To provide Scrutiny Management Board with a clear, evidence-led account of how temporary accommodation works in Herefordshire, why demand and costs are increasing, the effect on residents, identified gaps in provision, and the action being taken to improve outcomes and value for money. 

1.     Members explored the causes of homelessness and how effective the council’s prevention work had been. Officers were asked how success was measured and whether intervention was taking place early enough. Officers explained that all prevention activity was reported to government and that performance data showed significant growth in successful prevention cases. Additional resources had been invested in early intervention, including partnership work through Talk Community, with officers increasingly identifying households at risk before homelessness occurred.

2.     The committee questioned how lessons from individual cases informed service design and resource allocation. Officers stated that data, customer feedback and reflective practice were used to improve services, while new housing drop-in sessions were helping identify local issues earlier. Officers said a trauma-informed approach was used, supported by specialist staff and close working with mental health practitioners and other partners.

3.     Members sought assurance that sufficient resources were available for prevention work. In response, it was emphasised that early intervention was seen as the best opportunity to reduce homelessness, particularly where family relationships were breaking down or where residents were experiencing financial difficulties. Officers highlighted work to resolve rent arrears, maximise benefits, address wider support needs and negotiate with landlords to avoid eviction wherever possible.

4.     Discussion turned to the wider structural causes of homelessness. Members highlighted a shortage of affordable and social housing, arguing that limited housing supply remained a key driver of demand. Officers agreed that prevention alone could not solve the issue, noting that many households became ready to move on from temporary accommodation but suitable housing was unavailable. Housing affordability, private rental costs and limited housing association capacity were all identified as contributing factors.

5.     Members explored relationships with housing associations and private landlords. Officers confirmed that housing associations were encouraged to refer tenants at risk of eviction at the earliest opportunity, allowing officers to intervene and, where appropriate, clear debts, provide support and prevent homelessness. The committee also heard that landlord forums had been reintroduced and stronger links established with environmental health services, Talk Community and other partners. Officers advised that information packs were being developed for letting agents and private tenants to encourage earlier requests for help.

6.     The board examined the impact of homelessness on families and children. Members questioned how prevention activity specifically supported households with children and sought examples of joint working with children’s services. Officers outlined close partnership arrangements, including a housing and children’s board, and explained that accommodation placements took account of school attendance, transport requirements and family wellbeing. Support available included travel assistance, school uniforms, food vouchers and prioritisation of self-contained accommodation for families where possible.

7.     Members also considered whether the council’s wider enforcement activity could inadvertently contribute to homelessness. Questions were raised about links between housing services and planning or regulatory enforcement teams. The committee stressed the importance of a joined-up “one council” approach, ensuring that housing impacts were considered whenever enforcement action could place households at risk.

8.     Attention then shifted to temporary accommodation provision and future demand. Members questioned whether planned capital investment would be sufficient to address current shortfalls. Officers reported that additional accommodation was being secured through property acquisition, council schemes and partnership arrangements with the private sector. However, demand continued to rise and was increasing faster than new accommodation could currently be brought into use.

9.     The committee received updates on efforts to reduce dependence on hotels and bed-and-breakfast accommodation. Officers described ongoing work to secure more self-contained properties, bring housing association voids back into use and improve accessibility within available stock. Members also discussed under-occupied social housing, empty properties, accommodation above commercial premises and opportunities to increase housing supply through alternative approaches.

10.  Questions were raised about financial pressures and the impact of delays to capital projects. Officers advised that delays to major schemes, including the John Venn project, had increased reliance on expensive temporary accommodation. Members heard that the project would eventually provide 28 units and generate revenue savings by reducing hotel use. Discussion also covered budget management, grant funding opportunities and work to maximise value from existing resources.

11.  The committee explored innovative approaches, including modular accommodation, static caravans, supported housing and tenancy-readiness programmes. Officers outlined proposals for a future assessment and support centre aimed at helping people with complex needs develop the skills and support networks required to sustain permanent housing.

12.  Members concluded that officers had demonstrated a strong understanding of the challenges facing the service and were managing increasing demand effectively. The committee commended the quality of the report and welcomed evidence of robust planning, partnership working and financial oversight. However, members recognised that significant pressures remained and that long-term solutions would require wider action to increase housing availability and reduce reliance on temporary accommodation.

The committee unanimously agreed the following recommendations:

1. That all service areas are aware of and flag risk of homelessness at the earliest opportunity and work proactively with housing teams to prevent homelessness.
2. That the replacement Local Housing Strategy 2027-2032 make direct reference to preventing homelessness and reducing the need for temporary accommodation in the housing vision of the county, the strategy should also be joined up with related strategies including preventing homelessness and empty homes.
3. That the executive assesses whether a larger housing acquisition and development programme would deliver better long-term value than continued growth in temporary accommodation expenditure, and reports the findings to Scrutiny Management Board.
4. The executive should identify and remedy the issues delaying and preventing the use capital allocations already made by council, to reduce the costs associated with temporary accommodation.
5. That the executive give assurance that the funding will be provided within the 2027/28 budget to ensure delivery, and also operation to full capacity, of the planned tenant support centre.