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Review of Homeless Prevention
and the Customer Journey in
Hillingdon – Draft Final Report
A Review by the Residents’ Services Select Committee
Councillors on the Committee: Councillors Wayne Bridges, Colleen Sullivan
(Member until May 2024) , Scott Farley, Janet Gardner, Ekta Gohil , Sital Punja
(Member until May 2024) , Peter Smallwood, Darran Davies (Member from May
2024) and Kamal Kaur (Member from May 2024)
2023/2024
Page 2
Contents
Page
Chairman’s Foreword 3-4
Summary of recommendations to Cabinet 5-6
Background to the Review 7-11
Evidence and witness testimony 12-16
The Committee’s Findings 17-20
About the Review – witnesses and activity 21
References 22
Appendices 22
Page 3
Chairman’s Foreword
On behalf of the Residents’ Services Select Committee, I am pleased to
present this report further to the Committee’s Review of Homeless
Prevention and the Customer Journey.
The Review was undertaken with a clear focus on understanding the
challenges faced by residents and identifying practical, cost -effective
solutions to enhance their experience . Homelessness is a complex and
multifaceted issue that requires a coordinated and compassionate
approach.
Throughout the Review, Members were acutely aware of the increasing
demand for homelessness services, driven by factors such as evictions from private rental
accommodations and the reduction in affordable housing. The testimonies and evidence gathered
during witness sessions provided invalu able insights into the current state of homelessness in
Hillingdon and the effectiveness of existing services.
The Review highlighted the importance of prevention and early intervention in addressing
homelessness. Members noted the positive impact of partnerships with voluntary sector
organisations like Trinity and Thames Reach, which provide essential support for rough sleepers
and those with complex needs. These partnerships are crucial in ensuring that residents receive
the help they need at the earliest possible stage.
The Committee identified the need for improved communication and empathy from housing
officers, noting that t raining in trauma -informed issues and the use of appropriate language is
essential to ensure that re sidents feel understood and supported throughout their journey. The
reconfiguration of the Housing Reception Centre to create a more welcoming environment is a
key recommendation that Members believe will significantly enhance the resident experience.
Furthermore, the Committee’s Review underscored the importance of better systems and
technology for case handovers, in addition to the need for continuous feedback from residents to
drive service improvements.
I would like to take this opportunity to thank officers and partner organisations who have given up
their time to help the Committee in reviewing this topic and commend them for their continued
hard work to support residents in the Borough. Their insights and dedication have been
instrumental in shaping the Committee’s recommendations.
In conclusion, the recommendations set out in this report are designed to enhance the resident
experience, manage expectations, improve staff support and tra ining, and foster stronger
partnerships and collaboration. It is anticipated that these actions will lead to a more effective and
Page 4
compassionate homelessness service in Hillingdon, ultimately improving the lives of residents.
Councillor Wayne Bridges
Chairman of the Residents’ Services Select Committee
Page 5
Summary of recommendations to Cabinet
Through the witness sessions and evidence received during the detailed Review by the
Committee, Members have agreed the following recommendations to Cabinet:
1
Enhancing Resident Experience
1. All staff to refer to those applicants who approach the service for help as
‘residents’ rather than ‘customers’ or ‘clients’.
2. Create a clearer Residents’ Charter: a more accessible guide explaining
each stage of the homelessness support process for new applicants, from
intake to case closure. This guide will set expectations, reduce confusion,
and address common questions. Consider new technologies for instant
translation requirements.
3. Reconfigure the Housing Reception Centre to provide a more welcoming
and empathetic environment within existing budget plans.
4. Continue unannounced random checks/management oversight of calls
and correspondence to ensure a high -quality, professional, empatheti c,
and resident-focused service.
5. Continue to gather feedback from residents regarding homelessness
services using a simple anonymous feedback form.
6. Actively promote the current suggestion box system to encourage staff to
submit suggestions for improving se rvice efficiency and resident
interactions.
2
2. Managing Expectations and Process Efficiency:
1. Consider incorporating ways to help applicants check their eligibility on -
line for assistance before applying formally. Preventative avoidance can
stop unnecessary applications from those who are not entitled, saving time
and resources for both the applicants and the Council.
2. For applicants in the process, to avoid processing delays, to explore the
possibility of using automated text reminders for appoint ments and
deadlines.
3. Explore the feasibility of introducing a self -check-in system for applicants
at reception linked to service transformation.
4. Continue to review and update current documentation, guides and
resident facing processes in relation to eligib ility, case preparation and
action planning.
3
Staff Support & Training
1. Ensure all Housing staff receive regular casework supervision and
promote current Staff Welfare policies.
2. Consider implementing a comprehensive peer support and training
programme in collaboration with a partner organisation. This programme
Page 6
should include access to peer mentors with lived experience of
homelessness and offer refresher training to staff. The training should also
incorporate 'walk -in-my-shoes' sessions to build understa nding and
connection with residents.
3. Create a learning set of resources for staff to encourage the sharing of
good practice.
4
Partnerships and Collaboration
1. Build on existing partnerships and further develop these with local
organisations to create a wider support network for residents to access.
2. Assign named officers to be liaisons for relevant partner agencies for
accountability and , to aid effective communications going forward,
introduce a generic email as the primary contact and communication tool
between them and the Council.
Page 7
Background to the Review
Aim of the Review
At its meeting on 16 January 2024, the Residents’ Services Select Committee agreed to undertake
a major review of the Council’s Housing Advice and Homelessness Service, with a particular focus
on the residents’ journey through the system and experience of customer service.
The Review aimed to consider ways in which the customer journey could potentially be improved
to better support residents during this process and improve residents’ satisfaction with the way in
which they accessed advice and support to prevent homelessness.
Terms of Reference
The following Terms of Reference were agreed for the Review:
To gain a thorough understanding of the Council’s Homeless Prevention Service and the
resident’s journey through this process.
To scrutinise the service delivery and review its effectiveness.
To review service users’ feedback to explore the challenges faced by residents accessing
the service.
To look at other local authorities that may have different models of service delivery for best
practice, including research and findings fr om charities, housing bodies, regional bodies
and organisations, e.g. GLA.
Subject to the Committee’s findings, to make any conclusions, propose practical and
deliverable actions, service and policy recommendations to the decision-making Cabinet.
Context and Key Information
National Context
The quarterly data published by the Department for Levelling Up, Homes and Communities
(DLUHC) shows that, across England, demand for affordable housing has risen sharply in recent
years, with homelessness presentations to local authorities a particular pressure. At the end of
June 2023, nearly 139,000 families with children were living in temporary accommodation across
the country – 7,430 more than at the end of March of the same year.
Moreover, a report by Crisis dated 29 February 2024, titled “Rough sleeping rises by 27% as the
homelessness crisis deepens across England” states that there has been an exponential increase
in the number of people sleeping rough across the country . As highlighted in said report, on a
given night in Autumn 2023 it was found that:
3,898 people were sleeping rough across England, an increase of 27% on the previous
year.
Page 8
The number of people sleeping rough was 61% higher than it had been ten years
previously and 120% higher than when data collection began in 2010.
Street homelessness was rising among women with 568 seen to be rough sleeping that
autumn; up from 464 – a rise of 22%.
Furthermore, the Ministry of Housing, Communities & Local Government’s quarterly statistics
release “Statutory Homelessness in England: January to March 2024”, emphasises the dramatic
increase in the number of households in temporary accommodation from Q2 2019 to Q1 2024:
Additionally, the aforementioned report highlights the time series for the number of households
owed a prevention or relief duty since Q2 2019. Once again, a significant increase is apparent as
set out in the chart below:
Page 9
With regard to London figures, in August 2023 170,000 Londoners were found to be homeless
and living in temporary accommodation arranged by their local authority. Turbulence in the private
rented sector is a critical factor behind the growing numbers of homeless Londoners. A Shelter
article titled “At least 354,000 people homeless in England today”, emphasises the problem both
nationally and regionally and considers the areas across England where homelessness is most
acute. In this analysis, “ London comes out worst, with one in 47 people homeless in the capital.
The total number of people homeless in the city has r isen 12% in a year, to a total of 187,000
people.”
The table below highlights the extent of the challenge in the capital:
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Estimated
number of
people who are
homeless as at
a given night in
2024, by type
of
homelessness,
by region of
England
Est. no.
of people
homeless
and living
in TA
arranged
by them
or
homeless
at home
as at 30th
June
2024
No. of
people
sleeping
on the
streets
on a
given
night
Est. total
no.
homeless
children
Est. total
no.
homeless
people
(adults
and
children)
Rate of
homelessness
(1 in X people)
North East 2200 19 89 810 2308
North West 20440 1017 369 10050 21826
Yorkshire and
the Humber
7560 767 270 3350 8597
East Midlands 10090 452 287 4930 10829
West Midlands 26420 1562 256 14790 28238
East of England 23030 567 337 11490 23934
London 184080 1681 1132 91050 186893
South East 36460 392 670 17230 37522
South West 12610 548 488 5750 13646
Local Context
The London Borough of Hillingdon reflects the national picture having also experienced a
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significant increase in Homeless presentations in recent years . This issue is highlighted in an
article by Hillingdon Vision News published on 7 March 2024 titled “Rising Tide of Homelessness:
Hillingdon Faces Soaring Numbers Despite Government Pledges, Advocacy Groups Urge
Urgent Action. ” The London Borough of Hillingdon’s Homelessness Prevention and Rough
Sleeping Review and Strategy 2019 to 2024 reports that “accessing affordable housing in both
the private rented sector and the social housing sector is a key underlying issue in relation to
homelessness, exacerbated by the competition our residents face in accessing these scarce
resources.” The Council has also seen an increase in households leaving asylum
accommodation following receipt of their status.
Legislative Context
Homeless decisions must be made in line with the Homeless Reduction Act 2017 and the
Housing Act 1996 Part VII amended in 2002. To be entitled to a full homeless duty, residents
must meet five criteria: homeless or threatened with homelessness within 56 days, eligible,
priority need, not intentionally homeless, and have a local connection.
Continuous Service Improvement
The Council has a homeless service improvement programme (Project Neptune) in place,
implementing change across twelve workstreams. The Council has improved the customer
journey through the reinstatement of the triage function. At the time of the Committee’s Review,
work was also ongoing to review the website and ICT systems to reduce the administrative
burden on staff. Additionally, a fresh training offer for staff was being developed.
Page 12
Evidence & Witness Testimony
The Select Committee held a number of witness sessions at which Members had the opportunity
to receive testimony from Hillingdon Council officers and from a wide range of external witnesses
and experts.
Overview of Witness Sessions
The witness sessions conducted as part of the Homeless Prevention and the Customer Journey
Review provided valuable insights into both the challenges faced in Hillingdon's homelessness
services and potential improvements thereto. The sessions featured test imonies from key
stakeholders, including Council officers, representatives from voluntary sector organisations, and
experts in homelessness and domestic abuse support.
1. The first session on 13 March 2024 focused on the increasing demand for homelessness
services and the Council's strategy for prevention and housing supply. The importance of
empathy and improved staff training were emphasised.
2. The second session on 16 April 2024 highlighted the challenges of unaffordable private
rental accommodation and the need for better communication and support for residents.
At this session the importance of a welcoming environment at the Civic Centre was also
discussed.
3. The third session on 13 June 2024 featured representatives from Thames Reach and P3,
who shared their experiences in supporting rough sleepers and young people. The need
for effective communication and collaboration among services was underscored.
4. The final session on 18 July 2024 focused on the support for victims of domestic abuse.
Additionally, the challenges of accessing housing support and the importance of consistent
communication and empathy were highlighted.
For ease of reading, the detailed minutes and accounts of these witness sessions are available
as background papers. They are briefly summari sed below to provide a comprehensive
understanding of the discussions and findings.
Witness Session 1 - 13 March 2024
The first witness session focused on the challenging situation regarding homelessness in
Hillingdon. The Corporate Director of Central Services acknowledged a 27% increase in demand,
driven primarily by evictions from private rental accommodation. It was noted that t he Council's
strategy emphasi sed homelessness prevention and boosting housing supply, including the
purchase of 500 new homes. The Head of Housing Needs provided an overview of the customer
pathway, detailing the stages from initial contact to case closure. Partnerships with voluntary
sector organi sations including Trinity and Thames Reach, which provided support for rough
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sleepers, were also discussed. Finally, the session addressed the need for improved staff training,
particularly in trauma -informed issues, and underlined the vital importance of empathy when
dealing with residents.
In summary, the following key issues were raised during this first witness session:
Homelessness Increase: There ha d been a 27% increase in homelessness, with 100
people presenting as homeless each week, primarily due to evictions from private rental
accommodations.
Affordable Housing Supply: Over the last five years, there ha d been a 41% reduction in
affordable privately rented accommodation supply.
Customer Pathway: The process for customers seeking assistance involve d multiple
stages, including an initial online form, triage team assessment, and assignment to a case
officer.
Temporary Accommodation Challenges: Tempora ry accommodation for larger families
was difficult to source and very expensive, leading to families sometimes being
encouraged to remain in situ until a bailiff warrant was secured.
Partnerships and Support: The Council ha d established partnerships with t he voluntary
sector, including Trinity and Thames Reach, to assist rough sleepers and provide support
services.
Staff Training and Wellbeing: There were concerns about staff training and wellbeing, with
reports of officers being overloaded with work and the introduction of new training
programmes to address trauma-informed issues and domestic abuse.
The full account of this session can be found in the meeting minutes here
Witness Session 2 - 16 April 2024
During the second session, the Corporate Director of Central Services discussed the reduction in
private rental accommodation and the increasing unaffordability. Carys Hedley from Trinity
detailed the organi sation's support for families and individuals, highlighting challenges such as
stagnant service due to Local Housing Allowance (LHA) rates. The session emphasised the need
for better communication and empathy from housing officers, in addition to improvements in the
Civic Centre environment. The importance of correct referrals and comprehensive support to
prevent a cycle of homelessness w ere also discussed. The session conclude d with
recommendations for better systems and technology for case handovers and the need for a more
welcoming environment at the Civic Centre.
In summary, the following key issues were raised during this witness session:
Homelessness Challenges: The Corp orate Director of Central Services highlighted the
Page 14
reduction in private rental accommodation and increasing unaffordability, making it difficult
for non-priority individuals to access affordable housing.
Support from Trinity: Carys Hedley from Trinity disc ussed the provision of supported
spaces and long -term unsupported accommodation, emphasi sing the challenges faced
due to Local Housing Allowance rates and the reluctance of people to move away from
their support network.
Specialist Housing Needs: Trinity planned to create a new service offering a specialist
housing programme with full -time live -in support for individuals with complex needs,
including drug, alcohol, and mental health issues.
Empathy and Communication: The session highlighted the need for be tter empathy and
communication from housing officers, suggesting retraining on language used with clients
and creating a more welcoming environment at the Civic Centre.
Staff Wellbeing: Concerns were raised about the mental health of housing staff,
recommending well -being measures such as regular team meetings, flexible working
hours, and enforced rest periods.
Prevention Strategy: The Corporate Director emphasised the need for a strong prevention
strategy and a healthy supply of affordable housing, acknowl edging the challenges faced
in achieving this.
The full account of this session can be found in the meeting minutes here
Witness Session 3 - 13 June 2024
The third session featured representatives from Thames Reach and P3, who shared their
experiences and perspectives on homelessness. Sophie Murray from Thames Reach outlined
the team's work with rough sleepers and collaboration with various agencies. P3 representatives,
including Zara Street, Laura Lawson, and Nicola Tallon, discussed their support for young people
and families, highlighting challenges in moving young people to appropriate accommodation. The
session emphasised the importance of communication and the need for a platform for all services
to communicate effectively. The challenges faced by housing officers due to high demand and
the need for better support for tenants to sustain tenancies were also highlighted.
In summary, the following key issues were raised during this witness session:
Homelessness and Accommodation: The session highlighted the challenges faced by
Thames Reach and P3 in supporting rough sleepers and young people. The lack of options
for accommodation and high support needs of many roug h sleepers were significant
issues.
Collaboration and Communication: There was an emphasis on the importance of
communication between the Council and partner organisations. The need for a platform
where everyone could communicate effectively was highlighted, as well as the challenges
Page 15
faced due to changes in case work without the knowledge of partnership workers.
Support Services: P3 discussed their supported accommodation services and the
challenges of moving young people on to appropriate accommodation due to the limited
supply of affordable housing. They also highlighted their work with various partners within
the Borough.
Staff Wellbeing: Concerns were raised about the mental health of housing staff,
recommending well -being measures such as regular team meetings, flexible working
hours, and enforced rest periods.
Prevention Strategy: The Corporate Director emphasised the need for a strong prevention
strategy and a healthy supply of affordable housing, acknowledging the challenges faced
in achieving this.
Service Improvement: The Corporate Director of Central Services acknowledged the need
for continuous improvement in the service, including the implementation of an
improvement plan and a workforce plan.
The full account of this session can be found in the meeting minutes here
Witness Session 4 - 18 July 2024
The final session included testimony from Sonia Stewart and Sultana Ahmed, who provided an
overview of the Hillingdon Domestic Advocacy Service. They highlighted the evolution of the
service to support victims across all levels of risk. Concerns were raised about the approach to
housing for victims of domestic abuse, particularly the requirement for documentation and the
impact of relocating victim s far from their support systems. The need for consistent
communication and updates for clients, better training for housing officers, and the importance of
empathy and understanding in dealing with victims of domestic abuse were emphasised. The
session concluded with recommendations for improvements in communication, support services,
and streamlined processes to better serve residents.
In summary, the following key issues were raised during this witness session:
Housing for Domestic Abuse Victims: Concerns were raised about the approach to housing
for victims of domestic abuse, including the requirement for police involvement and
documentation, which could be challenging for victims fleeing emergency situations.
Relocation Challenges: Victims fleeing domestic abuse were often offered accommodation
far from their support systems, exacerbating their vulnerability and impacting their jobs,
families, communities, and children's schools.
Inconsistencies in Housing Services: There were inconsistencies reported by clients when
approaching housing services for assistance, particularly regarding the advice given about
remaining within the Borough.
Sanctuary Scheme: The scheme assesses properties to implement additional secu rity
Page 16
measures for victims of domestic abuse who wished to remain in their homes. There was
a lack of clarity around time frames for referrals and responses.
Staff Turnover and Communication: High turnover of staff within the housing team lead to
missed communications and unresolved issues. Consistent communication and updates
for clients were essential.
Housing Reception Environment: The environment at the Housing Reception was not
welcoming, with victims spending the whole day there without amenities for them and their
children.
The full account of this session can be found in the meeting minutes here
These sessions provided valuable insights into the challenges and potential improvements in
respect of Homeless Prevention and the Customer Journey in Hillingdon. The recommendations
focused on enhancing resident experience, managing expectations, improvin g staff support and
training, and fostering partnerships and collaboration.
Site Visits
During May 2024 , and as part of the ongoing Review, Members of the Committee conducted
unannounced visits to the Council’s Housing Reception. These visits presented an invaluable
insight into the experience of the resident and enabled Members to witness firsthand how
individual customers and situations were handled by housing staff . Further to th ese visits, a
number of areas for improvement were recommended; particularly in relation to staff training, and
the Housing Reception environment.
Additionally, as part of the Review, Councillors undertook visits to the contact centre where they
had an opportunity to listen in to live housing -related calls. Members reported that it was
enlightening to witness first-hand the challenging work of the contact centre staff . They were
particularly impressed with the ir dedication, professionalism, how they handled complex
situations, and their ability to engage effectively with residents. It was noted that the call handlers
were found to be excellent, but contacting back-office staff was challenging at times. An improved
handover plan when housing officers were on leave or had left the Council was suggested.
Moreover, in collaboration with the Council’s Counter Fraud Te am, Members attended
unannounced visits to two of the B&Bs in the Borough which are used to temporarily house
residents. The Committee Members reported that these visits were both extremely useful and
informative.
Page 17
The Committee’s Findings
General conclusions
Having heard from a variety of interested parties and having given due consideration to the
entirety of the evidence presented to them, Councillors reached the following key conclusions:
1. Increased Demand and Challenges: The Review highlighted a significant increase in
demand for homelessness services, driven primarily by evictions from private rental
accommodation. It was noted that t he reduction in affordable private rental housing had
exacerbated the situation, making it challenging for the Council to meet the needs of
residents.
2. Importance of Prevention and Collaboration: The Council's strategy focused on
homelessness prevention and increasing housing supply. Collaboration with voluntary
sector organisations such as Trinity and Thames Reach was crucial in providing support
for rough sleepers and those with complex needs.
3. Communication and Empathy: The Review emphasi sed the importance of better
communication and empathy from housing officers. Training in trauma -informed issues
and the use of appropriate language were identified as essential to improve interactions
with residents.
4. System and Process Improvements: The need for better systems and technology for case
handovers, in addition to a more welcoming environment at the Civic Centre, w ere
highlighted. Suggestions included the use of automated text reminders, self -check-in
systems, and continuous feedback from residents
5. Support for Victims of Domestic Abuse: The Review underscored the challenges faced by
victims of domestic abuse in accessing housing support. The need for consistent
communication, better training for housing officers, and a more empathetic approach were
emphasised
The Committee’s recommendations to Cabinet
Further to the Committee’s Review, the Chair and Opposition Lead met with officers to work up
the final recommendations detailed below.
The Review highlighted the importance of referring to applicants as "residents" rather than
"customers" or "clients" to foster a sense of community and belonging. The need for a clearer
Residents' Charter was emphasi sed to guide residents through the homelessness support
process, reducing confusion and addressing frequently asked questions. Witnesses from Trinity
and Thames Reach stressed the importance of empathy and understanding in interactions with
residents, particularly those with complex needs. The reconfiguration of the Housing Reception
Page 18
Centre to create a more welcoming environment was recommended based on feedba ck about
the intimidating atmosphere of the Civic Centre. Unannounced random checks and management
oversight of calls and correspondence were suggested to ensure a high-quality, professional, and
empathetic service. Continuous feedback from residents throu gh anonymous forms and
promoting the suggestion box system were also recommended to improve service efficiency and
resident interactions.
On that basis, it is recommended:
1
Enhancing Resident Experience
1. All staff to refer to those applicants who approach the service for help as
‘residents’ rather than ‘customers’ or ‘clients’.
2. Create a clearer Residents’ Charter: a more accessible guide explaining
each stage of the homelessness support process for new applicants, from
intake to case closure. This guide will set expectations, reduce confusion,
and address common questions. Consider new technologies for instant
translation requirements.
3. Reconfigure the Housing Reception Centre to provide a more welcoming
and empathetic environment within existing budget plans.
4. Continue unannounced random checks/management oversight of calls
and correspondence to ensure a high -quality, professional, empathetic,
and resident-focused service.
5. Continue to gather feedback from residents regarding homelessness
services using a simple anonymous feedback form.
6. Actively promote the current suggestion box system to encourage staff to
submit suggestions for improving service efficiency and resident
interactions.
The Review identified the need for applicants to check their eligibility online before applying
formally to prevent unnecessary applications and save time and resources. Automated text
reminders for appointments and deadlines were recommended to avoid processing delays. The
feasibility of introducing a self -check-in system at reception was explored to streamline the
process and enhance service transformation. Witnesses emphasised the importance of clear and
updated documentation, guides, and resident -facing processes related to eligibility, case
preparation, and action planning. The Review also highlighted the need for better communication
and empathy from housing officers to manage residents' expectations effectively.
On that basis, it is recommended:
2
Managing Expectations and Process Efficiency:
1. Consider incorporating ways to help applicants check their eligibility on -
line for assistance before applying formally. Preventative avoidance can
stop unnecessary applications from those who are not entitled, saving time
Page 19
and resources for both the applicants and the Council.
2. For applicants in the process, to avoid processing delays, to explore the
possibility of using automated text reminders for appointments and
deadlines.
3. Explore the feasibility of introducing a self -check-in system for applicants
at reception linked to service transformation.
4. Continue to review and update current documentation, guides and
resident facing processes in relation to eligibility, case preparation and
action planning.
The Review underscored the importance of regular casework supervision and promoting current
staff welfare policies to support housing staff. Witnesses from Trinity and Thames Reach
highlighted the challenges faced by housing officers due to high demand and the need for better
support. A comprehensive peer su pport and training program in collaboration with partner
organisations was recommended, including access to peer mentors with lived experience of
homelessness. Refresher training and "walk -in-my-shoes" sessions were suggested to build
understanding and con nection with residents. Creating a learning set of resources for staff to
share good practices was also recommended to enhance staff support and training.
On that basis, it is recommended:
3
Staff Support & Training
1. Ensure all Housing staff receive regular casework supervision and
promote current Staff Welfare policies.
2. Consider implementing a comprehensive peer support and training
programme in collaboration with a partner organisation. This programme
should include access to peer mentors with lived experience of
homelessness and offer refresher training to staff. The training should also
incorporate 'walk -in-my-shoes' sessions to build understanding and
connection with residents.
3. Create a learning set of resources for staff to encourage the sharing of
good practice.
The Review emphasised the importance of building on existing partnerships and developing new
ones with local organi sations to create a wider support network for residents. Witnesses from
Trinity, Thames Reach, and P3 highlighted the value of collaboration in providing comprehensive
support for residents . Assigning named officers as liaisons for relevant partner agencies was
recommended to ensure accountability and effective communication. Introducing a generic email
as the primary con tact and communication tool between partner agencies and the Council was
also suggested to streamline communication and improve collaboration.
These recommendations were formed based on the insights and evidence gathered during the
witness sessions, aiming to enhance the overall experience and support for residents, improve
Page 20
process efficiency, provide better staff support, and foster stronger partnerships and
collaboration.
On that basis, it is recommended:
4
Partnerships and Collaboration
1. Build on existing partnerships and further develop these with local
organisations to create a wider support network for residents to access.
2. Assign named officers to be liaisons for relevant partner agencies for
accountability and , to aid effective communications g oing forward,
introduce a generic email as the primary contact and communication tool
between them and the Council.
Page 21
About the review - witnesses and activity
The following Terms of Reference were agreed by the Committee from the outset of the
Review:
1. To gain a thorough understanding of the Council’s Homeless Prevention Service
and the resident’s journey through this process.
2. To scrutinise the service delivery and review its effectiveness.
3. To review service users’ feedback to explore the challenges faced by residents
accessing the service.
4. To look at other local authorities that may have different models of service delivery
for best practice, including research and findings from charities, housing bodies,
regional bodies and organisations, e.g. GLA.
5. Subject to the Committee’s findings, to make any conclusions, propose practical
and deliverable actions, service and policy recommendations to the decision -
making Cabinet.
Witnesses
1. Dan Kennedy (Corporate Director of Central Services) – LBH
2. Melissa Blower (Housing Improvement Programme Manager) - LBH
3. Debby Weller (Head of Housing Strategy and Policy) - LBH
4. Maggie Nelson (Head of Housing Needs) - LBH
5. Carys Hedley (Director of Services) - Trinity
6. Sophie Murray (Lead Manager of the Hillingdon Outreach Team) - Thames Reach
7. Zara Street - P3
8. Laura Lawson - P3
9. Nicola Tallon – P3
10. Sonia Stewart (Independent Domestic Violence Manager) - LBH
11. Sultana Ahmed (Independent Domestic Violence Advisor) - LBH
12. Rachel Bulley (Social Prescribing Link Worker) - Colne Union PCN, NHS
Page 22
References
Appendices
Full minutes of the Review witness sessions.
Text extracted automatically from the PDF, so layout, tables and images are not shown. Open the original PDF on LB Hillingdon’s website.