The homelessness crisis through the eyes of the staff on the ground

The perspectives of the more than 1,300 people in the sector across the UK who responded to our survey paint a stark picture.

The overwhelming majority (85%) of frontline staff reported an increase in demand for their services in the past 12 months, and 80% think the homelessness situation will only get worse in the next few years.

The report captures three key challenges. The first is an acute lack of housing: 83% of the frontline workers who responded said it was difficult to access suitable accommodation, and 55% said this got worse in the past year.

As one told us: “I just don’t see it getting any better. Our emergency/temporary accommodation is full, we are placing people in B&Bs, there is not enough affordable housing, no social housing – we are at saturation point.” 

“Too many people with more complex needs are falling through the gaps and being left without support, or stuck in unsuitable housing and unable to move forward”

The private rented sector (PRS) is increasingly relied on, but also increasingly out of reach: 90% of workers said it was difficult to find landlords willing to let to people on housing benefit, and 84% that it was challenging to find accommodation at Local Housing Allowance rates. Where PRS accommodation can be secured, it is often unsuitable, and has a negative impact on health and well-being.

The second key concern of those on the frontline is that of disconnected or insufficient services. A lack of joint responsibility across housing, health and support is harming outcomes significantly.

Long waiting lists were identified as a barrier by 88% of staff, and nearly seven in 10 said it was particularly difficult to get support for people with both mental health and substance misuse support needs.

Too many people with more complex needs are falling through the gaps and being left without support, or stuck in unsuitable housing and unable to move forward.

Third, it is clear that the unprecedented demand and gaps in provision are putting huge pressure on those working in homelessness. They have to adapt and fill in the gaps in other services. Homelessness staff have to become counsellors or advisors on benefits or immigration matters, because no one else will.

Our surveys have consistently highlighted the pressures and challenges facing frontline workers, but this year it was particularly bleak. There was a sense that things are reaching breaking point. Workers told us of the despair they feel when they can’t offer the help people need.

As one said: “The amount of times I have to say to a client that I’m sorry I can’t help them is an absolute disgrace. It makes me feel really ashamed of myself and what I do for a living, because I’m supposed to help. They come to me for help, and I can’t give it to them, because the system is designed to trip people up at every possible opportunity.”

It is to their huge credit that homelessness support staff remain motivated, with 91% feeling like they’re making a difference. However, the growing challenges they face mean it’s not enough: 57% say they feel at risk of burnout.

With just a third of staff saying their pay covers their living costs, it cannot be a surprise that only 27% feel hopeful about the future of their job. The risk is that many will leave the sector, taking their knowledge, commitment and expertise with them.

“With just a third of staff saying their pay covers their living costs, it cannot be a surprise that only 27% feel hopeful about the future of their job”

This should be a wake-up call for us all. We can and must do better. The government’s commitment to social housing in the Spending Review was welcome and will make a difference, eventually. But we need concerted action on homelessness in all the four nations of the UK now.

In England in particular, we need a new minister to deliver a strategy that is up to the task to resolve, reduce and prevent homelessness. And we need a downpayment on that commitment in the forthcoming Budget, to review and uprate the level of Local Housing Allowance.

Finally, any new strategy will only succeed with the workforce to deliver it. Investing in the training, well-being and pay of frontline workers must be prioritised. As one told us: “Looking after workers can often be forgotten, but is essential when working with vulnerable and traumatised homeless people.”

Duncan Shrubsole, chief executive, St-Martin-in-the-Fields Charity