jo parker presentation1.pptx
TRANSCRIPT
Housing and Public Health
The Blackpool Transience Programme
Why
Churn 4,800 new HB claimants arriving (and leaving) each year -
2/3 single people – mostly men moving in to inner area
High turnover of residents – social issues + poor housing
HMOs Fewer guest houses > 7,000 converted flats funded by HB
Deprivation Inner LSOAs 8 of worst 20 of 39,000 in IMD 2015
Health Lowest male life expectancy in England (74.3 years)
Very high rates of substance misuse / DV / mental health
Strategic Context
Re-structure the guest house / HMO stock – managed transition to better housing through:
- Planning policies- Enforcement - Direct intervention incl. new Housing Company
Make inner neighbourhoods more attractive / resilient communities- Street scene and new homes- Selective / additional licensing- Area-focussed people support- Asset based community development
Transience Programme
Redesign
To make Blackpool a great place to live, where people want to stay, thrive and feel part of their community
• Cross council working group commissioned in January 2012 to provide a pilot scheme at South Beach
• Chaired by the lead portfolio holder for Housing, Public Protection and Neighbourhoods
Key objectives of the pilot
• To identify the range of factors that lead to high levels of transience
• To develop partnership working
• To obtain funds to extend pilot to other areas of Blackpool
Transience Programme Background
Who?
Enforcement
Selective Licensing
Housing
ASB liaison Officer
Police
Fire
Transience Support Workers
Key Learning
•Identification of need
•Preventing escalation and deterioration of presenting needs
•Addressing un-met social care needs
•Preventing homelessness
•Building community capacity
•Identifying gaps in service provision
•Enhanced partnership working
•Improving health and wellbeing
•Reducing expensive reactive emergency responses
Identification of need
Preventing Escalation
Addressing unmet care needs
Preventing Homelessness and Churn
Housing Options Prevention and Advice
Transience Support Workers
• Tenancy Support• Debt Advice• Benefit Advice• Enforcement• Warmth Schemes• Re-housing
Building Community Capacity
Improving Health and Wellbeing
Identifying Gaps in Service
• Targeting groups who don’t engage• Overwhelmed services• Supporting new initiatives• Trends and data analysis
Community Partnerships
Outcomes
• Referrals before crisis
• Reducing expensive reactive emergency response
• Housing Standards improved
• Whole Area Improvement
• Active Community Partnership Groups
• Active Community Drop in Centres
• Active Partnership steering and strategy group
• Joined up evaluation and service outcomes
Further Development
• Following up and recording outcomes from support
• Contacting recent arrivals who need support
• Building more community-based mutual support and community leadership
• Continuing funding – cost benefit analysis to prove value and achieve mainstreaming
