A Homelessness Strategy for Edinburgh (Draft)

Transcription

1 A Homelessness Strategy for Edinburgh (Draft) To End Homelessness by

2 Homelessness Strategy - Contents SECTION ONE: Introduction 1.1. Foreword by Paul Edie and David Belfall # 1.2 Introduction # 1.3 Vision, Aims and Objectives # SECTION TWO: Strategy 2.1. Focus & Achievements # 2.2. Overviews of Homelessness # SECTION THREE: Current Context and Challenges 3.1. Current Issues Supply & Demand # and 2012 Challenges # 3.3 The Health Context # 3.4 Statement of Resources # SECTION FOUR: How Do We Meet These Challenges: Strategy Development of the Strategy # 4.2 Employability, Training, Education and Volunteering # 4.3 Resettlement # 4.4 Strategic Outcomes # SECTION FIVE: Appendices 5.1. Strategic Action Plan # 5.2 Commissioning, Monitoring and Evaluation # 5.3. Joint Training Initiative # 5.4. Service User Involvement # 5.5 Glossary of Terms # 2

3 Foreword Foreword Councillor Paul Edie, Convenor of Health, Social Care and Housing Committee, City of Edinburgh Council There has been a dramatic and sustained reduction in the number of people who sleep rough. This was a result of the Homelessness Strategy ( ). However, sadly the number of households experiencing homelessness is increasing rather than decreasing. With this rising number of homeless households, (over 5,500 in 2006/7) and a decreasing supply of affordable housing, Edinburgh faces tough challenges in tackling homelessness. Providing a social rented home for everyone in need is a target that seems impossible within the existing housing market. We have estimated the need for an additional 12,000 affordable homes over the next ten years. Current investment levels mean we will fall short of this by at least 7,000, leaving the city unable to house those who are currently homeless. The additional pressures resulting from the Scottish Government target of finding a permanent home for all those unintentionally homeless by 2012 creates even more demand (a further 2,000 households a year), with consequently greater pressure on supply. However, ending homelessness by 2012 is still the vision that the City remains committed too. Partnership working across the City is something of which we are incredibly proud and the commitment to achieve our vision is shared by our partner agencies and interest groups. What can t be forgotten is the human side to homelessness, and the contributions of almost 300 people, who either have been or are currently homeless, and have helped develop this strategy. Currently there is an absence of new investment, therefore we will refocus resources on preventing homelessness occurring and making sure that people who have been housed don t get into difficulties. We will provide the services necessary for those who have specific needs to end the revolving door of homelessness. The strategy places emphasis on increased use of the private sector as a housing option. With turnover in the private sector accounting for almost 30,000 lets a year, compared with 3,500 in the social rented sector it makes sense for us to turn to where the housing is no matter the sector. We remain committed to ending homelessness and as a City we are confident that this strategy provides a framework for ensuring that this happens. NHS Foreword David Belfall Chair, Edinburgh Community Health Partnership The new Edinburgh Community Health Partnership (ECHP) of NHS Lothian has been pleased to work alongside the City of Edinburgh Council to establish this exciting strategy which has as its primary objective the ending of homelessness in Scotland s Capital City by The three central themes of this strategy, prevention, resolving crisis and sustainable solutions are themes with which the NHS and the ECHP can easily identify. Prevention is a theme which runs through the entire primary healthcare services provided to local communities by the ECHP and where a crisis occurs we are there to ensure access to appropriate treatment leading to the best possible sustainable solutions for each individual patient. We are ever conscious of the need to enable everyone to have easy access to the full range of healthcare services and we are particularly aware of the challenges which face people when they are homeless. Working in partnership with the City of Edinburgh Council and voluntary agencies specialising in this important area of work enables us to provide specialist services while people 3

4 are at their most vulnerable and to support them to move on to receive the care they need from our mainstream services. The ECHP welcomes this opportunity to participate in a joint strategy which is designed to maximise the benefits which partnership working brings to local communities. Introduction The draft Homelessness Strategy for Edinburgh seeks to build on the achievements of the first homelessness strategy which was published in The first homelessness strategy has been particularly successful at reducing the number of people who experience rough sleeping in the City. The new strategy sets out a clear vision of ending homelessness in the City, placing much greater emphasis on taking effective measures to prevent homelessness occurring in the first place. The strategy also seeks to establish a more effective approach to helping people who do become homeless. This approach emphasises the need to ensure that people can address the underlying problems that caused their homelessness. In Edinburgh the availability of affordable housing is declining while homelessness is increasing. The acute shortage of affordable homes is getting worse not better. The City needs to build 12, 000 new affordable homes over the next 10 years. At current levels of investment only a third of the new affordable homes needed in the City can be built in that time. There are simply not enough homes in the City to cope with growing homelessness. The draft strategy has been developed by the City s Homelessness Planning Group in consultation with a wide range of services and people experiencing homelessness themselves. Edinburgh has consistently had a strong track record of partnership working on homelessness. The Homelessness Planning Group represents a wide range of interests who have a common aim of ending homelessness in Edinburgh. Representation includes statutory and voluntary organisations including the Lothian Homelessness Forum, the Housing Support Interest Group, NHS Lothian, Lothian and Borders Police and representatives from a range of Council Departments including Services for Communities, Health and Social Care and Children and Families. Almost 90 individuals representing organisations and services and almost 300 services users took part in a range of consultation events to inform the draft strategy. Background The Housing (Scotland) Act 2001 requires local authorities to develop a strategy to prevent and alleviate homelessness. Edinburgh was one of the first local authorities to produce a homelessness strategy. One of the biggest challenges now facing local authorities and their partners is meeting the 2012 target. The aim being that by 2012, all unintentionally homeless people are entitled to permanent accommodation. Statutory and voluntary organisations in Edinburgh have welcomed the challenge of the 2012 target and have committed themselves to working together to achieve it. 4

5 Unless effective steps are taken to prevent homelessness then the introduction of the 2012 target would mean that the Council would have a duty to find a permanent home for a further 2,000 homeless people. Early intervention measures provided with our partners across the City are key to achieving our vision of ending homelessness by We will focus on: Working to prevent homelessness Making greater use of the private rented market to provide homeless households with the widest range of housing solutions possible Ensuring that those who experience homelessness are able to secure sustainable solutions, including access to employment, education, training and volunteering and by encouraging positive social networks Working together to ensure homelessness is an episode and not a lifestyle Planning Together: Health and Homelessness In February 2005 the then Scottish Executive published the Health and Homelessness Standards against which the healthcare provided by all NHS Boards would be measured. These standards require that NHS Lothian Health Board: has governance systems which provide a framework in which improved health outcomes for homeless people are planned, delivered and sustained; takes an active role, in partnership with relevant agencies, to prevent and alleviate homelessness; demonstrates an understanding of the profile and health needs of homeless people across the area; takes action to ensure homeless people have equitable access to the full range of health services; has services which respond positively to the health needs of homeless people; and is effectively implementing the health and homeless action plan. The Scottish Executive s One Year Survey of Health Boards revealed that NHS Lothian was 93% compliant with the 41 performance requirements that comprise the detail of the Health and Homelessness Standards. The most recent review, undertaken in July 2007 has shown that NHS Lothian is fully compliant with these standards. Delivering to this standard is only possible with the help and support of partner agencies. However, there is still much that can and will be done and NHS Lothian looks forward to delivering on the ambitious challenges contained within this joint strategy which will ensure that providing quality healthcare for homeless people continues to be a priority for the health board and local CHPs. Vision, Aims and Objectives VISION - End Homelessness in Edinburgh by 2012 The long term vision of the Homelessness Strategy remains to end homelessness in Edinburgh. The Councils departments of Services for Communities, Children and Families, Health and Social Care, NHS Lothian, and a wide range of partner voluntary sector agencies and community groups share this aspiration. Achieving this vision requires us to understand the needs of those who become homeless as well as those who may be at risk of homelessness; it requires us working together in partnership and sharing the responsibility to coordinate the delivery of the services that are needed. 5

6 We will achieve this vision through four main aims: Aim 1: Anyone who is having difficulty keeping their home will have access to the services and support that can help them to avoid becoming homeless. Aim 2: Anyone who needs a home can get help to secure one that meets their needs Aim 3: People get access to temporary accommodation when they need it. Aim 4: People who have been homeless can get the services and support so that they don t become homeless again. It is important to note that it is increasingly unlikely that the Council will have the ability to rehouse those to whom it has a duty to find permanent accommodation. The Council estimates that 12,000 new affordable homes are needed over the next ten years. At current investment levels, it can deliver 5,000 in this timeframe. The Council will not be able to meet the 2012 obligation without a significant increase in supply. 2.1 Focus and Achievements Section 2: Strategy: Achievements Edinburgh s first Homelessness Strategy covered the period and sought to prevent and alleviate homelessness in the City by: Eliminating the need to sleep rough by 2003 Influencing the policies of all the main agencies to prevent homelessness in Edinburgh Ensuring the services provided to homeless people in Edinburgh reduce the damaging effects of homelessness on individuals and society Ensuring there is an integrated response to homelessness in the City The strategy succeeded in many of its aims and objectives by linking into other strategic and policy areas to emphasise the importance of prevention of homelessness and by eradicating the need to sleep rough. There was a significant fall in the number of people who presented as roofless to third party services from 2003/04 to 2005/06, a 24% reduction (1432 in 2003/04 compared to 1087 in 2005/06). Moreover, there was a 33% reduction in the number of people with no previous history of rooflessness (from 1181 to 794 individuals) i.e. there were a third less people completely new to rough sleeping during 2005/06. 6

7 Figure 1: Reduction in Rough Sleeping Figures Successes were also observed by the provision of a range of new services that helped to manage the crisis that people experience. They range through services including: Housing and related advice Homelessness prevention services Increased outreach work Integrated support to homeless families Tenancy support Drop-in day centre provision Access to specialist services The strategy also assisted to develop services aimed at practitioners in the homelessness field including: The Joint Training Initiative enhancing the skills of practitioners in all partner agencies The Homelessness Strategy Practitioners Forum sharing experience and best practice among partner agencies Increased consultation input from all partners and stakeholders These and other substantial achievements of the last strategy have been recognised by external bodies leading to HomePoint Type II accreditation, a Chartermark award, and formal inspection reports from Communities Scotland (A grade awarded), and the Scottish Commission for the Regulation of Care. The development of this new Homelessness Strategy presents us with an opportunity to build on the significant and rewarding progress that has been evidenced in the lives of homeless and vulnerable people over the last five years. NHS Lothian s Health and Homelessness Action Plan preceded the current strategy and was instrumental in significantly raising the profile of the healthcare needs of homeless people. Among its achievements were: completing a health needs assessment of the healthcare needs of homeless people; ensuring the inclusion of health and homelessness issues in other strategic planning processes of NHS Lothian; improving partnership working with other agencies, both statutory and voluntary ultimately culminating in this joint strategy for ; 7

8 improving access to primary care services for homeless people, e.g. provision of community dental services, a substance misuse team and psychological therapy through the Edinburgh Homeless Practice; improving immunisation services for vulnerable homeless people including flu vaccination; Hepatitis A & B vaccinations; better access to healthcare for women who are homeless; better access to healthcare for homeless people suffering from mental health, addiction problems and personality disorders; and improving links with wider agencies such as the Scottish Prisons Service - to promote continuity of healthcare for those vulnerably housed. These successes are the springboard for further developments in healthcare for vulnerable homeless people through this joint strategy. 2.2 Overview of Homelessness The graphs give an overview and breakdown of homeless presentations to the Council in the last 5 years. From these, we can note that the changes in presentations and cause of homelessness. This allows us to see the challenges we have faced and where we need to target any activity to in the future. These activities are laid out in the associated action plan. No of Homeless Presentations No of Presentations Actual No of Presentations Projected (2.5%) Figure 2: Updated Change in Homeless Presentations In the years 2002 to 2007, the following figures are notable: Homeless presentations have increased by 11.9%, from 4911 to 5495 Priority Need assessments have increased by 13.1%, rising from 62.1% to 75.2% Non priority need assessments have decreased by 11.9%, from 30.3% to 18.4% This is a planned response to the target of meeting the Scottish Executive aim of abolishing priority need by

9 Homeless Assessments by Assessment Type Percentage (%) 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% Priority Non-Priority Other 0.0% Figure 3: Homeless Assessments by Assessment Type NB: City of Edinburgh Council give priority to both men and women at 60. The Scottish Government use the age bands 65+ for men and 60+ for women. Homeless Presentations by Family Composition Over the period , the family compositions of homeless presentations have been made by: Single people - 68% Single parent families - 22%. Couples without children - 5.4% Couples with children - 3.9%. Homeless Presentations by Family Type 80.0% 70.0% Percentage (%) 60.0% 50.0% 40.0% 30.0% 20.0% Single Single Parent Couple Couple With Kids Other 10.0% 0.0% Figure 4: Homeless Presentations by Family Type Homeless Presentations by Ethnicity On average homelessness presentations are from: White: Scottish: 82.6% White: Other 9.9% Black and Asian applicants: 2.4% Other 2.7% 9

10 Homeless Presentations by Ethnicity Percentage (%) 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% White:Scottish White:Other Black Asian Other Figure 5: Homeless Assessments by Ethnicity Causes of Homelessness There are a number of reasons why an applicant maybe homeless. The most common reasons are: Relationship Breakdown due to Domestic Ejection 42% Relationship Breakdown due to dispute with partner - 20% Cause of Homelessness Percentage (%) 45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% Domestic ejection Dispute with Partner Dispute with family Member Non-Domestic Violence Loss of Tenancy Discharged from Institution Lost Accommodation Harassment Other Figure 6: Cause of Homelessness Priority Need Status Priority need status is awarded to people who are homeless and are vulnerable. The most common reasons for awarding priority: Applicant has access to dependent children 22% Escaping domestic abuse 17% Young people 15.3% 10

11 Priority Need Status Dependent Children Percentage (%) 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% Pregnant/Miscarriage/ Abortion Domestic Violence Young Person Old Age Disability Mental Illness Drink/Drug Problem Medical Condition Figure 7: Priority Need Status for applicants assessed as Priority Need Homeless Case Outcomes Case Outcomes - All Cases 60.0% 50.0% Percentage (%) 40.0% 30.0% 20.0% 10.0% Housed Ref used Duty-Discharged Non-Priority Lost Contact Other 0.0% Figure 8: Case Outcomes All Cases During this period, the percentage of cases being closed due to the applicant household being rehoused has risen: % %. Case Outcomes Priority Need Cases During the period 2002 to 2007, there has been a 14.3% increase in the number of cases where people presenting as homeless accepted an appropriate offer of housing in the City. Traditionally the Council has always housed the greatest number of people experiencing homelessness. However due to dwindling Council housing stock and an increasing number of homeless households requiring to be housed alternatives have had to be found. 11

12 It is expected that over the next five years the percentage of homeless households being housed by the Council will continue to decrease given the declining amount of available social lets. However due to the success of the Council s Private Sector Leasing scheme the percentage being housed by private landlords will continue to increase, and the reliance on the private market will ease some of the housing pressure in the City. 3.1 Current Issues Supply and Demand Section 3: Current Context and Challenges Despite the achievements over the last 5 years, homelessness remains a serious problem in Edinburgh, with a significant negative impact on the lives of a large number of people. In , nearly 5500 people presented as homeless to the City of Edinburgh Council. This represents an increase of 2.5% per year over the last 5 years. If the numbers presenting as Homeless continue to grow at this rate, it is likely that by , the number of households presenting as homeless will have reached over Figure 9 shows that homeless presentations to the Council have been growing while available lets of Council houses have been declining. This trend is predicted to continue. Number of Homeless Presentation and CEC Lets* / / / / / % 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% homeless presentation CEC Lets* % of CEC lets to homeless household Figure 9: Homelessness Presentations and CEC Lets The Council s capacity to rehouse homeless households is decreasing. The average time taken for priority need cases to be closed has gone up by 16 days from 2006 to Council tenants are staying longer in their homes. This is due to the investment made in supporting vulnerable households through Supporting People funding and through the success of Choice Based Letting. This has however reduced tenancy turnover and therefore the supply of Council tenancies. The combination of these has made finding suitable accommodation for people experiencing homelessness more difficult. A key concern in Edinburgh is the acute shortage of affordable housing in the city. As a result, the quantity and turnover of affordable housing in the city is outstripped year on year by increasing demand. In this increasingly pressured housing market, ever greater numbers of people are likely to continue to approach the City of Edinburgh Council to solve their housing needs. The Council estimates that 12,000 new affordable homes are needed over the next ten years. At current investment levels, it can deliver 5,000 in this timeframe. It is therefore increasingly important that we look at other housing options in the City to solve housing need. This will mean an increasing reliance on the private rented market. For some the 12

13 choice of accommodation within this sector may be a more favourable outcome than a social rented tenancy. Within the current climate we have to explore the available options in the housing market, and without significantly more investment in affordable housing sector, dependence on the private rented market, where there is availability and higher turnover, will continue and 2012 Targets The Ministerial Statement Helping Homeless People sets a target for all Local Authorities to reduce the level of non-priority assessments by 50% by 2009 and to abolish priority need completely by Working towards abolishing priority need by 2012 places further significant pressures on the Council to be able to fulfil its duties to people who are homeless and in housing need. In 2006/07 Edinburgh had a duty to find permanent accommodation for 4091 households. The changes to legislation means that by 2009 Edinburgh will have a duty to rehouse 4830 households and by 2012 a total of 6150 households will have to be found a permanent home, an increase of over 2000 households. The Council will not be able to meet this obligation without a significant increase in supply. Monitoring the priority need figures will be imperative to ensure we meet our target, which we are on target to meet examine figures. 74% of households who applied as homeless in were assessed as priority need. Our target for 2009 is to assess 84% of households as in priority need. To ensure that we meet these targets we will continue to assess vulnerabilities, whilst continuing to provide a person centred approach to every individual. 3.3 The Health Context The evidence base shows a high level of health needs amongst homeless people. Homelessness is associated with devastatingly poor life expectancy: in rough sleepers life expectancy is estimated to be 42 years, in contrast to the average 74.2 years for men in Scotland. Our local health need assessment confirmed these findings are true for Edinburgh. They also highlighted that particular, local health issues include high levels of infections (especially respiratory), trauma, poor nutrition, and high levels of smoking, alcohol and drug addiction. In addition people who are homeless have high levels of mental health problems including personality disorder, depression, self-harm and suicide, often with a history of physical or sexual abuse. Most individuals have multiple needs. In terms of health services, there is evidence that people who are homeless may have difficulties in accessing services, and tend to present very late in the course of illnesses. In primary and community care they particularly need expertise around drug and alcohol misuse, mental health problems and access to dentistry and podiatry. 13

14 3.4 Statement of Resources Services for Communities currently invest over 32.9 million in the following homelessness services: Homelessness Strategy Funded Services 3,633,000 Visiting Support Services 3,920,828 Accommodation Services 8,677,588 Furnished Grant Funded Tenancies 177,309 In-house Homelessness Services 16,588,087 It is the intention to introduce competitive tend ering, fitting with the corporate drive to ensure competition when awarding contracts whilst ensuring no break in service for service users and establishing value for money. Section 4: How do we meet these Challenges: Strategy Development of the Strategy The new Homelessness Strategy is the product of an in-depth and wide ranging consultation process where the views of customers and service providers have been drawn upon. To produce this strategy we have engaged with City of Edinburgh Council and NHS Lothian internal services, voluntary organisations and most importantly those who have experienced homelessness themselves. Steering Group A steering group met monthly to review the progress of developing the action plan and to approve the options papers that were submitted by the 3 focus groups below. Consideration was given to the range of options that had been presented, resulting in a measured action plan that has the full backing of the range of services represented on the steering group. Consultation on the new strategy was organised around three main focus groups; Prevention Resolving Crisis and Sustainable Solutions Prevention The prevention of homelessness was a key aim within the strategy and will be carried forward in this strategy. Despite the measures that have been put in place, it is anticipated that there will an increasing number of people presenting as homeless in the future due to the significant lack of supply of affordable housing in the City. Specific early intervention services developed with particular at risk groups are at the centre of the strategy s prevention focus. The main prevention themes are: ensuring targeted assistance to groups at risk of homelessness including young people, people escaping domestic abuse and other vulnerable groups ensuring an early intervention for those in financial crisis preventing homelessness by providing access to early and effective advice and information 14

15 providing early integrated community based services improving access to health services improving access to employment, training and volunteering opportunities Resolving Crisis Although the new strategy focuses on preventing and offering sustainable solutions to homelessness, there will inevitably be people in Edinburgh at a point of crisis and/or with multiple and complex needs. The strategy will aim to assist people seeking to resolve crisis by ensuring that: people who become homeless have immediate access to appropriate temporary accommodation. the housing and other needs of people experiencing homelessness are assessed in an integrated manner as early as possible people with complex needs are quickly assessed and have their needs met by services. the needs of people who are vulnerable to extended periods of homelessness and associated crises are met by services people who become homeless have access to primary healthcare Sustainable Solutions Becoming homeless is often the final stage of an individual lacking access to the network of support that they need. Increasing the levels of available support to vulnerable people to assist them to live independent lives is a crucial element of both preventing homelessness and building stronger communities. Key strategic themes aimed at supporting people to sustain their accommodation following a period of homelessness include: promoting social networks meaning informal and personal networks as opposed to professional networks ensuring access to employment, training, education and volunteering access is provided to housing support access if provided to relevant health care services ensuring that all relevant staff receive training to an agreed level developing and implementing a case management system to meet the needs of vulnerable people 4.2 Employability, Training, Education and Volunteering New partnerships have been forged between education, employment and training providers to enable people who have experienced homelessness to gain access to new opportunities with the support that may be required. The action plan ensures that people can successfully sustain their tenancy through access to employment, training, education and volunteering by making use of the current services that are available across the City. Employability plays a key role in encouraging people to resettle within a community, adding to self esteem and confidence. Building relationships through employment, training and volunteering is another element to successfully establishing a life pattern where the chances of returning to homelessness are minimized. 15

16 4.3 Resettlement One of the main aims of the strategy is to ensure that people who have experienced homelessness are fully resettled. For clarity, it is suggested that the following definition of the term resettlement is adopted in Edinburgh, to ensure that all services are working towards the same goal: The definition developed by Lothian Homelessness Forum and the Housing Support Interest Group is: Resettlement is a way of providing support over time to help a person change their life so that they feel and are: Physically and emotionally secure; In control of their life and their home; Actively involved in a network of supportive social relationships; In possession of a sense of purpose; and Working to achieve dreams and aspirations. 4.4 Outcomes To ensure successful implementation of the strategy, services will be expected to contribute to the following 6 high level strategic outcomes: 1. People can get access to early, effective interventions to ensure homelessness is prevented 2. People can get help to find alternative housing outcomes rather than only accessing the social rented sector 3. People can get immediate access to appropriate temporary accommodation 4. People are supported within their communities so they don t lose their current or future tenancies 5. People are assisted to access training, education, employment and volunteering opportunities when they first contact a service 6. People can get access to primary health care services Delivering these outcomes will demonstrate the success of the strategy. Section 5: Appendices 5.1 Strategic Action Plan Please see attached document. 16

17 5.2 Commissioning, Monitoring and Evaluation W e have developed a performance monitoring system that is based on customer focused outcomes. We collect customer outcomes through the Edinburgh Common Customer Outcomes (ECCO) Monitoring System that informs how well the strategy and commissioned services are performing. During 2007 the system was further developed to support joint working through information sharing. It also measures the effectiveness of services in a customer s journey from crisis to sustainability. The figure below gives an example of some of the monitoring carried out among commissioned services. This allows monitoring of the successes of the overall strategy and of individual services Outcome Achievement (1) 100% 2003/ / /06 95% 92% 96% 98% 98% 94% 90% 87% 81% 75% 72% 68% 74% 68% 75% % of Peopl e 50% 51% 51% 46% 41% 25% 0% Rough sleepers into accomm < 28 days Moves from temp to settled accommodation Housing support needs assessed Prisoners liberated to accommodation CEC tenancy sustainability at 6 mths CEC tenancy sustainability at 12 mths Figure 10: Outcome Monitoring for Commissioned Services The Move from ECHO to ECCO The ECCO monitoring system is a means of collecting customer outcomes amongst 220 commissioned services. It now: monitors strategies and services through customer outcomes Introduces a new distance travelled Housing Support Outcome Matrix promoted by the Scottish Government and based on the HOMES matrix Produces findings that help to determine how well a strategy is working Shares information and improves co-ordination of services Development of a commissioning plan for homelessness strategy funded services is underway. This may involve competitive tendering, fitting with the corporate drive to ensure competition when awarding contracts. 17

18 5.3 Joint Training Initiative Introduction The Joint Training Initiative (JTI) provides training for all workers in Edinburgh in both the voluntary and statutory sectors who support people affected by homelessness. The JTI is recognised by employers in all sectors as playing an important role in consistently raising service standards across homelessness services in Edinburgh, as well as providing partnership working and networking opportunities. Current Context To meet the strategic aims and objectives of this homelessness strategy the JTI should be developed to ensure more strategic orientation. New programme: A new programme will be developed, meeting with the strategic aims and objectives of this Homelessness Strategy, focussing on prevention and sustainability, and the training needed to ensure this happens. This will include: a quarterly or six-monthly programme list, prepared in advance, advertised both in paper form and online commissioned courses will support the direction of the strategy Feedback will be provided from both trainers and attendees on the course content and the programme reviewed every 6 months in light of the feedback The JTI will report on a bi-annual basis to the Homelessness Planning Group to ensure strategic relevance and value for money Delegates who do not attend training or fail to cancel their place will be charged for non attendance. The current Homelessness Strategy and Edinburgh Housing Advice Network training will be merged to form one programme A copy of the full report can be obtained from Iain MacPhail ( ) or Leah Lockhart ( ) or by ing homelessness.strategy@edinburgh.gov.uk 5.4 Service User Involvement Report Introduction The Homelessness Planning Group was responsible for commissioning this report as part of the production of this strategy. This gave the opportunity for the views of people experiencing homelessness to have a direct influence on the strategy s development. There were two key aims of the research: (1) to overcome a widely perceived issue of consultation fatigue amongst homeless service users and (2) to achieve a robust and representative sample of the many and varied communities which combine to make up Edinburgh s homeless population. This includes a number of hard-to-reach social groups, such as the city s BME Communities, sofa surfers, travellers, and other groups. 18

19 Methodology There were two separate waves of research, each lasting two months long. They provided information specific to each of the three focus areas within the Homelessness Strategy. The first wave January to February 2007 focussed on questions on prevention of homelessness, and was aimed at the widest possible sample survey: those who are currently homeless, those who have a history and experience of homelessness and those at risk of homelessness. The second wave of research took place in May and June 2007, focussed on questions around sustaining a tenancy and how to effectively resolve crisis for individuals who are already homeless. A third wave, not in the original plan, which emerged towards the end of the process, and which appears as a separate section of this report, is a section specifically devoted to the views and experiences of various BME groups throughout the city Questionnaires were completed in three possible ways either directly by the service user with no assistance, or the service user with the assistance of a support worker, or in a group setting facilitated by the author of this report Responses In total there were 283 individual responses, who reported the following reasons for becoming homeless: drug/alcohol use arrears (rent/mortgage/hb) anti-social behaviour domestic violence leaving hospital leaving prison asked to leave - partner asked to leave - friend asked to leave - other bereavement unemployment leaving care harassment w ant ow n tenancy mental health house fire moved city rent unaffordable pressure poor health Figure 11: Reasons for Becoming Homeless 19

20 The Key Issues: The question asked was: what can we do differently to help you escape homelessness / stay in your tenancy? In their own words, service users said: Prevention: I need a genuinely habitable flat no maintenance issues I need support round issues like drug addiction, alcohol, mental health, relationships, cooking, cleaning, budgeting, bills, keeping a tenancy We need more local one-stop shops like Advice Place which have no stigma attached any & every issue catered for but make sure staff get the training they need for this Set up training flats, to help develop skills needed to sustain a tenancy before you ever move in Resolving Crisis: Help me break the rut - You end up staying in a cycle of B&Bs and Temp, you get in a rut, you lose hope, you can t see a way out, you stop trying I ve nowhere to move on to: There s not enough ready accommodation every property is crap but they all have 300 bids on them Private rents are too high a benefits trap Going on remand means you lose your hostel place, your contact details for support agencies and housing waiting lists go out of date A seamless transition from hostel support worker to housing Sustainability: I m more likely to sustain a tenancy if I can move into it in a habitable state = help applying for furniture & grants, or let me a furnished flat A housing benefit system that allows me to retain temp/hostel place AND tenancy until the tenancy is furnished The excluded cannot include themselves, local groups need to welcome newcomers into areas On Day 1 tenancy sign up have a worker or volunteer from housing office to spend time, provide local knowledge & support, help me get to know the area, settle in BME Service User Involvement Issues raised by the BME groups were explored in relation to prevention of homelessness. There were interviews with 18 people in total, all in a group setting. The main purpose of the meetings was to offer an opportunity to people from BME groups in Edinburgh to share their experiences and opinions on how to prevent homelessness. Each of the respondents identified harassment, and in many cases racial harassment as the key factor that put their housing at risk or forced them to consider moving out of their present area. How do we intervene to prevent homelessness? Over the course of these interviews it became clear that the respondents were describing a number of additional barriers to living a secure and peaceful life in their home and their community that are faced by BME Communities. Many of these barriers are similar in nature to those faced by other vulnerable groups in society, and this was a fact acknowledged by the two groups, but some of the barriers are present every day (as Mr E put it) just because I look different, I sound different to them and there are some cultural differences too. 20

21 For example, there can be extra stress, a negative impact on mental health, on family life, stresses on employment, from being visibly different sometimes a more visible target. When incidents do occur there is the impossibility of finding a witness, but the danger of being named as the perpetrator because other communities will stick together and work the system to make your life a misery by creating false corroboration of stories. BME groups perceived that culturally they may suffer through being less likely to follow the proper channels of complaint, because of a lack of trust in the system. There is the further issue that, in perception, authorities like the Council and the police don t take us seriously and that BME groups only fare well when they have an advocate who does know the system. There are some strong foundations that we as a City can build upon. There were a number of examples of good practice that are improving people s lives, notably praise for the police in some areas (particularly in the ability to build effective, productive relationships at local level) that can be used as a benchmark for elsewhere. The respondents were universal in saying that there are a number of neighbours with whom they have built good and strong friendships the issue is not about every person in every neighbourhood in Edinburgh, it is about a number of people (especially young people) who are generally already known to the police and authorities who cause enormous damage (physical, emotional and social) to BME groups and others, and that is where focus ought to be targeted. There is work clearly to be done, relationships to be built, and resources to be channelled if we are to answer that question across the whole city of Edinburgh. A copy of the full reports on Service User Consultation can be obtained from Iain MacPhail ( ) or Leah Lockhart on or by ing homelessness.strategy@edinburgh.gov.uk 21

22 Glossary of Terms AADE Action on Alcohol and Drugs in Edinburgh B & B Bed and Breakfast BME Black and Minority Ethnic C & F Children and Families CEC City of Edinburgh Council Chartermark Charter Mark is the government's national standard for customer service excellence. CHP Community Health Partnership CJA Community Justice Authority Commissioning team Purchases a range of advice, support and accommodation services to work together to deliver Edinburgh's Homelessness Strategy. Communities The Scottish Government s housing and regeneration Scotland agency. Domestic Ejection ECCO Edinburgh Common Customer Outcomes EHAN Edinburgh Housing Advice Network EHAS Edinburgh Housing Advice Strategy EHP Edinburgh Homeless Practice Fuel poverty A household is said to be in fuel poverty if it needs to spend more than 10 per cent of its income on fuel to heat itself. Those in the lower income brackets are more susceptible to fuel poverty. HIG Homelessness Implementation Grant H & Sc Health and Social Care HPG Homelessness Planning Group. HomePoint A department of Communities Scotland that works to improve the standard of housing advice and information provision. HOT Housing Options Team JTI Joint Training Initiative Letwise A City of Edinburgh Council team that provides support and tools for private tenants, landlords and letting agents in Edinburgh. Parents Guide A guide for parents to help them talk with young people about what is involved in leaving home. The guide provides up to date practical information about housing options, legal rights and sources of advice and support. Priority Need At a homeless assessment some people will be considered more vulnerable due to certain criteria and are therefore entitled to further assistance. Private Sector PSL properties are owned by private landlords. These Leasing properties are leased by the Council who sublet them to customers in housing need. PSHG Private Sector Housing Grant Resettlement Resettlement is a way of providing support over time to help a person change their life so that they feel and are: Physically and emotionally secure; In control of their life and their home; Actively involved in a network of supportive social relationships; In possession of a sense of purpose; and 22

23 Working to achieve dreams and aspirations. RSI Rough Sleeper Initiative RSL Registere d Social Landlords, such as a Housing Association or Co-operative. SACRO Safeguarding Communities Reducing Offending SCSH Scottish Council for Single Homeless SfC Services for Communities Social Networks Personal networks made up of people who can be called on for help, pass the time of day with or seek advice from. SPS Scottish Prison Service Supporting People The Supporting People programme offers vulnerable people the opportunity to improve their quality of life by providing a stable environment which enables greater independence by delivering high quality and strategically planned housingrelated services which are cost effective and reliable, and complement existing care services. Supporting People is a working partnership of local government, service users and support agencies SVQ Scottish Vocational Qualification 23