Theme 2: Targeted and crisis support
We will provide good quality accessible advice and support to ensure people can resolve their housing problems in a way that is long lasting. Where people do find themselves homeless and in need of emergency accommodation it will be of good quality, appropriate and conducive to their health and well-being. Targeted support will be provided for individuals and households who find themselves in crisis;
|
|
Action |
Lead responsibility |
Date |
Evidencing success |
What success looks like |
Underpinning principle |
|---|---|---|---|---|---|---|
|
: T2.1 |
Action :Create a formal process to analyse rough sleeping trends to help understand what has led to an individual's rough sleeping and design and flex services to address this |
Lead responsibility :RSM & HHCPL |
Date :April 2025 |
Evidencing success :Delta indicators report and dashboard WMCA comparison data |
What success looks like :There is a Reduction in the number of RS found through a targeted approach |
Underpinning principle :Partnership ILC&H Intelligence led |
|
: T2.2 |
Action :Across the homelessness partnership create appropriate accommodation pathways for households that are homeless (families, singles, women, under 25s, DA survivors) ensuring crisis and targeted support is available and accessible if needed and is delivered in a trauma informed way
|
Lead responsibility :HHCPL |
Date :March 2026 |
Evidencing success :Reduction in numbers of people returning as homeless (revolving door) through sustaining appropriate accommodation |
What success looks like :The offer of support is varied accessible and appropriate for those who require it |
Underpinning principle :Partnership ILC&H Intelligence led |
|
: T2.3 |
Action :Support rough sleepers across their period of homelessness, ensuring rough sleeping is prevented wherever possible, that it is rare in occurrence, it is brief where it is unavoidable and re-occurrences or returns to rough sleeping are prevented. |
Lead responsibility :RSM |
Date :April 2025 and on-going |
Evidencing success :Data indicators report and dashboard WMCA comparison data |
What success looks like :There is a Reduction in the numbers of RS found When people are rough sleeping, it is rare, brief and non-reoccurring. |
Underpinning principle :Partnership ILC&H Intelligence led |
|
: T2.4 |
Action :Work with partners to ensure we are able to provide a quick, responsive, flexible and creative approach to helping someone to end their rough sleeping. |
Lead responsibility :RSM |
Date :April 2025on-going |
Evidencing success :Delta indicators report and dashboard WMCA comparison data |
What success looks like :There is a reduction in the numbers of RS found When people are rough sleeping, it is rare, brief and nonrecurring |
Underpinning principle :Partnership ILC&H Intelligence led |
|
: T2.5 |
Action :Review our ending rough sleeping plan and service offer to ensure it is person centered, and creative and is designed and delivered to support people to maintain accommodation and not return to sleeping rough. |
Lead responsibility :HHCPL |
Date :April 2025 and on-going |
Evidencing success :Data indicators report and dashboard WMCA comparison data |
What success looks like :There is a Reduction in the numbers of RS found When people are rough sleeping, it is rare, brief and non-reoccurring. |
Underpinning principle :Partnership ILC&H Intelligence led |
|
: T2.6 |
Action :As part of the re commissioning of the housing related support services ensure that our floating support services are suitable, appropriate, value for money and can be reactive in crisis. |
Lead responsibility :HHCPL |
Date :March 2026 |
Evidencing success :New Housing related support specifications and provision |
What success looks like :We have good quality, vfm Housing related support services that meet the needs of people in housing crisis or who are homeless in the city |
Underpinning principle :Partnership ILC&H Intelligence led |
|
: T2.7 |
Action :As part of the re commissioning of the housing related support services in ensure that accessibility of support services is considered alongside our accommodation offers for single people or those who have complex needs (men, women, under 25s)
|
Lead responsibility :HHCPL |
Date :March 2026 |
Evidencing success :New Housing related support specifications and provision |
What success looks like :We have good quality, vfm Housing related support services that meet the needs of people in housing crisis or who are homeless in the city |
Underpinning principle :Partnership ILC&H Intelligence led |
|
: T2.8 |
Action :As part of the re commissioning of the housing related support contracts carry out a review of our front door arrangements for those who are in crisis (men, women, under 25s, families, DA survivors)
|
Lead responsibility :HHCPL |
Date :September 2025 |
Evidencing success :New Housing related support specifications and provision |
What success looks like :We have good quality, vfm Housing related support services that are accessible meet the needs of people in housing crisis or who are homeless in the city |
Underpinning principle :Partnership ILC&H Intelligence led |
|
: T2.9 |
Action :Where homelessness cannot be avoided, we have systems in place to ensure that stays in temporary accommodation will be for as short a time as possible, and placements will be suitable for the needs of the households. |
Lead responsibility :H&H Operational Lead Property |
Date :On going |
Evidencing success :TA average length of stay data |
What success looks like :There is a reduction in how long households spend in temporary accommodation |
Underpinning principle :ILC&H Intelligence led |
|
: T2.10 |
Action :Carry out an analysis into PRS evictions to understand trends and underlying reasons for evictions and develop options and incentives to help reduce evictions
|
Lead responsibility :H&H Operational Lead People
|
Date :June2025 |
Evidencing success :Completed analysis and review |
What success looks like :We have a clear understanding of the drivers that impact PRS, and a robust attractive landlord offer |
Underpinning principle :ILC&H Intelligence led |
|
: T2.11 |
Action :Review of our provision of temporary accommodation to ensure it is sufficient to manage the current and future demand and it is suitable, to a good standard and procured to ensure value for money is achieved.
|
Lead responsibility :H&H Operational Lead Property |
Date :April 2025 Ongoing |
Evidencing success :Various schemes delivered. Meriden St Chace Ave
|
What success looks like :Our emergency accommodation offer is good quality, meets demand and is VFM. |
Underpinning principle :ILC&H Intelligence led |
|
: T2.12 |
Action :Ensure that families are only placed into B&B accommodation as an emergency and for no longer than 6 weeks |
Lead responsibility :H&H Operational Lead Property
|
Date :On-going |
Evidencing success :As close to zero as possible |
What success looks like :No families are accommodated in B&B |
Underpinning principle :ILC&H Intelligence led |