Doing Things DifferentlyPersonal reflections on the past, present & future of

supported housing

Tristan WoodSHiP Conference, Brighton, January 2015

A RECENT CONFERENCE INVITATION

“Drive forward the provision of effective, sustainable and integrated housing support services. As the Care and Support Specialised Housing Fund enters its second phase of delivery, providers must find innovative ways to drive momentum and provide security for vulnerable tenants. this timely event is a crucial opportunity to ensure your organisation is best prepared to deliver personalised, comprehensive and cost effective supported housing services in collaboration with all partners.”

• AmicusHorizon latest housing association to shut down its supported housing operation

• Vulnerable residents receiving decreasing support

• Reductions in social care spend & provision between 2006-13 are unprecedented in the history of adult social care

• By this year, local authority spend will have reduced by 30% from its 2008/9 peak

• By 2019, Government

spending as a share of GDP is projected to reach its lowest level since 1948

• Adult social care bore 52% of councils’ spend reduction 2012/13-13/14• Efficiencies have accounted for 50% of total savings since 2010• But little scope now for further efficiencies • Councils increasingly resorting to meeting statutory responsibilities only• Focus on eligibility thresholds, personal responsibility and assets• Changing relationship between councils and citizens• Changing expectations

• Care Act introduces national eligibility criteria and thresholds, as well as setting a ‘care cap’

• But the estimated cost of implementing these proposals is £6bn over 4 years

• Adding to existing cost pressures

• Over 65’s in the UK set to grow from 10m-15.5m by 2030• Number of over 80’s will almost double to 6m in same timescale• Every additional 1m people over working age = additional state spend of £10bn p.a.• Healthy life expectancy has not increased at same rate as life expectancy• NHS costs for someone 85+ is, on average, 3 times greater than for 65-74 age group

MIXED FORECAST FOR SUPPORT PROVISION

• 2012 research showed 40% charities with £5m+ turnover were struggling to stay in profit: just 8% were highly profitable

• In growth terms, 28% were shrinking/stagnating

• Resources and numbers of support providers forecast to decline further

• Services likely to focus on people with more complex needs

• As the scope of tenders broadens, so service growth is increasingly beyond housing association residents

• Increase in numbers of people needing support who’ll no longer be supported by the State

REGIMES I HAVE KNOWN

Hostel Deficit Supported Housing Special Needs Supporting Grant Grant Management Allowance People

STABILITY……………………………………………………………………………………………INSTABILITY

CHANGING ROLE OF HOUSING ASSOCIATIONS

• Rehab street properties → newbuild estates

• Non-statutory tenants→ 100% council noms.

• Affordable rents→ ‘affordable’ rents

• Support providers→ support onlookers

CHALLENGES AHEAD (GENERAL)

• Welfare reform• Earnings• Increasing polarisation

between the ‘haves’ and ‘have-nots’

• Further reductions in state aid for the vulnerable

• Commitment to decent care & support services

• Costs & delivery of health/social care/housing

• Increasing voluntary input• Impact of localisation

CHALLENGES AHEAD (SPECIFIC)

• Future of housing associations

• Stabilising supported housing– making it an attractive investment

• Stock renewal

• Retaining workforce expertise & reducing turnover

• Achieving closer integration with health, social care and mainstream housing

• Offering truly personalised, cross-tenure care & support

• Ongoing competition with the private sector

DEVELOPMENTS IN SUPPORT

• Standards• Focusing on strengths rather than

weaknesses• Personalisation, empowerment &

co-production• ‘Just enough support’

MY 4 SUGGESTIONS

• Focus on existing stock and new developments

• Make more of our property-owning status to challenge tendering

• Invest in move-on provision

• Closer collaboration with ‘general needs’

• Optimism for the future – building on our history of: commitment

innovation flexibility partnerships

• Important not to be a marginalised activity

• Ensure you’ve allies at cross-departmental, senior management and Board levels