Local Challenge Criteria,
Assessment &
Verification
Guidance for Local Authorities on the Gold
Standard Challenge
National Practitioner Support Service
Version 1 January 2014
The content of this document represents the views of practitioners. It does not
represent legal advice or opinion, nor does it represent statutory guidance or
government. Local authorities should always seek their own legal advice to satisfy
themselves on any issues or questions raised. Local authorities can call the NHAS
Local Authority Housing Advice Line on 0300 330 0517 Monday to Friday 9am 5pm for advice in relation to an individual housing or homelessness case
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Contents
Introduction
Gold Standard Application & Assessment Process
3
3
The Gold Standard Challenge Application Options
Recognising Achievements
The Application Process – Explanatory Outline
The Gold Standard Challenge Application Process Diagram
6
6
8
11
Local Challenge Criteria Guide:
12
Local Challenge 1: Corporate Commitment
Local Challenge 2: Partnership
Local Challenge 3: Housing Options for All
Local Challenge 4: NSNO or Local Alternative Model
Local Challenge 5: Housing Pathways
Local Challenge 6: Private Rented Sector Offer
Local Challenge 7: Preventing Repossessions
Local Challenge 8: Homelessness Strategy
Local Challenge 9: No B&B use (16/17 year olds)
Local Challenge 10: No B&B use (families and pregnant)
13
14
16
18
20
22
24
26
28
31
Local Authority Disputes
33
Appendix 1: Glossary of Abbreviations & Explanations
34
NPSS Contact Details
35
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Introduction
This guide has been produced by the National Practitioner Support Service (NPSS), and
explains the Gold Standard Challenge application process in detail, including how
applications are assessed and verified, and the key criteria framework that will be applied
across each of the 10 Local Challenges comprising the Gold Standard. A glossary of
abbreviations and explanations has been provided at the end of this guide.
The Local Challenge Criteria Guide section is linked to the assessment framework that will
be used by the Gold Standard Advisory Committee when assessing local authority
applications for the Gold Standard Challenge. The assessment framework has been
designed to be flexible, tailored and ‘needs led’, whilst ensuring the Gold Standard
represents a nationally recognised high quality Housing Options approach to tackling and
preventing homelessness.
Local authorities are encouraged to consider this guidance before applying for any of the
Local Challenges.
This guide is complemented by a range of free resources, which are available on the
NPSS website at www.practitionersupport.org and support which is available through
the Gold Standard programme 10 Step Continuous Improvement approach.
NPSS hopes you find the detail contained in this guidance helpful. We would encourage
you to contact us should you have any queries, or if you think we may be able to provide
you with any additional support. The contact details for the NPSS team can be found at
the end of this guide.
Gold Standard Application & Assessment Process
This section will explain the process local authorities will undertake when applying for the
“Gold Standard Challenge”. It will also explain the process that will happen behind the
scenes to ‘verify’ Gold Standard applications.
This does not form a complete guide to the wider Gold Standard programme, and should
be read in conjunction with the full range of resources available on the NPSS website:
www.practitionersupport.org
The application process is outlined below, and is then demonstrated by a process diagram
to help you to visualise how the process will work and what to expect at each stage along
the way.
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Where local services are delivered through an ALMO or other provider, the local authority
must make the application with support and assistance from the ALMO or other provider.
The term “Local Challenges” is used throughout the process and refers to the 10
challenges set out in the government’s “Making Every Contact Count”1 report.
For ease of reference the 10 Local Challenges are:
1. Adopt a corporate commitment to prevent homelessness which has buy in across
all local authority services
2. Actively work in partnership with voluntary sector and other local partners to
address support, education, employment and training needs
3. Offer a Housing Options prevention service, including written advice, to all clients
4. Adopt a No Second Night Out model or an effective local alternative
5. Have housing pathways agreed or in development with each key partner and client
group that includes appropriate accommodation and support
6. Develop a suitable private rented sector offer for all client groups, including advice
and support to both clients and landlords
7. Actively engage in preventing mortgage repossessions including through the
Mortgage Rescue Scheme
8. Have a homelessness strategy which sets out a proactive approach to preventing
homelessness and is reviewed annually so that it is responsive to emerging needs
9. Not place any young person aged 16 or 17 in Bed and Breakfast accommodation
10. Not place any families in Bed and Breakfast accommodation unless in an
emergency and then for no longer than 6 weeks
These challenges represent the structure that underpins the Gold Standard application
process. However, applications do not need to be made for all 10 Local Challenges at
once, and do not have to follow the chronological progression suggested by the
numbering of these “Local Challenges” above.
The emphasis of the Gold Standard application process is on providing a framework for
continuous improvement, delivering practical peer support, and working together to ensure
people who are homeless or threatened with homelessness receive the best possible
services, within available resources, in all parts of the country. The Gold Standard
Programme is not about delivering ‘the perfect’ Housing Options service, although this
may be something local authorities aspire to.
1
The second Ministerial Working Group report on homelessness, “Making Every Contact Count: A Joint Approach to
Preventing Homelessness”, August 2012 - https://www.gov.uk/government/publications/making-every-contact-count-ajoint-approach-to-preventing-homelessness
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The Advisory Committee is also referred to in this document. This Committee has been
set up to oversee the Gold Standard application and verification process and currently
comprises: National Homelessness Practitioners, representatives from NHAS (Shelter and
CAB), Homeless Link, and Crisis. The first 10 local authorities to achieve Gold Standard
status will be invited to join the Advisory Committee and will be expected to participate in
the assessment and verification of applications. On-going, there will always be 10 local
authorities represented on the Advisory Committee to ensure that the scheme always
remains peer-led.
As local authorities achieve one or more of the 10 Local Challenges, they will become
Associate Members of the Advisory Committee. This means that they may be asked to
act as formal mentors or buddies for authorities applying for the challenges which the
Associate Members have already achieved, reflecting the peer led approach of the
programme. The Associate Members will be linked into the programme by the Advisory
Committee members and NPSS.
The relationship between the Advisory Committee and the Associate Members is
demonstrated by the diagram below:
Linked to Advisory
Committee (but not a
member)
Associate
Members
(local authorities
who have achieved
one or more of the
10 Local
Challenges)
Advisory Committee Members
Feeds into
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The “Gold Standard Challenge” Application Options
There will be no “failed” applications for the Gold Standard Challenge. The ethos of Gold
Standard is about continuous improvement and peer led practical support.
This guidance assumes that the local authority applying for any of the 10 Local
Challenges has already undertaken a Diagnostic Peer Review (DPR) with at least 2 other
partner local authorities and has achieved a score of 60% or more across the full scope of
the DPR Toolkit. Guidance for undertaking a DPR is available on the NPSS website.
The application process has been designed to allow you to apply for 3 (or more) of the 10
Local Challenges at any one time. Any further applications must be within a 3 month
“re-application” timescale from the point a decision has been made on the initial
application. You will then be able to choose any 3 (or more) from the remaining
unachieved Local Challenges, including re-applying for any of the first 3 Local Challenges
that could not be verified the first time around.
The time phasing of the application process will help you to engage any support you might
require to facilitate achieving further challenges.
Recognising Achievements
Along the way, you will receive recognition of your commitment to the Gold Standard
Challenge process by:
 becoming an associate member of the Advisory Committee
 receiving logos and literature for your website
 the opportunity to speak at Regional and National events
These achievements will all be publicised on the NPSS website. The first 10 local
authorities to achieve all 10 Local Challenges will be invited to join the Advisory
Committee and an Administrative Grant will be made available to support them with this
commitment.
“Bronze” and “Silver” listings will recognise that applicants have entered the application
process and the individual achievements along the way.
“Bronze” will indicate that the applicant has achieved 60% or more in a DPR, and that they
have attained between 1 and 4 of the Local Challenges.
“Silver” will indicate that a local authority is more than half way on their journey to
achieving the national “Gold Standard”.
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The “Bronze”, “Silver” and “Gold Standard” thresholds are applied in the following way:
1 - 4 Local Challenges achieved
5 - 9 Local Challenges achieved
10 Local Challenges achieved
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The Application Process – Explanatory Outline
The outline provided below explains the application process.
If you choose to apply:
1. Your application will be submitted online via the Gold Standard website. NPSS will
confirm to the applying authority that they have achieved over 60% within a DPR
and that the application portal has been ‘opened’ for that authority. Once the
application portal has been opened you have access to the application form for
each of the ten Local Challenges. The application form is simple to complete and it
will also be clear when to attach any evidence: www.practitionersupport.org
2. The Advisory Committee will select a Sub-Panel of at three representatives from its
membership, one of which will be a National Homelessness Practitioner who will
act as the lead, to undertake the assessment and verification of your application.
3. A desk-top review of your application will be undertaken. This will include a review
of the DPR results and CIP framework, additional intelligence from the Advisory
Committee regarding local service delivery and the information submitted on your
application.
4. The Verification Sub-Panel may request further evidence; this will be determined by
highlighted gaps in services and areas of good practice that can be shared
nationally. Evidence will be requested by email and should be provided by you
within 10 working days of the request. This may be for 1 or more of the Local
Challenge areas that you have applied for, depending on the highlighted gaps and
the need for good practice examples on specific areas of activity.
5. If the Verification Sub-Panel is satisfied that your application meets all requirements
of the Local Challenges applied for at this stage – the process moves directly to
point 9 in this explanatory outline.
6. If the Verification Sub-Panel is still not satisfied after reviewing the requested
evidence, there may be a site visit to assess the details given in the application.
This could be through an “action planning” day or more comprehensive 2 day site
visit. The additional assessment may also be conducted by telephone depending
on the needs, identified gaps, or particular areas needing further clarity. This may
be for 1 or more of the Local Challenge areas that you have applied for.
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7. If after the additional assessment the Verification Sub-Panel is satisfied the
application has met the requirements of 1 or more Local Challenge(s) that you are
applying for out of the minimum of 3, a recommendation is made to the Advisory
Committee for approval of Local Challenges that the Sub-Panel considers have
been achieved (the process then moves to point 9)..
8. If the Verification Sub-Panel is not satisfied that your application meets the
requirements for 1 or more of the Local Challenges you’ve applied for, a
recommendation outlining on-going support and a CIP is put to the Advisory
Committee for approval.
9. The Advisory Committee considers a summary put together by the Verification SubPanel lead;
a. Recommending that your application has met the requirements for the Local
Challenge(s) that are being applied for. Or;
b. Recommending on-going support and a continuous improvement plan for
Local Challenges not achieved. Or;
c. Both of the above where your application meets the requirement of some,
but not all of the Local Challenges applied for.
10. Requests may be made of your local authority for good practice examples to be
shared with the Advisory Committee and NPSS on any or all Local Challenge
area(s) that have achieved, as part of your associate member role, once you have
been awarded any of the challenges
11. At any stage where the Advisory Committee recommends that NPSS confirms the
verification of 1 or more Local Challenges applied for, your authority will be
recognised on the NPSS Gold Standard website as having achieved “Bronze” or
“Silver” stages.
12. Once “Bronze” status is achieved your authority will be invited to become an
associate member of the Gold Standard Advisory Committee, which ensures the
good practice of each achieving authority is shared.
13. If all 10 Local Challenges are achieved, your local authority will be awarded “Gold
Standard” status, and the first 10 local authorities to achieve Gold Standard status
will be invited to join the Advisory Committee and participate in the verification of
Gold Standard Challenge applications. .
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14. For any application that does not result in all 10 Local Challenges being achieved at the point of verification and/or offer of on-going support and CIP, your authority
will be given a 3 month timeframe within which to put in a further application - or a
repeat application - for a Local Challenge or Local Challenges. This may include all
areas applied for that were not verified and achieved in addition to any new Local
Challenges your authority is seeking to attain. When re-applying for unattained
Local Challenges, fresh applications will need to be submitted.
15. If extensions are required to any timescales, these will be determined by the
Verification Sub-Panel or by the Advisory Committee. The Sub-Panel or Committee
will make a decision based on any exceptional or extenuating circumstances.
16. If your authority is unable to satisfy the Advisory Committee that it is striving to work
within the parameters of this process, or where an authority fails to adhere to
advice and recommendation placed upon it by the Committee or NPSS, they will
forfeit their application, including “Bronze” or “Silver” status where either has been
achieved. Under these circumstances, you can re-apply at the beginning of the
process at any time hence.
There will be a process of ongoing verification. This is outlined below:
17. Ongoing verification will be undertaken in the following way:
a. All local authorities who have achieved “Gold Standard” will complete an
online self-assessment process on each anniversary of achieving the 10
Local Challenges.
b. Local authorities with “Bronze” or “Silver” status may be subject to the
verification of previously attained Local Challenges when additional Local
Challenge applications are being considered (as outlined earlier in the
explanatory outline this will be within a 3 month timeframe).
Please see the process diagram overleaf which we hope will help to clarify how the
application process will operate, and to support you and your partners to visualise how the
process will work.
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The Gold Standard Challenge Application Process Diagram:
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Local Challenge Criteria Guide
The previous section provided you with an explanation of how the verification process is
undertaken, and what you should expect from the Gold Standard Challenge application
process. This section will provide you with a breakdown of key factors to consider within
each of the 10 Local Challenges that comprise the Gold Standard status.
Evidence of local service delivery will be required throughout the Gold Standard Challenge
application process, and different evidence requests may be required of different local
authorities.
The criteria framework is designed to be used flexibly by Verification Sub-Panels and on a
needs led basis. In this way, the verification process will account for the different needs of
local authorities in different areas, such as those in metropolitan districts and those in
more rural areas.
The ‘key elements’ and ‘areas to consider’ provided in the following tables are intended to
support you to determine and develop Gold Standard housing options services. They
reflect the overarching assessment requirements of the Gold Standard Challenge
applications and the specific evidence that may be requested from any local authority
applying for any of the Local Challenges. Where possible, the ‘areas to consider’ section
of each table seeks to demonstrate where there may be a crossover in the assessment of
different Local Challenges.
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Local Challenge 1:
Area of
Assessment
We have adopted
a corporate
commitment to
prevent
homelessness
which has buy in
across all local
authority services
“To adopt a corporate commitment to prevent homelessness
which has buy in across all local authority services”
Key Elements
A. Strategic level
sign up and
awareness
B. Investment in
services
evidenced by
financial reports
C. Operational
evidence of
joint working
across services
Areas to Consider
 All departments are signed up to the homelessness strategy with
a corporate commitment to ensure the strategy aims are
delivered
 Lead elected member foreword within the local preventing
homelessness strategy makes explicit commitment to early
intervention and prevention
 Briefing sessions, including joint awareness/training across local
authority services and Voluntary and Community Organisations,
regarding the local response to homelessness and the
importance of preventing homelessness
 Regular briefings/updates to elected members on the local
strategic response to homelessness
 Briefing/update
sessions/literature,
including
joint
awareness/training across local authority services, regarding the
local response to homelessness and the importance of
preventing homelessness
 Blockages in delivery of strategic objectives are monitored to
assess additional resource allocation
 The Department for Communities and Local Government’s
Preventing Homelessness Grant allocation or sufficient
prevention focussed resources are utilised for the delivery of
prevention services
 Other current one off Department for Communities and Local
Government funding payments for homelessness services are
specifically allocated for delivery of intended outputs
 Government contribution to Discretionary Housing Payments
being used in a targeted way to include the prevention of
homelessness
 Department for Work and Pensions Transition Funding is being
used to deliver services and initiatives that will contribute to
preventing homelessness
 Effective use of any other funding streams which support
homelessness prevention such as local voluntary funds, Children
Act payments, Supporting People funding
 All relevant local authority services and Voluntary and Community
Organisations are invited (and as far as practicably possible
represented) on the local Homelessness Forum
 Regular update meetings and/or briefings are happening between
services that include consideration of local homelessness matters
 Co-location of services where appropriate and practicably
possible
 Jointly commissioned services to respond to housing need across
the authority, for example, health, criminal justice, Department for
Work and Pensions et cetera
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Local Challenge 2:
Area of
Assessment
We actively work
in partnership with
our Voluntary
Sector
stakeholders and
other local
partners to
address support,
education,
employment and
training needs.
“To actively work in partnership with voluntary sector and other
local partners to address support, education, employment and
training needs”
Key Elements
Areas to Consider
A. Local authority
aware
of/mapped all
Voluntary and
Community
Organisation
providers and
other key local
partners in
their area with knowledge
of the services
they provide
and any gap
analysis
B. Designated
contacts per
partner to
support regular
liaison and
updates
 Service mapping including details of all Voluntary and Community
Organisations and other key partners (specifically statutory
services & registered providers) in the area – this could be
incorporated in the statutory review of homelessness (Link to
Gold Standard 8 assessment)
 Where service mapping (or homelessness review) was
undertaken more than a year ago – active ongoing work to
engage with partners (Link to Gold Standard 4 assessment)
 Clear gap analysis with corresponding plans under development
to plug them, and in partnership, as far as practicably possible
(with reference to local context)
 Partners have been consulted or engaged with regard to any
changes to policies or practice (Link to Gold Standard 8
assessment)
C. Voluntary and
Community
Organisations
and other key
partners have
agreed to
structure
approach to
working
together (e.g.
joint working
agreements
and protocols)
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 Named/Lead homelessness / rough sleeping contacts within each
Voluntary and Community Organisations & within all Registered
Providers operating in the district
 Named/Lead homelessness / rough sleeping contacts within local
authority services (specifically Housing Options, Housing
Management (where stock-holding), Housing Benefit, Children’s
Services, Adult Services, Environmental Health, Supporting
People)
 Named/Lead homelessness contacts within other statutory
services (Police, Probation, Community Mental Health Teams,
Hospital, Prison, Fire Service if applicable)
 Regular forums for Voluntary and Community Organisations and
other key partners to attend (these may be face to face or virtual
supported by technology)
 Housing represented on local Health & Wellbeing board (Link to
Gold Standard 4 assessment)
 Agreed Service Level Agreements with partners are in place and
regularly reviewed (setting out clear goals, service standards, and
to facilitate performance monitoring)
 Timely access to money and debt advice (in house or through
external provider) (Link to Gold Standard 5 assessment)
 Statutory and voluntary partners are involved in local
improvement initiatives, strategies and plans including seeking
views from their clients
 P1E prevention and relief of homelessness (E10) data is
captured by partners and included in wider returns where
appropriate (and within the Department for Communities and
Local Government E10 reporting guidance parameters)
 Partners report all other relevant statistical information required in
an agreed and consistent format
 Wider local authority engaged with Registered Provider
Community Investment programmes and services to tenants and
residents of social landlords, including job clubs, training and
skills opportunities for tenants
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D. Further
evidence joint
working is
happening
E. Scope / range
of relevant
local services
to homeless
people & those
at risk of
homelessness
and fair access
to services
 Successful engagement with social landlords, hostels and Private
Rented Sector to fulfill legal duties
 Local authority website includes links to Voluntary and
Community Organisations services and how they can be
accessed (link to Gold Standard 3 assessment)
 Local authority is engaged with the 1st tier (county or unitary)
authority strategic direction that specifically covers the delivery of
housing related support and access to services which prevent
homelessness and support resettlement &
sustaining
accommodation (Link to Gold Standard 5 assessment)
 Partnerships include enabling access to furniture/white goods
 Joint work or other approaches to digital and financial inclusion,
for example Credit Unions, local Financial Inclusion Strategy, or
partnership work with local accommodation providers
 Local authority supports digital inclusion via Voluntary and
Community Organisations partners to support welfare reform and
direct payments
 Knowledge of any national provider strategies and how these
may impact locally e.g. Legal Services Commission
 Effective use of Discretionary Housing Payments allocation
including appropriate monitoring of usage (Link to Gold Standard
1 assessment)
 Local partnerships include services around advice, employment
services, education support, young people, rough sleeping,
specific client groups and Domestic Violence services
 Where specific provision may not be available locally, alternative
methods of provision available such as arrangements with
neighbouring district services, spot purchase of services et
cetera, or appropriate plans in place
 Local authority committed to delivering holistic responses to wider
support needs across a range of appropriate partners, including
education, employment and training advice and support
 Where appropriate, able to demonstrate co-location of key
services
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Local Challenge 3:
Area of
Assessment
We offer a
Housing Options
prevention
service, including
written advice, to
all clients
“To offer a Housing Options prevention service to all clients
including written advice”
Key Elements
Areas to Consider
A. Service
standards and
staff support is
in place to
ensure quality
of advice and
assistance to all
clients
 Diagnostic Peer Review (DPR) Toolkit is being used to develop a
standard of service that includes commitment to continuous
improvement (such as bite size reviews carried out internally on
an ongoing and periodic basis)
 Clearly defined local standards for Housing Options service
delivery
 Written procedures, procedural manual or guide for staff in place
to support operational service delivery
 Housing law and skills based training delivered to staff
 Regular periodic quality checks - these include case allocation,
quality of advice, corrective actions, customer feedback reviews,
interviews observed periodically
 Regular performance monitoring, appraisal objectives set and
measured and one-to-one staff support
 Effective use of the free National Homelessness Advice Service
resources
 Local standards are being met (including access, quality,
recording and monitoring of outcomes & value for money)
 A copy of the authority complaints and comments policy is
available for customers
 Complaints procedure is followed in line with the stated policy
 Local authority contact centre/estate offices or other points of
public contact are fully briefed regarding Housing Options
services and enabled to make effective referrals to the Housing
Options teams
 Clearly defined baseline threshold of service linked to local
Housing Options toolkit that ensures any person who is homeless
or threatened with homelessness receives adequate support to
access a housing solution
 Baseline offer to include access to the private rented sector for
people who do not fulfil the statutory homelessness criteria (Link
to Gold Standard 6 assessment)
 All clients approaching the local authority housing service receive
a comprehensive assessment of their needs and available
housing options
 Focus on delivering proactive advice and support to enable
clients to sustain their existing accommodation wherever
practicably possible (and appropriate), or to access alternative
accommodation solutions where necessary
 The Housing Options Service is accessible to all customers
(including home visits, outreach surgeries, comprehensive online
advice and information including self help tools)
 Ensure best use of staff resources and time e.g. rotas, telephone
lines or contact centres, email access, online information and
checklists clients can follow to self help
 Developed responses to prevent foreign nationals rough sleeping
where this is an identified priority (Link to Gold Standard 4
assessment)
 Access to interpreters and written information in other languages
B. All clients
receive a
baseline
threshold of
service that is
meaningful
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C. All clients
presenting to
the local
authority are:
 Recorded
 Advised
 Options
considered
(where
appropriate
alongside
homelessness
application)
 Referred (if
appropriate)
 Outcomes
recorded
D. Confirmation of
advice is
provided
 Services accessible to people with disabilities
 Equalities impact assessment available to measure access to
services
 Local systems to record all customers approaching the Council
for advice and assistance with their housing situation (including
household type, reason for approach, advice given, and
outcomes) both within and without statutory homeless processes,
and inclusive of clients approaching contact centre or other local
authority entry points may be appropriate based on the local
context
 Individual presenting issues are being considered, proactive
advice & assistance provided, and ongoing contact & casetracking is undertaken until appropriate resolution identified and
accessed for each client, regardless of statutory duties owed
 Housing Options interviews are structured using standard enquiry
forms (including prompts to promote consistent advice and
approach and wider procedure guides are available to staff to
support casework)
 Where Part 7 applications are triggered, prevention work
continues to run alongside enquiries
 Ongoing advice and assistance post s184 decision letter is
happening in every case
 Part 7 duties are being observed at interview where appropriate
 All clients receive a written confirmation of advice either at
interview, or within set service standard time frames postinterview
 Confirmation of advice clearly demonstrates the presenting
issues, the advice that has been provided, what the customer
needs to do next, and what the Council will do next – including
timescales
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Local Challenge 4:
Area of
Assessment
We have adopted
a No Second
Night Out model
or an effective
local alternative
“To adopt a No Second Night Out model or an effective local
alternative”
Key Elements
Areas to Consider
A. Evidence based
approach to
service delivery.
 Annual street counts / estimates undertaken – annual counts /
estimates are in accordance with Department for Communities
and Local Government guidance and with reference to
Homeless Link toolkit
 A definition of ‘new rough sleeper’, entrenched and returner has
been agreed
 There is a response in place to identify and engage with all
rough sleepers
 In terms of the local context - systems in place to capture the
numbers of, and profile of, all current and recent rough sleepers
including planned interventions to resolve rough sleeping for
each individual living on the street in the area
 Formal arrangements across key partners police and community
safety, the local community, outreach, faith groups, day services
and others such as parks, parking and refuse collection as
appropriate to report rough sleepers
 Preventing & tackling rough sleeping is a fixture on the agenda
for all local Homelessness Forum (or equivalent) meetings
 Developed ‘single service offer’ or appropriate local service offer
that is consistent across local partners, including reconnections
 Local offer for single homeless communicated to key partners
and public
 Response delivered in collaboration with key partners - police
and community safety, the local community, outreach, faith
groups, day services and others such as parks, parking and
refuse collection as appropriate cooperating with local service
offer and referring rough sleepers into local services
 Agreed written protocols underpinning arrangements with key
partners, including internal services within the Council
 Well publicised service for members of the public to identify a
rough sleeper & receive feedback on actions to be taken by the
local authority (national Street Link service and/or local service
options)
 On the day emergency accommodation options available to
prevent single people who are homeless that day from rough
sleeping (this could be through a range of provision, including
where necessary and appropriate, use of B&B, depending on
local context), while a sustainable housing option is found such
as Private Rented Sector Offer, supported accommodation,
reconnection or other
 Emergency accommodation options provided for identified
rough sleepers while a sustainable housing option is found such
as Private Rented Sector Offer, supported accommodation,
reconnection or other
 Upon assessment access to other services such as healthcare
is facilitated and/or signposted, if needed
 Multi-agency panel approach adopted for those with complex
needs
 Funding is accessible for facilitating personalised solutions
B. Timely service
level response to
new, returning
and entrenched
rough sleepers
enabled
C. Members of the
public able to
activate this
response.
D. Access to
emergency
accommodation
and other
services if
needed
Page 18 of 36
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E. Rough
Sleepers taken
to a safe place,
their needs
assessed and
given housing
options advice
F. Offers of
reconnection
are made
where possible
and appropriate
G. Formal case
reviews are
triggered
 Effective system in place for forming an assessment of rough
sleepers within 72 hours of identification, including those with no
local connection/entitlement
 Where appropriate, there are plans and processes for migrant
workers not exercising their treaty rights, working with United
Kingdom Borders Agency (where applicable)
 Reconnection protocol which includes access to funding for
documents and travel
 Assessment process can establish whether an offer of
reconnection is viable. Where appropriate, an offer is made
 Reconnection includes support to prevent a return to rough
sleeping
 A Serious Case Review is triggered when there is a death or a
significant or unusual incident resulting in harm to a rough sleeper
and the learning from the review is used to inform service delivery
Page 19 of 36
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Local Challenge 5:
Area of
Assessment
We have housing
pathways agreed
or in development
with each key
partner and client
group that include
appropriate
accommodation
and support
“To have housing pathways agreed or in development with each
key partner and client group that include appropriate
accommodation and support”
Key Elements
Areas to Consider
A. Evidence based
pathways
 Clients at risk of homelessness or who are homeless have an
appropriate pathway plan in place
 Pathway is informed by thorough on-going assessment of local
need and revised to respond to emergent needs (Link to Gold
Standard 8 assessment)
 Staff working in other voluntary and statutory services (including
healthcare, prison, police, Youth Offending Team, probation,
Adult Services, Children’s Services et cetera) have basic
understanding of potential homelessness issues & ways to
identify those who are homeless or threatened with
homelessness (Link to Gold Standard 2 assessment)
 Local voluntary and statutory services are briefed on how to
refer to local authority services and what the local service offer
is for various client types
 Agreed written protocols are in place (or in development) and
regularly reviewed to underpin partnership working between
Housing Options, local hospitals, local prisons, mental health
services, Adult and Children’s Services, and the voluntary sector
to prevent people losing accommodation whilst in hospital and
to ensure service users have a suitable offer of accommodation
upon discharge
 Any other written protocols as may be relevant based on local
context
 Mechanisms in place, such as multi-agency meetings, to
develop local support provision, including pathways into support
with local providers (including registered providers, health and
other relevant partners)
 Local floating support provision is available across all tenure
types, meeting needs and referrals are being prioritised
appropriately
 Single access point/gateway into all supported accommodation
services where practicable
 Move-on arrangements with supported housing providers are in
place including appropriate supported housing panel/meeting to
ensure best use of supported accommodation within the district
 Pathways model for young people in place, working in
partnership with key youth agencies (including ongoing review
and development of pathways in partnership with Children’s
Services, other statutory partners and local third sector
agencies) (Link to Gold Standard 9 assessment)
 All tenants in temporary and supported accommodation have
individual exit strategies that identify the range of housing
options available to them
 Tenancy sustainment support is available for those who need it
 Evidence that any pathway plan provided for a client is regularly
reviewed against progress including higher level supported
accommodation if required and a pathway through supported
accommodation to self contained sustainable accommodation
through the pathway supported housing panel/meeting
B. Partner
organisations
engaged in
facilitating
pathways
C. Appropriate
support to
access
accommodation
Page 20 of 36
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D. Flexible
approach to
pathway
support.
 Support for individuals on housing pathways does not end when
an individual falls out of accommodation/pathway and support
plans are in place to enable them to return to the
accommodation/pathway
 Active support available for offenders and ex-offenders to ensure
there are accommodation options available for these client
groups, including access to private rented sector housing options
 Scope to deliver personalised pathways for individuals who
require a different approach – to prevent repeat homelessness
and ensure that there can always be a route back into services
 Suitable referral arrangements in place with statutory and
voluntary sector partners
 Customers with higher needs have access to personalised
budgets to ensure access to suitable accommodation and support
options
 Employment, education and training options advice and support is
available to all customers through referrals/signposting
 Joint protocol is in place for provision of suitable accommodation
for young people leaving care (Link to Gold Standard 9
assessment)
Page 21 of 36
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Local Challenge 6:
Area of
Assessment
We have
developed a
suitable private
rented sector offer
for all client
groups, including
advice and
support to both
client and landlord
“To develop a suitable private rented sector offer for all client
groups, including advice and support to both client and landlord”
Key Elements
A. Quality of stock
available
B. Promoting
Access
C. Tackling issues
around
affordability
D. Supporting
tenants
Areas to Consider
 Things to consider may include:
- a mapping of the privately rented housing stock in the area
- data concerning the condition of privately rented houses
- details of actions taken to improve condition of housing
- Clear strategy or action plan in place around accreditation,
any additional licensing and House in Multiple Occupancy
licensing
- Rogue landlord and/or beds in sheds action plan in place
- Joint policy or process of enforcement agreed
with
Environmental Health Officer/Private Rented Sector teams
and/or Voluntary and Community Organisations partners
 A Private Rented Sector access scheme or bond scheme which:
- is not restricted to those households in priority need
- Working towards Crisis’ key principles for Private Rented
Sector access schemes – this can be downloaded using this
link: http://www.crisis.org.uk/pages/key-principles.html
- has limits on incentives to prevent incentive inflation
 A Private Rented Sector strategy linked to the homelessness
strategy, wider housing strategy, tenancy strategy and allocations
policy
 Review Local Housing Allowance rates with comparison to local
market rents, and plans in place, or under development, to target
local landlords to lower rents to reflect benefit levels through
comprehensive offers of support
 Welfare reform mitigation plans in place that are being
progressed
 Regular Partnership meetings with Housing Benefit
 Actively making Discretionary Housing Payments in a targeted
way (Link to Gold Standard 2 assessment)
 All properties within scheme have Energy Performance Certificate
in place
 Income and expenditure / affordability assessments conducted on
all clients
 Households provided with full range of advice to maximise
income and effectively manage budgets (Link to Gold Standard 2
assessment)
 All placements (prevention and Private Rented Sector Offer) are
made with regard to the requirements set out in the 2012
Suitability Order and Supplementary Homelessness Code of
Guidance 2012
 Access to budgeting and money advice for households where
appropriate to avoid or mitigate debts (Link to Gold Standard 2
assessment)
 Advice service available for those facing issues with private
landlords
 Introduction to local support and relevant statutory/voluntary
sector referrals for tenants being housed out of area
 Standard process of notification of local authorities where families
placed outside area
 Local authority provides proactive hand-holding support for more
vulnerable customers to access Private Rented Sector options
Page 22 of 36
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E. Supporting
landlords
F. Well managed
end of duty
options
G. Supporting
shared
accommodation
H. Making best use
of local services
and resources
 Named contact within the Housing Options Service for landlords
to contact on website and in literature
 Landlord direct phone line and/or email facilities available to
report tenancy failure
 Local scheme in place to promote active engagement with
authority prior to notice being served in place and being
marketed locally
 Inclusive and regular local landlords’ forum
 Landlord accreditation scheme (or local appropriate alternative)
in place where landlords and properties are subject to checks;
(plans are in place to increase landlord involvement) and which
has further provisions for landlords such as training courses;
newsletters; access to property improvement grants
 Facilitation of direct payments to landlords where tenants are
considered vulnerable (effective use of any safeguarding
guidance on direct payments)
 Any out of area moves performed in partnership with receiving
local authority and with clear regard for statutory provisions and
guidance
 Local authority officers are trained to prevent tenancy failure
 Information sharing is happening with landlords locally, and with
appropriate client consent
 If adopting Private Rented Sector Offer approach - policy in
place specifying how and when the power to discharge duty into
the Private Rented Sector will be used
 Local policy/process/approach in place that takes into account
the impact the use of the power will have on those already in the
Private Rented Sector or who may need to access Private
Rented Sector housing options, to whom there is no duty
 All placements (prevention and Private Rented Sector Offer) are
made with regard to the requirements set out in the 2012
Suitability Order and Supplementary Homelessness Code of
Guidance 2012
 Plans for developing availability of shared accommodation for
under 35s at the Local Housing Allowance level and/or evidence
that the local Private Rented Sector stock is sufficient for those
affected by the shared accommodation rate or that a sharing
scheme is not appropriate
 Promotion of ‘Rent a Room’ schemes or similar locally
 Support given to landlords to convert or improve their properties
for sharing and for managing shared tenancies
 Mapping of local private rented sector access schemes in the
area undertaken and work underway or planned with existing
schemes to look at provision across the district (Link to Gold
Standard 2 and 8 assessments)
 Evidence that local landlords and private tenants are being
consulted and involved in developing local services, strategies
and plans
 Choice Based Lettings includes Private Rented Sector (or there
are plans to include Private Rented Sector in local Choice
Based Lettings scheme or alternative local marketing method)
Page 23 of 36
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Local Challenge 7:
Area of
Assessment
We actively
engage in
preventing
mortgage
repossessions
including through
the Mortgage
Rescue Scheme
“To actively engage in preventing mortgage repossessions
including through the Mortgage Rescue Scheme”
Key Elements
Areas to Consider
A. Local partners
are clear on
local strategic
response to
preventing
repossessions,
and staff are
trained to
prevent
mortgage
repossession
B. First contact
point is
effective and
clear advice
and signposting
is available to
support anyone
seeking help
 All Housing Options and contact centre staff have basic
knowledge of all options available to homeowners in debt (for
example, by attendance at National Homelessness Advice
Service training, Local Authority Housing Advice Line provided by
the National Homelessness Advice Service and National
Homelessness Advice Service website usage, other relevant
training from reputable providers, internal briefings, train the
trainer session)
 All partner agencies, stakeholders, and elected members are
briefed on local response to preventing repossessions
C. Local authority
and partner
agencies
publicise and
market
services, and
respond
proactively to
identifiable
local pressures
D. Local services
are accessible
 Local authority website is up to date - advice and information is
accessible and available in a range of formats, including leaflets
and posters that are available on reception and at partner agency
receptions (to include advice or signposting concerning all options
– forbearance, debt advice, Support for Mortgage Interest,
Mortgage Rescue Scheme, Assisted Voluntary Sale) (Link to
Gold Standard 1 assessment)
 Website and literature promote national help lines and where
quality self-help advice is available on line
 Regular training/briefing sessions are being provided to ensure
contact centre / reception staff / switchboard / call centre staff
have a basic understanding of the local response to people who
are in mortgage arrears
 Housing Options and key Mortgage Rescue Scheme delivery
partners have named ‘Mortgage Rescue Scheme Champion’
contacts within the respective services
 Publicity campaigns (for example, posters, leaflets, stands in
public locations, via local newspapers, radio and Voluntary and
Community Organisation partners) encouraging households with
mortgage debt to access advice at the earliest opportunity
 Local partnerships actively working together to identify and
encourage struggling homeowners to seek help (e.g. through
local forums, groups and “no wrong door” style approaches)
 Local data is being analysed and used to inform local approach
 Engage in court users group
 Where there may be business closures or layoffs - offer
workplace surgeries to highlight help available (this can be done
by voluntary sector partners on behalf of a local authority).
Surgeries could be delivered in conjunction with Job Centre Plus
colleagues and Voluntary and Community Organisations
 Enabling and supporting access to court desk advice – either in
local area or nearest court(s) where mortgage cases listed.
 In house money advice provision for homeowners or agreed
referral arrangements (with a Service Level Agreement) with any
Voluntary and Community Organisations partner (Link to Gold
Standard 2 assessment)
Page 24 of 36
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E. Mortgage
Rescue
Scheme
process is
effective locally
 Regular liaison with lead and syndicated Registered Providers in
area delivering Mortgage Rescue Scheme – monitoring access
and pipeline to scheme and delivering effective assessment
process
 Review and develop referral processes with key partners where
necessary, such as local money advice provision, the Housing
Possession Duty Court Desk, and the lead Registered Provider
 Where Citizen’s Advice Bureau delivers Mortgage Rescue
Scheme assessment via an agreed Service Level Agreement
they are actively accessing National Homelessness Advice
Service Supported Money Advice (including National
Homelessness Advice Service funding per case)
 Where money advice is provided in house, the advice meets
recognised money advice standards and staff are regularly
monitored against these standards
 Housing Options staff refer households to the National
Homelessness Advice Service Mortgage Debt Advice service
when appropriate
 Record
outcomes
and
payments
through
Preventing
Repossessions Fund
Page 25 of 36
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Local Challenge 8:
Area of
Assessment
We have a
homelessness
strategy which
sets out a
proactive
approach to
preventing
homelessness
and is reviewed
annually so that it
is responsive to
emerging needs
“To have a homelessness strategy which sets out a proactive
approach to preventing homelessness and is reviewed annually
to be responsive to emerging needs”
Key Elements
Areas to Consider
A. Strategy meets
basic legal
requirements
 Homelessness review has been undertaken, which has been
inclusive
 Robust consultation has been undertaken
 The strategy is up to date, has been published and is available to
download on line
 There is a clear mechanism and process in place to undertake
regular reviews (minimum annual reviews) that are published
 The life of the strategy is not longer than 5 years
 When modifying the strategy, or producing a new strategy – there
has been regard to the local allocations policy, tenancy strategy,
and in London the current London Housing Strategy
 Commitment statement from lead member to early intervention
and prevention (Link to Gold Standard 1 assessment)
 The document is ‘live’ and regularly updated on progress and this
is available on the Council’s website
 The action plan is SMART (Specific, Measurable, Achievable,
Realistic, Time-bound)
 The emphasis of the strategy is on positive and proactive action
 The life of the strategy is appropriate to its aims (and with regard
to the actions incorporated – appropriate in the context of welfare
reform and legislative change)
 Actions are clearly prioritised
 The strategy focuses on improving and developing services for all
client groups, statutory and non-statutory homeless
 The strategy focuses on keeping people in their existing
accommodation (where it is appropriate to do so)
 The strategy includes actions that will contribute to meeting the
10 ‘Local Authority Challenges’ comprising the Gold Standard
B. Strategy
document
focuses on
positive actions
and
demonstrates
commitment to
prevention
Page 26 of 36
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C. The strategy
will support the
operational
delivery of
service
improvement
 There is an effective action plan in place to address welfare
reform changes
 Reviewing local services to ensure they are able to meet
emerging needs and operate effectively
 Tackling local housing supply issues across tenure types,
including empty homes work
 Commitment to continuous improvement, including investment in
staff training and development
 Tackling under-occupation and overcrowding
 Review and improve services available to specific groups, for
example, people fleeing domestic violence
 Joint work across a range of partnerships, including tackling
worklessness as part of the Housing Options agenda
 Delegation of responsibility for delivery of aspects of the action
plan is clear, so that lead responsibility for achieving aims do not
all rest with the local authority
 Active engagement with Health and Wellbeing Boards
 Plans to monitor, review and where necessary modify local
changes to policy and strategy – such as changes to allocations
policies, tenancy strategies and approach to Private Rented
Sector Offers
 Commitment to identifying and developing best practice and
innovation in service delivery
 Clear focus on exit strategies and developing long lasting
services and interventions
D. The strategy is
monitored and
reviewed in
partnership,
and aims to
make the most
of available
resources
 Clear monitoring process in place and undertaken by a
partnership of agencies and on a regular basis
 Clear framework for performance monitoring and target setting –
including key performance targets for lead officers and/or partners
to progress elements of the strategy
 There is a focus on value for money delivered through efficient,
but effective, local service delivery models
 The strategy identifies where match funding and other resources
will be sought
Page 27 of 36
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Local Challenge 9:
Area of
Assessment
We do not place
any 16 or 17 year
olds in B&B
accommodation
“To not place any young person aged 16 or 17 in Bed and
Breakfast accommodation”
Key Elements
Areas to Consider
A. No 16 or 17 year
olds who apply to
the authority as
homeless are
being placed into
B&B
accommodation
at the point of
the Gold
Standard
Challenge
application and
this has been
sustained
throughout the
application and
verification
assessment
process
B. Joint Protocol
between Housing
and Children and
Young People’s
Service
Please note: This section is concerned with new homeless cases
st
within this age range and where a 1 tier (county/unitary) authority
is not already subject to duties to the 16/17 year old as a ‘corporate
parent’
 What is the recent performance on B&B placements for 16/17
year olds like locally?
 Where local authorities can demonstrate that no 16/17s have
been placed in B&B and if B&B used over the past 12 months
the authority must demonstrate what measures were put in
place to address B&B and how this approach now ensures B&B
is not used
 What measures and plans are in place in order to ensure B&B
is not used in the future?
 Protocol has the young person and their parents/families at the
heart of planning and delivery
 Protocol focuses on prevention through home visits, family
mediation and support in the first instance
 The protocol highlights safeguarding as key consideration and
use of suitable short stay/emergency accommodation where
needed
 The protocol highlights that Children’s Services are the lead
authority in relation to 16/17 year olds who are homeless
 The joint protocol is reviewed and updated through a joint
meeting on at least an annual basis
 Protocol includes clear dispute resolution and escalation
process with senior management authorisation
 Commitment at senior / operational level from partner agencies
 Relevant staff from Housing, Children’s services and other
departments/agencies have had training on the joint protocol
and how it works in practice
 Joint assessments between Children’s Services and Housing
are undertaken with 16/17 year olds who are homeless or
threatened with homelessness
 Effective use of s17 Children Act 1989 payments via Social
Services Department protocols and joint assessments (link also
to Gold Standard 10 assessment)
Page 28 of 36
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C. Clear
commitment to
deliver early
intervention
and prevention
focused
approach to
young peoples’
housing needs
(Under 25s)
 Local authority (or partner agency) undertakes home visits in all
cases of family eviction within 48 hours where possible
 Family mediation or family group conferencing is available, and
mediation support can be accessed even once young person is
excluded from the family home
 There is age appropriate information and advice available to
young people regarding the realities of leaving home at a young
age, homelessness, the law, housing options and the sort of
support offered
 Awareness raising/education work is regularly delivered in
schools, Pupil Referral Units and other youth provision, regarding
the realities of homelessness, affordability, housing options, and
where to go for help, involving young people as accredited peer
educators where appropriate
 Dependent on local needs and context – Children’s Services and
Housing Services and the Family Intervention Project (or
Troubled Families Service / other specialist support provision)
identify and actively work with young people under 16 who may
be at high risk of homelessness, and their families, and liaise with
appropriate partners for support where appropriate
 Staff working with young people at risk of homelessness are
trained in mediation and family work
 Use of local data and data capture to target responses, predict
future homelessness and proactively seek to target youth
homelessness ‘hotspots’ (e.g. particular schools, estates, social
landlords)
 Where young people are not able to stay in the family home, they
and their families are assisted to plan a move, rather than wait for
a crisis to trigger homelessness
 Evidence of early intervention approaches such as life skills
training, mediation and peer education accessible to all young
people
 Agencies working with young people are signed up to local
strategic aims and objectives around tackling youth
homelessness
Page 29 of 36
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D. Positive pathway
approach to
preventing youth
homelessness
and promoting
good outcomes
has been
developed
E. Appropriate,
supportive
emergency
accommodation
available for
young people
 A whole systems, integrated approach to preventing youth
homelessness and supporting, where necessary, young
people’s planned moves to independence through a positive
pathway, for example, a Joint Protocol.
 Developed or plans to develop a joint approach of Children’s
and Housing Services activity regarding prevention, assessment
and options
 Steering Group in place to jointly plan service improvement respond to issues / concerns locally and nationally and to gather
feedback from operational staff and service users on a regular
basis
 Provision of seamless, easy to use services, making better use
of resources through joining up and co-ordinating of services,
including pooling budgets of all agencies where it is effective to
do so
 Providing information and advice across all stages of the
pathway, not only about housing, but on other aspects of young
people’s lives as they make the transition to adulthood
 A progression to independence for young people, through
having a range of accommodation options to meet different
needs
 Involving young people in how services are shaped and
delivered leads to excellence in provision and gives young
people important learning opportunities for the future
 Complete the National Practitioner Support Service and St
Basils ‘Guide to the Positive Youth Accommodation and Support
Pathway”
 Single access point/gateway into all supported accommodation
services where practicable
 Support young people to stay with extended family or friends
where appropriate
 Continuation of family mediation whilst in short stay/emergency
accommodation
 Night Stop / Emergency Supported Lodgings
 Crash Pads
 Emergency beds in supported housing
 Clear pathways to return home or access appropriate
accommodation options
 Established move-on process with local young person’s
supported accommodation providers
 Access to Private Rented Sector housing options for young
people where appropriate (Link to Gold Standard 6 assessment)
Page 30 of 36
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Local Challenge 10:
Area of
Assessment
We do not place
any families in
B&B
accommodation
unless in an
emergency and
then for no longer
than 6 weeks
“To not place any families in Bed and Breakfast accommodation
unless in an emergency and for no longer than 6 weeks”
Key Elements
A. No families with
children are
being placed into
B&B
accommodation
at the point of the
Gold Standard
application and
this has been
sustained
throughout the
application and
verification
assessment
process
B. Strategic
approach to
ensure B&B use
is only ever in an
emergency for
families with
children
Areas to Consider
o
o
What is the recent performance on B&B placements for families
and/or pregnant household members like locally?
Where local authorities can demonstrate that no families and/or
pregnant household members have been placed in B&B, and if
B&B used over the past 12 months, the authority must
demonstrate what measures were put in place to address B&B
and how this approach now ensures B&B is not used. The
Advisory Committee will consider the measures and plans in
place and how the local authority will maintain that position in
future
 Clear strategic commitment to limit the use of B&B for families
with children linked to ‘spend to save’ argument which supports
resourcing the local prevention model
 Senior Officer and political commitment to reducing the use of
B&B
 Cost analysis and records kept of the cost of B&B use and
ongoing examination of the cost benefit analysis for developing
alternatives to B&B
 B&B usage relates only to statutory homeless duties and is not
used as a ‘prevention’ option (as this is unlawful)
 Current and future demand for temporary accommodation linked
to the Homelessness Strategy has been assessed – including
individual move-on plans for specific households in B&B and in
other forms of Temporary Accommodation (Link to Gold
Standard 5 & 8 assessments)
 Social landlords and other relevant partners are actively
involved in developing alternative temporary accommodation
provision locally looking at existing housing stock and other
options (assessment of the number of social housing units that
can be converted to temporary accommodation use or used as
‘floating’ Temporary Accommodation units as part of a planned
reduction in B&B)
 Private Rented Sector options for temporary accommodation
actively being considered including a strategy to promote use of
Private Sector Leasing schemes to provide a flexible approach
to temporary accommodation provision
 SMART (Specific, Measurable, Achievable, Realistic, Timebound) plan to reduce the use of B&B for families with children
forming part of local temporary accommodation supply and
demand model
 Appropriative levels of support to people in temporary
accommodation, including access to food parcels / starter
packs, white goods, basic furnishings.
 Clear / prompt approach to assessment of eligibility for
temporary accommodation, including out of hours access
Page 31 of 36
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C. Prevention
focus supports
reduction in
use of B&B
D. When B&B is
used in an
emergency, it is
with ongoing
support
 Service entry point seeks to sustain existing accommodation in
every presenting case (where appropriate) and prevent
homelessness wherever possible
 Proactive work happens in every case so that where
accommodation loss is inevitable planned moves are being
achieved to reduce pressure on temporary accommodation
provision and use of B&B
 Agreed pathways and support available to people in temporary
accommodation to ensure prompt and supported move-on
 Commitment to prevention services for all applicants using ‘spend
to save’ measures to reduce use of B&B / temporary
accommodation
 Monitoring of lets of social housing via allocations policy to ensure
appropriate preference and support given to those in temporary
accommodation
 Prompt decisions regarding duty owed to ensure time spent in
temporary accommodation is kept to a minimum
 All placements are made with regard to the requirements set out
in s208 Housing Act 1996 (as amended), the Homelessness
(Suitability of Accommodation Order) (England) 2012 and
Supplementary Homelessness Code of Guidance 2012
 Processes are in place to ensure that households in B&B
accommodation are receiving support including appropriate
health screening
 Each case accommodated in B&B has been fully assessed for the
impacts of this accommodation on the household including
affordability, access to employment, training, health and other
statutory support services
 Processes are in place to ensure that school age children of
households in B&B are supported to continue to attend school
and all statutory services are formally made aware of clients and
their support needs
Page 32 of 36
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Local Authority Disputes:
If a local authority disagrees with any aspect of the application assessment and
verification process they should, in the first instance, discuss their concerns with their
Regional NPSS National Homelessness Practitioner.
If this does not resolve the issue, they should write to “The Gold Standard Advisory
Committee, C/O NPSS, Hyde Lodge, Winchester. Hampshire. SO23 7AB”.
On receipt of a written complaint or letter of dissatisfaction from a local authority the
following process will be followed:
i.
ii.
iii.
iv.
If the complaint is about the wider programme, the Service Manager of the
National Practitioner Support Service will contact the complainant in the first
instance to try and resolve the issue informally If the complaint is related to a
specific challenge application the letter of dissatisfaction will be considered
by an independent sub panel for review.
If the issue is unable to be resolved informally, the issue will be raised at the
next meeting of the Advisory Committee by the responsible National
Homelessness Practitioner
The Advisory Committee will determine the nature of response to the written
representation and the findings conveyed in writing to the local authority by
the Chair (or someone acting on behalf of the chair)
If the matter cannot be resolved satisfactorily after reference to the Chair, it
may be referred to the Review Panel.
Page 33 of 36
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Appendix 1: Glossary of Abbreviations & Explanations
Abbreviation Explanation
ALMO
AVS
B&B
CAB
CBL
CIP
CMHT
DCLG
DHP
DPR
DV
DWP
E10
EPC
EHO
HMO
JCP
LA
LAHAL
LHA
LSC
MRS
NHAS
NSNO
NPSS
Part 7
P1E
PRF
PRS
PRSO
PSL
RP
SLA
SMART
SMI
UKBA
VCO
YOT
Arms Length Management Organisation
Assisted Voluntary Sale
Bed & Breakfast
Citizen’s Advice Bureau
Choice Based Lettings
Continuous Improvement Plan
Community Mental Health Teams
Department for Communities & Local Government
Discretionary Housing Payments
Diagnostic Peer Review
Domestic Violence
Department for Work & Pensions
The section within the P1E statistical return relating to local authority
activity to prevent and relieve homelessness
Energy Performance Certificate
Environmental Health Officer
House in Multiple Occupation
Job Centre Plus
Local Authority
Local Authority Housing Advice Line provided by the NHAS
Local Housing Allowance
Legal Services Commission
Mortgage Rescue Scheme
National Homelessness Advice Service
No Second Night Out
National Practitioner Support Service
Reference to Part 7 of the Housing Act 1996 (as amended)
National statistical release on local authority activity under statutory
homelessness provisions and the prevention & relief of homelessness
Preventing Repossessions Fund
Private Rented Sector
Private Rented Sector Offer
Private Sector Leasing
Registered Provider
Service Level Agreement
Specific Measurable Achievable Realistic Time-bound
Support for Mortgage Interest
United Kingdom Borders Agency
Voluntary & Community Organisations
Youth Offending Team
Page 34 of 36
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Funded by DCLG
Contact Details:
[email protected]
[email protected]
[email protected]
[email protected]
www.practitionersupport.org
Follow us on Twitter @NPSService
Page 35 of 36
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National Practitioner Support Service
“Strive for Continuous Improvement in Front Line Housing
Services”
Page 36 of 36
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Funded by DCLG
Cornwall Housing Limited
Report Template for Board and Board Committee Reports
Agenda No: 5
Report to:
Customer Focus Committee
Part 1
Date:
9 September 2014
Title:
Gold Standard Update
Author:
Anna Brooks
Contact:
464350/[email protected]
Role:
Housing Options and Needs
Service Manager
For Board reports only
Committee: Name of committee
Date:
Date of committee meeting
Recommendations:
1.The Committee is asked to note the Housing Options Directorate
Application to work towards three challenges with the 10 Gold Standard
Challenges and achieve Bronze status through the Gold Standard
Framework.
1. Executive Summary:
Following the Diagnostic Peer Review of the Housing Options Directorate
the service has been preparing to apply for assessment under the Gold
Standard Framework through the National Practitioner Support Service
(NPSS).
The application through the national framework supports continuous
improvement for housing options services across a continuous
improvement plan and working towards achieving good practice standards
through a range of 10 Gold Standard Challenges.
Background and Cornwall Housing Objectives:
Having achieved an overall score of 72% in the diagnostic peer review of
the frontline Housing Options Service we are eligible to apply for three of
the 10 Gold Standard Challenges. The peer review process work
1
programme, and the application to work towards the 10 Gold Standard
Challenges supports Cornwall Housing Limited’s (CHL) objective to provide
excellent housing services to its customers.
The emphasis of the Gold Standard application process is on providing a
framework for continuous improvement and peer led practical support.
The Housing Options service has a three month window of opportunity to
identify, apply for and evidence the three chosen challenges we wish to
work towards. The timescale is tight as the application window is from the
25th July to 25th September 2014. The work we undertake towards the
three chosen challenges also underpins the Continuous Improvement Plan
(CIP) from the peer review.
In view of the timescales, an application has been made to National
Practitioners Support Service (NPSS) to work towards the following Gold
Standard Challenges::
Local Challenge 1: To adopt a corporate commitment to prevent
homelessness which has buy in across all local authority services.
Local Challenge 3: To offer Housing Options prevention service to all
clients including written advice.
Local Challenge 4: To adopt a No Second Night Out model or an
effective local alternative.
The applications for the above challenges will be recognised by the
National Practitioners Support Service (NPSS) as applications to work
towards the “Bronze “standard.
The process following application is that we will have access to the
application portal and this will advise the required evidence that must be
submitted.
Following submission of each challenge application and supporting
evidence, a desk top review will be undertaken by a representative
verification sub panel of the NPSS Advisory Committee. The review will
consist of the sub panel considering:
•
•
•
•
The Peer Review results.
The Continuous Improvement Plan from the Peer Review.
Intelligence regarding local service delivery.
Submitted applications and evidence.
At this stage the verification sub panel will undertake a gap analysis and
may request further evidence to support the application, there is a 10 day
turnaround to provide this information. Conversely, where they have
recognised elements of good practice they will request evidence to be
shared nationally.
Throughout the above process and where necessary support will be
offered by the NPSS over the phone, by site visit or action planning days
if the panel feel particular areas within the challenges need more
evidence or clarity.
2
There will be no “failed applications” and ongoing support will continue to
be offered where necessary to enable successful applications to be
achieved.
Where the sub panel is satisfied that 1 or more of our challenge
applications meet all the requirements, they will recommend to NPSS that
where these have been verified they will be recognised on the NPSS Gold
Standard website as having achieved “Bronze” standard. If any of the
challenges require further work, this will not preclude recognition of any
challenges achieved and we will be supported in re applying for these and
any additional challenges we wish to undertake. The ongoing process is a
3 month window for new challenges and re applications. We can apply for
3 of the 10 local challenges at any one time, including re applying for any
that have not been achieved on first application.
As recognition of our achievement of Bronze status, Cornwall Housing will
be invited to become an associate member of the Gold Standard Advisory
Committee, receive logos and literature for our website and will have the
opportunity to speak at Regional and National events to share good
practice.
2. Decision and Supporting Information (Including Options):
This report is an update following the Committee meeting of 15th July
2014 where the Peer Review feedback report and improvement plan were
discussed and support was given for implementation of the improvement
plan and preparation for application for Bronze status under the Gold
Standard Framework.
3. Financial Implications and Budget:
These applications are being made using existing staff resources. At this
stage there are no known financial implications other than existing
efficiencies identified with improvements to ways of working, included in
the 2014/15 efficiencies schedule and these will be a part of the ongoing
improvement work.
4. Other Resourcing Implications:
The improvement project and Gold Standard work will be managed
through an action plan and some Project Management resources will be
required to support this process, in terms of planning and monitoring.
However, it is anticipated the majority of this work will be managed
through interim changes in the Housing Options Directorate management
structure.
5. Legal Implications:
To meet our statutory obligations, it is important that the directorate is
assessed as operating efficiently and providing an effective Housing
Options service but also legally in line with current legislation in delivering
housing advice and homelessness services. The Directorate will consider
any recommendations made to ensure ongoing compliance with our
statutory duties.
3
6. Equality Impact Assessment:
There has been no EIA completed as part of this report. However, where
any significant changes are recommended to the service, an EIA will be
completed at this time.
7. Significant Risks:
There are no significant risks associated with these decisions
8. Consultation carried out including staff, SMT, Directors,
specialist advice and the community:
Staff within the Options Directorate have been both actively involved in
and well informed of the improvement programme.
The wider CHL staff have been kept informed via the Team Brief
communication whereby the Options Directorate Newsletter has been
circulated.
DLT have been kept informed via Director updates at DLT meetings
Key officers of the Council, including the Portfolio Holder, have been kept
informed of the Peer Review process via inclusion in the circulation of the
Directorate Newsletter. The Portfolio Holder was interviewed as part of
the Peer Review assessment process.
9. Board committee: (For Board reports)
The original report outlining the Peer Review results and next steps was
outlined in the committee report dated 15th July 2014.
Supporting Information
Appendix 1 Local Challenge Criteria, Assessment and Verification:
Guidance for Local Authorities on the Gold Standard Challenge, NPSS.
Background Papers:
Appendix 1 Local Challenge Criteria, Assessment and Verification:
Guidance for Local Authorities on the Gold Standard Challenge, NPSS.
Approval and Clearance of Report
Report cleared by: C Hadfield (Director of Housing Options)
Date: 26 August 2014
4