sitra bulletin no 4 - sept 2013

www.sitra.org

bulletinTHE MAGAZINE FOR HOUSING WITH CARE, HEALTH AND SUPPORT 2013 – NO.4

HOUSING FIRST –the best approachfor chronicallyhomeless people?

Bridgingthe Gap

Socialinvestment

Housing supportdata

HousingFirst

A solution tohomelessness

A busy end to 2013

81451 Sitra Newsletter No.4v2_Layout 1 13/09/2013 10:43

02 bulletin 2013 No.4 www.sitra.org

Contents

03 CEO’s Comment

04 Bridging the Gap – Emergency fundingMichelle Kaye and Derek Hardy share their respective council’s schemes for localemergency assistance.

06 Social investment: a report from the front Chris Senior, tells us about a ground-breaking initiative that is helping to fundmove-on accommodation in the East Midlands

08 Revealing national housing support dataAdam Knight-Markiegi reports on the national housing data for 2012-13, thatSitra has just published.

10 Camden Housing First Nicholas Pleace and Joanne Bretherton, from the Centre for Housing Policy atYork University discuss Camden Housing First, an innovative pilot projectdeveloped by SHP and funded by Camden Council.

12 Housing First – the first move from homelessnessSteve Goslyn shares his experience of a study tour in three Canadian cities,examining their approach to housing homeless people with complex needs

14 ABCD Working in Wandsworth – The Story so farMarc Mordey explains how the Vintage Communities project in Wandsworth isworking towards success.

16 Social Value Measurement: What’s the big deal?Emily Crawford from The SROI Network asks their members about the issue ofsocial value measurement and what exactly is has meant for them so far.

18 A busy end to 2013 Geoffrey Ferres looks at what could be in store for the rest of the year if exemptaccommodation issues affect you.

20 Sitra training

Cover Story

HOUSING FIRST –the best approachfor chronicallyhomeless people?

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Sitra StaffChief ExecutiveVic RaynerDeputy Chief ExecutiveLisa HarrisonPractice and Policy OfficersAdam Knight-MarkiegiGeoffrey FerresMike BallardSue BaxterPolicy and Research Co-ordinatorsDani CohenBurcu Borysik

Business Development Manager Kathleen EganContracts OfficersAnna RobertsonWendy GreenBusiness SupportLana LewisSarah PinkHelen NorthoverHead of Finance & Central ServicesBerihu Mohammed

Finance OfficerRay NaickerFinance AssistantAlison QuinnOffice Co-ordinatorGill CottonCentral SupportMonica AntolinInternsGeorge PainterRoselee Malloy

Health & Social Care Partnership, part of Sitra

www.hscpartnership.org.uk

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03THE MAGAZINE FOR HOUSING WITH CARE, HEALTH AND SUPPORT

Summer is coming to a close, and money continues to dominate the agenda – from allangles. As I write this column, the debate about payday lenders dominates the

airwaves, and Housing Associations are quantifying the numbers of their tenants –particularly young tenants who have used short-term loan schemes. The numbers are

high, and the long term implications of debt and the way in which housing supportproviders play an important role in supporting financial independence are ever present.

With this in mind, this edition provides a timely insight into how two different localauthorities have taken on their new responsibilities under the localisation of the Social

Fund. The two schemes highlighted show how the this local funding has been broughtinto the wider preventative services arena, and now makes up part of a spectrum of

support offered by the authority – seeing it as “part of our local authority agenda aboutempowering citizens, early intervention and prevention – all core values of Supporting

People.” For those interested in a full round-up of what has happened to the SocialFund in different areas, the Children’s Society produced an excellent mapping tool

which can be found at http://bit.ly/14qAJ1Q

This issue of the Bulletin also looks at money from the other end of the lens; bringingnew funds into the sector through social investment. It focuses on a ground breaking

initiative by Framework to bring social investors together to fund move-onaccommodation. It is essential reading for those wanting to find out more about how to

approach and work with social investors. Valuable experience to build on as we thinkabout new and creative ways to fund and promote the preventative housing support

agenda. Framework notes the critical importance of data, an issue close to our heart,and this issue includes the first in a series of articles looking at our early learning from

our call for National Supporting People data. Head to http://bit.ly/SP-data to explorethe data in more detail – and don’t forget we are still keen to hear from those

authorities whose data does not yet feature.

Finally, I am really pleased to have some detailed focus on Housing First. I have beenaware of the Housing First model for a number of years, and was very interested to

hear more about it at a recent OECD conference. Recognising that it has much more ofa presence in other countries, Sitra was keen to support an evaluation of one of the

first pilots of the model in the UK, the Camden Housing First project developed by SHPand funded by Camden Council. We know there is increasing evidence that HousingFirst approaches are effective in Europe, the US and Canada. Important longitudinalresearch which explains its growing prevalence is highlighted in an article following

Steve Goslyn, Threshold’s CEO, on a recent trip to Canada where they have beentrialling Housing First – and he notes that the findings show it to be “a cost effective

solution especially for those who are high service users as it reduced demand and coston other public sector budgets.”

CEO’s Comment

Building on Strengths

Vic RaynerChief ExecutiveEmail: [email protected]

Stay in touch with us on TwitterFollow us @sitrapolicy@sitratraining @Health_SocialCP

Keep up to date with our BlogKeep up with developments and add to the debateat Sitra CEO’s blog at www.sitraceo.wordpress.com

About SitraSitra is a membership organisation championing excellence in housing, support and care.

Membership benefits include discounts on all services and events, access to free advice, an annual subscription to the bulletinand regular briefings on key policy developments in the sector. Sitra works with local and central government to ensure thatthe needs of its members are recognised, understood and met by resource providers. If you would like to join Sitra pleasecontact the Membership Administrator on 020 7793 4710 and ask for an application form, or download one fromwww.sitra.orgContent ©2013 SITR (Services) Ltd except where stated, All right reserved. All images © individual photographers & illustrators. Opinions expressed by individuals writers are not necessarilythose of Sitra or the magazine’s Editorial Team. E&OE. Design: Aquatint BSC 020 8947 8571 www.aquatint.co.uk


The Local Welfare Assistance(LWA) scheme in Barnsley, writesMichelle Kaye, sits within theSupporting People team tocomplement the preventativeagenda for vulnerable people. TheSupporting People team alreadyhad established contacts with arange of providers and agenciessupporting vulnerable people,partnerships across service areasand the expertise to procure andset up the IT systems and train thestaff. The project went live on 1stApril 2013.


We based the initial policy looselyon the DWP Social Fund andCommunity Care criteria as we hadno idea what demand would be andthe things people would requiresupport with. The scheme offersboth Emergency Loans andSupport Grants, against a set offlexible criteria.

Interest Free Emergency Loansare facilitated through the localCredit Union to provide utilities andfood. The maximum amount of aloan is based on the familycomposition and when their nextincome is due (wages, benefitsetc.). As this is a loan, it isexpected funding will be repaid,and figures suggest that mostpeople are honouring thisagreement. Loans are available tolow income families and those onincome based benefits. Thebenefits of working with the CreditUnion are that it already runs asuccessful loan scheme for theHomeless Prevention Service; itworks with clients to address theirunderlying budget issues – andsees the Local Welfare Assistancescheme as a way to engage withhard-to-reach clients.

Support Grants are to provideessential household goods to helpestablish or maintain a tenancy. Weprocure and install the goods forthe applicants, rather than givethem money or vouchers, and havea list of available items. The main

target groups for these grants arepeople leaving otheraccommodation such as carehome, prison, supported housing,hospital and setting up a newtenancy, or those who have anemergency or are experiencingexceptional pressures. This coversthings like fire, flood, fleeingdomestic violence, preventingchildren being taken into care, orsudden death of the main incomeprovider. Grants are only availableto people on income basedbenefits with a legal interest intheir property.

Other organisations that support ourclient groups have helped us set thecriteria and decide the items to becovered by the loans and grants. Weare constantly reviewing thescheme to ensure it meets clientneed; we will be extending theitems covered by the grants andloans and broadening the clientgroups accessing the scheme. Theimpact of welfare reform is alsohighlighting new requirements suchas meeting the cost of removals forpeople downsizing due to underoccupancy changes. We have alsoused the LWA money to fund a paidfoodbank co-ordinator as we werereceiving an increasing number ofreferrals for food and wanted to beable to offer this as an alternative toproviding a loan.

That only really gives part of thestory. What we always suspected

The driving forcebehind the policywas to ensure thescheme focused onthe needs of theBarnsley residentsensuring effectivesignposting was inplace so that peopleare not dependenton the scheme butcan effectively tryto resolve theunderlyingproblems

Bridgingthe Gap –EmergencyFunding

Michelle Kaye Supporting People Manager from Barnsley Borough Council and DerekHardy, Strategic Commissioning Manager at Dorset County Council share how thechanges to the Social Fund have been met in their respective authorities.

“

”



as we were planning the LWAscheme and what the statisticssupport, is that what the clientsneed is advocacy and effectivesignposting and information. Forexample, if someone comes to uswith benefits payments problemswe can look at their claim statusand either contact the DWP ontheir behalf or advise them whatthey need to do to resolve theproblem. We investigate people’scircumstances, both to validate theinformation they have provided,

and also to find the best way tohelp them. We take a holisticapproach – not just a tick list or ameans test. To that end, the teamhas the freedom to use itsexperience to help people. Wevery much see the LWA as part ofour wider local authority agendaabout empowering citizens, earlyintervention and prevention – allcore values of Supporting People.

We work closely with serviceproviders, especially the Homeless

Prevention Team and our ALMO,to ensure that we offer clients thebest support. We are buildinggood relationships with localagencies where we can signpostpeople and have developed strongrelationship with the DWP andlocal job centre.

It’s been a steep learning curve forus all but despite the challenges,there have been real benefitslinking the scheme to the work ofSupporting People.

Dorset County Council’s Emergency Local Assistance(ELA) scheme was designed in response to changes inthe social fund provision nationally. It aims to provideemergency assistance to those in crisis where all otheravenues of support have been exhausted. The serviceis accessed via a telephone assessment and, in mostcases, an immediate decision is given. If the customeris not eligible for ELA they are signposted to otherrelevant agencies or means of support.

The system is cashless, providing items and services‘in kind’. Provision takes a number of forms dependenton the presenting need. The Council works inpartnership with third-sector organisations to deliverassistance including food, household goods andessential furniture. For other needs, there is a pre-loaded card system to cover costs for essential travelor clothing.

As in Barnsley, the two client groups are those inimmediate crisis and those without means to addresstheir sustainable housing needs. The main causesgiven for crisis need are considerable financial hardshipdue to issues relating to benefits claims or housingrelated costs. The ELA is developing its provision inresponse to needs being reported.

The service is also designed to allow equity amongstDorset’s widely spread rural populationby providing assistance via telephone and thendelivering resources to the customers directly.

The ELA will be piloting floating support provision forspecific cases. This will offer immediate one-to-onesupport and advice to address the underlying causes ofthe crisis. It aims to ensure the ELA response hassustainable effect on the lives of customers assistingthem to apply for relevant benefits, to give budgetingadvice and to ensure that the relevant support agenciesare involved for on going support.

The proposed plan is for the ELA to become part of awider a project called Dorset Independent LivingSupport Service (DILS) aims to help people to remainindependently in their homes for as long as they wantand are able to, preventing the need for more costlyinterventions in the future.

The service will unite three levels of support: l Crisis intervention: ELA l Short term: Floating Support l Long term: Home Improvement Agency Services

These would be accessible via a single assessment sothat clients’ needs can be addressed in a holisticmanner from the outset with an understanding of theoptions available. Assistance could then be provided forimmediate crisis needs while looking at the longer termsupport required to address the underlying causes.Service development is being led by customer voiceand consultation work is underway. Options for the co-location of resources with housing authorities andhealth services, links with supported accommodationand Centres for Independent Living are being explored.

Sitra can help you to develop your local assistance scheme.You can contact us at [email protected] or get some tips by reading the briefing

on our website http://www.sitra.org/documents/risk-chart-social-fund


Homelessness is increasing. Lessrented accommodation is availableand grant funding for housebuilding has shrunk greatly.

In 2012 this led Framework toconsider a new approach tofunding the development of much-needed accommodation for thehomeless and vulnerable peoplewhom the charity supports in theEast Midlands.

A new funding model

Raising £10m from socialinvestment to provide 150 units ofmove-on accommodation over thenext three to five years marks afundamental change in Framework’sfinancial model. Until 2013 theorganisation was entirely debt-freeand had resisted borrowing.Agreeing to use external, repayablefinance to fund capital developmentis a pragmatic response to thechallenges faced by social careorganisations across the UK.

What the investment willdo

Framework’s particular need is toincrease the availability of move-on


accommodation. The investmentwill fund self-contained, one-bedflats in small clusters to help formerhomeless people, with support, todevelop the practical skills to liveindependently. In the process, it will:l free up places in specialist

emergency accommodationcentres – in which Frameworkhas invested more than £10mover the past decade

l give more homeless peopleaccess to those facilities

l maximize the value of capitalinvestment in emergencyaccommodation by the HCA andFramework

l offer better value for money tolocal authorities investing insupport services.

Managing risk is key

In tackling the £10m target we arebeing careful to manage the riskassociated with this new financialmodel: first by breaking down the£10m into tranches of £1m-£1.5mto create a small and manageablepool of investors; then by engagingwith organisations which share oursocial goals.

As a result we made a proposal toone of the pioneers of social

investment in the UK – the EsméeFairbairn Foundation – which hascommitted to lend £500,000 if wecan find matching funds.

In addition, we are considering howto establish a special purposevehicle to take the investmentprogramme forwards and areseeking expert advice.

Learning to date

1 Social investors are looking fora clear business case and wellevidenced social impact. Theywant to know that theirinvolvement will make a positivedifference to the people wesupport and have a positive, or atleast neutral, impact on ourorganisation. (See the article inSITRA Bulletin No. 255 by theFramework Quality & MonitoringTeam on the value of datacollection and analysis.)

Chris Senior, Capital Funding Director of Framework, explains the charity’s rationale forsocial investment, describes a ground- breaking initiative to fundmove-on accommodation and reflects on the experience to date.

Social investment:meeting the challenge



2 Social investors know theirbusiness and respect that weknow ours: they are interestedin understanding it in greatdetail. Those considering socialinvestment need to be preparedfor this exhaustive examination.

3 Be clear how the costs ofcapital – and the capital itself –can be repaid.

4 Keep it simple. Bringingtogether previously grant-funded activity with the world ofcommercial finance offersenough cultural challengeswithout adding the negotiationand management of exoticfinancial products. Asset-backeddebt finance is a reassuringlystraightforward place to start.

5 Social investment is not foreveryone. There is no lack ofcapital; there is a lack of credibleschemes and willing investees.

6 Social investment is unlikelyto replace grant funding formuch of the work we do but willbe a useful adjunct.

7 Engagement with socialinvestment is no different toinvolvement in any otherpartnership activity – it’s aboutrelationships and trust. There isno standard model. Applycommon sense and don’t betthe whole farm.

For more information visithttp://www.frameworkha.org/

The Nottingham takesthe initiative

The first practical step towards our £10m target came fromFramework’s leading corporate partner – Nottingham BuildingSociety.

The Nottingham is lending Framework £800,000 towards the £1.1mneeded for 14 units of move-on accommodation and Lincoln,Swadlincote, Derbyshire. Framework is providing the remaining£300,000. The Nottingham has also waived its usual administrativeand lending fees for a loan of this type.

The Nottingham’s Chief Executive David Marlow also proposed toback the loan with an innovative scheme – believed to be the first ofits kind in the UK – which gives the public the chance to take part.Savers will partly offset the cost of the loan by investing in specialFramework savings accounts where the lower the interest rate paidon savings bonds, the cheaper the loan to Framework will be.

Savers can choose from four accounts on various fixed rates andterms. If the funds were fully subscribed on an equal basis this wouldprovide Framework with a saving of around £350,000 over the 20-yearperiod of the loan – and more if savers preferred to sacrifice interestby choosing the philanthropic interest rates.

The investment programme, spearheaded by The Nottingham, waslaunched in June 2013. By the end of August, savers had investedmore than £130,000 in the specialist accounts.

See www.thenottingham.com/savings/our-range-of-accounts/ formore about The Nottingham’s accounts.

Further informationWebl The Investment and Contract Readiness Fund, administered by the Social Investment Business, offers

financial support to help organisations prepare for investment. Details are available atwww.sibgroup.org.uk/beinvestmentready

l Big Society Capital website – http://www.bigsocietycapital.com/

Booksl CAF Venturesome: Financing Civil Society: A practitioner’s guide to the Social Investment Marketl City of London Corporation: A brief handbook on social investment l Funding Central: Introduction to loan financel KnowHowNoProfit: Social investment made simplel NCVO: Sustainable Funding Project’s Guide to loans and other forms of financel New Philanthropy Capital: Best to borrow? A charity guide to social investment



Revealing nationalhousing support data

Sitra has been striving hard for consistent data in housing support over the last fewyears. We’re now publishing national data for 2012-13, as Sitra’sAdam Knight-Markiegi reports.

Thanks for your help

Thank you to all the people whohave been involved in the nationalcollection of housing support data.Thanks to the clients and supportworkers who filled in the originalforms; thanks to the staff who sentthese to St Andrews University andcommissioners; and thanks to allthe council officers who submitteddata to us. Without your input,there would be no valuableinformation.

We have data about housingsupport and preventative servicesfrom over 100 authorities, morethan two-thirds of all top-tierEnglish councils. This covers some4,000 services and over 419,000units or people. It provides a richpicture of housing support acrossthe country, looking at the numberof services, their cost andperformance as well as the clientneeds and outcomes.

Open data

You can now see and explore thisdata on our website: bit.ly/SP-data.You can filter by local authority,client group, service type andlength of stay, or combinations of

these. You’ll see a summary foryour selection, as well as a graphcomparing finances acrosscouncils, another page withperformance data and a third withan outcomes heat-map (withvarying colours according to relativeperformance – see opposite for asnapshot.

This reporting tool helps you do thefollowing:

Benchmark services: At a locallevel, data on housing support helpscommissioners and providers toquickly compare information and

104councilsinvolved

419,071 units or people

3,974 services

£1,291 averageannual costper unit orperson

98% of clientsmaintainedindependentliving (KPI 1)

Average Cost per unit, per region(based on responding authorities)



Needs and outcomes

Top 5 outcomes needed by clients1 Support in maximising their income 2 Support in gaining choice and control 3 Achieve settled housing 4 Make contact with family and friends 5 Support with maintaining their accommodation

Top 5 most achieved outcomes by clients1 Assistive technology 2 Contact with external services 3 Maximise their income4 Make contact with family and friend5 Gain choice and control

The 5 least achieved outcomes by clients1 Paid work2 Work-like activities3 Dealing with substance misuse4 Training and education5 Settled accommodation

benchmark yourself on capacity,costs, performance and outcomes.This will help in strategic reviewsand tenders.

Plan investment: This local data canalso help plan investment and itsupports good commissioning tomeet local priorities. It is also usefulto show the value for money ofservices to colleagues in social care,health and criminal justice.

Raise your profile: At a wider level,the data helps show the impact ofinvesting in preventative services forvulnerable people. This will helpraise the profile of housing supportnationally, including to governmentdepartments and ministers.

There are marked differencesaccording to client group, servicetype and length of stay, and by localauthority. We’ll delve into the dataover the coming weeks and will bereporting on different aspects online.

If your council hasn’t submitted data yet, we’re still happy to receive it [email protected].



This evaluation found that CamdenHousing First was achievinghousing stability among a group ofpeople with sustained and recurrentexperiences of homelessness, highrates of severe mental illness andpoor physical health, histories ofanti-social behaviour, criminality andsustained worklessness and oftenhighly problematic use of drugs andalcohol. Many had not lived in theirown home for many years or everlived independently. Most wereaged in their late 30s and 40s. Theextensive use of hostels andsupported housing by this group ofservice users over many years hadbeen, cumulatively, very financiallyexpensive.

Achieving benefits

Alongside achieving housingstability, Camden Housing Firstservice users also achieved gains inwell-being, reductions in drug andalcohol use and anti-social behaviourand increases in engagement withtreatment. The relatively intensive,flexible, tolerant and respectfulways in which support wasdelivered by Camden Housing Firstwas viewed very positively byservice users.

While not a low-cost service, therewas evidence that Camden HousingFirst was an efficient use offinancial resources. Sustainingchronically homeless people in their

SHP and CamdenHousing First:A Successful Pilotof ‘Housing First’in London

Nicholas Pleace and Joanne Bretherton, from the Centre for Housing Policy at YorkUniversity discuss Camden Housing First, an innovative pilot project developed by SHPand funded by Camden Council.

readiness in other respects. Serviceusers were provided with housingunder their own tenancy in theprivate rented sector, with mobilesupport services being offered tothem to help successfully sustaintheir new tenancies.

Two specialist support workers,with a caseload of five people each,provided mobile ‘intensive casemanagement’ (ICM) services duringand following the rehousingprocess. Support was open-ended,within, the confines of the pilotprojects two year duration.Alongside direct practical,informational and emotionalsupport, the support workers alsofacilitated access to any care, healthor other support required. Thisincluded working with the serviceuser to tackle issues including poorsocial supports, isolation andboredom. As in other Housing Firstservices, a harm reduction approachwith a recovery orientation wasused, supporting engagement withtreatment and drug and alcoholservices, but never making this arequirement.

Evaluation

An independent evaluation ofCamden Housing First, supportedby the University of York and SITRA,was conducted over 18 months bythe Centre for Housing Policy at theUniversity of York.

Drawing on the approach pioneeredby Pathways to Housing in NewYork, Camden Housing First isfocused on chronically homelesspeople. These are peoplecharacterised by recurrent,sustained homelessness with highrates of problematic drug andalcohol use, severe mental illness,long term worklessness and poorphysical health.

Camden Housing First targetedpeople who had been ‘stuck’ in theCamden hostels pathway for atleast three years. Other HousingFirst projects have been used toreplace similar, hostel-based,systems designed to train andsupport chronically homelesspeople to become housing readyand able to live more independentlywithin the community. However,Camden Housing First wasdesigned to help chronicallyhomeless people who had notcompleted the existing Camdenhostel pathway to housingreadiness, i.e. they had never beenassessed as reaching a point wherethey could live more independently.

As with other Housing Firstservices, Camden Housing Firstwas designed to very quicklyprovide service users with a settledhome without any requirement thatto comply with psychiatric or othermedical treatment, stop using drugsor alcohol (where that was an issue)or to demonstrate housing



own homes was being achieved forno more, and sometimes markedlyless, expenditure than keepingthem in hostels and temporarysupported housing.

The Camden Housing First projecthad faced some challenges.The project, unlike other HousingFirst pilots elsewhere in London,did not have priority access tosocial housing. This meant areliance on finding private rentedflats with rent levels that would becovered by Housing Benefit.Given the clients’ high needs andinstances, of historic anti-socialbehaviour, Camden Housing Firstdid not house service users ingroups. This meant securingaffordable private-rented one-bedroomed flats across London,a process that initially presentedmany hurdles.

Building Relationships

The specialist support workersworked intensively to form workingrelationships with letting agents,persuading and reassuring themtheir service users would pay theirrent and not exhibit anti-socialbehaviour. Over time, a network ofletting agents was established andthe service began to successfullyaccess and use private rentedhousing. Service users weresuccessfully housed in propertiesacross London, though securinghousing actually within Camdenremained difficult.

The Camden Housing First modelhas the potential for widerdeployment across London. Thismodel can support chronicallyhomeless people ‘stuck’ in existinghostel-based pathways.Consideration should also be givento using this model along the linesthat Housing First is usuallyemployed as a replacement forhostel-based pathways or staircasesdesigned to progress chronicallyhomeless people to housingreadiness. The Camden HousingFirst model has the potential toquickly and sustainably end chronichomelessness and to prevent itoccurring among at risk groups.

Full and summary reports of the research results will shortly be availableavailable from the Centre for Housing Policy (www.york.ac.uk/chp), SHP(www.shp.org.uk/) and Sitra (www.sitra.org) websites.

Jane – A Case Study

Jane is a 40-year old woman who became homeless followingfamily trauma and drug and alcohol misuse. Jane has a history ofviolence, aggression and street activity which have resulted incustodial sentences. As an IV poly drug and alcohol user both herphysical and emotional health have been detrimentally affected.Jane had no positive social networks and had a tenuous andvolatile relationship with her family.

Jane had been living rough or in hostels in Camden for the past 20years. Between 2005 and 2012 she lived in eight hostels, and wasevicted from six of these due to threatening behaviour or assaultson residents and staff.

In her final hostel placement, Jane started to talk about wanting toget out of the hostel system due to her age, poor health andwanting to re-establish contact with her family. Given her chronichomelessness and inability to retain hostel accommodation, Janewas referred to Camden Housing First. For Jane, the idea of beingable to live in her own flat gave her the necessary hope andmotivation required to make it a tangible goal.

Jane was supported to view flats and to have an element of choicewhen selecting her new home. As this was her first independentaccommodation she was initially supported intensively, five days perweek, with practical aspects of living on her own, linking in to thecommunity and adjusting to the change on a psychological level.

Jane has now successfully maintained her tenancy for 18 months.She has re-connected with family and established positive socialnetworks, choosing to remain distant from previous damagingrelationships. Her substance use has decreased and she is alsostarting to address some of her physical health issues which shehad previously ignored. As Jane has grown in confidence anddeveloped daily living skills, Camden Housing First has been ableto reduce support to two days a week.

In offering Jane a private rented flat prior to her being deemed‘housing ready’, she has been given the opportunity to focus moreon the positive aspects of living, learning to take responsibility forherself and accepting the support available in her community toaddress her various needs.

Sitra will be hosting abreakfast briefing to discussthe findings from theevaluation of the CamdenHousing First project. Toregister your interest forthis event please [email protected]



The cost of renting a home inCanada has skyrocketed over thelast couple of decades whilst wagesand limited welfare provision havenot kept pace. The result has beensomething of a homelessness crisisin many cities. But somepolicymakers have been trialling avery radical solution, in the form ofthe Housing First model. A five yearstudy of the project and its impacthas recently been completed. Itravelled to several cities along withJohn Weetman from the GreaterManchester Probation Trust to take acloser look.

What is Housing First?

Housing First, as the namesuggests, is an approach offeringindependent housing to homelesspeople with complex needs in thefirst instance rather than expectingthem to graduate through a range ofhostel or supported housing services– the “treatment first” approach.

It was pioneered in New York duringthe 1990s by Sam Tsemberis of thePathways to Housing organisation.Now Sam is one of the advisorsbehind a huge research programmeinto the ‘At Home’ (or ‘Chez Soi’),Housing First programme in Canada,and he was one of many interestingpeople with a great deal ofknowledge and experience that wecame across during our trip.

The Canadian Initiative

The At Home programme covers fivecities and was launched against thebackdrop of very limited supplies ofaffordable housing. Subsidised socialhousing makes up only 5% of thehousing stock in Canada, and isheavily oversubscribed. Privatesector rents are often well above thebenchmark of 30% of people’sincome, whilst income from welfareis insufficient for many to afford tolive even in a multiple occupancy“rooming house” (HMO).

Large numbers of homeless peoplewith mental health and addictionissues live precariously on thestreets, sofa surfing, and in shelters.

Consequently they put additionalstrain and costs on to hospitals,social services and the criminaljustice system. It is estimated thaton any given night in Canada, forevery one person sleeping in ashelter, another 23 are living withhousing vulnerability, putting them atrisk of devastating health outcomes.1

John and I visited Housing Firstservices in Toronto, Ottawa andMontreal. Ottawa was outside the AtHome study but has a veryinteresting and successful HousingFirst service run from a CommunityHealth Centre, Sandy Hill, whichfocuses on harm reduction withchaotic drug users.

Typically a Housing First service hasa housing team who sourceaccommodation and liaise withprivate landlords and a support teamwho adopt a person centredapproach to their work with clients.

At Home had two models of supportservice. Intensive Case Managementteams worked with individuals with‘moderate’ needs. Teams areavailable 12 hours per day with astaff to client ratio of 1:15 to 16.

Learning from Canada’sradical Housing Firstprogramme as a solutionto homelessness?

Threshold’s Chief Executive Steve Goslyn shares hisexperience of a study tour in three Canadian cities,examining their approach to housing homeless peoplewith complex needs.



Assertive Community Treatmentprovided a multi-professionalintensive service for people withserious mental health issues. ACTteams are available 24/7 with a staffto client ratio of 1:10. There areparallels with floating supportalthough the support is more longterm. Interestingly, At Home was ledat a federal level by the MentalHealth Commission of Canada –acknowledging the importance ofhousing in addressing health needs.

The At Home initiative has recentlycompleted a five year longitudinalstudy with a published InterimReport2. Among itsrecommendations is that a “crossministry approach that combineshealth, housing, social services withnon-profit and private sector partnersis required to solve chronichomelessness.” UK take note!

The research programme costing$110m was led by Professor PaulaGoering from the Centre forAddiction and Mental Health inToronto, and set up new HousingFirst services in the five cities ofVancouver, Winnipeg, Toronto,Montreal, and Moncton. Participantswere drawn from the streets andhomelessness shelters. They wereadvised that the programme wastime limited and therefore, ifselected, they might not benefitfrom their chosen home and support

services in the long term. If theyaccepted they then joined theprogramme's experimental group ora control ‘treatment as usual’ groupthrough a randomised selectionprocess. The ethical dilemmas raisedby this approach were rationalised bythe fact that that the findings wouldjustify the process, no one would beworse off, and some individualswould benefit from the project.

Outcomes

The Interim Report found thatHousing First significantly improvesthe lives of people who arehomeless and who have mentalhealth needs. It found Housing Firstto be a cost effective solutionespecially for those who are highservice users as it reduced demandand cost on other public sectorbudgets.

Clients highlighted the changes thathaving a Housing First home madeon their ability to recover and thrivein their communities. Many of theirstories are told through an excellentcollaborative project run by theCanadian Board of Film Making3.

Continuing success of the Canadianprogrammes depends on the fundingof individual housing subsidiesreferred to by Rob Boyd, of theSandy Hill programme in Ottawa, as

people’s “golden ticket” out of theshelters. Housing subsidies are notuniversal like our Housing Benefitsystem, but do allow eligible clientsto afford rents in mainly self-contained private rented flats,something which appears to berolling back in Britain today.

So what else can welearn from the Canadianexperience?

The Housing First model is based onexcellent principles including clientchoice of where they live, personcentred approaches, recovery, andperseverance with individuals.Supported housing and floatingsupport services would do well torefresh their support philosophiesthrough reflecting on this model; ifnot by adopting a fully-fledgedHousing First approach.

There is a dearth of decentaffordable housing and supportedhousing in Canada for vulnerablepeople. The UK has moved a longway from the reliance by homelesspeople on large hostels and shelters.This Canadian model appears toleapfrog to a more personalised andperson centred approach whichrecognises the significant benefits tohealth and wellbeing of having thechoice of a good place to live.

At a time of increasinghomelessness and cuts to healthand social services in the UK, thequestion now posed is whether wewill drift back towards the prevalenthomeless shelter system in Canada(and the US), or if we protectexisting services and move moretowards the evidenced cost effectiveand humane Housing First approachstarting to taking root in Canada andother progressive economies.

To learn more about homelessnessin Canada visit The Homeless Hubwww.homelesshub.ca

The key features of Housing First are: l No conditions on housing readiness – People are not expected to

prove they are housing ready by taking part in treatment or being drug oralcohol free.

l Choice – Clients are offered a choice of housing including location andtype. The At Home/Chez Soi housing is in self-contained units, mostlydispersed in the private rented sector.

l Individualised support services – providing a range of treatment andsupport services that are voluntary, individualised, culturally-appropriate,and flexible (e.g. in mental health, substance use, physical health,employment, education)

l Harm reduction – which aims to reduce the risks and harmful effectsassociated with substance use and addiction (encouraging but notrequiring absolute abstinence)

l Social and community integration – providing opportunities to engagein local communities through opportunities for meaningful activities.

1 Housing Vulnerability and Health: Canada’s Hidden EmergencyAuthors: Holton, Emily; Gogosis, Evie; Hwang, Stephen W. Organization: Research Alliance for CanadianHomelessness, Housing and Health (REACH3) Publication Date: 2010

2 At Home/Chez Soi Interim ReportAuthors: Goering, Paula; Veldhuizen, Scott; Watson, Aimee; Adair, Carol; Kopp, Brianna; Latimer, Eric; Ly,Angela Organization: Mental Health Commission of CanadaPublication Date: 2012

3 National Film Board of Canada -Here at Home – In search of the real cost of homelessnesswww. athome.nfb.ca/#/athome

Steven Goslyn would like to hear fromorganisations running Housing Firstprojects or thinking about startingone, with the view to setting up anetwork of projects in the UK. Contacthim via email [email protected]



Vintage Communities is aCommunity Interest Company.The London Borough ofWandsworth commissioned us towork with people who live andwork in the Bedford ward ofBalham to make it a better place tolive for all ages. VintageCommunities’ plan was to workwith local people for six to nine

months, enabling them to establishself-sustaining initiatives that makeuse of what is already available inthe area to achieve their goals.

Our basic premise and core value isthat everyone in a community orneighbourhood has knowledge,talents, skills and enthusiasms. Wework to the Asset Based CommunityDevelopment (ABCD) model.

How we work:identifying theconnectors

Our first task is to identify thepeople we define as being‘community connectors’, thosepeople who others naturally go toin order to find someone who canhelp and support them. The kind ofperson who knows and has links toproblem solvers and enablers; thekind of person who says “I know aperson who...”.

We want to try to reach out to andcapitalise upon the assets andideas of those within communitieswhose voice is least often heard.We aim to engage the skills,knowledge and talents of everycommunity member.

Knowing our ABCD

We have a method for communityengagement which follows the

Working inWandsworth –the storyso far

Bringing new models of working to community settings poses unique challenges.Marc Mordey explains how everyone involved in the Vintage Communities project inWandsworth is working towards success.

ABCD approach. This involvesidentifying the communityconnectors and working with themso that they make contact withindividuals and groups orassociations. They will talk topeople to find out what it is thatpeople care about changing in theircommunity and what skills or giftsthey can contribute. They will putneighbours in touch with eachother where they can see mutualbenefits can be achieved.

For example a school that wants toinvolve students in communitywork could help residents in a carehome who want to learn computerskills to keep in touch with familyand friends.

Our purpose is to enable and supportolder people to transform theircommunities as community buildersusing an asset-based approach.

Who should provideservices?

We believe that the fabric of stateprovided services is alteringirrevocably: there will be more andmore need for local people to findlocal solutions, to draw upon theirown collective resources and todiscover community connectionsand a sense of living somewherewhere the people who care aboutand possibly for you are yourfriends and neighbours. We

We understandthat mostcommunities areplaces overflowingwith assets, and thatour job is to issue aninvitation to citizensto enter intoconversations thatmatter, with eachother. Theseconversations matterbecause theydeepen relationshipsand lead toactionable change.

(Cormac Russell)

“

”



recognise the important role thatstatutory, community and voluntaryorganisations provide but believethat there are some things bestprovided for by the state, somethings that are best provided inpartnership with citizens and otherthings that are best provided bycitizens themselves.

We aim to motivate, inspire andhelp prepare people within localcommunities to decide what thingsare most important to them, todiscuss how they might improvethings, to recognise what skills andtalents are available from withintheir neighbourhood, be thatindividuals, small groups of peopleor organisations (both voluntary andstatutory) and to work out howthey can get the best out of, andfor the benefit of, local people.

An inspirationalapproach

What is so heartening about beinginvolved in this work is that thereappears to be a genuine appetite forrekindling a sense of communitythat people refer as a ‘bygone age’.

Far from having disappearedcompletely, our experience is thatthere are people waiting to becontacted, people with all sorts ofgifts to share with one another andthat the ‘currency of caring for oneanother’ is in far less a parlousstate than the media and indeed,ourselves, might like to think.ABCD is one way of opening doorsliterally as well as metaphoricallyinto a community that can reallybegin to help itself.

The Balham (Bedford Ward) story so far...The group has named itself Neighbourhood network. It has an emailaccount, facebook page and www.streetlife.com has offered a page forkeeping the neighbourhood connected.

The following initiatives are now well underway:l A computer skills class for older people run in conjunction with Balham

Library, Streetlife.com and our volunteers. At the first session of thisgroup seven older people came along to learn about email, Skype,internet shopping and so on. Students from Streatham Girl’s High Schooland some Neighbourhood Network volunteers ran the session.

l An oral history project with local schools participating led by group ofvolunteers. The Neighbourhood Network group is liaising withRavenstone Primary School and Chestnut Grove Academy with the aimof developing a menu for The History Project.

What’s next?Vintage Communities’ involvement will become more arms-length from theend of September 2013. A mentoring support role will continue beyond thisdate. We hope that the core group will assist other neighbourhoodsfollowing a similar journey by sharing their experience and expertise.

How could ABCD relate to housingwork?We feel that the ABCD approach is applicable many settings,including housing schemes such as sheltered housing/extra care,communal settings, small communities of interest, and smallgeographical areas.

With regard to general housing stock, we would hope that ABCDinitiatives would be especially relevant for social housing tenants. Forexample in the Bedford Ward, one Housing Association alone hasover 700 properties and we believe at least some of the tenants willbe isolated and lonely, and have skills to offer their community. InBarking and Dagenham where we are also working, two localTenants’ Associations are using the ABCD model approach to try andbring greater sharing and unity to a diverse neighbourhood.

ABCD: any room in the housing world?Briefing session on Asset Based Community Development

October 2nd 2013 / 1.30-4.30 pmYou will:• Understand the ideas and principles underpinning ABCD• Understand the ABCD process• Explore examples of ABCD in action• Engage in discussions on the potential for applying ABCD in your world of workSession by Marc Mordey, Director of Vintage Community. Vintage Communities’ purposeis to enable and support people to transform their communities as community builders,using ABCD. Marc has a background in the social housing sector, having been CEO of ahomelessness charity and Director of ROCC in the past. for further information email [email protected]



Social Value Measurement:What’s the big deal?

Do you provide sheltered housing or advice to those who do?

HACT www.hact.org.uk

HACT is not a direct service delivery organisation. We work with Housing Associations (HAs), the majorproviders of housing care and support in the country. Around £1bn a year is spent by HAs on supportingpeople to live independently in their communities and sustain their tenancies. HACT currently has a strong interest in housing and health and works with HAs to develop new partnershipswith the NHS, often from within their care and support business.

Why do you think SROI is important to the supported housing sector?SROI (Social Return on Investment) is important to supported housing for the same reason it is important inother sectors: to be able to understand and measure what is really important. The social value of housing andthe additional support received by some tenants are also crucial to be able to measure different areas ofinvestment in the same terms.For HAs with major care and support businesses (such as Midland Heart), more staff are employed in thisarea of business than in the mainstream. Even those organisations which consider themselves not to be careand support providers have a significant proportion of vulnerable and older people living in their general needshousing. Over 50% of new lettings are now going to people who are vulnerable or older. Many HAs continueto provide specialist housing for older people (Sheltered Housing and Extra Care Housing).The financial climate for supported housing is becoming increasingly difficult, with some local authoritieshaving reduced their Supporting People budgets by up to 60%. Although the environment is moving moretowards price being the main determining factor, providers need to think about how else they are able tostand out from the crowd.With housing associations increasingly stepping in where local authority services are reduced or cut, theimportance of understanding where investment has the greatest impact has never been more relevant.Some of the earlier adopters of SROI and other forms of social value measurement have been supported byhousing organisations, for example, P3 did a full SROI account of its business around four years ago.

What is Social Return on Investment (SROI)

Social return on investment (SROI) is a methodology for measuring the value of ‘soft’ outcomes. It can be used toevaluate impact on stakeholders, identify ways to improve performance, and enhance the performance ofinvestments. SROI aims to increase social equality, environmental sustainability and wellbeing.

The SROI Network was formed in 2006 to facilitate the continued evolution and standardisation of the method.Over 570 practitioners globally are members of the SROI Network.

Below three housing sector members of the SROI network explain what social value measurement has meant forthem so far.

Emily Crawford of the SROI Network asks three memberorganisations what social value measurement has meant for them.

‘Social value’ refers to wider non-financial impacts ofprogrammes, organisations and interventions, includingthe wellbeing of individuals and communities, socialcapital and the environment. These are typicallydescribed as ‘soft’ outcomes, mainly because they aredifficult to quantify and measure.’ DEMOS.



What advice would you give an organisation looking to measure their social value in thesupported housing sector?SROI is a framework and unlikely to become the main reason why commissioners contract with a certainorganisation, though it could help an organisation stand out from the crowd. The organisation that canmeasure its social value should be more attractive than one that doesn’t.Understanding social value across the business is important; this includes both the delivery of a safe andsecure home, as well as the support and other activity that takes place.Be careful about how SROI assessment is presented to other commissioners – it is unlikely to be wellreceived by health as a way of encouraging integration or of promoting the benefits of supported housing – itdoesn’t get to the core of the issues around productivity, efficiency and cost savings and too much emphasiswill make the sector irrelevant to others.

Why do you think SROI is important to the supported housing sector?Orbit www.orbit.org.uk

SROI and measuring impact are important for housing as a whole, not just supported housing. Housing hassignificant amounts of resources – monetary, assets and time that it invests, but we don’t always know orcan demonstrate what impact it has. All we know is that it is the right thing to do. In a world where resourcesare getting scarce it is important to understand and demonstrate the impact organisations have.

Has working with SROI impacted the delivery of the work you do for tenants, specifically those insheltered housing and if so why?We are still identifying potential projects for SROI. One possible project is a dementia worker project withinsheltered schemes that begins in the autumn. We are doing the groundwork for this at the moment using SROI.

What advice would you give an organisation looking to measure its social value in the supportedhousing sector?I would say that it is important to know what you want your supported housing to achieve and to engage withstakeholders to see if they feel that you achieve that or not, or if you achieve something that you hadn’texpected. Clear communication is key!

Do you provide sheltered housing or advice to those who do?Aspire www.aspirehousing.co.uk

Yes, we provide a sheltered housing service and support to about 600 older people. We also provide an over-55s floating support service.

Why do you think SROI is important to the supported housing sector?There are some clear links with how SROI focuses on outcomes from a stakeholder point of view and withhow we develop our support plans around out service users. Our support services are outcome focussed interms of results, therefore SROI provides an additional layer with regards to impact on customers, whichassists in-house reviews of our support services, but also provides richer supporting evidence to supporttender submissions for new services.

Has working with SROI impacted the delivery of the work you do for tenants, specifically those insheltered housing and if so why? Our initial SROI evaluations identified new areas we needed to focus on in terms of data collection to ensurewe captured ‘soft’ as well as ‘hard’ outcomes. Because our support services already operate through aperson centred approach, this was not a significant a change as other services. However reviewing ourevaluation templates using SROI methodology has reinforced this further. The results of our SROI evaluationshave also been used to identify future service enhancements, a number of which we are reviewing withcustomers.

What advice would you give an organisation looking to measure their social value in thesupported housing sector?Comprehensive Stakeholder engagement is always key to any social value evaluation and no more so withinthe supported housing sector to capture impact on service users but also the wider environment

Providers of housing related support need to be able to demonstrate the value of theservices they provide, the contributions they make to local priorities and the benefitsfor users. Sitra has identified there are a number of ways in which to do this and havedeveloped a toolkit and factsheets to support providers and commissioners ofhousing related support in doing this.You can find all the details on our website http://bit.ly/SitraSROI or [email protected] if you would like our help in measuring your social value.



The housing, care and supportworld has been waiting since Aprilfor Lord Freud to make good hispromise to protect all supportedhousing from the unintendedconsequences of three changes:l “Bedroom tax”l Household benefit capl Universal Credit’s way of

calculating and paying claimants’housing costs.

Why are we waiting?

The “bedroom tax” came into forcein April 2013 without anythingbeing done. The household benefitcap will be in force everywhere bythe end of September 2013without anything being done either.

So what went wrong? There hasbeen a lot of talk in relation towelfare reform about changesfulfilling the criteria of being ‘costneutral’. If it is recognised thatthese changes may in fact not

make the savings expected, then itwill fall to Lord Freud to make thecase for change to the Treasury.

Not with a bang but awhimper

It could have been much worsebecause non-exempt supportedhousing1 would have been badlyaffected by the national roll-out ofUniversal Credit which wassupposed to go live in 185Jobcentres on 29th October.But it won’t.

After the four Greater ManchesterPathfinders had finally gone live bythe end of July, instead of April,Ministers eventually announced theOctober national roll out will consistof just four more Jobcentres acrossEngland2 (See Table).

It seems these extra fourJobcentres may not all go live inOctober 2013 but at various dates

before the end of March 2014 andthey are likely to try out the newbenefit only on single, newlyunemployed claimants (the sort whowould have otherwise made a newclaim for Jobseeker’s Allowance)without mortgages “or othercomplexities” (as the Governmenthas put it in the past). All sixJobcentres were chosen as being incomparatively affluent areas.

This means most readers have moretime to prepare for Universal Credit– unless, of course, you operate inone of these areas: consult theflowchart to see if you should bemaking urgent plans to cope.

Change is finally onthe table

The big news on the exemptaccommodation rule is thatchanging it is finally on the table –but for the wrong reasons. It’s notthat Ministers now agree the rule

A busy end to 2013If the exempt accommodation issue affects you, the rest of 2013 looks as if it couldkeep you pretty busy, writes Sitra’s Geoffrey Ferres.



Table 2

needs to be brought up to date. No,Lord Freud has been convinced byone of his own MPs, MarkReckless, MP for Rochester andStrood, that the rule is beingabused and must be tightened.

How will it be tightened? We’llhave to wait and see but on pastexperience we can expect twothings:l Any new rule will be easy for the

Government itself to administerl Any problems will be passed to

local authorities – not necessarilywith the cash to deal with them.

But any consultation theindependent Social SecurityAdvisory Committee decides toconduct should be an opportunityfor a thorough airing of all theissues about the rule. It was theCommittee who first proposed therule back in 1995. It’s their baby!

Better late than never?

We can also expect some proposalfinally to deal with the problemsmentioned earlier plus the firstdiscussions on the Government’slatest attempt to design futurearrangements for handling thehousing costs of supported andsheltered housing.

Do you havestock/clients in theareas covered by anyof the first eightEnglish Jobcentres togo live with UniversalCredit?

If yes, are any ofyour clientsliving inproperties thatare possibly ordefinitely “non-exempt”?

If so, is it likely any of yourresidents/clients will findthemselves in a situationwhere they might have tomake a new claim before theend of March 2014 for whatwould have been Jobseeker’sAllowance had the localJobcentre not already startedUniversal Credit?

If yes, you needto be UC-readynow or urgentlyfind a way ofchanging thearrangements toachieve “exemptaccommodation” status.

English Jobcentres that will be live with UniversalCredit by the end of 2013/14.

Asterisk indicates four Jobcentres that have already gone live with Universal Credit.

1. Read Sitra’s briefing on exempt accommodationhttp://www.sitra.org/documents/exempt-accommodation-briefing-updated

2. Department of Work & Pensions – HousingBenefit Reform – Supported Housinghttp://bit.ly/1ccu9Bn

Sitra has organised briefings in London 21st Oct and Southampton7th Nov to provide an update on the benefit changes that affect youmost. Further details can be found on our website www.sitra.org orcontact [email protected] for further information



Cognitive Behavioural Therapy: An Introduction 9th October in SouthamptonYou will learn:• Be provided with an overview of CBT: its origins and its

applications today.• Understand and be able to apply the links between thoughts and

feelings: A-B-C model• Explore and understand core beliefs and assumptions• Understand Negative automatic thoughts (NATS) and thinking

errors• Practice applying basic CBT using worksheets / Node-Link maps

for common problems such as Depression, Anger and anxiety

Sitra Training

THE MAGAZINE FOR HOUSING WITH CARE, HEALTH AND SUPPORT www.sitra.org

3 4

Lone Working & Risk Assessment16th October 2013 – LondonYou will learn:• What we mean by risk assessment• Potential risks to staff and risks to service users• An awareness of safe lone working practices• Ways to share and record information to manage & minimise risks• The minimum QAF requirements on managing risks and lone

working• Coping strategies in potentially difficult situations

2 3

Welfare Reform & Exempt AccommodationHalf Day Briefing 1.30 – 4.30

31 October 2013, LondonYou will discuss:• The measures promised to protect supported housing from the

consequences of the “bedroom tax”, The household benefit capand the way Universal Credit deals with claimants’ rents.

• Update on any government response on exempt accommodation• Findings from Sitra’s recent research project on Housing Benefit

for people of working age in supported and sheltered housing• The Government’s plans for switching help with older people’s

rents from Housing Benefit to Pension Credit

Mental Health in Later Life 30th October 2013 - London You will learn:• What are the common kinds of psychiatric illness facing older

people• How to develop a deeper understanding into illnesses such as

schizophrenia, paranoid states and depression• How to respond to common psychotic symptoms such as

delusions and hallucinations• What treatments and professionals can help older people with the

above disorders

1 2 3

Keyl Courses suitable for new workers suitable as part of

an induction programme

l Courses suitable for frontline staff, also suitable asrefresher courses for managers

l Courses suitable for new managers or frontline staffmoving into management

l Courses suitable for experienced and seniormanagers

Courses suitable for local authority commissioning andmonitoring staff

1

2

3

4

1 2 3 4

PricesNew prices with increased discount for members:Half-day: Sitra members £55/Non-members £89One-day: Sitra members £89/Non-members £149For a full list of forthcoming coursesplease visit our website

www.sitra.org follow us @sitratraining


sitra bulletin no 4 - sept 2013

Documents

camden housing

housing homeless people

national housing data

sitra newsletter

sitra officeslondon3rd

social investment

camden council

wandsworth isworking