This review provides an update on the outcomes achieved through the delivery of the 2024 to 2025 action plan.
Outcomes of the 2024 to 2025 action plan
1. Prevent as many residents as possible from becoming homeless, with a particular focus on those becoming homeless from a private rented sector tenancy or as a result of domestic abuse
| Action |
Progress |
Status |
| Improve the information available to male victims/survivors of domestic abuse who are homeless on the support available to them |
Staff have attended training on supporting male survivors. Equation’s Male Survivors Support Service is now co-located weekly at the Council’s Community Safety Hub. A new Domestic Violence and Vulnerability Officer is being embedded in the Housing Options Team |
Complete |
| Increase the support available to repeat victims/survivors of domestic abuse who are homeless in order to break the cycle |
A dedicated officer now triages all domestic abuse cases, ensuring survivors are contacted immediately and offered tailored housing advice and support |
Complete |
| Make any necessary changes to policies and procedures to gain the DAHA accreditation |
Staff have completed DAHA training. A survivor-led approach is now in place, and joint workshops have been delivered with domestic abuse specialists |
Complete |
| Implement changes required as a result of the Renters Reform Bill when this is enacted |
The Renter’s Rights Bill is expected to become an Act in Autumn 2025 |
Carry forward |
| Deliver 2 landlord forums jointly with MDC and N&SDC |
2 forums were planned with MDC and N&SDC but were cancelled due to low attendance. Learning will inform future engagement. |
Complete |
| Look at ways to identify PRS properties to meet the needs of larger families and non-UK nationals, offer incentives and support as required. |
A jointly funded project with East Midlands Council started in 2024. A dedicated empty homes officer is in post for 2 years to trial new ways of working to bring properties into use for homeless and refugee families |
Complete |
| Review PRS access incentives and support offered to landlords (include guarantor schemes) |
A new landlord offer is being developed, including a guarantor scheme and cash bond. The Homelessness Prevention Fund is now used more widely |
Complete |
| Improve information available to customers on the service they can expect to receive and their likely housing options |
This will be delivered through the upcoming website redevelopment project. |
Carry forward |
| Ensure all policies and procedures have been reviewed and updated in the last 2 / 3 years |
A review has started and will continue into 2025 to 2026 |
Carry forward |
2. End rough sleeping
| Action |
Update |
Status |
| Trial a Rough Sleeper Action Group focussed on women who are (at risk of) rough sleeping |
A women-focused RSAG was trialled with attendance from Domestic Abuse Officers. The approach is now embedded in the wider RSAG process and has been shared as best practice across the county. |
Complete |
| Provide additional housing related support for asylum seekers leaving Home Office accommodation |
A weekly drop-in service was established and is well attended. Staff worked with Reed to improve referral pathways into Housing Options |
Complete |
| Increase the housing options available for single people and couples |
6 additional units were secured at a Framework property. Staff continue to work with CICs and HMO landlords to support move-on options |
Complete |
| Review the RSAP scheme and secure any funding required to continue this scheme for 2025 onwards |
RSAP funding was successfully extended for a further 12 months |
Complete |
| Proactively contact residents who are “hidden homeless”, for example, by identifying residents through their Homefinder application |
A process was introduced to flag potentially hidden homeless applicants via Homefinder. Housing Options staff now proactively contact these individuals to offer early support |
Complete |
3. Help as many residents as possible to move from one home to another without the need for emergency and temporary accommodation. Where it is needed, make sure it is good quality.
| Action |
Progress |
Status |
| Review the schemes at Welbeck St and Penn St and secure any funding required to continue these schemes for 2025 onwards |
The schemes will continue for one year, with a full procurement process planned for future delivery |
Complete |
| Review the amount of ADC stock used for TA, return homes to general needs use wherever possible |
A review has been completed |
Complete |
| Regularly review the standards in ADC owned TA stock via inspection and gathering customer feedback |
Customer satisfaction surveys are issued after each stay. Regular inspections are carried out, and any issues are addressed by the Temporary Accommodation Officer |
Complete |
| Review the inventory of items to be provided for ADC owned TA stock |
A review confirmed that essential items are provided based on individual need. Items are purchased as required due to limited storage |
Complete |
| Support development of a countywide reciprocal rehousing agreement for domestic abuse survivors |
Discussions were held with all districts and DAHA. It was agreed that a formal agreement was not workable, and the proposal will not go ahead |
Complete |
| Support owners of empty properties to bring them back into use as affordable housing for homeless households |
A jointly funded project with East Midlands Council started in 2024. A dedicated empty homes officer is in post for 2 years to trial new ways of working to bring properties into use for homeless and refugee families |
Complete |
4. Provide a high-quality service that customers are satisfied with, and provide opportunities for customers to influence the design and delivery of services
| Action |
Progress |
Status |
| Improve our data collection and data analysis regarding customers’ protected characteristics |
Documentation has been updated to better capture protected characteristics, and reporting now confirms this data is being recorded |
Complete |
| Provide opportunities for customers to meet with staff to discuss their experience of the service and how it can be improved |
Customers are informed of feedback channels, including surveys offered at multiple points in their journey and the Council’s compliments and complaints process |
Complete |
| Produce an annual report of progress on this action plan and key homelessness data |
A report is published each year on the website |
Complete |
| Conduct regular stakeholder feedback surveys |
A stakeholder event took place in April 2025. Additional feedback was gathered through the Joint Strategy Forum |
Complete |
5. Encourage and support leaders of other organisations to do more to prevent homelessness
| Action |
Progress |
Status |
| Implement any changes to polices, procedures and practices as identified by the MEAM project – encourage and support others to do the same. |
Staff attended the MEAM core group and adopted the learning from the project |
Complete |
| Attend countywide strategic meetings and advocate for the changes we need to see |
Staff have continued to attend and contribute to strategic meetings across the county |
Complete |
| Explore devolution opportunities relating to homelessness prevention |
Staff attended the EMCCA Homeless Taskforce event and development group |
Complete |
| Record the system flex and system change examples in our cases and share these with partners – advocate for the changes we need to see |
System change examples are recorded through the MEAM Core Group and shared with partners to influence wider practice |
Complete |
| Support the development of and implement the prison release protocol when launched |
Staff contributed to the development of the protocol, which is due to launch in 2025 |
Complete |
| Refresh this action plan annually with stakeholders |
A stakeholder event was held jointly with MDC and N&SDC on 29 April 2025 to review and refresh the action plan |
Complete |
| Relaunch Mid Notts Homeless Prevention Forum |
Following consultation, the forum has been replaced with annual feedback and networking events |
Complete |
| Confirm the 2025 onwards funding position for homeless prevention services commissioned by others – advocate for the services we need |
Funding for commissioned homelessness prevention services has been extended for one year |
Complete |
| Carry out root cause analysis case reviews where a customer experiences homelessness upon leaving an institution – share the findings with relevant stakeholders |
Root cause reviews were completed for hospital discharges and care leavers. Prison leaver reviews will align with the new protocol |
Complete |
| Identify opportunities to support the Duty to Refer process and encourage partners to implement changes |
Housing Options staff continue to identify and follow up on referral issues, with an embedded process for ongoing engagement |
Complete |
6. Be a trauma-informed service, by looking after the wellbeing of our customers and staff
| Action |
Update |
Status |
| Improve the information and support available to customers at risk of suicide |
Staff have received training through the Aneemo Trauma-Informed Approach programme. A follow-up workshop was held, and information packs including suicide prevention resources are now available in temporary accommodation |
Complete |
| Include customers in any multi agency case conferences about them |
Customers are now included in RSAG multi-disciplinary team meetings where appropriate |
Complete |
| Provide staff with reflective practice opportunities |
Discussions are underway with Social Care for a skills exchange. One officer is being trained in trauma-informed reflective practice |
Partially complete |
| Complete and embed the learning from the trauma informed approach training courses |
Staff have completed two modules of training, followed by workshops to embed learning. The next module will focus on staff wellbeing and self-care |
Complete |
| Provide staff with group case discussion opportunities for complex cases |
Fortnightly team meetings include case discussions, and monthly workshops are used to explore training needs |
Complete |
Homeless strategy action plan 2025 to 2026
1. Prevent as many residents as possible from becoming homeless, with a particular focus on those becoming homeless from a private rented sector tenancy or as a result of domestic abuse
- Implement changes required as a result of the Renters Rights Bill when this is enacted
- Improve information available to customers on the service they can expect to receive and their likely housing options
- Ensure all policies and procedures have been reviewed and updated in the last 2 / 3 years
- Maximise the prevention of homelessness, including before a Prevention Duty is owed
2. End rough sleeping
- Review the RSAP scheme and secure any funding required to continue this scheme for 2026 onwards
- Review the effectiveness of proactive contact with “hidden homeless” Homefinder applicants, with a particular focus on women
- Review single homeless pathways to access accommodation and support, implement any changes required to improve these pathways
3. Help as many residents as possible to move from one home to another without the need for emergency and temporary accommodation. Where it is needed, make sure it is good quality
- Review the effectiveness and value for money of all TA pathways
- Continue to support owners of empty properties to bring them back into use as affordable housing for homeless households through pilot project jointly funded by EMC. Share the learning of this pilot with local, regional and national stakeholders.
- Improve the support available for children in TA
- Explore opportunities to provide employment support to customers
- Publish the findings of the supported housing needs assessment and implement recommendations
- Prepare for the implementation of the Supported Housing (Regulatory Oversight) Act
- Review resettlement support and coordination resource
4. Provide a high-quality service that customers are satisfied with, and provide opportunities for customers to influence the design and delivery of services
- Improve our data analysis regarding customers’ protected characteristics
- Provide opportunities for customers to meet with staff to discuss their experience of the service and how it can be improved.
- Produce an annual report of progress on this action plan and key homelessness data
- Hold an annual stakeholder event to share progress in delivering the strategy and co-produce an annual action plan
- Explore opportunities to use emerging technology to provide a high-quality service
5. Encourage and support leaders of other organisations to do more to prevent homelessness
- Support the implementation of the prison release protocol
- Support the implementation of the RSI pre-eviction protocol
- Confirm the 2026 onwards funding position for homeless prevention services commissioned by others – advocate for the services we need
- Attend countywide strategic meetings and advocate for the changes we need to see
- Explore opportunities for EMCCA to play an active role in homeless prevention
- Prepare for local government reorganisation
6. Be a trauma-informed service, by looking after the wellbeing of our customers and staff
- Provide staff with reflective practice opportunities
- Complete and embed the learning from the trauma informed approach training courses
- Ensure working environment is fit for purpose
