|
SOCIAL SERVICES, HOUSING AND
BENEFITS SELECT COMMITTEE – 5 FEBRUARY 2003 REVIEW OF HOMELESSNESS ACTION
PLAN REPORT OF THE ACTING STRATEGIC
DIRECTOR OF SOCIAL SERVICES AND HOUSING |
1.
This paper is to inform members of the progress made in
implementing the Homelessness and Housing Advice Improvement Plan.
ACTION REQUIRED BY THE SELECT COMMITTEE Members are invited to consider
the report and receive regular 6 monthly updates over the life of the plan |
2.
Following the Best Value Review of the Housing Service in
August 2002, an Improvement Plan was agreed with the Audit Commission geared
towards addressing some of the identified weaknesses.
3.
The Plan is programmed to run over the three-year period
2002-2005 and comprises a series of Corporate and Individual action points.
4.
This paper reviews the progress made to date in delivering
the outcomes to programme.
STRATEGIC
CONTEXT
5.
This report sets out the progress achieved in meeting the
deadlines set out in the Homelessness Action Plan. This is detailed in the Homelessness Action Plan Update contained
in Appendix 1. The methodology used is the ‘traffic light’
system, within which action points that have either been achieved or are on
target are marked with a green circle, action points which may slip but with no
major consequence are coded amber and those targets which are seriously delayed
are coded red.
6.
Each of the targets which has either reached their deadline
or for which there is a substantive development have comments to explain
progress.
7.
Those action points for which there is no change and which
are not due for action have no comment.
8.
In general terms, satisfactory progress has been made in the
majority of areas requiring attention by the plan. Members will note that no action point attracts a red traffic
light. However, there are some amber
lights and these are more marked in relation to some of the more strategic
targets.
9.
In particular, the ODPM now requires that local authorities
produce a new homelessness strategy based on a radical departure from previous
strategic processes and policy development.
A far greater emphasis is to be placed on user perceptions of service,
in the development of sustainable homelessness prevention and in the
recognition of homelessness within the overall context of housing market pressures. To date, although progress has been made,
these areas have not been fully developed.
10.
This is being addressed by the establishment of a
Homelessness Strategy Steering Group, comprising a diverse range of appropriate
agencies and individuals (see Appendix
2), which will be charged with generating an agenda for consultation and
debate. It is anticipated that wider
consultation which subsequently take place with all interested stakeholders,
including service users.
11.
The objective is to develop a flexible and far-reaching
homelessness strategy based on a current needs assessment for the Island and a
review of existing services. This will build on existing strategies, networks
and facilities on the Island and form a framework for service development in
the short, medium- and long terms.
12.
Further reports will be submitted to Committee to update
members on the progress of this process.
CONSULTATION
13. This report marks the commencement of the consultation process
for the development of a new Homeless Strategy. This will take the form of media coverage, seminars, focus groups
and surveys.
FINANCIAL
IMPLICATIONS
14. The costs of the consultation can be contained within the
current financial year from homelessness contingency budget established to
contain the projected additional costs emanating from the Homelessness Act
2002.
LEGAL
IMPLICATIONS
15. No specific legal implications.
OPTIONS
16. There is no alternative to addressing the action points
contained in the Homelessness Plan as they have been jointly agreed with the
Audit Commission as a response to the CPA Assessment Report.
17. However, a number of individual action points are incremental
in nature and offer scope for continuous development outside of the agreed
plan. These will be brought to members
as discreet reports where appropriate.
EVALUATION/RISK
MANAGEMENT
18. The review of the Homelessness Improvement Plan is by its
nature an exercise in risk management.
The risk for the Council is in not delivering on the terms of the
Plan. This would have serious
implications in terms of future funding for the housing service and in potential
Government intervention in the running of Councils that show no improvement
over time in their CPA rating.
BACKGROUND
PAPERS
Homelessness and Housing
Advice Improvement Plan
ADDITIONAL INFORMATION
Appendix 1 Homelessness Improvement Plan Update
Appendix 2 Homelessness Strategy Steering Group
Contact: Martyn Pearl Ext.3061
J DOYLE
Acting
Strategic Director,
Social
Services and Housing