Agenda item

To consider a report providing a progress update on performance within the 2019-20 reporting period and the first two months of 2020-2021, up to the end of May 2020.

Consideration was given to a report providing a progress update on performance within the 2019-20 reporting period and the first two months of 2020-2021, up to the end of May 2020. The six key aims of the Strategy were identified: to support people with complex needs; to prevent homelessness and offer rapid housing solutions; to increase support prevent homelessness among young people; to end rough sleeping and begging in Rotherham; to improve access to tenancy support, employment and health support services; and to ensure there is enough emergency accommodation. Progress toward these aims was outlined in the report, by means of graphs and charts of performance figures. These figures indicated that this year has presented 15% more cases of homelessness than the previous year. This increase is due to legislation now being embedded such that other agencies were now referring homeless people to the service. Escalation triggers had therefore been introduced to flag business critical areas so that responses and resources could be deployed to implement solutions. Caseloads started to increase towards the end of March 2020, however the average caseload reduced due to more staff being recruited to the team—and further staff are expected to be recruited in the next six months. Figures were presented as to both increasing and declining trends in homelessness, and the three-phase response method was illustrated. Progress against each of the Strategy’s six aims was specified and projections for expansions and partnership efforts in the coming six months were described.

In discussion, Members requested that assurances be provided that the end of the evictions embargo would not bring demand beyond what can be accommodated. Officers provided assurances that more staff were being recruited and trained and would be ready to meet any demand. The courts are taking a gradual approach to conduct a set number per week. The Council will have three of those slots per week. It has been made clear that unless there are extreme circumstances the preference will be in favour of the defendants. Private landlord tenants who have been served notice, we are already working with those individuals. There was a sophisticated dashboard that is used to monitor trends as they emerge.

Members also requested clarification around how long it might be before households in temporary accommodation could be provided with something more permanent. Officers provided assurances that the service had already accommodated many of the people in need. It was clarified that it has not been the same people throughout the measurement period who have made up the total number. The people all have a move on plan. A twice weekly visit is conducted for documentation and food delivery monitoring. Everyone is moved on to more permanent housing as soon as possible.

Members asked if there is a way to route charity funds toward Shiloh. Officers explained that funding is not guaranteed, although it has increased over the last few years. If staff salaries are grant funded, that can come to an end. IN that event, staff often must leave to have more job security. Thankfully, Rotherham has brought funding in, for example, from Crisis UK. The Service strives to utilise funding from a variety of sources, not only Council funding. It is useful to raise awareness of the services that are available and actively helping people, so that people know where they can give where the moneys will really help the people who are most in need and asking for help. A significant accomplishment of the Housing Team has been to bring in bids to meet the need. The staff in the team often move on to promotion in other teams. Although we will never be able to get years upon years of guaranteed funding, we will be able to continue to be resourceful to meet the need. It was suggested that officers would provide an answer in writing regarding the process when renters cannot continue to rent to them because their landlord wishes to sell.

Members requested further elaboration around the partnership with Shiloh. Officers explained the day-to-day operational collaborations with Shiloh, including the initial arrangement of a phone call or a visit with any one whom Shiloh thinks could use the help of the service. Under normal circumstances, an outreach surgery was held at Shiloh up to twice a week, expanding to three times a week once staffing allows. During the pandemic, Shiloh has provided meals, speaking to officers each day to ascertain the number of meals needed, etc. Together, they have collaboratively looked for funding to help people find support for private rented accommodation.

Additional clarification was requested regarding the reason for a spike in homelessness among people in the 25-40 age group. In response it was stated that the primary demographic is single males due to relationship breakdown.  

Members commended the efforts of the Homelessness Team and observed that the Homelessness Team were doing excellent work.

Resolved:-

1.       That the progress update in respect of the Homelessness and Rough Sleeper Strategy be noted.