Issue - meetings

This report presents the draft Homelessness and Rough Sleeping Strategy 2026-2031 for review following public consultation and seeks approval, as a result of the changes made in response, to the final strategy.

Cabinet RESOLVED, having reviewed the outcome of the public consultation process, to adopt the final version of the Homelessness and Rough Sleeping Strategy 2026 – 2030.

Eligible for call-in: Yes

Deadline for submission of call-in: 6pm on Monday 15 December 2025

Councillor Fleur Donnelly-Jackson (Cabinet Member for Housing) introduced a report from the Corporate Director of Housing and Resident Services presenting the draft Homelessness and Rough Sleeping Strategy 2026-2031 for review, following public consultation, and seeking approval (as a result of the changes made in response) to the final strategy, which the Council was required to have in place for the start of the 2026 calendar year.

In introducing the report, Councillor Donnelly-Jackson began by acknowledging homelessness as one of the most significant social challenges currently faced.  Referring to the specific challenges within Brent, members were advised of the continued pressures and impact on those affected with more than 170 households continuing to approach the Council as homeless each week and with over 2,400 households and 3,500 children currently placed in temporary accommodation.

Whilst proud that Brent continued to lead the way on housebuilding, with achievements highlighted in relation to the delivery of affordable homes, improved temporary accommodation standards, and major investment in prevention, the need to recognise the ongoing scale of the crisis was also identified not only in terms of those households directly impacted but also in relation to the pressures created as a result of the £30m annual cost of temporary accommodation faced by the Council.

In recognising the nature of the crisis as deep and complex, members were advised that the Strategy presented for review had not only sought to acknowledge the pressures identified but also, more importantly, outline a programme for action based around five priorities: understanding homelessness properly, preventing it earlier, increasing housing supply, improving temporary accommodation, and working in genuine partnership.  Development of the Strategy was also felt to have been further strengthened through the process of consultation undertaken with residents, partners and people with lived experience who had challenged the Council to be clearer on accountability, tailored support and to be open about the limits of social housing.  These voices (supported by welcomed input from Crisis and St Mungo’s as part of the Homelessness Forum) were identified as crucial in helping to shape the actions identified around better measurement, improved data sharing, stronger face-to-face support, advocacy for national change and stronger help for people transitioning into new accommodation which had been included within the Strategy.

As a result, the Strategy had been designed to provide a clear commitment to delivery including a process for early intervention so fewer families reached crisis point and the equipping of frontline teams with clearer pathways and trauma-informed approaches.  The Strategy also sought to expand the provision of tailored advice, recognising the challenges of settling into accommodation after homelessness, and to continue the improvement in temporary accommodation standards through Brent’s leadership in the Setting the Standard scheme whilst also seeking to embed accountability in terms of measurable results, regular public reporting, lived-experience insight and deeper partnership working to help unlock supply and support.

In commending the Strategy, members recognised the significant nature of the challenge homelessness represented not only in Brent, but across London and the  ...  view the full minutes text for item 8