalence are as follows:
1. Parents/friends and relatives no longer willing to accommodate
2. Non/violent relationship breakdown
3. Termination of Assured Shorthold Tenancy
Numbers of homelessness acceptances for each of these reasons for homelessness
has reduced over the last five years. The biggest challenge remains in trying to
prevent homelessness for households facing eviction from friends or family.
Youth Homelessness
Although the number of homelessness acceptances has decreased, the proportion of
young people accepted as
homeless fluctuates between 3% – 9% over the last five years. The majority of
young people presenting as homeless are homeless as a result of friends or family
evictions.
Three Rivers continues to have fluctuating number of homelessness applications and
acceptances for applicants under the age of 18. 6% of all homeless acceptances in
2007/8 were applicants aged 16 or 17. The national average has been 9% for the last
five years, recently reducing to 8.5%.
YEAR
2003/04
2004/05
2005/06
2006/07
2007/08
Total
decisions
161
201
213
184
72
Number of
16/17 year
olds accepted
as homeless
in Three
Rivers
Percentage of
acceptances who
are 16 or 17 years
old in Three
Rivers
9
7
12
16
4
6%
3%
6%
9%
6%
Percentage of
acceptances
who are 16 or
17 years old
nationally
9%
9
9
9
8.5%
Homelessness prevention
In the last two years up to March and 2008 homelessness was prevented for 131
households through advice and assistance from the Council. This was the result of a
range of interventions including:

Issuing of deposits and bonds to enable access to the private rented sector

Mediating with landlords, friends and family to prevent evictions and/or secure
alternative accommodation

Signposting and referring to other local agencies e.g. to access housing
support, debt counselling

Enabling people to remain in their home through intervention from the crash
pad mediation scheme
Intentional Homelessness
The number of households found to be intentionally homeless has fallen, from 19 in
2003/04 to 6 in 2007/08. However the percentage of intentional decisions made as a
proportion of all decisions made remains unchanged. Intentional homelessness
decisions account for an average of 7% of all homelessness decisions in the past
three years.
Number of intentionally homeless households 2003-2008
YEAR
Total decisions
2003/04
2004/05
2005/06
2006/07
2007/08
161
201
213
184
72
Number of
homeless decision
19
22
20
7
6
percentage of
intentional decisions
12%
11%
9%
4%
8%
Temporary accommodation usage
Temporary accommodation can be defined as any household which is ‘statutorily’
homeless is accommodated in temporary accommodation until the Council can
discharge its homelessness duty. The Council has made significant progress in
reducing usage in recent years. Temporary accommodation can be located in or
outside Three Rivers (likely Watford) and includes:

Bed and breakfast accommodation (no cooking facilities)

Supported accommodation (hostels, refuges etc)

Private sector accommodation (including Registered Social Landlord )
The Government set a target for all Local Housing Authorities to reduce all temporary
accommodation use by 50% by 2010 from a baseline of 2004/5. To achieve this we
have established our own local targets with annual milestones. The local target is to
reduce numbers in temporary accommodation by 3% based on the previous year’s
level. The milestones and progress made is detailed in the table below.
Progress made in reducing TA by 50% by 2010
YEAR
December 2004 (baseline)
December 2005
December 2006
December 2007
June 2008
Number of households in Percentage change in the
TA
number of households in
TA based on the previous
year’s level
19
36
+47%
45
+20%
43
-4%
19
-56%
The significant contribution to the reduction in numbers of people in temporary
accommodation in 2007 can be attributed to the Council housing stock being
transferred in March 2008. As the Council has less than a hundred applicant in
temporary accommodation it is exempt from the Government target.
Bed and Breakfast accommodation usage
Local Authorities in England are now prohibited from using Bed and Breakfast as
temporary accommodation for families or pregnant women, except in an emergency
and then for no longer than 6 weeks. The introduction of other forms of temporary
accommodation and the increase in homelessness prevention has led to the
Council’s use of bed and breakfast accommodation for homeless households
reducing dramatically over the last few years.
B&B placements per year, per quarter
YEAR
June Q1
Sept Q2
Dec Q3
Mar Q4
Total
2004
2005
2006
16
7
10
5
38
2007
4
0
5
2
11
2008
2
1
1
1
5
In accordance with the Homelessness legislation introduced in 2003, the Council’s
use of bed and breakfast accommodation for families and pregnant women has only
exceeded 6 weeks on one occasion. This occurred in 2007/08 and resulted from
delays by the RSL making the property offered to the applicant habitable.
Successful homelessness prevention has had a direct impact on reducing temporary
accommodation use.
.
Access to and availability of accommodation
There is a shortage of suitable, affordable accommodation for those in housing need.
Owner occupation is beyond the means of a great many households and private
sector rents are often not affordable with housing benefit levels.
Homelessness can only be prevented if suitable accommodation is made available.
Social rented housing is in great demand. Many households in housing need are
unable to access social rented housing as demand far outstrips supply.
The information below shows the supply of social rented accommodation:
Number of households on the housing register 2003-2008
Year
March 2004
March 2005
March 2006
March 2007
March 2008
Number of households on
the Housing Register
1573
1724
1760
1825
1825
Total Social housing lettings 2003-2008
Year
Council
March 2004
March 2005
March 2006
March 2007
March 2008
292
346
334
369
304
Housing
Association
83
95
134
160
89
Total lettings
375
441
468
529
393
LA lettings to homeless households 2003-2008
Year
LA lettings to homeless
households
March 2004
45
March 2005
40
March 2006
38
March 2007
52
March 2008
38
Alternatives to social rented housing must be sourced if homelessness is to be
effectively prevented in Three Rivers. The District has an unusually good stock of
private rented accommodation that is often inaccessible for those in housing need
because of:

Rent affordability issues

Inability to pay a deposit or rent in advance

Lack of references

Landlord refusal to accept tenants claiming housing benefit
Initiatives must be developed to enable those in housing need to access the private
rented sector in order to prevent homelessness. These initiatives must complement
the successful work carried out by voluntary sector agencies to assist vulnerable
people into private rented accommodation such as the SOLO Project and the
Council’s own Rent Deposit Guarantee scheme.
The SOLO project (Single Opportunity Lodging Scheme) provides young single
homeless people with temporary lodgings and support in a family household.
Housing related support
The Supporting People programme is a Government funded scheme that pays for
housing related support services. Housing related support services help people to
access, find, or stay in their own home. This includes help to:




Manage money
Claim welfare benefits
Develop domestic or social skills
Keep the individual and their home safe
Housing-related support does not include services such as personal help with eating,
washing and dressing, or day care.
There has been a shortage of ‘floating’ housing related support that can assist
vulnerable households to access and maintain accommodation in Three Rivers. This
is particularly the case for over 25 years old. Current allocation of Supporting People
funds enable 100 households to access floating housing related support.
The review suggests we need to provide more floating support, particularly for
households with issues around mental health and over 25 years old. This is
consistent with the Supporting People strategic priorities set out in the new
Supporting People Strategy 2007-12 and work is ongoing to increase the amount of
floating support services available and target them in the areas of most need.
Accommodation based support
There are approximately 16 units of supported accommodation available to homeless
people in Three Rivers. Most accommodation-based support can be accessed in
Watford or other districts in Hertfordshire. These short term accommodation projects
are funded by Supporting People and come with a package of support to enable
residents to address various issues that prevent them living independently.
The ‘Move On’ procedure enables residents to move into alternative accommodation
in a planned way with an appropriate package of services providing ongoing support.
Supported accommodation in the District is provided for the young single homeless
or homeless young mother. There are two learning disabilities scheme in the district.
Access to this scheme is managed by Hertfordshire County Council. It is thought
that the provision of accommodation based support is adequate to meet the need.
However the amount of floating, housing related support is not adequate to meet
current need.
Rough sleeping
Rough sleeping is defined by the Government as ‘people sleeping or bedded down,
in the open air (such as on the streets, or in doorways, parks or bus shelters); people
in buildings or other places not designed for habitation (such as barns, sheds, car
parks, cars, derelict boats or stations)’. People who are homeless but manage to stay
with friends and family or ‘sofa surf’ are not classed as rough sleepers.
The number of people rough sleeping in the District is nil. The Council is committed
to ensuring no one has to sleep rough in the District by working with local agencies to
ensure incidences of rough sleeping are prevented.
Equalities
Every household applying to join the Council’s Housing Register or as homeless is
asked to complete an equalities monitoring form. captures information regarding
disability, gender, age, sexual orientation, religious beliefs and ethnic origin. In depth
analysis of this information will be carried out annually.
Black and Minority Ethnic (BME) Groups
Since 2004/5 only one or two households were found to be ineligible for
homelessness assistance per year. A decision that an applicant is ineligible for
assistance will be due to their immigration status.
Ineligible decisions against total decisions 2003-2008
Year
2003/04
2004/05
2005/06
2006/07
2007/08
Number of homeless
decision
161
201
213
184
72
Ineligible homeless
applications
0
1
1
0
1
Asylum Seekers
Asylum seekers do not have recourse to public funds and are therefore ineligible for
homelessness assistance from the Council. However this does not mean that
everyone affected by immigration issues is ineligible for assistance and each case is
considered individually. The region has seen an increase in migrant workers as a
result in changes to EU immigration law although very few migrant workers
approached the Council for assistance in the last five years.
Gypsies, Travellers and
It is important for the Council to address the needs of the gypsy and traveller
community. Joint work with local authorities in Hertfordshire and Hertfordshire
County Council to assess the housing needs of gypsy and travellers is on going to
identify the appropriate amount of suitably located gypsy and traveller sites/pitches to
prevent future homelessness. Work to identify sites will be progressed by the
Council’s Planning Department.
Gypsy and traveller households have made very few approaches to the Council for
assistance with housing in the last five years. No homeless applications have been
made as a result of a shortage of pitches. A shortage of housing related support for
gypsy and travellers settled in general needs accommodation has been identified and
this is being addressed through the Supporting People commissioning increasing
resource allocated to floating housing related support.
Key Successes 2003 - 2008
Significant progress has been made over the last five years in reducing and
preventing homelessness, reducing temporary accommodation use and increasing
the amount of housing related support available to vulnerable households.
We improved communication and partnership working
Communication, partnership working and information sharing was improved over the
last five years to help achieve the strategic objectives of the first homelessness
strategy. A number of projects were undertaken to improve communication with local
agencies and service users. We now use the following to aid homelessness
prevention:

New, improved housing information leaflets

Improved housing applications forms

A regularly updated information sheet detailing private rented sector landlord
contacts

Joint training with local agencies

improved links with housing benefit

A school project with HYHG

Introduction of choice based lettings

Service Improvement Group

Homelessness Prevention Fund

A number of successful, multi agency projects were undertaken to develop
tools that will assist with homelessness prevention:

The Council took homelessness information into schools though the HYHP
School’s Project

Joint Housing Protocol working agreements

New move On Points was developed to effectively utilise supported
accommodation and enable a structured and supported move on into suitable
accommodation.

New Supported housing project
Changes were made to the Council’s housing needs services
The current Housing Options service was established in September 2006. This
followed a review of the former housing department service and departmental
restructure and in response to the rise in number of homeless people. A new post of
Head of Housing Needs and Strategy was created and filled.
The new Housing Options team provides a comprehensive service to those people
faced by homelessness, the potentially homeless, and those people in housing need.
The Housing Options Team can provide advice and assistance to try and help
prevent households from losing their home. The team also gives advice and helps
people consider their options for finding alternative accommodation.
Changes were made to service delivery to prevent homelessness caused by
domestic violence
The Sunflower Centre Scheme was launched in 2005 to protect and support those
affected by domestic violence crimes. The centre does this by working in partnership
with other organisations to deliver individualised service, to ensure the safety of the
family and reduce repeat victimisation. The centre is based in Watford.
The Three Rivers Domestic Violence Forum is made up of local agencies that
provide support and assistance to victims of domestic violence abuse. The work of
the Forum is to help reach people where they live, work and play - in schools,
community centres and self help groups to remove the stigma of domestic violence
and encourage both victims and perpetrators to seek help. The Forum believes that a
greater openness to working with women still in a violent relationship will improve the
services they provide and help abused women.
In 2008 the District Community Safety partnership funded a newly created post Domestic Violence Intervention Worker to work as an independent advocate for
victims of domestic violence and to maximise their safety. Hertfordshire Police are
the employer and the post in host at the Council offices.
Empty Homes were brought back into use
The Council successfully worked with owners of empty properties to bring them back
into use over the last five years.
New supported accommodation was provided
Furzefield House opened in May 2008, provides 12 units of supported
accommodation for single homeless young people under the age of 25.
The LSP has identified the need for the development of a Family
Intervention Project to tackle anti-social behaviour
The project development is at a very early stage and aims to work with families who
are persistently perpetrating anti-social behaviour and are at risk of losing their
homes or other significant enforcement action. The expectation is the project will go
live in 2009.
New affordable homes
In each of the last three years (2005/6 – 2007/8) we have exceeded our housing
strategy target to deliver 70 new affordable homes with a total of 233 units delivered.
Key Challenges 2008-2013
Tackling youth homelessness
Youth homelessness is an issue, not only for Three Rivers but also for the County.
Tackling youth homelessness was identified as a key task in the Hertfordshire
County Council Accommodation Project for Young People which was instrumental in
identifying gaps in housing provision in the District and attracting capital and revenue
resources .
Local housing authorities and the County’s Children Schools and Families Service
have a legal duty to work jointly to assess the needs of homeless 16 and 17 year
olds and multi-agency joint working is essential to meet the needs of all young people
facing homelessness.
The causes and triggers of youth homelessness are common across the County.
Children Schools and Families Services and other agencies dealing with young
people operate on a county-wide basis. A Hertfordshire Joint Housing Protocol and
Young Persons Accommodation Strategy has been developed to help us to develop
a joined up, consistent approach to tackling and preventing youth homelessness and
ensure resources are targeted effectively in the areas of most need.
All agencies in Three Rivers are committed to tackling and preventing homelessness
for young people. Current interventions and initiatives to prevent homelessness will
be improved and developed to achieve a positive outcome for young people and help
achieve the strategic objectives locally.
Hidden Homelessness
People who do not access services for assistance with housing but are ‘sofa surfing’
and do not have their own accommodation can be classed as the ‘hidden homeless’.
Hidden homelessness is recognised as an issue in Three Rivers. Households that do
not present to local agencies for assistance with their housing issues are not
recorded. It is therefore very difficult to capture the true picture of homelessness
locally and nationally.
Offenders
Home Office figures suggest that having stable accommodation can reduce
reconviction rates by over 20%. Short-sentenced offenders are not subject to
statutory support and supervision from the National Probation Service on release and
often experience barriers to accessing suitable accommodation and support upon
release.
The Supporting People needs analysis identified a shortage of accommodation and
housing related support for offenders. The Council is committed to working with the
Probation Service to develop ways of enabling offenders to access accommodation
and support and prevent homelessness. This must enhance the positive work
undertaken by Probation Services to accommodate and support offenders.
Mental Health
People with low to moderate mental health problems often have housing problems
and can find it difficult to access and maintain suitable accommodation.
Homelessness can have a direct impact on a person’s ability to address their mental
health issue. The Council will work jointly with the Community Mental Health Team
and other agencies to ensure advice and support is available for people with low to
moderate mental health problems to enable them to find, access and keep
accommodation.
Mortgage Repossessions
After a relatively stable mortgage market over the period 2003-2008, the 2008 ‘credit
crunch’ could mean that for the foreseeable future, maintaining owner occupation will
become much more difficult for households with low incomes.
The Council of Mortgage Lenders (CML) estimates that 45,000 homes in Britain will
be repossessed during 2008. Those most vulnerable are first time buyers, those with
100 per cent or sub-prime mortgages, and the million or so coming off fixed-rate
mortgages. Locally, the Citizens Advice Bureau has reported an increase in the
number of people appearing in court in 2007/8 because of difficulties with managing
their mortgage. We may see an increase in presentations and homelessness if local
households are evicted from their homes as a result of mortgage arrears which will
need to be managed.
Economic and Social Inclusion
Recent publications from central government acknowledge that housing and
economic and social inclusion are intrinsically linked, meaning that future policies
should look at developing targeted interventions for both. It is considered that
Housing Options Services should not only assist households in finding the housing of
their choice, but also be able to help them improve their chances of being able to
retain that home.
Lack of employment, low educational attainment and lack of a stake in the
community are only some of the complex causes behind housing need. As no one
challenge can be addressed in isolation, it is important that the implications of
remaining workless are discussed with clients and they are actively encouraged into
education, employment and training as part of their housing options experience.
The Council understands and appreciates the implications of this and is committed to
working jointly with partner agencies in order to progress the linked economic
inclusion and housing agenda.
Overcrowding
In December 2007 the Government confirmed significant progress had been made to
prevent homelessness and reduce temporary accommodation use. They now want
local authorities to focus on addressing
homelessness to help improve homes for all.
overcrowding
issues
alongside
Older Persons
The housing, care and support needs of older people are high on the Government’s
agenda in response to the challenge of a growing older population. There has been a
shift in focus away from targeting services and resources primarily on the most
vulnerable older people in acute and residential settings, to an enabling approach to
a wider range of older people to live independently in the community. Housing and
support services have a key role to play in achieving this.
The Government strategy ‘Lifetime Homes, Lifetime Neighbourhoods: Housing in an
Ageing Society’ published in February 2008 projects that ageing is the major driver in
new household growth, accounting for 48% of new households by 2026, and that
current housing and neighbourhoods are not designed with ageing in mind.
Three Rivers has an ageing population and this may have an impact upon
homelessness in the future. The Hertfordshire County Council’s Older Persons
Accommodation Strategy was produced in partnership with the Council and local
partner agencies. It will assist is in addressing the housing and support needs of an
ageing population.
Introduction of the Local Housing Allowance
Local Housing Allowance (LHA) is a new way of working out Housing Benefit for
private tenants. LHA was introduced nationally from April 2008. The LHA rate is
based on the number and mix of occupiers and the area in which the tenant lives.
Payment will normally be to the tenant, who will then pay the landlord. LHA will only
be paid to new claimants from 2008. The Council will work jointly with partner
agencies to ensure people are not at an increased risk of homelessness as a result
of failure to pay their rent.
Identifying Homelessness Champions in Housing Associations
The Housing Corporation launched "Tackling Homelessness", its strategy on
homelessness, in November 2006. This strategy is based on six themes:

developing better partnership working with local government

working towards sustainable, cohesive and balanced communities where
people want to live

preventing homelessness by promoting coherent and seamless housing
allocation and management and support for tenants

encouraging housing associations to make better use of existing stock

working with Regional Housing Boards to direct investment towards improving
access to housing where there is housing need

promoting good practice to support associations and other landlords in raising
performance standards.
The Housing Corporation’s strategy identified that housing associations should
develop and adopt a homelessness action plan to progress their approach to
preventing and tackling homelessness. The strategy also identified that a
Homelessness Champion should be identified at a senior level in the Housing
Association to promote delivery of the action plan. The Council will work with Thrive
Homes and other RSLs to ensure they assist in meeting the District’s strategic
objectives for reducing homelessness.
Delivering the Homeless Strategy Action Plan
This section of the strategy considers how we will achieve the strategic objectives,
monitor progress and resource the work. An action plan has been produced that
details how we will achieve the aims and objectives of the strategy.
Achieving Objectives
It is recognised interventions and activities (actions) carried out to achieve the
objectives will need input from local agencies and the community. Partner agencies
have demonstrated their commitment to achieving our strategic objectives by taking
the lead on a number of actions detailed in the action plan.
A number of actions will have a direct and measurable effect on reducing
homelessness. Other actions will assist in achieving the objectives although their
impact on achieving the objective is more difficult to measure. For the purpose of
this document, actions that will have a measurable impact on achieving the
objectives are ‘direct actions’. Actions that do not have a measurable impact on the
objective are ‘indirect actions’. This is reflected in the action plan.
Monitoring the Strategy
The TRDC Homeless Partnership has responsibility for overseeing the progress
made in achieving the strategic objectives of the strategy. The TRDC Homeless is a
Partnership of local agencies responsible for helping to achieve the objectives set out
in the Homelessness Strategy 2008 - 2013. Progress made on achieving these
objectives will be reported to the Partnership quarterly and to the Councils
Sustainable Environment Policy and Scrutiny Committee by the Head of Housing.
The TRDC Homeless Partnership will:

Identify gaps in the service and aim to maximise capital and revenue funding
opportunities.

ensure that housing related operational services are aligned to relevant
strategies

commission or conduct appropriate research into housing need with support
services.

Will monitor the effects of the new Herts Choice Home sub-regional CBL
scheme on all homeless households

function as a vehicle for information exchange and dissemination, especially
the sharing of good practice.

provide opportunities for networking across agencies

provide a link to Supporting People..
Resourcing the strategy
Council Revenue and Capital Funding
Significant resources are allocated to the provision of housing related services.
The Councils Strategic Plan sets out overall investment on Council services for the
period 2008/9 – 2010/11 and is now part of a three-year strategic planning cycle.
Total net expenditure for 2008/9 on homelessness and housing advice, including
staffing and other costs, is anticipated to be around £110,000.
The net cost of temporarily accommodating homeless households in Bed and
Breakfast establishments accounted for £3,948 2007/8.
In addition to the above approximately £150,000 will be spent in 2008/9 on the
provision of other housing services for private sector renewal, the administration of
the Housing Register and Choice based lettings scheme and Housing Strategy.
The Council’s revenue services’ discretionary housing payment expenditure during
07/8 totalled £29,365 and £29,471 is allocated for 2008/9. These payments assist in
the prevention of homelessness. Similar levels of expenditure are anticipated for
future years but are subject to annual review and the delivery of efficiency
improvements.
Homelessness Grant
The Council has been successful in securing an annual homelessness grant from
Communities and Local Government since 2002/3. Funding for 2008-11 has been
confirmed at £40,000. The grant allocation provides a vital supplement to the level of
revenue funding committed by the Council annually to meet the costs of providing
housing options services.
The bulk of the grant allocation provides for homelessness partnership grants
allocated to local voluntary sector agencies to fund services that can aid with
homelessness prevention. In 2007/8 £40,000 was allocated to local organisations.
This figure is matched for 2008/9.
Supporting People Funding
The Hertfordshire Supporting People strategy 2007 - 2012 identifies the need for
housing related support for vulnerable people in the County, and states the
prevention of homelessness remain a priority.
Housing Corporation funding
In order to deliver a minimum of 75 new affordable housing units per year, it is
estimated that approximately £3m funding from the National Affordable Housing
Programme will be needed each year
TRDC Homelessness Partnership
The groups and organisations listed below form TRDC Homeless Partnership:
Watford Borough Council
Dacorum Borough Council
Hertsmere Borough Council
Hertfordshire County Council
Supporting People
Children, Schools and Families
Young Persons Accommodation Project
DCTP (District Children’s Trust Partnership)
Adult Care Services
Primary Care Trust (PCT)
Herts Young Homeless Group (HYHG)
Probation and Youth Offending Team (YOT)
ASCEND
Aldwyck Floating Support Team
Hertfordshire Police
Shelter
YMCA
TRDC Citizen Advice Bureaux
Watford New Hope Trust
Watford Women’s Refuge/Sunflower Centre
Life Hostels
RSLs from the HARI partnership
SOLO - Single Opportunity Lodging Scheme
Action Plans
THREE RIVERS DISTRICT COUNCIL
HOMELESSNESS STRATEGY ACTION PLAN 2008 – 2013
Aims
Propose future Action
Additional
Resources
Required
The supply of new affordable housing
To maximise the supply
a) Affordable rented
of new affordable
housing remains a priority
housing
in the Council’s Housing
Strategy.
Partner
Agencies/Lead
Officer
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
TRDC/RSLs
Ongoing
Ongoing
b) Affordable rented
housing forms the
majority of the RSL
development programme.
c) Ensure accessible
affordable housing within
the District per year
remains or exceeds 75
units.
To assess the need for
more one bedroom units
to address the housing
need of over 25 age
High
Existing staff
resources
TRDC/RSLs
Medium
Aims
Propose future Action
group
To maximise the use of existing stock
To monitor level of
a) A new Quarterly
nominations received
lettings pro forma to be
from RSLs
designed and produced.
Additional
Resources
Required
Partner
Agencies/Lead
Officer
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Existing Staff
TRDC
High
Existing Staff
TRDC
High
b) Returns monitored
quarterly and analysed to
ensure % true voids per
year received.
To review all nomination
agreements in line with
the introduction of Choice
Based Lettings
To use choice based
lettings to maximise the
use of existing stock
a) All nomination
agreements reviewed
a) CBL available to all
applicants on the Housing
Register.
TRDC/Herts
High
Choice Homes
Consortium/RSLs
Tenders for CBL suppliers
received. Supplier
selected shortly.
TRDC
Draft Allocations Policy
b) To monitor the impact
on relet times with RSLs
To introduce a new
c) Increased mobility
opportunities.
a) Consultation completed
Existing Staff
High
Aims
Propose future Action
Allocations Policy in line
with the introduction of
CBL
b) Policy implemented
To ensure that RSLs
option appraisals carried
out under their asset
management strategies
consider options for
conversion or
redevelopment of
affordable housing before
other options
a) To write to RSLs
informing them of the
need to engage the LA on
discussions.
b) Over the strategy
period to be involved in
discussions with RSLs on
reviews of their assets.
Additional
Resources
Required
Partner
Agencies/Lead
Officer
TRDC/RSLs
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
circulated for comments
to stakeholders,
residents, agencies and
applicants on the register.
Feedback being compiled
and policy re-adjusted
shortly.
Medium
Aims
Propose future Action
Additional
Resources
Required
Partner
Agencies/Lead
Officer
Homelessness Prevention - continue to build on housing options approach
Improve mediation
a) To ensure that an
TRDC/HYHG
opportunities to prevent
improved mediation
Aldwyck HA
homelessness
service is implemented
with HYHG & Aldwyck
which also includes staff
training
Improved web accessible b) Improve our current
PR & IT
TRDC
services available 24/7
website facilities Support
including information on
sources of housing,
housing advice and links
to other more specialist
sites
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
High
Medium
Aims
Propose future Action
Additional
Resources
Required
Partner
Agencies/Lead
Officer
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
TRDC
Medium
Existing staff
TRDC
Medium
Existing Staff
TRDC
High
Charter Mark Status
achieved in April 2008
Ongoing
TRDC
High
1:1s being conducted.
New pro forma being
used which records the
Homelessness Prevention: To develop staff and agencies
To provide training for
a) All applicable staff
staff to improve service
trained on housing
delivery
options alternatives
To provide training for
partner agencies on
homelessness
To achieve Charter Mark
Status
To continually achieve
investors in people status
b) To investigate the
feasibility of training
service centre staff on
basic housing options
advice to increase 1st
contact resolution.
a)Training to be provided
using the multi agency
panels
a) A team providing a
service which meets or
exceeds Charter Mark
Status
b) Increased engagement
with residents on service
improvements, Policy and
Strategy.
a) Investing in staff
development & training
aligning this with the
Aims
Propose future Action
Business plan & Service
Delivery Plan.
b) Recording the impact
of training on service
development and feeding
this into Annual Training
Reviews.
c) Conducting 6 weekly
1:1s
d) Holding yearly
appraisals
Additional
Resources
Required
Partner
Agencies/Lead
Officer
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
impact of training received
on service.
Yearly appraisals due in
April/May 2008. Training
will be aligned to service
delivery plan.
Aims
Propose future Action
Additional
Resources
Required
Partner
Agencies/Lead
Officer
Homelessness Prevention: to develop RSL role in homelessness prevention
Review current
a) To meet with all
TRDC/RSLs
approaches to
large/medium size RSLs
homelessness prevention and log homelessness
among RSLs in the
strategies.
District
b) To share good
practices
Establish Information
Sharing Protocols
c) To highlight concerns
and establish
mechanisms for
improvements
a) To establish
information sharing
protocols where none
exist between RSLs and
Local Authority.
TRDC/RSLs
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Medium
Medium
Aims
Propose future Action
Additional
Resources
Required
Partner
Agencies/Lead
Officer
By When. High =
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Temporary Accommodation: to continue to review the need for temporary accommodation
Review the use of
a) The need for temporary
TRDC
High
temporary
accommodation reviewed
Riversmead
accommodation
annually
Stadium HA,
b) Review of Lincoln Drive
Ascend,
concluded and 20 units
Supporting
retained
people
c) Improved system of
quarterly monitoring put in
place
d) Floating support made
available for residents a
minimum of 10.
To consider the use of
a) to seek legal advice on
TRDC
High
licences in temporary
the use of licences in
Stadium HA
accommodation
temporary
accommodation
b)Licences used for
Lincoln Drive to increase
the use of temporary
accommodation
Develop a system of
a) yearly reviews to be
TRDC/Hostel
Medium
assessing the quality of
conducted
Managers
hostel type
b) Checklist designed for
accommodation
this purpose
c) Quality benchmark put
Action to Date
Review of Lincoln Drive
has commenced.
Meeting held in April.
TRDC to review SLA and
confirm position.
Stadium is seeking advice
on licence use via their
own solicitors.
Yearly reviews conducted
for some hostel but no
systematic way of
assessing quality and
monitoring in place.
Aims
Review of Hostel
Provision in the District
Supporting People review
– Temporary
Accommodation
Propose future Action
in place
d) Action Plan created
and monitored based on
outcomes.
a) A Best Value review to
be conducted which
assesses: access,
referral practices, move
on needs, staff skills in
relation to client need and
gaps in service
a) Implement findings of
Supporting People
Reviews
Additional
Resources
Required
Partner
Agencies/Lead
Officer
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
TRDC
Low
Supporting
people and all
accommodation
providers
High
Supporting people review
available.
Aims
Propose future Action
Additional
Resources
Required
Partner
Agencies/Lead
Officer
Temporary Accommodation: to provide good quality temporary accommodation
Develop new Innovative
a) Create new and
Homelessness TRDC, RSLs,
housing partnerships to
innovative opportunities
Prevention
private sector,
provide temporary
for use of temporary
Fund
CAB
accommodation
accommodation
b) Set up a working group
to enable innovation in
approach
c) Outline and cost a
minimum of 3 new options
d) Seek funds
To reduce the impact of
a) Contribute to any
Existing staff
TRDC
homelessness on
District Children’s
resources
children in temporary
Partnership investigations
accommodation
on the needs of homeless
children and the impacts
thereof.
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Medium
Medium
Aims
By When. High =
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Engaging with the private sector: To work with landlords to provide good quality private rented sector
To provide training for
a) To develop and deliver Homelessness TRDC/ LA’s
Medium
private landlords
a tenancy management
Prevention
training package for
Fund
landlords twice per year.
Widen the scope of our
rent deposit scheme
through the use of a bond
scheme
Look at offering floating
support for tenants over
the age of 25
Investigate and develop
further Mortgage advice
and prevention work
Debt advice needs to be
more widely available
Propose future Action
b) Introduce training
package and advertise it
a) Consider and introduce
a Bond scheme alongside
existing rent deposit
scheme
a) Floating support to be
made available for the
over 25 to sustain
tenancies
a) Put in place improved
strategies and accessible
information
b) Set up a working group
and invite 2 Key Banks as
part of the working group.
a) An accessible debt
advice service widely
publicised
Additional
Resources
Required
Partner
Agencies/Lead
Officer
Homelessness TRDC
Prevention
Fund
Medium
TRDC
Supporting
People, HYHG
Medium
TRDC
BANK
CAB
Medium
CAB
High
Action to Date
Private sector forum
provides some training at
present.
Rent Deposit scheme in
place and working well
Aims
Propose future Action
Additional
Resources
Required
Partner
Agencies/Lead
Officer
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Aims
Propose future Action
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Review & Develop Services: To work with the voluntary and statutory agencies to avoid duplication in services
Develop a county-wide
a) Implement a county
HYHG & Aldwyck High
HYHG and Aldwyck HA
project to help young
wide Homelessness
HA, Supporting
have recently won a
people.
prevention and Support
People, TRDC,
contract for young people
Services for Young
Ascend
services county wide.
People Project.
Contract targets set and
monitored by Commission
b) Identify how new
and Monitoring Group.
service will improve the
lives of young people in
TRDC by preventing
homelessness.
c) Map out other services
which deliver advice,
crisis intervention and
support service to young
people from 16-25 and
place on website
d) Set up a TRDC
quarterly monitoring
system
e) Develop a system of
quarterly reporting from
Additional
Resources
Required
Partner
Agencies/Lead
Officer
Aims
Propose future Action
To conduct a best value
review of services for
people with mental health
funded and unfunded
organisations, mapping
out service received,
impact on young person
life, etc.
a) Conduct a review and
put in place an
implementation plan.
b) Link to county wide
mental health
accommodation project
review
Additional
Resources
Required
Partner
Agencies/Lead
Officer
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Existing staff
resources
- TRDC
Hertfordshire
Partnership NHS
Foundation, High
Town Praetorian,
Mental Health
Teams,
Supporting
People.
High
Aims
Propose future Action
To identify a need for
increased drug and
alcohol services
a) To assess the number
of agencies providing
support for drug and
alcohol dependent
individuals
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Review & Develop Services: To work with the voluntary and statutory agencies to avoid duplication in services
To conduct a review of
a) Conduct a review and
Homelessness TRDC,
High
services for people with
put in place an
Prevention
Learning
Learning disabilities
implementation plan.
Fund?
disability teams
b)To improve and develop
services and partnership
working
b) To map out services
and hold on central
database
c)To work closely with
Agencies ensuring that
the service is available to
those in need within
TRDC
d) To confirm whether
improved services
Additional
Resources
Required
Partner
Agencies/Lead
Officer
TRDC, Adult
Care Services,
CAB
Medium
Aims
Propose future Action
To improve hospital
discharge planning
needed.
a) Review or create
protocols for 2 key nearby
Hospitals.
Additional
Resources
Required
Partner
Agencies/Lead
Officer
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
TRDC/Hospital
Medium
TRDC
Probation
Service,
Low
b) Ensure Protocol
enables vulnerable clients
to manage the transition
to Independent living
c) Increase information
available about
accommodation & support
services and ensure
information is made
accessible to clients.
d) Set up a nominated
lead homelessness
practitioner amongst
various medical/health
disciplines
To improve prison
discharge protocols
a) Housing Options
appraisals &
homelessness support
Aims
Opportunities for short
term prisoners
To identify the liaison link
with Armed forces over
the discharge of
personnel
To investigate ways of
including homelessness
prevention work
conducted by CAB into
BVPI statistics
To sign up to new Joint
working agreements
Propose future Action
Additional
Resources
Required
Partner
Agencies/Lead
Officer
effectively conducted
before release.
b) Early joint working put
in place
C) Improved housing
advice service for exoffenders via website
leaflets and face to face.
a) Explore opportunities
to provide housing
options advice & support
to short term prisoners
a) Ensure a protocol for
offering housing options
advice or homelessness
support before personnel
discharged is available
a) To capture data on
Homelessness Prevention
work conducted by CAB
to use for BVPI statistics.
Sunflower
LRMP
b) To investigate the use
of new joint working
agreements between
Local Authority and
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Probation,
Supporting
People
Low
TRDC
Armed Forces
Low
TRDC, CAB,
Medium
CSF, Shelter National
Homeless Advice
Service
Low
Aims
Propose future Action
Shelter National
Homeless Advice Service
Additional
Resources
Required
Partner
Agencies/Lead
Officer
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Aims
Propose future Action
Additional
Resources
Required
Partner
Agencies/Lead
Officer
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Review & Develop Services: To work with the voluntary and statutory agencies and neighbouring districts to develop services
where gaps in provision exist
To provide support for
a) Establish a model for
Homelessness TRDC
Medium
those with drug and
providing pre-tenancy
Prevention
HYHG
alcohol misuse problems support
Fund
Connexions
prior to securing
permanent housing
To liaise with BME
a) Established a focus
TRDC
High
groups and hard-to-reach group of BME
groups on housing and
organisations
homelessness Policy and b) Established a focus
Strategy
group of BME people
c) Collate identified
outcomes & put in place
action points.
d) Publicise outcomes on
the web.
e) Feed into the BME
Corporate Policy
f) Equality Impact
Assessments to be
conducted on all new
policy initiatives.
Reduce Worklessness
a) Put in place training
Connexions
Medium
programmes for residents
Job Centre
in
TRDC, RSLs,
Aims
Propose future Action
temporary accommodation
b)Outreach work
conducted to properly
identify learning needs
c)Matching clients with
appropriate courses
d)Links to RSLs who
engage local labour in
major redevelopments for
TRDC
e) links to job centre plus
to assist lone parents and
people recovering from
substance misuse into
suitable employment
f) Monitor and analyse
take up
Additional
Resources
Required
Partner
Agencies/Lead
Officer
Ascend
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
Aims
Propose future Action
To monitor rough sleepers and put in place actions
To develop a programme a) Two rough sleepers
to manage rough
count to be put in place
sleepers and reduce
annually.
street issues
b) Develop a severe
weather contingency plan
and revise each year.
c) Arrange joint meetings
between night shelters in
TRDC to compare good
practice, tackle issues and
maximise use of resources
Additional
Resources
Required
Funding for
increased
hours
Partner
Agencies/Lead
Officer
TRDC
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
High
TRDC head count to be
conducted in August
2008
Aims
Propose future Action
Additional
Resources
Required
Ensure effective partnership working with Housing Benefits
Housing Benefit shared
a) Establish good working
services programme
practices in response to
(where HB services will
shared services
be shared with Watford
programme
Borough Council)
b)To ensure that existing
good communication links
are maintained or
exceeded
Partner
Agencies/Lead
Officer
TRDC/Watford
By When. High = Action to Date
12 months from
strategy adoption
Medium = 18
months
Low = 36 months
High