Strategic Housing Services. This booklet aims to provide information and useful contacts on the strategic housing services available in Tameside.

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1 Strategic Services This booklet aims to provide information and useful contacts on the strategic housing services available in.

2 Service Aim Independent Living Steering Group Supported Strategic Partnership Partnership Strategic Group Service User RSL Strategic Partnership The Strategic Partnership (TSP) brings together a range of stakeholders with the overall aim of improving the wellbeing of s residents. One of the key tasks for the TSP is to produce and implement s Sustainable Community Strategy. This strategy aims to improve the quality of life for local communities by identifying one clear set of long term priorities for the borough. Sitting beneath the TSP are seven Thematic Partnerships, each focusing on a particular area of the Sustainable Community Strategy through a series of formal Partnership Agreements. Partnership The Partnership is one of the seven Thematic Partnerships which report to the Strategic Partnership (TSP). The Partnership is responsible for maintaining an up to date Strategy and for monitoring progress on key targets. A range of subgroups deliver and support the action plans which support the work of the Partnership. supportingpeople/governance Complex Needs Accommodation Panel Young Persons Accommodation Panel Migration and Asylum Group Offender Pathway The Vision Statement for both the Sustainable Community Strategy and Strategy is: is a great place to live. We will make it even better. It will continue to be a borough where the people who live here feel at home, are able to get involved in the life of the community, where they can contribute to a prosperous local economy, feel safe and healthy, and take active responsibility for their environment. tamesidestrategicpartnership Strategy s Strategy, which was developed with support from the Partnership, is seen as being the means to deliver the housing elements of the Sustainable Community Strategy. The Strategy has three strategic priorities: To achieve the right quantity and quality of new housing To continue to raise the quality of the existing housing stock, services and neighbourhoods Support people to access a range of housing options and services

3 The Strategic Service The Strategic Service has four distinct sections: Strategy All sections support and complement each other and the main functions are as follows: Strategy Gathers relevant data in order to monitor housing supply and demand across the borough and develop plans and strategies to influence policy that will help to maintain a balanced housing market Maintains and develops the borough s housing strategy Bids for capital investment to meet the housing needs in the borough Responds to government consultation and seeks to influence regional housing policies so council can best meet local housing needs Head of and Planning Supporting People Administers the Partnership and a range of thematic forums, including the homelessness forum and the Registered Social Landlord 4 and Advice Monitors housing. Private Sector Initiatives the allocation of social Head of Strategic & Planning Services Tel: Principal Strategy Officer Tel: Senior Strategy Officer Tel: Services MBC, Room 3.41 Council Offices, Wellington Road Ashton-under-Lyne, OL6 6DL Supporting People (SP) Manages 7.2 million programme grant which pays for defined support for a range of housing support needs Ensures accurate and timely payments of SP grants to supported housing service providers with contractual agreements Develops the SP strategy which prioritises need and directs investment in services aimed at improving vulnerable people lives Monitors and assesses the quality and performance of providers funded by SP grant. Supporting People Programme Manager Tel: Contract Monitoring Officer Tel: Assistant Quality & Review Officer Tel: Planning & Commisioning Officer Tel: Substance Misuse Officer Tel: supportingpeople 5 and Advice Monitors the homelessness contract between the Council and New Charter Trust Works to prevent homelessness through casework, advice and support Develops and supports a network of homelessness prevention initiatives Provides the statutory assessment of homelessness Provides advice and assistance for non statutory homeless clients Provides temporary and emergency accommodation for homeless households Develops and implements a homelessness strategy and seeks resources to develop new service Facilitates the Rough Sleeping and Complex Needs Panel Advice Tel: Register Tel: Employment & Learning Advocate Tel: Senior Strategy Officer Tel: ww.tamesidehousingadvice.org

4 Private Sector Administers and manages housing grants, loans and advice services for vulnerable homeowners to help maintain and improve their homes Oversees the management of a Home Improvement Agency for vulnerable private homeowners Manages the private sector enforcement responsibilities e.g. Houses in Multiple Occupation Private rented sector complaints and Compulsory Purchase Improves the management of the private rented sector through landlord accreditation Develops and implements the strategy to bring empty properties back into use Develops and maintains an up to date private sector housing strategy and policy Operates an agency to deliver Disabled Facility Grants (DFG) for people referred by Adult Social Care. Home Repair Assistance - via Anchor Trust Tel: Renovation Grants Tel: Advice on property repairs and maintenance Tel: Equity Release Scheme Tel: First Call Handyperson Scheme - via Age Concern Tel: Disabled Adaptations - via Adult Social Care Tel: Private Tenants complaints/ Enforcement Tel: Empty Properties Tel: Houses in Multiple Occupation Tel: Landlord Accreditation Scheme Tel: Immigration Inspections Tel:

5 This booklet is available on request in large print, Braille or on computer disc. A summary of the information can also be translated. Please ring to discuss your individual requirements JB

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