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Supporting People

Strategy

2020-2023 “Together driving innovation, change and sustainability”

Version 4.0

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Contents Foreword 1.0 Purpose of this document 2.0 Background / Introduction 3.0 Strategic Vision and Key Objectives 4.0 Policy context and key strategic drivers 5.0 Consultation Process 6.0 Thematic Level Strategic Plan

• Young People • Homeless • Disability • Older People

7.0 Conclusion 8.0 Bibliography 9.0 Appendices

• Appendix1 – Summary of schemes • Appendix 2 – Stakeholder engagement list

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1.0 Purpose of this document

Since 2003 The Supporting People (SP) Programme has been very effective at providing much needed assistance to enable vulnerable individuals to live more independently and help prevent them from becoming homeless. The Programme has demonstrated the importance of placing the service user’s housing needs at the centre of what we all do and future success will be dependent on continuing to take this approach in a co-ordinated and planned way.

The demographic profile, the demand for services and the needs of individuals have evolved since the programme was first introduced. For example the prevalence of drug use and mental illness amongst the chronic homeless community in Northern Ireland has significantly escalated in recent years.

Based on the these changes within the population and the different demands presenting it is a widely accepted view that we need to change how we provide services to effectively meet these emerging new needs and demands.

It is essential that we manage this change responsibly and effectively, through striking the appropriate balance between accessibility to new models and sustainability of existing arrangements for citizens currently supported to live independently in their own tenancies.

The purpose of this document is to set out the blueprint on our collective way forward for the provision of housing support services over the next three years.

This document will have an emphasis on developing innovation, enabling the space for change, the integration with other strategies and the promotion of sustainability.

We want to lead the way to bring about the conditions for innovation and change, working with our partners in order to co-produce better outcomes, sustain services, and support supply connections through shared accountability.

During an extensive pre-consultation engagement phase we have had some honest discussions and challenging conversations with a wide range of key stakeholders and we found broad agreement that there are hard decisions to be made throughout the life of this strategy.

However, the Provider Sector has also demonstrated a clear appetite to work in partnership with us; they have acknowledged that the status quo cannot continue, and that there is a need for innovation, a new approach.

It is this willingness that sets the tone of this strategy and its associated delivery plan.

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This document has been prepared for a formal consultation process and may be subject to change as a result of the consultation.

Equality Screening

Following the screening carried out on the Interim Strategy the strategy development team have shared this draft with NIHE’s equality unit for an updated screening based on the strategic intent set out in this document.

Rural Act

Similarly the draft has been shared with the rural unit for their assessment.

These assessments will be made available to Board in due course.

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2.0 Background / Introduction

The purpose of the Supporting People (SP) Programme “continues to be to provide housing support services to vulnerable people to live as independently as possible in the community, and this remains a priority.” (Interim Strategy, 2019)

The SP Programme establishes the means to strategically commission housing related support services that aim to tackle social exclusion by preventing homelessness crisis and more costly service interventions from a range of public services.

The Interim Strategy set out the current and historical distribution of funding within the programme and the rationale for making small changes during the interim 2019/20 year. The programme continues to be a very diverse portfolio of approximately 850 services across 15 primary client group delivered by approx. 80 provider organisations (See appendix 1 for funding and scheme summary by thematic group)

This three-year strategy has been developed in tandem with the delivery of the plan for 2019/20. In line with the new decision making structures there are four thematic themes into which client group are categorised. These are:-

• Young People; • Homeless; • Disability; • Older People.

Across the four themes significant progress has been made to date in delivering the planned incremental changes for 2019/20 and these pave the way for our strategic intent to make more significant changes during the life of the three-year strategy. The 2019/20 plan is on schedule to complete this year and the planning assumption is therefore that the new services planned will form part of baseline for this strategy from 2020 in terms of understanding commitments going forward.

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3.0 Strategic Vision and Key Objectives

Our vision is:-

“To ensure that housing support services are accessible for the most vulnerable and that these services achieve meaningful outcomes for service users with a focus on preventing homelessness and promoting independence and inclusion”.

Building on the objectives and principles of previous SP strategies, the focus of this strategy is to ensure that the SP programme integrates effectively with other relevant strategies through an approach that maximises the impact of the programme at all levels. This approach will require a whole systems approach that will, in turn, generate greater connectivity operationally between services, resulting in better outcomes, and better value for money.

Key objectives of the strategy are: -

• To sustain strategically relevant provision; • To develop greater connectivity between local operational delivery and strategic

planning; • To ensure services provide value for money and establish greater uniformity of cost

and deliver programme within budget; • To continue to develop the evidence base for need and what works best and deliver

better outcomes; • To proactively support change and innovation throughout the lifetime of the

strategy;

The most meaningful outcomes for service users are achieved whenever the programme effectively integrates with other cross-cutting initiatives where full realisation of the programme benefits are enabled through partnership working. Maximising the achievement of better outcomes is therefore dependent on a range of other housing and health strategies. In particular there is a need to align housing supply initiatives with new and existing service models.

The budget context over the next three years will set the focus as to how some of the above objectives are delivered. The current planning assumption is that the existing allocation of £72.8m will be protected as far as possible by the Department for Communities. Appendix 3 details the considerations to financial planning and the assumptions on which we will approach planning over the lifetime of the delivery of the strategic priorities over the next three years.

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4.0 Policy context and key strategic drivers

UK Context

The Supporting People programme is no longer in place in England and Scotland and it is therefore difficult to make comparisons on how the local authorities fund supported housing services in these jurisdictions. However the programme continues to be ring fenced in Wales and during 2019/20 a grant combining the SP grant and Homeless Prevention grant funding was introduced following a period of significant engagement between the provider sector in Wales and the Welsh government. The new grant ensures that housing related support and homeless funding are administered together, enabling Welsh authorities to take a more strategic approach to planning and delivering on the preventative agenda.

In recent years in both Wales and England legislation has been introduced specifically in relation to prevention (The Housing (Wales) Act 2014, and The Homelessness Reduction Act 2017 in England)

Supporting People Review (2015) (Department for Communities)

Standardised Rates

The implementation of the recommendation from the Review to introduce standardised rates is now broadly complete. NIHE have completed consultation on this and are due to commence rollout of a glide path from April 2020.

As early impact analysis indicates that the established rates would result in material changes in funding levels to many provider organisations, the approach identified for 2020/21 is to introduce shadow rates. This means budgets for 20/21 would remain unchanged but providers and NIHE would be able to monitor against a shadow budget set using standardised rates. This will enable refinement of data and financial planning and facilitate more informed planning for 2021/22.

Review of Co-Funded Services

The Department for Communities (DFC) in partnership with Department of Health have commissioned Business Consultancy Services (BCS) to carry out an in-depth analysis of co-funded/jointly funded services to help bring proportionality and synergy to the financial contributions of each department to achieve more effective budgeting in respect of housing support and domiciliary care.

A scoping and baselining exercise followed by an impact analysis and option appraisal will be completed during 2019/20 and the outcome of this work will inform future direction.

This approach seeks to focus on establishing a funding model, and a project structure has been put in place to ensure progression of this piece of work within the scope of all jointly

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funded/ co-funded SP services. The project recognises that service users’ needs are subject to change and that this impacts on transition between budgets.

The outcome of this exercise will inform the consultation process for this draft strategy and the decision making during this three year strategy window in relation to jointly funded services within the SP programme.

Strategic Needs Assessment

Further refinements are being progressed in relation to the application of the Strategic Needs Assessment methodology. For the purposes of this three year strategy a number of complementary initiatives are being applied to inform year 1 and later years of the strategy by both NIHE and Health and Social Care Board.

The ongoing refinements aim to establish the most effective way to deliver a partnership approach to needs assessment throughout the life of the strategy through making best use of both quantitative and qualitative evidence.

In addition to this work, The Department of Health (DOH) have commissioned the Strategic Investment Board (SIB) to provide 10/15-year research trends and projections Learning Disability.

Competitive Selection/Procurement

Further to the pilot exercises carried out during the Review implementation and building on lessons learned from more recent exercises, a feasibility study has been commissioned by NIHE to support consideration as to whether a full procurement approach would be beneficial in the context of the supported housing market in Northern Ireland. The study will evaluate experiences in other jurisdictions of the UK.

Termination Framework

The Termination framework tool became part of the portfolio of business tools available to NIHE during 2019/20. It is designed to be used both reactively and proactively.

The framework provides the structure within which decisions are made in relation to the withdrawal of Supporting People (SP) grant funding from the provider of a service. Any decision to terminate grant funding must be supported by evidence. The outcome of any considerations in relation to potential termination will either be to maintain the status quo, terminate without replacement or to terminate and select an alternative provider to deliver the same or a similar service that best meets the needs identified.

The final decision in relation to any plans to terminate grant funding in either of the above circumstances rests with the NIHE Board. The SP Strategy or any subsequent strategies will

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inform the rationale for potential terminations. The Thematic Groups and Strategic Advisory Board (SAB) will support on the strategy and decisions will be taken by NIHE. For the purposes of strategic planning an annual screening exercise should be carried out to determine what potential termination cases exist. In any cases that arise a full impact assessment should be carried out. The scope to remodel services should also be considered during this process. For those cases where the most strategic solution is to terminate, a plan should be put in place alongside the investment plan in order to be able to cost the net effect of all such activity.

Provider Investment/Innovation Fund

The first iteration of the provider Investment Fund in 2019/20 was well received, with 34 applications made to the fund. The common themes were service redesign, organisational/staff development and technology enhancements. Providers were required to deliver these during 2019/20.

To build on success of the first year and maximise the opportunity to bring about meaningful change, there was strong support during the engagement phase for this strategy for enabling a three year funding approach to innovation aligned to the three years of the Strategy. There was consensus that this would enable providers to take a more considered approach to innovate their business practices to align with the strategic direction. How this is approached and the focus of the innovation will be explored during the public consultation for this draft strategy.

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Homelessness Strategy 2017-22

The aims and objectives of The Homelessness Strategy for Northern Ireland 2017-22 are: Aims: • To prevent homelessness; • To ensure that households experiencing homelessness are supported to find suitable

accommodation and support solutions as quickly as possible; and • To ensure a cross departmental and inter agency approach to ending homelessness.

Objectives: 1. To prioritise homelessness prevention. 2. To secure sustainable accommodation and appropriate support solutions for homeless

households. 3. To further understand and address the complexities of chronic homelessness across

Northern Ireland. 4. To ensure the right mechanisms are in place to oversee and deliver this strategy. 5. To measure and monitor existing and emerging need to inform the ongoing

development of appropriate services. Homelessness prevention, therefore, continues to remain at the core of the Homelessness Strategy, and opportunities do exist to intervene at early stages and stop a household reaching the point of crisis. This is best achieved through an inter-agency approach to the provision of advice, assistance and support. Chronic Homeless Action Plan The Chronic Homelessness Action Plan will align with the Homelessness Strategy and covers a three-year period from April 2019 to March 2022. This plan focuses on the need to: • Improve the measurement and understanding of the scale of the problem of chronic homelessness and establish a baseline. • Promote early intervention and prevention of chronic homelessness. • Provide a rapid response to chronic homelessness to ensure interventions are effective and well targeted. • Promote a cross departmental and inter-agency approach to addressing the problem of chronic homelessness.

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Strategic Review of Temporary Accommodation

The Homelessness Strategy 2012-17 acknowledged the need for a review of temporary accommodation provision to ensure strategic relevance and cost effectiveness. Although an evaluation of accommodation based services was carried out (RSM McClure Watters, 2015), the full strategic review was put on hold due to the redesign of Housing Executive frontline services: it was considered important to defer any further review allowing for the analysis of any implications arising from service redesign.

It is anticipated that the review will help the Housing Executive make best use of limited resources and meet the objectives of the Homelessness Strategy for Northern Ireland 2017-2022 (implementation of which is a target in the draft Programme for Government) by providing evidence on the strategic relevance, financial viability and access criteria of the temporary accommodation portfolio.

As part of the strategic review of temporary accommodation several pilot projects to test alternative models have been identified. These seek to test approaches to:-

1. Maximising value for money 2. Increasing the flexibility of the temporary accommodation portfolio 3. Maximising use of NIHE stock 4. Improving ability to respond to demand in rural areas 5. Reducing the reliance on non-standard temporary accommodation 6. Increasing move-on options and through-put for temporary accommodation 7. Maximising the use of existing supply of temporary accommodation 8. Meeting the needs of particular client groups

Examples of proposed pilots to which SP strategy should seek to align include

• Long term Block leasing - Increase supply of more secure tenancies in PRS • Single Lets - ‘Flipping’ properties from temporary accommodation to more permanent

tenancies • Shared tenancies - Peer support for young people moving on from temporary

accommodation or taking first tenancy • Community hosting models - A model whereby community volunteers provide

accommodation for young people requiring emergency accommodation for short periods

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Power to People – proposals to reboot adult care and support in Northern Ireland

As part of the wider reform of Adult Care and Support in NI an expert advisory panel carried out a review during 2016/17 and produced 16 proposals on how to reform the adult care and support system. Their report, ‘Power to People: proposals to reboot adult care and support in NI’, was published in December 2017.

An action plan based on the ‘Power to People’ proposals is currently being developed by a Reform Project Board and Project Team with Health and Social Care. This action plan will outline the Department of Health’s proposed way forward for the reform of adult care and support and will form the basis of an extensive public consultation in 2019.

The outworking of these proposals and consultations are likely to have a significant impact on the Disability and Older People themes within the SP programme during the lifetime of the three year SP Strategy, in terms of how we plan for these client groups and how the services within these are administered going forward. Many of the accommodation based SP services for adults with Learning Disability, Physical and Sensory disability, Mental Health difficulty or Dementia are jointly funded with a Health and Social Care Trust.

Looked after Children Strategy (draft)

The aim of the draft Looked After Children’s (LAC) strategy (draft) is to improve the lives of care leavers and to improve their outcomes to help them achieve their full potential in line with their peers. The scope of the LAC Strategy is to support children and young people in care, i.e. those in foster care, residential care and placed with foster parents. It applies to those who are on the ‘edge’ of care, that is those that are:

• Living in families with intense needs and requiring intensive supports (on the edge of coming into care);

• Returning home from a period in care (on the edge of a (short) period in care); or • Leaving care to make the journey into adult life (on the edge of aging out of care).

This LAC Strategy replaces the earlier looked after children strategy, Care Matters in Northern Ireland - A Bridge to a Better Future, endorsed by the NI Executive in 2009, and is in line with the wider current draft Children and Young People’s Strategy (2017-2027).

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Welfare Reform

The Welfare Reform Act for Northern Ireland was passed in 2015 and a range of mitigation measures are currently in place in Northern Ireland, and will remain in place until March 2020.

The Housing Executive’s Financial Inclusion Strategy aims to help all of our customers to understand and react to welfare benefit reforms; maximise their money; and increase access to the right financial help to assist them to maintain and sustain their tenancy. The full impact of the transition to Universal Credit on clients in the Supported Housing Sector and the wider Social Housing sector is still to be established and this will be evaluated on an ongoing basis during the life of the three-year strategy.

Communities Strategies

The Housing Executive is passionate about our community involvement strategies and enabling and engaging our communities to get the best outcomes for all involved. We believe that a well informed and empowered community brings significant business benefits both to the Housing Executive and the Community through involvement, cohesion, community safety and social enterprise programmes and initiatives. The programme through the Thematic Groups will take cognisance of these strategies and will ensure alignment across urban and rural areas.

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5.0 Consultation Process

The guiding principle, central to the approach to developing this strategy, has been stakeholder engagement and the promotion of collaboration. A range of different types of engagement with a broad spectrum of stakeholders has taken place to date.

The first phase of strategy development was an initial series of engagements with stakeholders during June, July 2019. These were very much an opportunity for the strategy development team to listen and understand the current issues, emerging pressures and the aspirations and visions held by the provider sector.

From these initial engagements the strong message received from key stakeholders both from voluntary and community sectors and statutory sectors was that there was an appetite for change. In addition they told us that in order to determine ‘what’ changes were necessary or ‘how’ they should come about we would need to further engage with them and explore the initiatives and ideas being put forward in order to co-produce the argument for change.

During this first phase an extensive literature review was also carried out looking at recent reviews and evaluations in relation to initiatives in NI and also good practice in other jurisdictions. The learning from this exercise informed discussions with stakeholders, enabling meaningful engagement on both current and emerging issues. See bibliography for list of documentation reviewed.

The pre-consultation engagement phase continued through the summer of 2019 and into early September 2019. Up to this date the engagement activities have included: -

Over 30 individual meetings with voluntary and statutory sector stakeholders from across the four thematic groups of the programme. (See appendix 2 for full list of stakeholder organisations engaged with)

In relation to the Homeless and Young People’s themes, engagement took place through a number of existing formal inter-agency groups, such as: -

• Regional Forum for Young People – 3 Workshops in June, July and August. These groups were attended by all stakeholders within the Young People’s theme including Voluntary and Community sector providers, 5 Health and Social Care Trusts, Health and Social Care Board, Youth Justice, NIHE Homeless Policy and Supporting People. (see section 6.1 for details);

• Central Homelessness Forum; • Regional Thematic Group for Young People; • Homeless Families Workshop; • Homeless Prevention Floating Support sub group; • Homeless Impact Forum.

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In relation to Disability and Older People themes a number of workshops took place with representatives from the Health and Social Care Board and the 5 Health and Social Care Trusts and the Strategic Investment Board.

• Regional Assistant Directors Forum – Learning Disability ; • Regional Housing and Health Interface Meeting – Mental Health and Learning

Disability – 3 workshops; • Health and Social Care Board – Older People and Physical and Sensory Disability; • Strategic Investment Board – Systems dynamics modelling.

Quantitative descriptors and trend analyses and projections have also been reviewed to validate or interrogate the qualitative evidence provided by stakeholders and literature reviewed. The main driver for identification of priorities within this long standing programme has been based on the sharing and development of ideas between experts within the provider sector and housing, health, and justice professionals within the statutory sector.

The real-life customer journey stories featured in this document told form both the customer perspective and provider perspective provide a meaningful narrative and context to the engagement findings and the subsequent vision and objectives of this strategy.

The main messages coming from the provider sector across all themes were: -

• the need to strike an appropriate balance between investing in new services and ensuring existing services are sustained - the sector recognised that this might mean a change as to how they manage, and how their performance is measured;

• the need to make stronger connections between their services and the communities they operate in - they have recognised the need to collaborate and connect with other delivery partners in order to understand their place in the whole system, and therefore ensure they are managing their services effectively and efficiently;

• the challenge of finding appropriate move-on or permanent accommodation for their service users who have been placed in temporary accommodation - providers have explained how this impacted on the effectiveness of pathways in and out of their services.

There were also client group theme specific findings. These are detailed in section 6.0 and these form the basis of priorities for action for each theme.

The public consultation on this draft will be the opportunity for NIHE to co-produce the detail of draft action plan for year 1 based on the high-level plan. The process for change will be an ongoing conversation that we will continue to have with stakeholders during the life of the Strategy.

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6.0 Strategic Plans at the Thematic Level

6.1 Young People Theme

The Young People’s theme captures all the services whose referral pathways are specifically designated for 16-25-year olds. The theme aligns closely with the broader Homeless theme and the Homelessness Strategy (2017-22) in terms of the models of delivery and aims around prevention, rapid response, and expediting preparations towards a settled tenancy. This is a well-defined group and the evidence base is robust due to having Health and Social Care information at local and regional levels on a clearly defined care leaver population complemented by NIHE census and trend data on young homeless presenters.

The current portfolio is made up of: -

• Medium to High support jointly commissioned services which are designed to meet the care and support needs of both those who have come through the care system (16+) and those young people who find themselves homeless and are assessed as needing this level of service.

• Low to medium Foyer services for 18+ young homeless • Floating Support for young people moving on from supported accommodation or

already in community needing low support to sustain tenancy • Supported Lodgings – A hosting model similar to fostering where a young person is

matched with a host family and support is provided by SP funded provider – similar to Floating Support model. Proposal to regionalise this model during 2019/20

Included within the above portfolio will be several new floating support services to be introduced during 2019/20 as part of the interim strategy. A strategic review of jointly commissioned accommodation based services initiated during 2019/20 and is due to be completed during 2020/21. It will also inform the level of provision required going forward of the joint accommodation model.

To address the needs of complex young people who are not suitable for the communal aspect of the joint accommodation model the Housing First model has been tested and identified for further utilisation. In year 1 of the delivery plan any opportunity for new investment for this client group should be prioritised towards this model.

The Strategic Review of Temporary Accommodation which is ongoing at the time of this strategy going to public consultation will significantly inform the detail of future planning for this theme in terms of developing new service models and pathways. Based on some initial work carried out in relation to this review a number of pilots around utilising private sector accommodation and developing affordable sharing models have been initiated in high

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demand areas. The outcome of these will inform future options when planning provision for young people.

An extensive literature review was carried out which informed the engagement process with stakeholders for this theme. The full list of literature can be found in the bibliography, a few examples of reports that significantly informed discussion are:-

• RQIA composite report on all joint commissioned services; • CHNI’s complex needs scoping exercise; • Preventing Youth Homelessness (Centrepoint).

As outlined in section 5.0, a significant engagement process took place during the summer of 2019, which revolved around a series of Regional Forum workshops and also included individual meetings with providers.

Three Workshops were attended by all stakeholders including Voluntary and Community sector providers, 5 Health and Social Care Trusts, Health and Social Care Board, Youth Justice, NI Youth Forum, Service Users, NIHE Homeless Policy and Supporting People.

We heard views from each of the Trusts in relation to what was working and what challenges they faced in their localities, and what they had tried to date to address these. Similarly, we heard from the provider sector and they also explained how they add social value through initiatives to connect their young people within their communities through education and employment opportunities. We also heard the Service user’s perspective and from the NI Youth Forum. These real-life stories are captured within the case studies.

Key Findings

Generally, the Joint Commissioning model continues to be effective and stakeholders felt that whilst the processes around panel selection and matching young people to the appropriate service worked well in most cases, there was a need to improve communications around the pathway into services.

It was noted that there were examples of where an identified pressure in one locality may have required a particular solution and that a different solution applied in another. A local understanding of the challenges is therefore essential to meeting the broader strategic requirements.

Good practice was noted in relation to the Home team within Housing Solutions in Belfast and stakeholders agreed that this approach of co-locating the relevant statutory and voluntary sector teams to enhance case management practices should be extended to outside Belfast.

It was widely reported that the process around managing pathways out of services to more permanent accommodation is challenging due to the availability of suitable and affordable

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housing options. Stakeholders explained that this barrier was having a knock-on effect to both the throughput of accommodation services and by extension the number of referrals going to floating support. The pilots initiated as part of the review of temporary accommodation may lead to opportunities to address these challenges during the life of the strategy.

Stakeholders recognised the important role of other models such as the Health & Social Care funded model for care leavers, known as the Gem model – it has been effective at ensuring those young people who do not present with high support needs are receiving an appropriate service. As outlined in section 4.0, The Strategic Review of Temporary Accommodation has identified a number of pilots to test the viability of new models. This includes consideration of the role of the application of a short term host model that could be developed particularly in relation to addressing crises. This would be similar to the supported lodgings model described in section 6.1.

The introduction of new floating support provision to address geographic gaps in provision as part of the Interim Strategy plan for 2019/20 was welcomed by stakeholders. There was however a general view that there was a need for all floating support services, existing and new to have a more rapid response time, and that this should be a focus of how these services are managed operationally and contractually. There was a consensus that the delivery plan emerging from the strategy should seek to address this responsiveness ‘gap’.

Stakeholders agreed that the joint commissioned accommodation model was not always suitable for young people, particularly those with complex needs. In some cases, an alternative solution is needed. A Housing First model co-funded with Health and Social Care has been successfully tested with some cases in Belfast. Stakeholders have sought more clarification of how such arrangements are to work from a governance and regulatory perspective if introduced as a recognised part of the continuum. There was a consensus that further exploration of how these arrangements should be developed should form part of the plan for next year and in conjunction with that and the broader Homelessness Strategy, the Housing First model should be further introduced for those young people for whom the current model may not be suitable. Several providers indicated an interest in learning from current practice in Scotland.

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Planning Priorities

Statutory partners have already acknowledged the need to carry out a strategic review of the joint commissioning model and this should be completed during year 1 of the Strategy in order to inform planning for year 2 and 3.

Independent of this review there are a clear set of priorities to be progressed immediately in year 1. These are: -

Strategic Priorities for Action – Young People Theme

1 Complete Strategic review of jointly commissioned services

2 Align opportunities for young people specific models with pilots emerging with NIHE’s Homelessness strategy and strategic review of temporary accommodation:- Specifically:-

• Those aimed at increasing move on opportunities from jointly commissioned accommodation.

• Testing private rented sector sharing models • Testing community hosting model

3 Work with partners to enhance the responsiveness of Floating Support services for

existing and new models.

4 Provide Housing First approach for complex cases and establish framework for embedding this within continuum of services for young people.

In year 1 the only potential financial impact on the SP budget will be through investment in Housing First models and some further investment in floating support.

In the event of a reduced budget it will be necessary to reallocate from accommodation to Housing First. The outcome of the strategic review will inform decision making in this area.

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6.2 Homeless Theme

For the purposes of building a strategic picture of what the priorities are and also recognising the diversity of needs within the Homeless community, the Homeless theme can be segmented into the following sub- groups: -

Homeless Families with support needs Single Homeless with support needs (includes those in need of crisis accommodation) Women at risk of Domestic Violence People with Alcohol/Drug problems Offenders or people at risk of offending

The overall profile of homeless services across NI is 90 accommodation services and 30 floating support services. The vast majority of the accommodation-based services follow the traditional hostel model.

As referenced in section 4.0, in the context of the Homelessness Strategy 2017-22, there is currently a strategic review of temporary accommodation in progress and NIHE have also developed a chronic homeless action plan which has a focus on prevention and rapid rehousing.

A dedicated fund outside the SP programme was made available to providers in 2019 for the specific purpose of promoting and facilitating preventative activities, and a number of pilots were also initiated to explore new models of temporary accommodation. This strategy and its associated delivery plan aims to strategically integrate with and complement initiatives such as the temporary accommodation pilots that have emerged from the implementation of the Homelessness Strategy.

Further strategic integration and alignment within the three year strategy window can take place in the context of the dedicated NIHE Homeless prevention fund and the innovation fund for SP providers.

In addition to the key strategic drivers outlined above, an extensive literature review was carried out which informed the engagement process with stakeholders for this theme. The full list of literature can be found in the bibliography.

As outlined in section 5.0 engagement took place with stakeholders through a number of existing formal structures, a series of individual meetings with voluntary sector providers, umbrella group representatives including NIFHA and CRISPP, in addition to regular engagement with NIHE colleagues responsible for the implementation of the Homeless Strategy.

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As also detailed in the Young person theme, good practice was noted in relation to the Home team within Housing Solutions in Belfast and stakeholders agreed that this approach of co-locating the relevant statutory and voluntary sector teams to enhance case management practices should be extended to outside Belfast.

The case studies featured in this document provide a service user perspective to the customer journey

Homeless Families

The impetus to progress strategy development for Homeless Families was catalysed by four of the voluntary sector providers for homeless families who took the initiative to commission independent research on homeless family service provision.

The overall aim of the report (Boyle & Pleace 2019) was to examine the extent and nature of family homelessness in NI in the context of the provision managed by these four providers (Simon, Depaul, First Housing and Salvation Army). The key recommendations are summarised as follows:-

1) Inter-departmental working group to determine next steps 2) Full and comprehensive review of all family provision 3) Assess whether rural provision adequate 4) NIHE further develop Housing Solutions model 5) Ensure data collection systems fit for purpose

At a multi-agency workshop to share the research and explore its findings it became evident to all stakeholders that in order to ensure an effective strategic approach that also takes account of operational realities it was necessary to take a collaborative whole systems approach to assess the Homeless families subgroup and fully understand the pathways in and out of these services. (as per recommendation 2 of the report)

This approach should be understood as broadening the activity identified in the interim strategy plan for 2019/20, and complementing the initial scoping this plan sought.

In order to ensure the full involvement of all stakeholders in the proposed collaborative approach the next steps agreed at the workshop were to include the two other homeless families providers within this system (Ark and NIHE) and that this complete stakeholder group would take a fully collaborative approach to identify next steps in relation to the conclusions and recommendations of the research report.

This approach should be understood as broadening the activity identified in the interim strategy plan for 2019/20, and complementing the initial scoping this plan sought.

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Furthermore it was agreed that this group would work in partnership with NIHE to co-produce the system/model to be used going forward through agreeing and implementing the changes identified.

During year 1 of the delivery of this strategy the above collaboration work should be progressed to completion and the identified changes to the system/model for homeless families put in place. This will involve reconfiguring services in term soft the intensity of support they provide and also re-aligning the pathways to ensure appropriate referrals are made to services within a continuum of option from low, medium to high support. It will also require floating support to be more flexible and responsive. The comprehensive review will inform exactly where changes need to be made, and providers are willing to collaborate as they know they have a role within the whole system.

During year 2 and 3 it will be necessary to refine and review progress to the model, and potentially adapt if budget pressures develop.

Through this collaboration stakeholders have the intent that this would enable the sector and housing to present a more coherent argument to colleagues in Health and Social Care as to how to best integrate with their family services.

The finer details of the whole system design will be subject to the findings of the review of temp accommodation including the way forward in relation to the utilisation of single lets.

Women at risk of domestic violence

Stakeholders within this sub-group have already been in a process of collaboration and there is an appetite to further develop this, and to also take a whole system approach.

Through engagement with this group it was evident that a whole system approach should also apply as in the case above of Homeless families. NIHE will work with the Women’s Aid groups to take this whole systems approach to ensuring that the right services are available across NI, and that urban/rural differences are taken in to account and that there is an emphasis on responsiveness and minimising time spent in refuge accommodation.

Stakeholders identified the need to be able to respond effectively to women in crisis, and it was noted that there could be a range of options in terms of temporary arrangements including use of the sanctuary model. It was agreed to explore what options should be in place in different localities given the urban /rural split. Any transition process to move from the current portfolio of services should be co-produced by all stakeholders and implemented during the life of the strategy, commencing in year 1.

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People with Alcohol/Drug Problems, Single Homeless and Offenders

Offenders

There are a range of accommodation options for prisoners on release from custody, but there remain significant challenges in finding suitable settled accommodation for some vulnerable offenders leaving custody.

A key element in addressing accommodation needs is effective partnership working between NIPS, the Probation Board for Northern Ireland (PBNI), the Northern Ireland Housing Executive (NIHE) and the Housing Rights Service, as well as other housing support organisations. Each prison establishment has a Housing Rights advice worker who works alongside prison staff to carry out early assessments and provide the necessary advice and links for prisoners. Housing Rights also provide advocacy for people with complex needs for support and sustaining accommodation after release. Extern also provide a floating support service for people with complex needs leaving prison, primarily in accommodation.

Stakeholders within criminal justice have reported that whilst there may be sufficient capacity to accommodate offenders within approved premises the key issue is the lack of suitable move on arrangements. As with other client groups, NIHE will continue to work with stakeholders to identify appropriate housing options and community based services.

Areas for potential future development

Issues relating to appropriate accommodation provision have been raised through engagement with stakeholders and there PBNI are developing a new strategy to support women in contact with the criminal justice system. A number of specific proposals aimed at addressing the needs of this particular group are under development and this strategy seeks to align with and support the initiatives led by Justice. These include:-

• Working with the PBNI and statutory agencies to develop bail support schemes addressing accommodation, addiction, mental health; and,

• Working with PBNI and the voluntary and community sector to identify suitable accommodation for people who would otherwise be remanded in custody. This accommodation would be separate from the current range of approved premises provided for people subject to post custody licence and should cater separately for men and women.

Analysis of the trends based on data held by PBNI would suggest that the current level of approved beds would need to be maintained in order to manage the projected need over the next three years.

The Chronic Homeless action plan defines chronic homelessness as “a group of individuals with very pronounced and complex support needs who have found it difficult to exit from

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homelessness”. Many of the current clients from each of the above three SP subgroups can be categorised within this definition.

Other clients within these groups can be described as episodic or repeat homeless, and in some cases clients are rehoused and do not return to homelessness.

Specifically in relation to provision that specialises in the management of injecting drug users, there was consensus that the DASP protocol should be updated to reflect the current realities. (This protocol pertains to the management of intravenous drug and polydrug users)

The Chronic Homeless action plan estimates that there are a minimum of approximately 473 cases that would potentially come under the chronic homeless definition based on assessment carried out across all NIHE area offices.

This SP strategy seeks to align with objective 8 of the Chronic Homeless Action Plan which is to explore the housing options for the chronic homeless including through Housing First in order to ensure they are supported into permanent accommodation as quickly as possible.

Housing First

Housing First is an internationally recognised model for combatting long-term homelessness for people with complex needs first developed by Pathways to Housing National Organisation in New York, USA.

The basis of the model is that it prioritises the provision of permanent housing from the outset and that this housing solution is not dependent on compliance and engagement with the support/treatment that the citizen might need. i.e. housing should be available even if a person experiencing homelessness refuses treatment for their substance use or mental health issues and that a flexible support package covering mental health, substance use, employment and other issues is provided for the service users in their new home by a multi-disciplinary team.

The existing Housing First provision funded though SP is operating on a small scale in Belfast and Derry/Londonderry. It is for up to 61 households at any one time and receives SP funding of £250k per annum. The model has been evaluated locally by two independent research agencies in the last few years and both have given a positive report on the benefits of the model (see Fiona Boyle and Associates/North Harbour report and SROI, and Fidelity), and recommended application of the model on a larger scale.

Engagement with a range of providers who are currently accommodating chronic homeless in their hostels informs us that there is a willingness to explore alternative models such as Housing First and re-align their provision to this model. From an operational perspective this may involve retraining existing staff and rotation of staff to new roles. It is recognised by all stakeholders that there is a need to transition in this direction and careful planning is

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required as this will in turn shape how the level of hostel provision needs to be adjusted. This will also be closely informed by the strategic review of temporary accommodation.

In the autumn of 2019 following a series of Interdepartmental discussions with stakeholders on the application Housing First model a consensus was reached that there was a need to be ambitious in tackling the challenge of ending homelessness.

In order meet the minimum potential demand of approximately 500 additional places across NI identified in the Chronic Homeless Action Plan over the next 3 to 5 years a multi-agency approach across statutory and voluntary sector stakeholders will be required to achieve this goal. The SP Strategy seeks to align with and support this plan.

Success of the model will also be dependent on how stakeholders collaboratively develop supply options. The multi-agency team will need to consider how to create the space for change and there will be opportunities subject to budget to remodel some traditional hostel as the new model impacts positively on the profile of the homeless population.

To extend the current provision to provide support to approximately a further 500 households would require additional annual housing revenue funding of approximately £2million based on the current rate for existing provision. The source of this funding is not necessarily dependent on SP funding, however in addition to the £250k invested direct provision and several other supporting services that would form part of the wraparound packages are currently funded through the SP programme

The model would also require a revenue contribution from DoH to address the health and social care element of the mode. In addition to funding the wrap around services there would also be up-front costs associated with securing an appropriate and adequate supply of housing options across NI.

Based on a three year timescale to increase to 500 places across Northern Ireland the indicative funding profile of scaling up to this capacity from a Housing revenue perspective may require approx. £500k in year 1, increasing to £1.2million in year 2 and £2million in year 3.

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Planning Priorities

There are a clear set of priorities to be progressed by NIHE immediately in year 1.

These are: -

Homeless Theme - Strategic Priorities for Action

1 Homeless Families collaboration work should be progressed to completion and the identified changes to the system/model for homeless families put in place. There is scope to extend this approach across other sub-groups within homelessness.

2 Complete Multi – Agency Housing First Transition Plan and commence in –year implementation based on Chronic Homeless Action Plan and Inter-departmental direction.

3 Identify and align key stakeholders to engage with implementation of temporary accommodation pilots and evaluate outcomes with these key stakeholders.

4 Align opportunities arising from Homelessness Prevention fund and SP Innovation fund.

5 In partnership with the Women’s Aid explore what temporary accommodation options should be in place in different localities given the urban /rural split. Any subsequent transition process should be co-produced by all stakeholders and implemented during the life of the strategy.

6 There was consensus that the DASP protocol should be updated to reflect the current realities.

7 Working with PBNI and the voluntary and community sector to identify suitable accommodation for people who would otherwise be remanded in custody. This should cater separately for men and women.

8 Consideration should be given to testing a procurement approach with a discrete element of the Homeless provision portfolio.

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6.3 Disability Theme

As detailed in section 5.0 a number of workshops took place with representatives from the Health and Social Care Board and the 5 Health and Social Care Trusts and the Strategic Investment Board.

The Department for Communities (DFC) in partnership with Department of Health have commissioned Business Consultancy Services (BCS) to carry out an in-depth analysis of co-funded/jointly funded services to help bring proportionality and synergy to the financial contributions of each department.

The Department of Health (DOH) have commissioned the Strategic Investment Board (SIB) to provide 10/15-year research trends and projections for Adult Social Care (Older People, Learning Disability and Mental Health).

The vast majority of these services are long term accommodation based arrangements where service users are tenants with a Housing Association and are generally not anticipated to be aiming to move on to alternative models . This portfolio of services is therefore quite a static picture compared to the short term services within the Homeless and Young People’s themes.

Given that existing service users are largely settled in a tenancy for life, stakeholders recognise the importance of maintaining and adapting properties to the right standard as service users age in place. Stakeholders report that there is an emphasis on maintaining the quality of these existing services and ensuring the funding model enables sustainability of the services.

In addition, from a Housing perspective, it is an aim to ensure that there are an extended range of housing options developed and available to individuals with a disability. The disability sector has identified that 50 to 100 places are required per annum over the next 15 years for Learning Disability clients who wish to move from family care into setting appropriate to their needs. It is to be assessed and established during the lifetime of this strategy in how many of these projected cases an SP service would be the appropriate service provision.

Through engagement with stakeholders in the sector it was evident that from a housing perspective further knowledge should be developed to better understand how assistive technology can improve the lives of people with a disability.

In many cases the best housing solution may be for individuals to remain in their current accommodation and the development of additional community based provision is required to enable this.

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In addition to the supported living disability services, NIHE to continue to work with stakeholders in relation to the remaining legacy schemes in receipt of special needs management allowance funded via the SP programme.

The emerging priorities for the Disability Theme are:-

• Resettlement of Learning Disabled patients form Muckamore; • Provision of suitable arrangements for Learning Disabled clients whose aging carers

are no longer able to manage; • The development by SIB of a new systems dynamics model that will provide 10/15-

year research trends and projections for Learning Disability; • For clients with brain injury or complex physical disability there is the opportunity to

utilise technology to complement and enhance care and support services – need to explore potential benefits of this.

Strategic Priorities for Action – Disability Theme

1 To establish the scale and nature of the SP contribution to the remaining resettlement requirements form long stay hospital.

2 Establish an understanding with Health and Social Care on the contribution of SP to addressing the needs of LD clients who currently live with ageing carers.

2 To put in a place a plan to test and rollout appropriate technology solutions that are Housing Support related.

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6.4 Older People Theme

Engagement in relation to this theme took place in the following ways

• Individual meetings with key providers of sheltered accommodation, dementia facilities, and floating support services

• Meeting with senior representatives within Health and Social Care Board • Internal meetings with NIHE colleagues working on broader strategic development

of older people services

There is a consensus amongst all stakeholders that the demographic trends are telling us that the pressures within this theme will continue to grow as the portion of the population that are ‘older’ increases, and inevitably unless there are significant medical breakthroughs, the prevalence of dementia will continue to rise.

NIHE recently commissioned a research study entitled ‘Older People, Housing Issues, Aspirations and Needs’ (Boyle, 2019). It explored the needs and aspirations of older people in relation to housing options and identity potential planning actions. One of the overarching findings was that older people wish to remain in their own home and that future models should focus on enabling this. It was also noted that choice is a critical element in the decision making of older people in relation to their housing arrangements. Declining mobility and changes in health were identified as key reason to ensure that there are effective and efficient community based services in place. In addition services such as telecare and morning call services are key complementary services to domiciliary care.

NIHE have piloted a dementia friendly scheme to recognise the important role that housing plays in improving society’s response to dementia. The scheme involved providing tenants with a dementia friendly packs and providing a maintenance response that introduced dementia friendly items such as blue toilet seats and handrails and glass fronted kitchen cupboards. Through a multi-agency approach the scheme has enabled NIHE customers living with dementia to feel supported in their community, more independent, and ultimately helped to sustain their tenancies. Following the success of this scheme there are plans to extend across the scheme across other NIHE areas.

As in the disability theme the development by SIB of a new systems dynamics model that will provide 10/15-year research trends and projections for Adult Social Care will significantly inform the planning approach going forward.

As indicated above there are a broad range of housing and community based issues to be addressed in relation to the ageing population. Many of these require a joined approach across several government departments, and many are outside of the scope of the Supporting People programme. However it is at the community level where services funded through the SP programme such as low level floating support can potentially have significant impact in terms of addressing social isolation and enabling older people to be more active in

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their communities. Floating support workers play a key role in signposting clients to what is going on in their locality and facilitate these networks through supporting clients to plan their involvement. The Hub and Spoke approach to creating networks through using existing sheltered schemes as the Hub has considerable potential across NI to be effective in enabling older people to stay at home for as long as possible. Much of the existing of sheltered accommodation provision has the potential to contribute to the Hub and Spoke approach.

Other initiatives that have a broader Housing element to them that the SP funded services are linked to and can complement include:-

• Adaptations • Disabled Facilities Grants • Handyman services • Financial planning advice for home owners in relation to releasing capital • The design of new accommodation to meet requirements for dementia and HAPPI

principles • The Extra Care model • How domiciliary care integrates

This is not an exhaustive list and there is the need to co-ordinate efforts on all these issues relevant to the well-being of older people both with in the broader Housing world and with partners in Health.

NIHE recognises the need to develop an overarching Housing Strategy for Older People and there is the intention to publish this by April 2020 following a consultation process.

The emerging priorities from an SP perspective for the Older people Theme are:-

• Integration with the Dementia strategy and roll out of positively evaluated pilots • To utilise technology to complement and enhance care and support services for

dementia clients– need to explore potential benefits of this. • Build on the increase in floating support provision during 19/20 by ensuring effective

and timely delivery, and also explore how to integrate with domiciliary care. • Further explore the Hub and spoke potential around sheltered provision, with

attention to which provision is best designed for such a purpose. • Continued development of a broader Housing Strategy for Older People

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Strategic Priorities for Action – Older People Theme

1 Continued development of a broader Housing Strategy for Older People – with clarity on role of SP and other NIHE initiatives within a broader context.

2 Based on learning during implementation of Interim Strategy identify and test in localities where conditions are suitable for Hub and Spoke approach.

3 Work with partners to enhance the responsiveness of Floating Support services and explore integration with domiciliary care with Health and Social Care partners.

4 Establish the contribution that SP could make to the Extra Care Model, and ascertain and quantify the demand to support this model in NI

7.0 Conclusion

The high level actions identified within each theme, as summarised in section rr are the subject of the public consultation and during the public consultation process NIHE will seek to further engage with stakeholders to develop further detail for the delivery plan, particularly year 1.

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8.0 Bibliography

Action for Children, (2013) Keeping myself safe

BCM, Pilot Home share Project for Older People in South Belfast

BHSCT (2018), Caring Supporting Improving Together, Intellectual Disability Housing Needs Assessment

Blood I, Coperman I, Goldup M, Pleace N, Bretherton J, Dulson S (2017) Housing First Feasibility Study for the Liverpool City Region, Crisis

Boyle F, (December 2018) Homeless Families, their voices, their experiences

Bristol City Council, (2017) Preventing Homelessness Accommodation Pathways – families and adults

Centrepoint, Preventing youth homelessness: What works?

Chartered Institute of Housing, (2017) Housing First in the UK and Ireland

CHNI, (Feb 2019), Complex Needs Scoping Exercise

Department for Communities, Supporting People Guidance, 2012

Department for Communities, Supporting People Review, 2015

Department of Education, Children & Young People Strategy 2017-2027

Department of Health, Draft Looked after Child Strategy

Department of Health & DOJ, (May 2016) Stopping Domestic & Sexual Abuse in Northern Ireland Strategy

Depaul (2017) Nightstop UK – Our Impact 2017

Depaul (2018) Housing First Leading the Way Together, Report on Fidelity Assessment of Depaul, Belfast Derry/Londonderry Housing First Services

Fitzpatrick S (Heriot-Watt University), Mackle P (Cardiff University), Wood J, (Heriot-Watt University) (2019), Homeless Prevention in the UK, UK Collaborative Centre for Housing Advice

Gaetz, S., (2014) A Safe & Decent Place to Live, Towards a Housing First Framework for Youth, Homelesshub.ca

Henry Smith Charity, (2019), Strategic Grants Housing First Programme

Homeless Link, (2015) Young and Homeless, London

Homeless Link, (2017), Housing First in England, The Principles

Homeless Link, (2019), Delivering High Fidelity Housing First

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Kelly D & Kennedy J, Power to People, Proposals to reboot adult care & support in NI

McCoy S, Kempton O, (2017) More than bednights: An evaluation of the Nightstop Service

National Housing Federation (2018), Great Places Commission, Ten recommendations for creating great places to live

NI Executive, Draft Programme for Government

NIHE, (May 2019) Chronic Homelessness Action Plan

NIHE, (Oct 2019) Homelessness Strategy, Annual Progress Report

NIHE, (Aug 2019) Strategic Review of Temporary Accommodation

NI Prison Service, Employability Strategy 2013-2017

NIPS, Estate Strategy, Building for the Future

PBNI, Changing Lives for Safer Communities 2013-2017

Pleace N, (2018) Using Housing First in Integrated Homelessness Strategies

Roberts, Peter & Horne, James, Housing, Health & Social Care: Service Integration and Community Development in the Provision of Appropriate Residential Accommodation through Extra Care Housing, Planning Exchange Foundation, March 2018

Ross S, McAlister K, Maguire K, McAlister A, (2019) Pathways to Youth Homelessness, Simon Community NI

RQIA, Composite Report, 2019

Santin O, (2019) Simon Community, Service Evaluation Report on Flexible Outreach Services

St. Basils (2015), Developing Positive Pathways to Adulthood, Supporting young people on their journey to economic independence and success through housing advice, options and homelessness prevention

SCIE, Social Care Institute for Excellence (2019), Scaling up community – based models of care in NI

Thomas S (2015), Developing a Community Investment Strategy – A framework for practitioners, HACT

Youth Homeless North East (2012), The Youth Housing Charter for Homeless Young People

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9.0 Appendices

Appendix 1 – Funding summary of services by thematic group -2019/20

Young People Thematic Group

Primary Client GNo. of Schemes

No. of Units

19/20 Budget

No. of Schemes

No. of Units

19/20 Budget

Total Schemes

Total Units

Total 19/20 Budget

Young People 21 224 3,567,000 11 570 1,861,000 32 794 5,428,000

Accommodation-based Schemes Floating Support Schemes

Homeless Thematic Group

Primary Client GroupNo. of Schemes

No. of Units

19/20 Budget

No. of Schemes

No. of Units

19/20 Budget

Total Schemes

Total Units

Total 19/20 Budget

SINGLE H'LESS WITH SUPP NEEDS 34 886 9,808,000 7 487 1,479,000 41 1,373 11,287,000 PEOPLE WITH ALCOHOL PROBLEMS 10 198 2,470,000 3 119 529,000 13 317 2,999,000 PEOPLE WITH DRUG PROBLEMS - 1 30 116,000 1 30 116,000 OFFENDER/PEOPLE RISK OFFENDING 5 102 2,309,000 2 229 662,000 7 331 2,971,000 WOMEN AT RISK DOM VIOLENCE 14 139 2,722,000 9 1,173 1,901,000 23 1,312 4,623,000 HLESS FAMILIES WITH SUPP NEEDS 25 312 2,593,000 7 531 1,313,000 32 843 3,906,000 TRAVELLER 1 31 78,000 1 31 78,000 SINGLE HOMELESS CRISIS 2 31 438,000 2 31 438,000 Grand Total 90 1,668 20,340,000 30 2,600 6,078,000 120 4,268 26,418,000

Accommodation-based Schemes Floating Support Schemes

Disability Thematic Group

Primary Client GroupNo. of Schemes

No. of Units

19/20 Budget

No. of Schemes

No. of Units

19/20 Budget

Total Schemes

Total Units

Total 19/20 Budget

PEOPLE WITH MH PROBLEMS 107 1,186 10,803,000 10 356 929,000 117 1,542 11,732,000 PEOPLE WITH LEARNING DIS 149 1,473 16,285,000 3 82 267,000 152 1,555 16,552,000 PEOPLE WITH A PHYS/SENSORY DIS 15 135 1,879,000 5 294 1,021,000 20 429 2,900,000 Grand Total 271 2,794 28,967,000 18 732 2,217,000 289 3,526 31,184,000

Accommodation-based Schemes Floating Support Schemes

Older People Thematic Group

Primary Client GroupNo. of Schemes

No. of Units 19/20 Budget

No. of Schemes

No. of Units 19/20 Budget Total Schemes Total Units

Total 19/20 Budget

OLDER PEOPLE WITH SUPP NEEDS 372 9,045 3,895,000 8 1,125 1,514,000 380 10,170 5,409,000 FRAIL ELDERLY 17 381 1,382,000 - 17 381 1,382,000 OLDER PEOPLE WITH MH/DEMENTIA 22 521 2,905,000 3 75 175,000 25 596 3,080,000 Grand Total 411 9,947 8,182,000 11 1,200 1,689,000 422 11,147 9,871,000

Accommodation-based Schemes Floating Support Schemes

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Appendix 2 – List of Stakeholder Engaged with.

Department for Communities Department of Health Department of Justice SIB BCS All Party Learning Disability Group NIHE Housing Services NIHE Regional Services HSCB (Adult Services) HSCB (Children Services) BHSCT WHSCT SEHSCT SHSCT NHSCT PBNI Youth Justice SP Strategic Advisory Board SP Regional Thematic Groups Central Homelessness Forum Regional Reference Group Young People Regional Housing and Health Interface Meeting NIFHA CRISSP ARC CHNI Women’s Aid Change Management Group DePaul Simon Community MACS Barnardos Inspire Alpha HA Triangle HA Extern East Belfast Mission Belfast Central Mission Homecare Radius HA Positive Futures Apex HA Choice HA Ark HA FHASS

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The Cedar Foundation Extern MUST NIACRO The Salvation Army

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