Hackney protocol boosts partnership working to tackle domestic abuse related homelessness 

Research from the domestic abuse charity, Refuge, shows that 40% of women who are homeless say domestic abuse was a contributory factor to their homelessness.  Official statistics reflect this; of the 178,560 households owed a homelessness relief duty in 2023/24, 27,760 (16%) cited domestic abuse as the reason for the loss of their last settled home.   

With the inextricable link between domestic abuse and housing putting social landlords front and centre in preventing the potential homelessness of survivors, strong partnerships between local authorities and housing associations are proving critical in achieving positive outcomes.   

More and more local authorities are seeking to formalise domestic abuse best practice with the housing associations in their areas, including the London Borough of Hackney, which in March 2024 launched a new Hackney Social Landlords Domestic Abuse Protocol with local housing providers to support residents experiencing domestic abuse to stay in their homes. This is the first policy of its kind in the UK, which incorporates a set of standards and guidelines to help social landlords safeguard victims and survivors. 

Eleonora Serafini, a Domestic Abuse and Housing Specialist from the London Borough of Hackney explains, “The idea of the protocol was established by the Council’s Domestic Abuse Intervention Service (DAIS) in collaboration with the Council’s Housing Services and Benefits and Homelessness Prevention Services, with a view to boosting collaboration and adopting best practice across the social housing sector and to provide a consistent approach in the area.”   

The protocol sets out tangible and practical interventions

The protocol was developed in consultation with Hackney’s Social Landlords Domestic Abuse Forum which the DAIS created and chairs and which is formed of local social housing providers and the council. It includes standards and guidance to help landlords provide safeguarding for victims and survivors of domestic abuse to prevent homelessness. The protocol sets out measures including tangible and practical interventions such as improvements to the security of properties to supporting property exchanges, at times outside of the current area, to ensure future safety and wellbeing.  

Councillor Susan Fajana-Thomas OBE, Cabinet Lead for Community Safety and Regulatory Services, says, “No one should have to face becoming homeless to escape domestic abuse. We know that it’s highly disruptive to the lives of the victims and that it also isn’t an efficient way of managing our already stretched housing resources.”  

Holding perpetrators accountable

The protocol seeks to put into practice an approach aimed at enabling victims / survivors to remain safely in their own homes by holding perpetrators accountable through setting out appropriate actions to be taken, for example supporting survivors to apply for non-molestation and occupation orders. Other actions include seeking ASB injunctions, making third party reports to the police and supporting the police in evidence gathering, taking legal action to end the perpetrator’s tenancy and supporting perpetrators to access behaviour change interventions.    

Eleonora adds, “The protocol aims to act on and prevent homelessness and provide a robust approach to case work. As part of the Council’s commitment, we offer social landlords free training in domestic abuse for their staff as well as on-going support, if needed, in developing individual internal policy.”  

Social landlords domestic abuse forum

Nearly a year on, 16 social landlords active in the London Borough of Hackney have signed up and are committed to the protocol. The Social Landlords Domestic Abuse Forum continues to meet three times a year and remains focused on domestic violence. They aim to collect and share data annually to monitor trends in domestic abuse and its link to housing.  

Isabelle Hilliard, Community Safet Lead from Gateway Housing, who are one of the local social housing providers that have committed to the protocol commented, “At Gateway Housing, we are committed to ensuring that all residents have the safe home environment they deserve. Joining the Hackney Social Landlords Domestic Abuse Protocol allows us to tackle domestic abuse in a coordinated and compassionate way. By working closely with our local partners, we are strengthening our support for victims and ensuring that every resident receives the prompt and effective assistance they need. This partnership plays a crucial role in helping us create a safer, more supportive community for all.” 

Lara Brading, Domestic Abuse Specialist from L&Q adds, “Effective partnership working is vital in ensuring the best outcomes for people experiencing domestic abuse, which is why we are proud to be part of the Hackney Social Landlords Domestic Abuse Protocol and look forward to strengthening our response to domestic abuse together.” 

Eleonora concludes, “Already we have seen an improvement in social landlords’ engagement with the local MARAC (Multi Agency Risk Assessment Conference) and a boost to risk management through collaborative working. The protocol also gives an opportunity for smaller providers to follow best practice and ensure social landlords are aware of local domestic abuse and safeguarding pathways. Feedback from providers is really positive in helping them be part of a whole-system approach to harm reduction and risk management.”  

Hackney Council is collaborating with other London based authorities who are interested in replicating the protocol. 

The local Housing First scheme supporting high needs individuals in Hertfordshire

Experts agree that Housing First has a crucial role to play in ending homelessness. The model, which works by offering immediate housing to high need rough sleepers alongside intensive ‘no strings’ support, has been piloted in Liverpool City Region, Greater Manchester and the West Midlands since 2018 with positive results; according to the Government’s final evaluation of the pilots, the vast majority of clients were in long-term accommodation a year after entering Housing First, reporting significantly improved outcomes across a range of measures.

Beyond the three big city pilots, more than 100 local level Housing First schemes have been established; spanning nearly every region, these schemes have supported around 2,000 individuals* to end the vicious cycle of homelessness. One such scheme, operated by Homes for Cathy member Hightown, currently houses 15 clients across two local authority areas. Homes for Cathy spoke to Hightown Head of Care & Supported Housing (Homelessness & Mental Health), Spiros Georgiou, to learn more about the practicalities of the scheme and its successes and challenges.

How does Hightown’s Housing First scheme operate?

Unlike traditional homelessness support models, Housing First does not require clients to engage with services or demonstrate readiness before securing housing. This unconditional approach ensures that individuals with complex needs, who might struggle with engagement in other settings, have the stability necessary to access support at their own pace.

Our Housing First scheme is run in partnership with Dacorum Borough Council and St Albans City and District Council, with Rough Sleeper Initiative funding from the Ministry of Housing, Communities and Local Government. All three organisations supply properties and housing management for the service, with Hightown delivering the entire support element.

We collaborate closely with each council to identify rough sleepers and prioritise property allocation. In St Albans, a specialist rough sleeper worker works with the council’s allocations team to make referrals into Housing First, while in Dacorum, referrals come from the council and Hightown. Potential clients are assessed using a scoring system based on vulnerability factors. Our Housing First coordinators ensure that properties align with clients’ specific needs, such as accessibility features and proximity to essential services.

Since the inception of the project in 2020, 15 clients have been housed, with an additional eight clients awaiting housing, reflecting the ongoing demand for a Housing First service in the local area.

What have been the key outcomes and successes of the scheme?

In terms of tenancy sustainment, the scheme has been extremely successful in supporting clients to maintain stable housing, with 93.3% of clients maintaining their tenancy since moving in. The longest sustained tenancy has been 4 years, 11 months, and 12 days*. The tenant is a perfect example of the difference Housing First can make to people with complex histories and needs. A former care leaver and victim of county lines exploitation and modern-day slavery, they had a history of offending and rough sleeping. Their journey has not been without hurdles and has included struggles with antisocial behaviour and multiple police interactions, leading to a notice seeking possession. However, with legal support and Housing First advocacy, their appeal was upheld, and they have been able to maintain their tenancy.

Another positive is that the average rent arrears rate among our Housing First clients is very close to that of our general needs tenants, at 4.98% compared to 4.43%. This demonstrates that, despite often facing more complex personal challenges, Housing First tenants are just as capable of sustaining their tenancies as those in standard housing arrangements.

A key factor in achieving this financial stability is the structured financial support mechanisms integrated into the Housing First approach. Many clients have repayment plans in place, ensuring that arrears do not escalate to unmanageable levels. These plans, combined with tailored support such as budgeting assistance, benefits guidance, and crisis intervention, empower individuals to regain control of their finances. This data challenges the misconception that individuals with a history of homelessness are inherently unable to manage housing costs. Instead, it underscores the importance of providing not just a home but also the necessary wraparound support to help individuals maintain it successfully.

While tenancy sustainment is a key indicator of the success of the scheme, so is positive engagement with mental and physical health services, as well as drug and alcohol support. Our Housing First coordinators assist in making appointments, provide reminders and accompany clients when needed. Multi-agency meetings ensure that clients receive comprehensive support. We have recently adopted the Team Around Me (TAM) approach to enhance multi-agency collaboration and ensure clients are at the centre of their own support. We have been fortunate in that Hertfordshire County Council has provided free training on the approach for all our managers.

TAM has been designed specifically for people experiencing multiple disadvantage – a combination of problems such as homelessness, substance abuse and mental ill health that are co-occurring and mutually reinforcing. People in this situation often have many different professionals involved in their support. Not only can this be confusing for the individual, but it can also mean that interventions duplicate each other or not happen at all. The TAM approach ensures every multi-agency meeting we have is clear, consistent and co-produced, as well as strengths based and trauma informed.

In terms of harm reduction, positively, we’ve seen a decline in police interactions over time, as clients adjust to stable housing. While substance misuse remains an ongoing challenge, engagement with support services such as CGL (Change, Grow, Live) is high. Meanwhile, several of our Housing First clients have engaged with productive activities such as volunteering and participating in peer support programmes and training.

How does Hightown ensure effective joint working between Housing First coordinators and other teams within the organisation?

In terms of our own property allocations for potential new Housing First clients, we hold weekly meetings with our voids manager to help streamline the process. For Housing First clients housed by Hightown, tenancy-related issues such as sign-up, arrears and ASB are handled by a housing officer who sits within our care and supported housing team and therefore understands the particular needs and challenges of this client group. At the same time, our Housing First coordinators educate colleagues within the organisation – including our repairs operatives and income recovery officers – on Housing First principles so that everyone has realistic expectations.

What challenges have you encountered in operating the service?

A shortage of suitable one-bedroom properties and a lack of affordable rental options remain key challenges in expanding Housing First in St Albans and Dacorum. Incentives for private landlords, coupled with an increase in social housing allocations for Housing First clients, could help alleviate these barriers.

Funding limitations are always going to be a challenging factor and have limited the number of clients who can be supported. On a positive note, we are currently negotiating extra funding to increase the support team by an additional worker. However, one of the biggest challenges for Housing First right now is the reduced support from outside agencies, especially with some drug and alcohol services. When Housing First started, all clients were automatically included in Multi-Disciplinary Team (MDT) meetings, and they would stay on the MDT caseload for as long as they were part of the Housing First programme. This meant they had ongoing access to specialist support for substance use, no matter how their situation changed.

Unfortunately, budget cuts have changed that. Some drug and alcohol services can now only work with people who are street homeless or at immediate risk of losing their tenancy. This means that once a Housing First client is housed and no longer seen as being in immediate crisis, they often lose access to the very support they still need. This is a real problem because addiction recovery isn’t a straight path – it takes time, setbacks happen, and long-term support makes a huge difference. Just because someone has a home doesn’t mean their struggles with substance use disappear. Without that specialist support in place, some people are at higher risk of relapse, which could put their tenancy at risk and lead them right back to square one.

Losing this level of support also puts extra pressure on Hightown’s Housing First coordinators, who do their best but aren’t addiction specialists. While they can offer help in other ways, they rely on external services to provide expert drug and alcohol support. Without that partnership, clients miss out on the right kind of intervention at the right time.

Finally, what are your key asks of government and policy makers to ensure Housing First schemes like Hightown’s are sustainable?

The government must commit to at least five years of ring-fenced funding, ensuring continuity of service and staffing stability. We also need more affordable housing to reduce waiting times for Housing First clients. Enhanced multi-agency support is also key – going forward, we will keep pushing for stronger partnerships with local drug and alcohol services and looking at new ways to make sure clients don’t lose support just because they have a roof over their head. Housing First isn’t just about keeping people housed – it’s about helping them rebuild their lives.

*The picture of Housing First in England 2020, Homelesslink

Local collaboration centric to tackling complexities of homelessness

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Playing a part in reducing homelessness is woven into Bromford’s culture, strategy and operations, writes Hazel O’Halloran, the housing association’s Head of Homelessness and Community Investment.

World Homelessness Day, held on 10th October each year, is as a global call to action, bringing attention to the pressing issue of homelessness and inspiring efforts to find lasting solutions. For organisations like Bromford, this day highlights the importance of initiatives such as the Homes for Cathy commitments. These commitments reflect Bromford’s dedication to reducing homelessness by working collaboratively with local authorities and tailoring services to the needs of those who require a safe affordable home.

I’m really proud of the work Bromford do in this space as we have embedded a culture where we have woven into the our organisation’s strategy and operations how we play our part in social justice to reduce homelessness. We remained focussed that it’s our social purpose and acknowledge that housing providers such as us are critical to the solution.

The first Homes for Cathy commitment, “To contribute to the development and execution of local authority homelessness strategies” emphasises the importance of working closely with local authorities to align housing services with regional efforts to reduce and prevent homelessness.

Multi-agency cooperation

Our partnership approach is centric to what we do, particularly when tackling the complexities of homelessness as this requires multi-agency cooperation. By collaborating with our local authorities, Bromford is better equipped to provide housing solutions that meet the diverse needs of people in different areas. That’s why we have a focussed geographical area in which we work, and although this covers 39 local authority areas, in our ‘big four’ – Lichfield, Tewkesbury, Cotswolds, South Gloucestershire – we are the main provider of social housing. We meet regularly with our ‘big four’ local authorities to better understand the demands and pressures they experience, so that we can consider how we can adapt the services we deliver.

The second Homes for Cathy commitment – “To work with stakeholders and people with lived experience of homelessness to provide a range of affordable housing and services which meet the needs of homeless people in their local communities” – aligns with Bromford’s overall strategy of strengthening communities by delivering housing that enables people thrive. It’s part of our long-term mission to work closely with stakeholders that goes beyond simply providing homes.

Each customer has an individual relationship

Bromford’s approach to housing is customer-centred and we have adopted a more proactive rather than reactive approach which has developed by building external relationships with local authorities and partners as well as knowing our customers and communities. Bromford operates with a flexible, compassionate approach which allows us to address the unique needs of individuals. Our Neighbourhood Coaching model compliments us being able to house those in the greatest need as each customer will have an individual relationship. We care about the people who live in our homes and want each of them to be able to achieve their goals in life. We know this will be different for each customer but we want to do all we can to help them thrive.  

An example of this would be our highly success Housing First projects, which were fostered by listening to the local authority and the needs of the local community. Housing First provides permanent housing solutions to a specific group of people who have a history of repeat homelessness, very complex needs, and often experience multiple disadvantage, and other housing options have not been successful in resolving their homelessness. Our Housing First has been operating in the Cotswolds for a couple of years and has recently been rolled out in Tewkesbury. Despite the lack of funding from the government, for vital projects like Housing First, it has been through collaboration and determination that we have worked with the local authorities and local support provider to find solutions to provide this much needed the service.

As World Homelessness Day shines a light on the global issue of homelessness, it also offers a moment to reflect on the work being done locally. Bromford’s strategy places long-term, sustainable housing solutions at its core and we ensure that housing is a foundation for future stability and thriving communities. We will take a place-based approach to tailoring how we work to the needs and aspirations of the individual communities in which we work. And we will use our size, our influence and our resources to maximise the social and economic impact we have in these places. Through our partnerships with local authorities and our flexible approach to housing, Bromford is contributing to a society where everyone should a place to call home – a message that resonates powerfully on World Homelessness Day.

A community-based approach to supporting ‘at risk’ tenancies

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To mark 2024’s World Homelessness Day on 10 October, Jude McCaffrey, Head of Housing at Soha Housing, explains how a community-based strategy can support the maintenance of ‘at risk’ tenancies with the aim of promoting zero evictions into homelessness.

Committed to zero evictions

Witnessing the devastating impact of homelessness first-hand, Soha stands by the Homes for Cathy Commitment 8: “to offer support to maintain ‘at risk’ tenancies and not make homeless any tenant who is engaging with the landlord”. As a community-based organisation, we have taken a proactive stance to support ‘at risk’ tenants in maintaining their tenancies; thereby aiming to prevent homelessness through relationship building and community support.

Why we’ve invested in support

Soha’s zero evictions into homelessness commitment stems from our deep-rooted connection to the communities we serve. Mutually owned by residents and staff, we are acutely aware of the challenges faced by those experiencing homelessness. The presence of rough sleepers in Oxfordshire market towns, and the frequent visits from people affected by homelessness seeking assistance at Soha’s town centre office, highlight the urgent need for action.

Oxfordshire is often perceived as a region of picturesque rural villages and a pleasant environment. However, for many the reality is starkly different. High housing costs, and a reduction in statutory support for people with mental health issues or addiction problems, have contributed to a significant homelessness problem in the area. Our commitment is driven by the desire to address these issues and provide tangible support to those in need.

Our approach to tenancy sustainment

To achieve our goal of zero evictions, Soha has implemented a comprehensive approach to tenancy sustainment. This involves:

  • Early intervention: Soha prioritises early intervention to identify and address potential issues before they escalate. This involves working proactively with tenants at risk and providing them with the necessary resources and support to prevent eviction.
  • Dedicated Tenancy Sustainment Officers: Soha has appointed Tenancy Sustainment Officers in each of its five localities. These officers work closely with tenants who are facing challenges that could lead to eviction, providing support and guidance to help them overcome barriers to maintain their tenancy.
  • Building relationships: Soha’s Tenancy Sustainment Officers strive to build strong relationships with tenants, fostering trust and understanding. This enables them to provide effective support and guidance, tailored to the individual needs of each tenant.
  • Collaboration with partners: Soha works closely with local authorities and other organisations to ensure that tenants have access to the support they need. This includes collaborating on initiatives to prevent homelessness and provide alternative accommodation for people who are facing eviction.

Case study: Supporting a tenant at risk of homelessness

One notable case involves a Housing First resident who was struggling with rent arrears and causing disturbances for their neighbours due to noise and unwelcome visitors. The Tenancy Sustainment team intervened by building a rapport with the resident, meeting them in a neutral space to establish trust.

This trust enabled the Tenancy Sustainment Officer to assist the resident with their benefits and create an arrears repayment plan. Additionally, firm boundaries were set regarding visitors, which helped protect the resident’s home from unwelcome attention. As a result, there was a significant reduction in arrears and neighbour complaints, ultimately avoiding the need for enforcement action.

Locality-based approach

Soha’s operating area is divided into five localities, each with a dedicated Tenancy Sustainment Officer. These officers work closely with their colleagues in Income, Neighbourhoods, Lettings, and wider locality-based teams. This structure allows us to identify and support at-risk residents early.

The proactive approach taken by our Tenancy Sustainment team is instrumental in maintaining tenancies and preventing homelessness. By working collaboratively with residents and providing tailored support, we can address issues before they escalate, fostering a stable and secure living environment for all tenants.

The business and social case for avoiding evictions

There is a compelling business case for avoiding evictions, as well as a strong social imperative. Evictions typically cost Soha over £10,000 each, factoring in legal costs, void costs, and arrears ultimately written off. By preventing evictions, significant financial resources are saved, which contributes to community stability and the well-being of its residents.

Soha’s commitment to Homes for Cathy

Our commitment to preventing homelessness aligns with the Homes for Cathy cause, which focuses on solving and avoiding evictions in local areas. Last financial year, Soha completed 11 legal evictions, a marked reduction from the 20 to 30 evictions typically seen before joining Homes for Cathy. Of these 11 evictions, 8 were repossessions of abandoned homes, and only 3 were true evictions. For these 3 cases, Soha worked with local authority partners to ensure that the tenants had alternative accommodation.

Committed to zero evictions

Our commitment to preventing homelessness is a reflection of our core values as a community-based landlord. By supporting at-risk tenants, implementing a proactive locality-based approach, and engaging in county-wide initiatives, we are making significant strides in maintaining tenancies and preventing homelessness. The financial and social benefits of avoiding evictions further underscore the importance of this commitment. 

As we continues to work towards our goals, Soha remains dedicated to our Homes for Cathy commitment, and the broader mission of preventing homelessness in Oxfordshire and beyond.

Preventing future homelessness is possible with focused support and small measures that have a big impact

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Bournville Village Trust (BVT) is taking positive steps to prevent homelessness by ensuring customers have the best start in their homes, including measures that make a real difference for care leavers leaving its supported accommodation and moving to independent living, writes Arthur Tsang, Director of Communities.

Like many cities in the UK, Birmingham has seen the number of people looking for help linked to homelessness rise. Last year, the average number of people seeking support was 30% higher than in 2020, and 20% higher than in 2021. In 2023, there were also nearly 4,500 families living in temporary accommodation, with more than 1,000 in B&Bs or hotels. As we mark World Homeless Day, it’s important to ask ourselves if we’re really doing everything we can as providers of social housing to prevent people from becoming homeless in the first place.

Like many providers, we work hard to help people sustain their tenancies by offering key day-to-day services and support. Our income and money matters teams help customers with managing their rent accounts, including offering additional support to those struggling financially such as assisting them to claim benefits, apply for grants or support and make referrals to specialist agencies and charities on their behalf. In addition to this, our neighbourhood coordinators support customers with tenancy issues or queries and signpost them to community support that helps them to thrive in their home and community.

All these services are vital in supporting customers to successfully manage and keep their tenancies, but we knew we could do more to make sure we’re giving people the best start in their home. In 2019, we worked with customers to review the standard of service they can expect from us when they move into a home. One of the things customers told us was that decorating their new property was an expense they couldn’t often afford, but that it was one of the most important ways to make their house feel like home. In response, we now offer all new tenants a decoration voucher of £200 for homes with up to two bedrooms or £300 for homes with three bedrooms or more, where redecoration is needed. Whilst it may seem like a small gesture, it has a big impact.

Customers have the freedom to put their own stamp on the property

Not only do the vouchers help reduce the initial expense of moving into a new home, but they give customers the freedom to put their own stamp on the property. It also reduces the demands of redecorating work on our in-house Maintenance Services team.

Thanks to support from the Edward Cadbury Trust, we also have funding specifically to prevent homelessness in some of our Telford communities that don’t have access to statutory support. This fund is vital in helping tenants who are in serious debt and rent arrears to reduce debt and gain financial stability.

Care leavers are one example of customers who need a higher level of support to sustain their tenancy

We recognise that some customers need a higher level of support to sustain their tenancy and reduce the risk of homelessness, and care leavers are just one example of this. According to care charity Become, more than 4,300 care leavers became homeless last year – an increase of 54% in the last five years.

At BVT, we have been working with care leavers since 2001, providing specialist support through our independent living scheme in Birmingham, the Holdings. Many of the young people we work with come to us having experienced trauma, abuse or exploitation and increasingly, we’re also seeing more young people with complex mental health or neurodivergent needs.

Whilst with us, young people have access to a full range of support from education, training or work to managing their health and wellbeing and giving them the skills for independent living, such as cooking, shopping and paying bills. Most importantly, we provide an open door and a listening ear.

When young people leave us at 18, we offer a minimum six-month floating support service to help the transition from supported accommodation to independent living. Where suitable, our care leavers are also offered first refusal on all our studio or one-bedroom flats, so they can stay in the area if they choose to. All our care leavers’ accommodation comes furnished and young people can take this furniture, which includes a bed, bedroom furniture and white goods, with them when they leave us, even if they don’t stay in one of our properties. This helps the household grant they get from the local authority go that bit further and makes the move to their new home more familiar and comforting.

Get to really know your young tenants

As a small community-based charitable trust, we’re in a good position to offer this service but there’s a lot that other, large housing providers can do to support care leavers to sustain their tenancies. If you manage care leavers’ accommodation, leave the door open for young people to check in with you – a short conversation could change their day! If you don’t provide specialist accommodation like this, still get to really know your young tenants and if they are a care leaver, consider that they may need additional support to live in their home.

Homelessness may be on the rise in Birmingham and across the country, but with focused support and small measures that have a big impact, it doesn’t have to be inevitable for social housing tenants or care leavers.

Homes for Cathy at Housing 2024 – What did our sector leaders have to say on homelessness? 

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By Vicki McDonald, Communications & Member Engagement Lead, Homes for Cathy

With multiple priorities affecting the housing sector – and a general election just days away – it was encouraging to see homelessness feature prominently in discussions at last week’s Housing 2024 in Manchester. 

In a Masterclass session entitled ‘A place to call home: the long-term plan to end homelessness’ chaired by Baljit Basra of Devonshire’s Solicitors, Homes for Cathy chair David Bogle spoke alongside fellow panellists Seyi Obakin, CEO of Centrepoint, Alice Lamb, Deputy Chief Executive of LandAid and John Greaves, Chief Impact Officer at Places for People.   

L to R: John Greaves, David Bogle, Alice Lamb, Seyi Obakin, Baljit Basra

With 1.3 million people in England in the queue for social housing – and one young person asking their council for homelessness assistance every four minutes – the panel agreed that drastic action is needed now if future generations are to avoid a lifetime of precarious housing. 

There was consensus among the panel that there is no solution to homelessness that does not involve building more homes – and no answer that does not involve government investment or the contribution of housing associations.  Other insights and recommendations from the panel included: 

  • Reduce the upstream to ‘stop the flow’ – early intervention through youth and family services – such as Australia’s Geelong Project and a pilot in Welsh schools – have been proven to lead to a significant reduction in adolescent homelessness. 
  • Homes of the right size are vital – homeless young people need single bed ‘stepping stone’ homes. 
  • Link the affordability model to income – if social homes aren’t affordable to the lowest paid in society, where else can people on low incomes turn?  However, rents can only be driven down with government subsidy. 
  • A multi-agency approach and partnership working is crucial – a good example is The Royal Foundation’s Homewards initiative, involving public and private sector collaboration to solve homelessness in cities such as Sheffield. 
  • Housing associations have the resources to build – but they need targets, time and a planning system that allows them to buy sites for development.  A more immediate solution, advocated by LandAid, could be to acquire and convert empty homes and commercial spaces into social housing. 

Homes for Cathy was also represented at the popular Fringe Festival stage – set out this year as a cosy living room – where I chaired a thought-provoking discussion on ‘Removing barriers to accessing homes and services for people at greater risk of homelessness’.   

L to R: Vicki McDonald, Olivia Campbell-Cavendish, Steven McIntyre, Maame Esi Yankah

The session examined why certain groups – such as ethnically diverse and LGBTQ+ communities – are more likely to be affected by homelessness and what we can do to address this within our sector, a topic which is reflected in the updated Homes for Cathy commitments. 

Homelessness statistics back up the importance of such discussions.  According to figures from Shelter, 23% of people who seek help as they are homeless or at immediate risk of becoming homeless in England are Black (10%), Asian (6%), from a Mixed ethnic background (3%) or from an Other ethnic group (4%) – despite making up just 14% of households in the 2021 census.  Research from Stonewall shows that almost one in five LGB people have experienced homelessness at some point in their lives, while rates are even higher amongst trans people, with 25% having experienced homelessness at some point. 

I was joined by an expert panel including Steven McIntyre, Chief Executive of Stonewall Housing, Maame Esi Yankah, lived experience speaker and Crisis Venture Studio entrepreneur and Olivia Campbell-Cavendish, House of Stonewall ambassador and a human rights and civil liberties lawyer.   

The conversation was both insightful and moving – here’s what I took away: 

  • Know who your residents are – if you know their protected characteristics, you can design services to meet their needs.  It’s only by understanding who our residents are that we can put the resources in place to engage them at a strategic level and ensure they feel safe to be themselves and make their voices heard. 
  • Cultural competence is key – we need to understand and recognise our own prejudices and judgements and stop making assumptions.  Staff training can be valuable in tackling unconscious bias. 
  • Create safe spaces in homelessness services – for example, LGBTQ+ people can fear harassment from other service users, particularly when sharing bedrooms, bathrooms and communal spaces, so self-contained spaces can make a real difference to their feelings of safety.  A psychologically-informed environment (PIE) in services has a positive impact for people who are marginalised. 
  • Treat every person as an individual – it’s vital to take a person-centred approach that recognises the past trauma and discrimination people from minority groups may have experienced in their homelessness journey. 
Steven McIntyre, CEO of Stonewall Housing, discusses the importance of knowing your residents

Homes for Cathy introduces EDI and co-production aims with updated homelessness commitments 

Homes for Cathy has updated its commitments for housing associations with a renewed focus on EDI and working with people with lived experience, following feedback from members. 

The move comes as official homelessness figures show nearly 45,000 households in England were assessed as homeless in the three months to December 2023, up 16% from just under 39,000 during the same period in 2022. 

Homes for Cathy’s updated commitments now include a pledge ‘to understand and remove the barriers that disadvantage some applicants with a background of homelessness, including people from ethnic minorities, the LGBTQ community and migrants, from accessing housing association properties’, reflecting the disproportionality of minority groups in homelessness statistics. 

In a further revision to the original pledges, the group is urging housing associations to ‘work with stakeholders and people with lived experience of homelessness to provide a range of affordable housing and services which meet the needs of homeless people in their local communities’. 

Additional updates call for more detailed monitoring of allocations to homeless households, support to maintain ‘at risk’ tenancies and support for previously homeless tenants to ‘access the essential items they need to make their property a home’. 

The commitments – first launched in consultation with Crisis in 2018 – were created as a framework for housing associations to prioritise their efforts to end homelessness and benchmark progress.  Over 90 housing associations and around 30 affiliated homelessness charities have joined the Homes for Cathy alliance and voluntarily signed up to the commitments. 

Homes for Cathy chair, David Bogle, commented: 

“Six years since we launched the original Homes for Cathy commitments, we felt the time was right for an update to better reflect how our members are using them, make clearer some of the core aims and set some new objectives to underpin what housing associations need to do to play their part in ending homelessness. 

“We recognise that housing associations face competing challenges, from high inflation and higher borrowing costs, through to stronger consumer regulation, requiring difficult trade-offs. Yet, amid this backdrop, we believe housing associations still can – and should – make it a strategic priority to tackle homelessness.  The updated Homes for Cathy commitments provide a simple set of homelessness KPIs that any housing association can adopt and by which their board can hold them to account.” 

Download a copy of the updated commitments

Want to learn more about how your housing association can embed our updated homelessness commitments in your policies, provision and practices? We’ve teamed up with the National Housing Federation to host an online event ‘Updating the Homes for Cathy Commitments’ on 1 July 2024. Click here to find out more.

The importance of a gender and trauma informed response for homeless women  

Women’s homelessness is often hidden and, according to those working in the homelessness sector, a far wider and more nuanced problem than official statistics suggest. Homes for Cathy spoke to Gill Cook, Head of Supported Housing at the Salvation Army Housing Association (SAHA) to find out why tailored, gender-informed homelessness services and interventions are key to helping women move forward with their lives after homelessness. 

What homelessness services does SAHA provide specifically for women? 

We have a 26-bed Edwardian house in Notting Hill, London with 23 single occupancy rooms with shared facilities and three self-contained mother and baby units.  The service is commissioned by the Royal Borough of Kensington and Chelsea and takes referrals for single, homeless young women aged 16 to 30 with support needs.   

Currently, around 60 per cent of the service users there are 16- and 17-year-old unaccompanied minors who have come through the immigration system and are either waiting for their immigration status or have indefinite leave to remain.  The remainder have complex needs, including mental and domestic violence.  Roughly one in three have a statutory duty of care through mental health. 

In Guildford, we run a 15-bed hostel for single women aged 18 and over, with no children.  The common denominator is that all our clients have experienced trauma as children or as adults in the form of domestic abuse, which has led to their homelessness in one way or another. 

For young parents, we provide the Sussex young parents service, which is commissioned by East Sussex County Council’s adult social care team, and includes two five-bedroom houses in New Haven and Eastbourne, for young women aged 16 to 25.  Our clients have a housing need but also complex needs and are either pregnant or have up to two children under the age of five.  We also run an 11-bed supported accommodation service in St Leonards for young parents aged 16-25, again with both housing and complex needs. 

Gill Cook, Head of Supported Housing, SAHA

How do women experience homelessness differently from men? 

When we think of homelessness, we tend to think of rough sleeping.  While women do rough sleep, the majority are hidden homeless, with many entering into unsafe relationships to prevent themselves from rough sleeping.  As a result, there is a lot of trauma and psychological and physical abuse around women’s homelessness, which isn’t necessarily considered as the first issue.  What’s more, women tend to be further down the line before they access support, so by the time they come to us, their needs tend to be more complex.   

Why are women-only homelessness services important? 

One of the main problems with the homelessness services commissioned by local authorities is that they’re not specifically for women.  This can lead to added trauma for women experiencing homelessness, as they do not want to access supported housing provision where they have to share it with men.  This is particularly an issue for trans women.  It’s a cycle we could break if gender-specific services were properly funded. 

Unfortunately, ringfenced funding for these kinds of services was removed many years ago and, year on year, local authorities have reduced commissioning.  Registered providers end up subsidising services to maintain service quality.  Looking ahead, the new Supported Housing (Regulatory Oversight) Act will require local housing authorities to publish a supported housing strategy assessing how provision meets local need, which could have a positive impact on the range and types of homelessness services local authorities provide.   

How do you ensure an environment of physical and psychological safety in your women only homelessness services?   

The key issue is getting women through the door in the first instance, so it’s vital to make services accessible, as they may feel uncomfortable or scared, or they simply don’t want to admit that they need support.  Our services don’t take direct referrals, so it’s important to build good relationships with the local authority housing team who can then signpost women to us.  We invite local authority housing officers to come and visit the service and chat with residents, so they know exactly who we are and what we do. 

The support we offer is trauma-informed and person-centred, which really makes a difference.  We invite potential new residents to come round and have a look at the service, so they have already seen the environment and built a relationship with us before they move in.  Often, the women we support have already received labels through contact with the criminal justice system or mental health services, so they feel a lot of shame.  To help overcome this, we take a peer approach, encouraging existing residents to show new residents round the service.  

In terms of staff recruitment, we believe it’s essential to have the right people on the bus, which starts by having the women who use our services involved in the recruitment process, so they feel in control over the staff who come into the scheme and deliver support, and are able to have trusted professionals in their lives. 

How can mixed-gender homelessness schemes be improved to better support women? 

It’s key to take a trauma informed approach in mixed-gender services too, that’s based on kindness and compassion.  Whatever their gender, we try to empower residents to go ‘against their script’ and keep their own clear boundaries to keep themselves and others safe. We also employ male staff, so that both our male and female residents have positive male role models.   

In terms of the physical environment, where we have a large building such as the large hostel we run in Liverpool, we have separate clusters for men and women, and safety is managed by the fact that male residents cannot access the female cluster and vice versa. 

What approaches do you take to help women recover? 

It can sometimes be challenging for residents to access local services such as drug and alcohol support, particularly if they’re located too far away or if the resident has serious mental health problems.  We’ve been able to secure funding to bring services in-house at some schemes, which is really helping to prevent a repeat cycle of homelessness. 

The right staff training and the right management support is essential.  Not only do staff members need the skills to support clients in their journeys, but as an employer we also need to consider the vicarious trauma they might experience dealing with difficult issues day to day.  All our staff receive trauma informed practice training, with a focus on their own wellbeing and resilience.  Staff members may also have lived experience, so it’s key that we manage that and protect their safety.  Aside from formal training, staff can access one to one supervision outside of their management supervision if they need to, which means they’re able to deliver better interventions. 

At our London women’s service, we have a six-week resettlement support plan for when residents move on, but there is an open-door policy forever and our ‘alumni’ can reach out to us for support when things get tough.  We’ve noticed that residents can sometimes struggle at the 18-month mark, and peer support from women who have moved out and moved on can really help to inspire them for the future. 

What barriers do residents face in moving to long-term, permanent housing and how can these be overcome?    

The right type of accommodation is vital but sadly, there is very, very little housing available for women to move on to from our services and on occasion, the accommodation they are offered is not appropriate.  For example, we see situations where residents are offered a shared house – for someone who has been the victim of abuse or childhood trauma and has high levels of anxiety, this can be extremely hard.  It runs the risk of revisiting that trauma all over again.  To help overcome this, we are a registered AQA provider and offer learning for residents on how to live in shared accommodation. 

Affordability is also a problem; in areas such as Kensington & Chelsea, Hastings and Guildford where we run services, the price of private rental property is outside the scope of our residents, as local housing allowance does not tend to cover the cost of the rent. Residents can also face barriers in terms of finding a guarantor for private rental. 

Women can also struggle with being placed outside of the borough, as they can be far from friends and family and face losing their local support network.  On a positive note, our open-door approach means we’re able to support former residents who are having issues with their tenancies once they move on.   

Finally, what message would you like to get across to housing associations seeking to better support women who have experienced homelessness? 

The trauma informed approach we take in supported housing is equally relevant in general needs. Women who have experienced homelessness are much more likely to be able to sustain a tenancy if, when they talk to their housing officer, they receive a gender and trauma informed response. 

Salvation Army Housing Association (SAHA) is a registered provider and an exempt charity that started developing housing and services in 1959. A wholly controlled subsidiary of The Salvation Army, the association has grown into a specialist provider of support and accommodation with approximately 4100 units of accommodation located across England in 86 local authority areas. 

Stop the Criminal Justice Bill from Criminalising Homelessness

Homes for Cathy partner Crisis – alongside the Chartered Institute of Housing, National Housing Federation, Shelter and many more groups working to end homelessness – is urging members to lend their support to a campaign to stop the Government’s plans to criminalise sleeping on the streets being introduced through the Criminal Justice Bill.

In February last year, both Houses of Parliament supported the repeal of the Vagrancy Act via an amendment to the Police, Crime, Sentencing and Courts Bill in a landmark rejection of the outdated laws that criminalise sleeping rough. However, no commencement date was included so the Vagrancy Act technically remains in force.

The Criminal Justice Bill replicates the worst parts of the Vagrancy Act. If passed, it would mean people who are homeless in England and Wales could face fines or even prison for so-called ‘nuisance rough sleeping’ and ‘nuisance begging’. Planned measures include moving people on, imprisoning them and fining them up to £2,500.

This not only reneges on the UK Government’s repeal of the Vagrancy Act but risks breaking down trust in services and pushing people further into destitution and exploitation, undermining the Government’s own efforts to end rough sleeping.

Homes for Cathy chair, David Bogle, commented:

“Many of our members run accommodation and support services for rough sleepers and work extremely hard to build trust and deliver interventions to help people move on to a more stable and secure future. We know that criminalisation of rough sleeping is not the answer.”

Before the Bill returns to Parliament for the upcoming Report Stage, Homes for Cathy members can join the collective call to support amendments that will put a stop to the plans by writing to their local MP.

A template MP letter is available to download here, and more background detail on the Bill and proposed amendments can be found here. Homes for Cathy members who write to their local MP are invited to add the details here.

Preventing the cycle of repeat homelessness for ex-offenders

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Around 600 people leave prison into homelessness every month, according to official figures.  Without a home to go to after being released, it is virtually impossible for prison leavers to get a job, build positive relationships or reintegrate back into society – as a result, two-thirds are likely to reoffend within a year*.

In a positive move, in 2023 the Government announced the rollout of the Community Accommodation Service scheme, following an initial pilot in 2021. The scheme will offer temporary housing for up to 12 weeks to 12,000 prisoners in England and Wales at risk of being released into homelessness.

Positive outcomes with a long-term approach

Homes for Cathy member Longhurst Group has seen the positive outcomes of such schemes at first hand, but its own experiences underline the importance of a long-term approach to working with this cohort.

One of the largest housing groups in the Midlands and East of England, the Group has owned and run housing related support services in Grimsby in North East Lincolnshire for many years and was most recently awarded ongoing funding in July 2020.  The service provides 48 bed spaces over 17 shared accommodation properties for homeless vulnerable people with complex and multiple needs, with a focus on rough sleepers and prison leavers.

Most of the portfolio is situated in the East Marsh area, which is ranked 25th out of 32,844 areas in England for multiple deprivation.  The average house price is around £70,000. Grimsby has the highest crime rate in Lincolnshire with 146 crimes per 1,000 people – 71% higher than the rest of Lincolnshire.

Service Manager, Rob Sumner has worked in the area for the Group for more than six years.  In that time, he has seen the lives of many vulnerable people turned around with the support that is provided.

A high proportion of service users have been through the service previously

Rob said, “In the last 12 months, 74 percent of the service users were male, with 80 percent of those having some form of criminality.  Due to the nature of the service, there can be a high turnover of customers. Many customers have been in and around the system for years, whether this be social care, prison or other supported accommodation; this means that a high proportion have been through the service previously.”

The ethos of the service is always to give customers a chance. Colleagues adapt their approach and work in a person-centred, trauma-informed way, which can make a real difference and positively impact a person’s life.

Most prison leavers will be homeless because their criminality has affected their ability to secure housing and/or their stay in prison is too long for them to be able to effectively sustain a tenancy. A lot of the work the service completes is goal orientated and tailored to the individual, and developing trust between colleagues and customers is key. 

Daniel Revell-Wiseman, Head of Specialised Services at Longhurst Group, said:

“Colleagues seek every opportunity to develop a positive working relationship with customers, underpinned with professionalism, respect and a desire to go the extra mile and make a real difference to the people we support. The service is very fast paced, as often customers are referred and need to be housed at short notice straight from prison.”

Daniel Revell-Wiseman. Head of Specialised Services Longhurst Group

The team recently worked with John (name changed), who has been in and out of the service five times over the last eight years.  Each time, John was accepted back with the view that each stay moved him closer to his ultimate goal of living in his own home. John received support on each occasion and is now free from substances for the first time in years. John is no longer involved in crime and, late last year, was successful in moving into his own flat. He is now in receipt of a lower-level of support from the service to help him continue to manage his tenancy. 

* Source: Nacro