Hillingdon Council has approved a new strategy aimed at tackling homelessness and rough sleeping across the borough, with a significant focus on prevention and increasing housing provision.
The Homelessness and Rough Sleeping Strategy 2026-2030, adopted by the council's Cabinet on Thursday, March 19, 2026, outlines a comprehensive approach to prevention, intervention, and support for those experiencing or at risk of homelessness. The strategy aims to significantly increase housing supply—both temporary and settled via property acquisitions, new council development, working with private landlords, and maximising existing stock.
Councillor Steve Tuckwell, Cabinet Member for Planning, Housing and Growth, presented the strategy, highlighting a significant increase in homelessness contacts. In 2024/25, over 7,300 households approached the council for assistance, a 47% rise on the previous year, with more than 1,600 households currently in temporary accommodation.
Preventative Measures and Support
The strategy strengthens our focus on clear, resident-focused services, making sure people understand their options, and receive consistent, professional, and empathetic advice. It places greater emphasis on early intervention, working with households earlier, and providing the support needed to help people sustain their accommodation.
Specific goals under Early and sustained prevention of homelessness
include improving access to early advice and intervention through universal and targeted advice, including digital tools for self-assessment. It also strengthens financial and multi-agency support through a Homeless Prevention Fund, coordinated wraparound support, hospital discharge protocols, and stronger prison/probation service protocols. Furthermore, it supports tenancy sustainment and long-term housing stability through floating support, employment and financial advice, and preparation for independent living.
Key drivers for homelessness identified in the strategy include evictions from the private rented sector, individuals being asked to leave by family or friends, and domestic abuse. Beyond these, the strategy acknowledges national policy pressures such as migration and asylum seeker pressures, with Hillingdon having the highest concentration of asylum seekers in contingency hotel accommodation in London. It also notes potential risks associated with the Renters' Rights Act and the Supported Housing (Regulatory Oversight) Act 2023. Housing market dynamics, including small landlords exiting the market and housing supply constraints, are also contributing factors. The strategy also considers the impact of COVID-19 disruption and technological advances.
Increasing Housing Provision
Concrete plans for increasing housing provision are detailed within the strategy. A target of 500 social housing lettings to homeless households during 2025/26 is set, achieved through acquisitions and new house building. Engagement with Housing Associations is planned to maximise their lettings. The council aims for 300 property acquisitions in 2025/26, with a pilot program extending to purchase an additional 200 properties, supported by the Single Homeless Accommodation Programme (SHAP) and Local Authority Housing Fund (LAHF). New housing development projects aim to deliver 239 properties for Social or London Affordable Rent in 2025/26, with a focus on a healthier proportion of 3-bedroom homes. The strategy also involves engaging with private sector landlords and exploring the council becoming a direct provider of PRS. A transition from nightly paid accommodation to a more secure leased portfolio with longer-term leases is planned, alongside consideration of acquiring 100 units of temporary accommodation to improve standards and reduce costs.
Partnerships and Pathways
Councillor Ian Edwards, Leader of the Council, welcomed the strategy, describing it as a strong and balanced approach for the next five years and emphasising the need to increase housing provision and work with partners. The strategy emphasizes strengthening partnerships
with internal and external stakeholders, including the voluntary and community sector, Thames Reach, Heathrow Travel Care (HTC), Trinity, ARCH, Central and North West London NHS Foundation Trust (CNWL), YMCA, and St Mungo's. These partnerships will involve shared protocols, integrated systems, and streamlined referral processes across departments and with voluntary sector partners.
Clearer pathways for rough sleepers and vulnerable residents are being established, recognising the need for coordinated support across housing, health, and other services. These pathways include targeted supported housing for young people, strengthening partnership and outreach with other London boroughs, and promoting recovery, independence, and long-term stability through health and wellbeing services, education, training, employment, and tailored support for independent living. Housing First initiatives and tailored support for asylum seekers and refugees are also key components.
Data Monitoring and Impact
The strategy includes improved how we use data and performance monitoring so we can better understand demand and ensure that services are responded to effectively.
This involves developing a centralised homelessness dashboard for real-time visibility of key metrics, a comprehensive review of data sources and collection methods, and the use of predictive analytics to identify households at risk of homelessness earlier. Data modelling will support resource allocation and demand forecasting. The strategy aims to reduce reliance on emergency housing
and reduce the cost of temporary accommodation,
with a target of Zero by 31/03/2026
for nightly paid temporary accommodation. A key indicator is a minimum of 11 social housing lettings to be made to homeless households per week (overall 50 per month).
The strategy does not introduce new direct costs but provides a framework for managing demand and supporting efforts to control financial pressures associated with temporary accommodation. It also focuses on clearer pathways for rough sleepers and vulnerable residents, and enhanced data monitoring to drive prevention, improve operational efficiency, and target resources effectively.
Public reports pack 19th-Mar-2026 19.00 CABINET and Appendix 1 - Homeless and Rough Sleeping Strategy 2026 - 2030 provide further details on the strategy.
