Statutory guidance

Local Supported Housing Strategies

Published 10 February 2026

Applies to England

Statutory guidance for councils in England on preparing and delivering strategies under the Supported Housing (Regulatory Oversight) Act 2023.

Ministerial foreword 

Strategic planning is at the heart of delivering the right housing solutions for people with support or care needs to empower them to recover from crisis or live independently. Supported housing plays a vital role in this, providing better outcomes for people and wider public services, including through preventing homelessness, reducing pressure on social care and enabling timely hospital discharge.

The Supported Housing (Regulatory Oversight) Act 2023 introduced a new statutory duty for local authorities to formulate and publish a Local Supported Housing Strategy. The strategies require collaboration with partners to understand the local landscape of supported housing, including supply, unmet need and future demand, and to develop a strategy which sets out the direction of travel to meet identified need. This guidance provides a national framework for the strategies, which local authorities should build on based on local priorities.

Through strong local partnerships – bringing together housing, health, social care, local services, and residents – we can ensure that the right types of supported housing are planned for and delivered to effectively support residents. The Local Supported Housing Strategies will also provide better data for supported housing, strengthening the evidence base for funding and decision making both locally and nationally.

I am grateful to local authorities and the dedicated supported housing providers who already, and continue to, deliver critical supported housing services. Together, we can work towards making sure good quality supported housing is available for everyone who needs it.

Alison McGovern MP
Minister of State for Local Government and Homelessness

Introduction

This guidance is issued under section 2 of the Supported Housing (Regulatory Oversight) Act 2023. Local housing authorities in England must have regard to it when complying with the duty to produce and publish a Local Supported Housing Strategy. Local authorities will receive New Burdens funding to develop, monitor and review their Local Supported Housing Strategy.

Social services authorities have a duty to assist their local housing authorities as reasonably required with producing their Local Supported Housing Strategy, and consider these strategies when exercising their functions, ensuring housing and social care planning are aligned. Where housing and social care functions sit within the same authority, the strategy applies across both; where they are separate, social services authorities must have regard to the strategies of all relevant housing authorities.

Whilst the Supported Housing (Regulatory Oversight) Act places a duty to produce strategies on local housing authorities, under the provisions of the Local Government Act 1972 local authorities may arrange for the discharge of this function by any other local authority, such as a County Council. Local authorities are encouraged to develop strategies at a strategic or combined authority level – either in preparation for transitioning to single-tier authorities under Local Government Reorganisation plans, or to collaborate with neighbouring authorities to pool and allocate resources more effectively.

Overview

This guidance sets out a national framework for Local Supported Housing Strategies structured around 4 components. Local authorities should build on this framework to reflect local need and priorities:

• strategic priorities – overarching vision and direction for supported housing
• partnerships – arrangements for effective collaboration and delivery
• needs assessment – assessment of supply and demand
• delivery plan – plan for implementing the strategy

Overview of the process for Local Supported Housing Strategies:

1. Strategic priorities

• designate strategic lead(s)
• define the scope

2. Partnerships

• set-up partnership working and governance arrangements

3. Needs assessment

• assess supply and estimate demand

4. Delivery plan

• set delivery priorities and actions
• monitor progress

5. Publish strategy

• publish first strategy by the date set in regulation – the plan is for this date to be the 31 March 2027
• update and publish strategy at least every 5 years after the first strategy is published

6. Annual review and reporting

• complete the annual reporting and submit to the Ministry of Housing, Communities and Local Government – this is expected to be collected through DELTA with the first collection from spring 2027

This overview process should not be viewed as linear; strategies should remain live, with regular reviews alongside partners

Updating existing strategic plans for supported housing

Some local authorities may have carried out work around strategic planning for supported housing before this statutory guidance was published. If so, local authorities should review and update to meet this guidance

The update must:

• be produced based on the needs assessment for supported housing in the area
• publish or re-publish an updated strategy by the date set in regulations – the plan is for this date to be the 31 March 2027

The update should:

• reference current existing strategic planning and summarise progress
• enable completion of the annual management information reporting to the Ministry of Housing, Communities and Local Government (see management information for annual reporting to MHCLG)

This approach supports local authorities to build on existing work and minimise duplication, while ensuring consistency with the national framework.

Strategic priorities

This section sets out the overarching vision and direction for the Local Supported Housing Strategy. It lays the foundation for the strategy by defining its scope, considering local and national contexts, reviewing progress to date, and identifying key delivery priorities informed by the needs assessment.

Strategic lead

Local authorities should designate a strategic lead for their Local Supported Housing Strategy. Local authorities may decide to designate multiple leads, for example one lead from the housing department and another from the social care department. The strategic lead(s) should:

• coordinate the development, delivery and monitoring of the strategy
• act as the main point of contact for internal teams and external partners
• ensure strategic alignment of supported housing across local housing, planning, health, social care, welfare and other local services

The strategic lead(s) should have a strong understanding of the interplay between housing, planning, health, social care and welfare, and the role of supported housing in prevention, enabling recovery and independent living.

Scope

The strategy must cover ‘Supported Exempt Accommodation’, as defined in section 12 of the Supported Housing (Regulatory Oversight) Act 2023. Local authorities should also include retirement or sheltered housing, even where this is not classified as Supported Exempt Accommodation. Local authorities may also find it useful to consider other specialist housing need alongside the statutory requirement, for example the need for accessible or adapted homes.

In formulating the supported housing strategy, local authorities must consider the housing needs of the local population who require care or support to recover from or prevent a crisis, or live independently.

The management information for annual reporting to MHCLG section sets out the services types and definitions for reporting to the Ministry of Housing, Communities and Local Government. Local authorities may also use these service types within their strategy. These are:

• older people’s supported housing – for example, extra care and retirement or sheltered housing
• long-term supported housing – for example, supported living
• transitional supported housing – for example, transitional accommodation-based supported housing

While the statutory focus is on Supported Exempt Accommodation, local authorities may include other forms of housing with care and support that meet local need but fall outside the Supported Exempt Accommodation definition. Including these can support more coordinated pathways and make best use of resources. Local authorities may include different types of services, such as:

• floating support services – flexible support provided in a general needs home and not tied to a specific property or scheme
• housing first – permanent housing as a first step, with intensive, flexible and open-ended support
• shared lives – an approved carer shares their home and provides care and support
• staying put – a young person continues to live in their former foster home after turning 18 years old
• supported lodgings – an approved host shares their home and provides support to a young person

Place-based and national context 

Supported housing intersects with wider housing, health, care, and planning systems. Local strategies should be informed by both local and national contexts, and link to broader strategic planning that shapes the demand for and provision of supported housing. This may include:

• local plans – to set out how supported housing will be planned for as part of wider housing, infrastructure and land use (note: housing needs assessments under the National Planning Policy Framework differ from those outlined in this guidance)
• spatial development strategies – where applicable (for example, in Mayoral or Combined Authority areas), to identify opportunities for supported housing within broader spatial planning
• neighbourhood health plans, joint strategic needs assessments – to understand health and wellbeing needs and ensure supported housing is integrated as part of services to meet those needs
• market position statements – to ensure supported housing strategies take into account wider market shaping activity, particularly in relation to the market shaping duty on social services authorities under the Care Act 2014 where it applies to housing and adult social care
• housing and homelessness strategies – to enable supported housing as a key intervention to support people at risk of or experiencing homelessness
• domestic abuse safe accommodation strategies – to ensure supported housing reflects and supports strategies for victims of domestic abuse and their children within safe accommodation
• adult social care strategies
• NHS England’s Brick by Brick resource for discharge planning and housing pathways for autistic people and those with a learning disability transitioning from inpatient care
• local offer – under section 2 of the Children and Social Work Act (as amended) local authorities will be required to publish the arrangements they have in place to support and assist care leavers
• children’s services sufficiency strategies – to anticipate supported housing needs for children in care and care leavers
• local drug and alcohol treatment and recovery plans
• duties under the Armed Forces Covenant to consider the needs of the armed forces community (including veterans)
• disabled facilities grant – linked to accessible general needs housing and impact on supported housing demand
• other relevant local initiatives and partnerships

Supported housing strategies should inform and contribute to the wider work of the local authority ensuring alignment with broader strategic priorities and service planning. Local authorities should ensure there is a read-across with strategies and plans relating to similar existing duties, such as social care market position statements and domestic abuse safe accommodation strategies.

Partnerships

This section outlines approaches to support effective collaboration and delivery of the needs assessment and Local Supported Housing Strategy. Strong partnerships help ensure the strategies remain active, responsive, and aligned with local strategic needs.

Working with partners 

Social services, both adult and children’s social care, are under a duty to give the local housing authority for that district (where that is a different authority) assistance in connection with the carrying out of their duties in regard to Local Supported Housing Strategies.

Local authorities should also engage a broad range of partners early in the strategic planning process to draw on their knowledge, resources and capacity. Key partners should include:

• public health
• Integrated Care Boards
• supported housing providers
• health and social care providers
• local probation services
• current and prospective residents of supported housing and where appropriate their families and carers

As well as external partners, local authorities should work with a range of internal council stakeholders, including:

• commissioners
• planning
• Housing Benefit
• housing and homelessness
• adult and children social care
• safeguarding leads
• public health
• finance and legal

Governance

Local authorities should put in place governance arrangements that reflect local circumstances. The structure of these arrangements is for local authorities to determine. Some local authorities may choose to embed governance within existing structures (for example, Health and Wellbeing Boards, Housing Strategy Boards), while others may establish specific new structures (for example, Supported Housing Partnership Board) - or adopt a combination of both approaches.

Case study: Sunderland Council partnership and regional collaboration

Sunderland City Council is working with housing, health, and social care partners to design and deliver supported housing for autistic people and those with learning disabilities. This approach involves co-production, strategic planning, and better use of data, supported by strong regional collaboration through the North East and North Cumbria Housing, Health and Care Programme; bringing together local authorities, housing providers, developers, Homes England, and the Integrated Care Board, with support from ADASS (Association of Directors of Adult Social Services).

Key features of the partnership and regional collaboration include:

• involving adult social care from the start to ensure homes meet individual needs, including bespoke features such as underfloor heating, anti-barricade doors, and electronic showers
• forming strategic partnerships with housing providers and developers to secure funding and deliver tailored housing solutions
• regional collaboration to share best practice and coordinate investment

This approach has delivered a range of homes, including adapted bungalows, apartments, and new builds, some incorporating assistive technology and staff accommodation. Individuals who had spent decades in mental health hospitals have moved into appropriate housing with reduced care needs and are enjoying greater independence and more purposeful lives – attending local events, making friends, and reconnecting with family. Building on these successes, housing providers continue to identify and offer suitable properties to expand local capacity.

Resident involvement

In addition to formal governance, local authorities should consider meaningful ways to involve current, former and prospective residents in developing and reviewing the Local Supported Housing Strategy.

This engagement should reflect diverse lived experiences, including voices from minority groups and people who may face barriers accessing supported housing. The Social Care Institute for Excellence (SCIE) Co-production guide offers practical approaches for involving people with lived experience in shaping services.

Case Study: Kirklees Council resident engagement

Kirklees Council took a proactive approach to incorporating resident involvement in shaping supported housing delivery. The council engaged residents to understand their perspectives on what good supported housing looks and feels like. Feedback emphasised priorities such as safe, welcoming homes, timely repairs, and consistent, person-centred support, alongside clear communication, opportunities for social connection, and access to amenities.

These insights are guiding the development of a Kirklees Supported Housing Charter, which complements forthcoming proposed national supported housing standards and sets clear local expectations for providers and residents. The council uses feedback to guide strategic priorities, commissioning decisions, and operational improvements, ensuring that lived experience informs both day-to-day delivery and long-term planning.

Data sharing

Local authorities must establish clear and secure data-sharing arrangements with partners to support referrals, reporting, monitoring, and strategic oversight. These arrangements must comply with data protection legislation.

For sensitive schemes – such as CAS2 (Ministry of Justice) or domestic abuse safe accommodation – local authorities must ensure location data is protected.

Local authorities will need to regularly review and update data-sharing agreements to reflect changes in legislation, partnership arrangements, and delivery models.

Needs assessment

This section outlines the requirement for a needs assessment of supply and demand, to determine the amount and types of supported housing required, informing strategic priorities and the delivery plan.

The Supported Housing (Regulatory Oversight) Act 2023 sets out that, in order to comply with the duty to publish a strategy, local authorities must assess the current availability of supported housing within each district, and project the likely need for supported housing during the 5 years from the date the strategy is published.

This review is referred to in the guidance as the needs assessment. The needs assessment must be comprehensively carried out every 5 years. The government is considering setting out the 5-year review cycle in Regulations – the plan is for the first strategy to be published by the 31 March 2027.

Types of supported housing

Supported housing serves a wide range of support needs, delivered through different service models. Local authorities may segment and describe these services differently within their local area, depending on local demand, commissioning arrangements and strategic priorities.

This guidance provides national standard service types for supported housing for local authorities to use for annual management information reporting to the Ministry of Housing, Communities and Local Government. The national supported housing service types for this reporting are:

• older people’s supported housing – for example, extra care and retirement or sheltered housing

• long-term supported housing –for example, supported living

• transitional supported housing – for example, transitional accommodation-based supported housing

Using consistent service types for MHCLG reporting supports national and local government with:

• comparability and benchmarking across local areas
• improved data quality and oversight
• policy and funding decisions

Needs assessment approach

The guidance does not prescribe a methodology for the needs assessment. However, local authorities are recommended to follow the 4-step needs assessment approach outline in this guidance to:

1. Map the current supply of supported housing.
2. Understand the potential wider housing with care and support population.
3. Identify supported housing need within the potential wider housing with care and support population.
4. Estimate net additional supported housing need.

Local authorities should build on existing assessments and strategies to minimise duplication and make best use of available intelligence. In addition to quantitative data, qualitative insights from residents, providers, commissioners, and local services are essential to understand demand and unmet need.

The outputs from this process should not only inform local strategic priorities and delivery plans but also enable completion of the management information for annual reporting to MHCLG. The 4-step needs assessment approach below summarises steps, evidence sources, and expected outputs that local authorities may wish to consider.

The needs assessment must produce outputs that include the local housing authority’s assessment of:

• the current availability of supported exempt accommodation in its district, and
• the likely need for supported exempt accommodation in its district during the period of 5 years beginning with the date on which the strategy is published

Types of information which are likely to meet this requirement are reflected in the management information for annual reporting to MHCLG and include:

• current supported housing – including number of homes, service type, primary client group, whether residents are receiving Adult Social Care, commissioning sources and specialised supported housing status
• voids
• number of residents awaiting move-on from transitional supported housing
• unmet need for supported housing
• net additional homes needed in the next 5 years
• homes expected to receive Adult Social Care (%)

It is also recommended to include:

• net additional homes needed in the next 10 years – cumulative of the requirements over the next 5 years

Four-step needs assessment approach

Note: When mapping current supported housing supply, local authorities should keep an internal record of schemes, including addresses or Unique Property Reference Numbers (UPRNs) where possible. This will help prepare for the implementation of supported housing licensing. Once established, supported housing licensing scheme data will be a key source.

Step 1: Map the current supply of supported housing – identify existing supported housing provision in the local area to establish a clear understanding of current stock and capacity.

Step 1 output: baseline of current supported housing stock and pipeline.

Evidence sources:

• housing benefit data on specified accommodation claims
• commissioned services data and intelligence (including NHS and other partners commissioning)
• development pipeline data
• voids and occupancy information
• Regulator of Social Housing data on registered provider social housing stock and rents in England – contains information on social supported housing stock owned and managed by Registered Providers
• Care Quality Commission care directory
• elderly accommodation counsel data
• engagement with residents and their family and carers, commissioners, providers and other local services

Step 2: Understand the potential wider housing with care and support population – assess population groups who may require housing with care and support, such as older and disabled people and other people who may have care or support needs. This step includes using demographic and strategic data to understand wider demand.

Step 2 output: estimate of total population who may need housing with care and support.

Evidence sources:

• ONS population projections ​
• projecting older people population information (POPPI) and projecting adult needs and service information (PANSI)
• relevant strategies and assessments, including neighbourhood health plans, joint strategic needs assessment, housing and homelessness strategies, local domestic abuse safe accommodation strategies, local offer under section 2 of the Children and Social Work Act 2017
• research on wider economic and social trends

Step 3: Identify supported housing need within the potential wider housing with care and support population – identify the subset of people within the wider housing with care and support population who require supported housing specifically. This step includes analysis of service data, referrals, waiting lists, risk indicators, and engagement with stakeholders.

Step 3 output: estimate of population requiring supported housing.

Evidence sources:

• trend evidence from commissioned data and intelligence (including NHS and other partners commissioning)
• referrals and waiting lists (housing and social care)
• homelessness case level information collection (H-CLIC) and rough sleeping snapshots
• national drug and alcohol treatment monitoring system (NDTMS)
• dynamic risk registers and dynamic support registers, including people who may currently be inpatients in mental health hospitals or at risk of admission
• NHS data on people with mental health needs who are currently inpatients in mental health hospitals, or whose care is fully funded by continuing healthcare funding
• adult social care data on disabled people and people with care and support needs who are living with older carers
• young people in children services expected to transition to eligibility for adult services
• people being released from prison
• people leaving national asylum support service accommodation
• engagement with residents and their family/carers, commissioners, providers and other local services
• review alternative housing with care and support options available.

Step 4: Estimate net additional supported housing need – quantify the gap between current supported housing supply (step 1) and identified supported housing need (step 3).

Step 4 output: net additional supported housing required over the next 5. It is also recommended to include net additional supported housing need over the next 10 years – cumulative of the requirements over the next 5 years.

Evidence sources:

• gap analysis between step 1 (current supported housing supply) and step 3 (supported housing needs)

The LGA has published guidance to support local authorities to prepare for implementation of the Supported Housing (Regulatory Oversight) Act, which includes a chapter on developing a strategy and needs assessment.

In addition, the Business Plan Toolkit: Housing Older Adults and the Toolkit for Housing Autistic Adults and Adults with a Learning Disability, published by SCIE, also provide practical resources for developing housing strategies. Although designed for specific cohorts, both toolkits offer transferable insights for all supported housing.

Case study: Hull City Council needs assessment

Hull City Council commissioned a supported housing needs assessment to refresh a previous review completed in 2021 and inform the development of a supported housing strategy.

The assessment focused on specific aspects including demand for move-on from supported housing and floating support, the impact of adapted property needs on move-on provision, the need for lower-support and longer-term housing, the needs of women within supported housing, and ways to establish demand from people sofa-surfing.

The approach combined online surveys completed by support providers and the council’s housing options service with a consultation involving service users to validate findings and understand how supported housing can better meet their needs. This provided insight into current demand and provision and how these relate to other local services to maximise value.

The results enabled an estimate of overall supported housing need in the city over 5 years, a comparison with current provision, and targets for key activities including homelessness prevention, access to independent settled housing, and access to floating support to enable appropriate move-on.

The needs assessment produced evidence-based recommendations for the local authority, providers, and other partners to improve outcomes and move-on options.

Cross-authority arrangements

Local authorities should establish cross-authority arrangements, including with Integrated Care Boards, to effectively plan for and meet the demand for out of area and specialist supported housing provision. These arrangements are particularly important where:

• out-of-area referrals are required due to the lack of suitable local provision or moves out of area for safeguarding reasons
• bringing people back into their home authority area from NHS or social care funded placements
• resource sharing can improve efficiency and outcomes, especially for bespoke or higher-cost services

Local authorities have a statutory duty to notify other councils when making out-of-area placements under the Housing Act 1996. As best practice, they should liaise with the receiving local authority in advance.

Collaborative planning enables local authorities to better coordinate provision, reduce duplication, and ensure that individuals with complex or specialist needs can access appropriate accommodation and support. Local authorities should consider the Local Government Association’s guidance on out-of-area placements, which outlines best practice principles for ensuring continuity of care, safeguarding responsibilities, and accountability across boundaries.

Local authorities must ensure that local connection rules are applied taking into account relevant rules for former members of the armed forces, care leavers under 25, and victims of domestic abuse when accessing social housing or homelessness support.

Case study: Cross-authority work between Hampshire and the Isle of Wight Integrated Care Board and local authorities

The NHS Hampshire and Isle of Wight Integrated Care Board (ICB) is leading a housing strategy for around 100 people with learning disabilities and autistic people who are eligible for continuing healthcare or jointly funded under Section 117 arrangements. The strategy aims to reduce reliance on specialist inpatient beds for people with complex needs who often require supported housing and whose needs are not consistently represented in wider housing plans.

The strategy demonstrates cross-authority arrangements and a shared commitment by NHS commissioners, local authority social care commissioners, and local housing authorities to jointly develop homes for people to reduce reliance on specialist inpatient settings aligning with statutory guidance on discharge from mental health inpatient settings.

Key delivery actions for the strategy for 2023/24 to 2028/29, include:

• engaging people with a learning disability and autistic people, and families and carers, through surveys and focus groups
• building governance structures and raising awareness
• partnering with NHS England and other stakeholders
• hiring housing specialists and building internal expertise
• securing over £12 million in ethical private investment
• using trauma-informed design tools like the Safe Home Environment Assessment (SHEA)

The Integrated Care Board has already delivered over 35 homes of Specialist Supported Housing, enabling 29 people to leave hospital with only one readmission. Housing models include single-person homes, converted bungalows, and multi-person schemes. The strategy shows that effective partnership working across housing, health, and social care, alongside a joint commitment to creating the right types of housing and support, empowers people with complex needs to leave hospital, live safely and thrive in their own home.

Summary of requirements 

Local authorities must include a summary of supported housing requirements within their Local Supported Housing Strategy. This summary must set out:

• net additional supported housing required over the next 5 years

It is recommended this should also include:

• net additional supported housing required over the next 10 years – cumulative of the requirements over the next 5 years

Delivery plan

This section sets out how the local authority should implement its Local Supported Housing Strategy. The delivery plan should be based on the needs assessment and strategic priorities, developed comprehensively at least every 5 years, and reviewed regularly in collaboration with partners.

Development

Supported housing in development may include construction, acquisition, or refurbishment. The delivery plan should clearly set out:

• schemes currently in development
• expected completion dates
• processes for managing the development pipeline

Case Study: Cornwall Council supported housing management and pipeline tracker

Cornwall Council has developed a digital property management application to support delivery of its Specialist and Supported Housing Strategy 2023-2050. With a population of around 575,000 and covering nearly 1,400 square miles, Cornwall currently has over 2,200 supported housing homes. Of these, 647 are commissioned by adult social care for working-age adults with eligible needs.

The application, built using Microsoft Power Apps, enables real-time tracking of current and future supported housing stock. Live Power BI dashboards measure progress against strategic targets, identify locality-specific needs, and highlight gaps in supply. Stakeholders – including internal teams and care providers – update vacancy statuses and match clients to appropriate homes.

While originally designed for the working age adults commissioning team, the tool is adaptable for wider use across the Council. It supports oversight of quality and value for money by cataloguing property features, care costs, and provision. Built-in risk modelling and Artificial Intelligence (AI) summarisation functions enable targeted reviews and quality assurance.

The system has streamlined staff workloads, simplified referrals, and improved outcomes for clients and providers. Stakeholders report that the tool offers clear, real-time insights into the local supported housing market, enhancing strategic planning and operational delivery.

Funding sources and land and sites

The Local Supported Housing Strategy should outline capital and revenue funding sources, Housing Benefit eligibility, and land and site availability. Local authorities should explore co-commissioning and partnerships across housing, health, and social care.

Capital funding for construction, acquisition or refurbishment may include:

• central government grant – social and affordable homes programme or devolved equivalents
• NHS England housing capital grant – funds homes for people with a learning disability and autistic people who are inpatients in mental health hospitals, or are at risk of admission
• housing revenue account – for local authority-led development
• section 106 agreements – planning obligations for affordable housing contributions from private developers
• private finance and loans – including loans, institutional investment and social investment
• capital receipts – from the sale of surplus public assets
• housing providers and other partners capital contributions

Note: Local authorities should consider the relationship between capital funding sources and social and affordable rent regulation, for example the funding arrangements for high need Specialist Supported Housing (SSH).

Revenue funding for care and support services may include:

• local government finance settlement –includes adult and children’s social care and local authority funding for discretionary spend on support services
• Integrated Care Board commissioning
• Section 117 aftercare – under Mental Health Act 1983
• NHS continuing healthcare
• targeted central government grants

Housing Benefit for housing costs:

• for people on a low income living in supported housing, Housing Benefit can help cover housing cost – for example, rent and eligible service charges, subject to specific eligibility criteria
• local authority housing benefit teams should be engaged early in the development and commissioning of supported housing to ensure alignment of scheme viability and rent levels – the Department for Work and Pensions has published Housing Benefit guidance for supported housing claims which outlines further detail on the administration and assessment of Housing Benefit claims from people who live in supported housing

Land and sites may include:

• public sector land – for example, local authority, NHS or other public bodies
• empty or underused buildings – suitable for development or conversion; the Local Government Association has published information and best practice for councils on dealing with empty homes
• brownfield land registers – to identify previously developed land suitable for homes
• local plan allocation – to embed supported housing planning

Referrals

Local authorities should set out in the Local Supported Housing Strategy how referrals into supported housing will be managed. This should include:

• a gateway or access panel approach for all supported housing referrals, ideally coordinated by a multi-disciplinary team
• integration with licensing arrangements (once established) to ensure oversight and quality assurance

The referral system should be accessible to prospective residents, housing providers and other statutory and voluntary local services. The referral system should aim to minimise duplication across teams and partner organisations and provide a streamlined experience for residents during assessment processes for access to supported housing. It must operate consistently with the local housing authority’s duties to homeless people and to lawfully allocate housing through their housing allocations scheme.

Case study: Blackpool Council gateway process

Blackpool Council introduced a gateway process to ensure new supported housing meets local needs, prevents unnecessary provision, and safeguards residents.

The process manages demand, aligns with planning regulations, and ensures high standards before tenants are placed. When a provider proposes new accommodation, the council undertakes a structured, multi-agency review. This includes assessing whether there is a demonstrable local need, checking planning compliance and regulatory requirements, and requesting information such as rent breakdowns and evidence of tenancy support.

Housing Benefit, housing enforcement and, where necessary, the Fire Service carry out inspections to confirm standards. Once compliance is verified, social workers coordinate placements with providers, and all documentation is filed to maintain oversight.

The gateway process ensures new provision aligns with local demand, prevents oversupply, and meets all regulatory and safety standards before tenant placement.

Case study: Mansfield Council universal referral form

Mansfield District Council introduced a Universal Referral Form for supported housing providers to improve efficiency and ensure fair access. The aims were to streamline referrals for the housing options team, prioritise supported housing for individuals with assessed support needs, reduce administrative burden for both providers and the council, speed up Housing Benefit processing, and manage out-of-area placements in line with local connection rules and statutory exemptions.

The approach was informed by research from the Supported Housing Improvement Programme team, which audited existing provision and monitored demand. Findings showed Mansfield had sufficient supported housing to meet local needs if referrals were managed effectively.

The council collected existing referral forms and designed a universal version with GDPR-compliant consent for information sharing. Key data fields were retained, and providers were consulted before rollout. Feedback from the homeless team highlighted significant time savings and reduced duplication, while providers reported faster assessments and improved consistency. Housing Benefit processes became more streamlined, enabling quicker payments.

The universal referral form has improved operational efficiency, prioritised residents with local connection and statutory exemptions, and reduced pressure on overstretched services. It demonstrates how collaborative design can strengthen strategic planning and delivery.

Void management

The Local Supported Housing Strategy should outline the local authority, housing provider’s and other partner approaches to managing voids. Supported housing typically has a higher vacancy rate (~5%) than general needs housing (1–2%). Strategies should aim to minimise unnecessary or prolonged vacancies. This may be through:

• understanding reasons for voids and length of voids
• arrangements between the local authority, providers and other partners to mitigate financial pressures associated with voids
• proactive plans to reduce vacancy rates and improve utilisation of supported housing stock

Local authorities should work with providers to address referral delays, inflexible criteria, and mismatches between stock and need, and consider redevelopment where homes no longer meet demand.

Case study: Blackpool Council voids tracker

Blackpool Council developed a voids tracker to improve oversight of supported housing and ensure provision meets local needs. The tracker enables real-time monitoring of vacancies across all schemes, helping the council make best use of housing stock and promote independence for residents. It supports 3 priorities:

1. Embedding strength-based approaches through collaboration between adult social care, housing and commissioning teams.
2. Maximising existing capacity by reviewing vacancies regularly.
3. Informing development of new capacity by identifying opportunities for joint working and bespoke solutions.

The tracker covers young people aged 16–18 and adults requiring accommodation or support. It helps identify residents ready for step-down or move-on, prioritises waiting lists, ensures delegated approvals and compliance, and informs commissioning decisions.

A provider-populated system promotes transparency and partnership working, while integrating strength-based approaches into vacancy management improves outcomes for residents and optimises resources.

By providing live data, the tracker has strengthened strategic oversight and operational efficiency. It enables timely allocation of housing, proactive vacancy management and identification of service gaps to guide future planning.

Move-on pathways

Move-on pathways are essential to ensure supported housing is used effectively and residents who can move on to general needs homes can do so when ready. These pathways should be coordinated across housing, planning, social care, and provider services, and embedded early in individual support plans for people in transitional supported housing.

Local authorities should use the Local Supported Housing Strategy to:

• set out overarching move-on pathways, including access to one-bed self-contained general need homes, accessible and adapted general need homes, and other suitable options
• ensure early planning for move-on is part of all transitional supported housing placements
• address common barriers to move-on, such as affordability, lack of ID, or previous tenancy breakdowns, through targeted support

Case study: Wiltshire Council move forward procedure

Wiltshire Council has a structured move forward procedure for supported housing residents to transition to independent homes. Developed in collaboration with commissioned providers, the procedure embeds move-on planning from the outset.

Referrals into supported housing are made through the council’s housing people service, using a safe and supported assessment to identify strengths, support needs, and potential barriers to independence. Common barriers to move on – such as previous tenancy breakdowns, affordability, or lack of ID – are addressed through targeted interventions, including debt and money advice, skills development, and referrals to specialist services.

Residents are supported to explore a range of housing options, including private rent, social rent, shared housing, step-down supported housing, and return to family. The council’s WiltsLet scheme may offer practical assistance with deposits and rent in advance.

A key innovation is the monthly prevention panel, which brings together the rough sleeper team, homeless early intervention team, and providers to coordinate support for individuals at risk of unplanned exits. This multi-agency forum enables early intervention and promotes a pre-preventative approach to homelessness.

Move forward leads from the homeless early intervention team facilitate the move on process and assess tenant readiness. Where concerns arise, the council initiates constructive dialogue to strengthen move on applications rather than reject them outright.

By embedding early move-on planning and coordinated support, the Move Forward procedure helps ensure transitions are timely, person-centred, and sustainable. This supports effective flow through supported housing, enabling more people to access support when they need it.

Delivery priorities 

Local authorities should provide an overview of their delivery priorities. This will support market shaping and proactive collaboration with partners to align future development with identified need and strategic priorities. Delivery priorities should be clearly linked to the needs assessment and strategic priorities to form the foundation for the delivery plan.

Delivery priorities could include:

• approaches to partnership working
• commissioning intentions
• strategic objectives
• tenure mix and affordability
• building and design features – for example, space standards, sustainability, accessibility and design that meets sensory needs
• delivery and service models – for example, levels of on-site support, staffing, trauma-informed service models
• location considerations – for examples, proximity to services, transport links, green spaces and community integration

Where supported housing services are for autistic people and people with a learning disability, local authorities must ensure delivery priorities align with the principles in the CQC’s Right Support, Right Care, Right Culture guidance.

Case study: Bradford Council development requirements

Bradford identified a need for new specialist housing for people with learning disabilities and autistic people. Analysis suggested an additional 95 new homes would be required to meet projected demand by 2034.

To address this, the council published an expression of interest inviting developers to source and purchase suitable land or buildings in Bradford and manage the development of properties to meet the build specification. Requirements included:

• schemes of no more than 8–10 homes, ideally all on the ground floor
• adaptations for accessibility and, in some homes, sensory needs
• communal space, parking, and green space.

Adult social care and the supported housing improvement programme teams jointly evaluated submissions. Adult social care brought expertise on resident needs and led on nominations and void arrangements, while the supported housing improvement programme team reviewed prospective landlords, housing standards, planning issues, and Housing Benefit eligibility.

A key learning point was the importance of setting clear expectations early and providing feedback where proposals do not meet requirements or are unlikely to gain planning consent. This helped avoid delays and ensured resources were focused on viable schemes. Through collaborative and proactive planning this approach has successfully delivered new provision.

Case study: Wolverhampton Council strategic delivery

The City of Wolverhampton Council identified that many of the 374 households in temporary accommodation – primarily families – had unmet support needs. To address this, the council prioritised creating family-focused supported housing as part of its strategic approach to reducing temporary accommodation and improving outcomes.

Building on a successful pilot project delivered earlier in the year by a supported housing provider in partnership with the council, plans were accelerated when a development opportunity was identified. The council convened a gateway meeting with homelessness services, revenues and benefits, and environmental health to review the proposal and ensure compliance with local and national standards. The provider worked closely with developers to confirm feasibility and secure the property.

The acquisition of the newly built property ensures long-term sustainability and alignment with the council’s delivery priorities. Support is delivered by the support provider in partnership with a registered provider of social housing, with high property standards in a safe, modern environment.

Since implementation, 23 families have moved into the scheme, reducing reliance on temporary accommodation and enabling support needs to be met in a more appropriate setting. The quality of the accommodation provides a strong foundation for improved outcomes, empowering families to thrive and move confidently toward independent living.

Delivery actions

Local authorities should outline clear time-bound delivery actions as part of their Local Supported Housing Strategy, including:

• key actions to implement the strategy
• target completion dates
• lead team or service for delivery

The delivery plan should be reviewed at least annually, with oversight from relevant partners.

Monitoring and reporting

Local authorities must:

• publish their first Local Supported Housing Strategy, including their needs assessment, by the date set in regulation – the plan is for this date to be the 31 March 2027

Local authorities are requested to:

• submit annual management information to the Ministry of Housing, Communities and Local Government (see management information for annual reporting to MHCLG)
• include contact details for enquiries and feedback – for example, shared email inbox

Local authorities should consider Local Government and Social Care Ombudsman principles of good administrative practice throughout strategy development and implementation.

Case study: Kirklees Council monitoring and reporting improvements

Kirklees Council addressed fragmented monitoring of supported housing – where data was held across multiple systems, limiting visibility of provision and provider information – by introducing digital tools to improve data accessibility and reporting.

Using Microsoft Power Platform tools, the council consolidated data from Housing Benefit, property inspections and provider reviews. This enables mapping of provision by location, provider, and property type, and analysis of trends such as costs.

The enhanced data capability supports evidence-based commissioning and strategic planning for future provision. By embedding these tools, Kirklees has moved toward more proactive monitoring, improving strategic oversight and alignment with delivery priorities.

Case study: Central Bedfordshire Council operational monitoring and reporting for older people’s supported housing

Central Bedfordshire Council provides a range of housing options for older people, including accessible and adapted homes, sheltered housing, and extra care housing delivered in partnership with a local care provider. Levels of contact vary depending on the type of housing and support, using a mix of technology-enabled check-ins, alongside planned visits to maintain safety and promote wellbeing.

To ensure services remain responsive, the council regularly assesses residents’ wellbeing through questionnaires that explore health, financial inclusion, aspirations, and social connection.

Central Bedfordshire uses specialist outcome monitoring software to record interactions and link wellbeing to desired outcomes, as well as tracking building safety compliance. The system integrates with personal dashboards for residents, including emergency alert functionality. This approach provides evidence of support delivery, early identification of unmet needs and oversight of resident outcomes.

Central Bedfordshire also has work underway to develop reporting on social value to demonstrate the wider impact of services.

Review of progress

Local authorities must publish a Local Supported Housing Strategy at least every 5 years. Each strategy must include the local authority’s assessment of the current availability of supported exempt accommodation in their area, as well as the likely need for supported exempt accommodation in its area over the next 5 years.

Each subsequent strategy should include a summary of progress since the previous strategy was published. The review should support continuous improvement and should include:

• key successes achieved
• key challenges and areas for improvement

Management information for annual reporting to MHCLG

The Ministry of Housing, Communities and Local Government is planning to request annual management information from local authorities on their supported housing strategy, covering stock, demand and a strategic review. Data submissions are expected to be submitted through DELTA from spring 2027, following the first strategies having been completed.

At this stage, the details below are illustrative only and intended to indicate the type of information that may be requested. More detailed reporting instructions to the below will be provided.

General notes for annual reporting to MHCLG:

• reporting period as of 31 March annually
• service type and primary client group is collected for stock reporting, with demand proposed at service type level only
• net additional homes over 10 years should be cumulative of the requirements over the next 5 years
• awaiting move-on refers to residents ready to leave transitional supported housing but unable to do so due to lack of move on homes
• adult social care refers to statutory care and support services under the Care Act 2014

Illustrative data collection information for annual reporting to MHCLG:

Stock

• service type and primary client group (see dropdown lists below)
• number of homes
• homes where residents are receiving adult social care (%)
• commissioning sources (see multi-select with % split)
• Specialised Supported Housing (SSH)
• number of voids
• number of residents awaiting move-on from transitional supported housing

Demand

• service type (dropdown list)
• current unmet need
• net additional homes needed in the next 5 years
• net additional homes needed in the next 10 years – (optional)
• homes expected to receive Adult Social Care (%)

Dropdown lists and multi‑selects

Service type

• older people’s supported housing
• Long-term supported housing
• transitional supported housing

Primary client group (select one)

• older people
• learning disability
• autistic people
• mental health
• homelessness (single person)
• homelessness (family)
• domestic abuse
• physical and/or sensory disability
• young people
• substance misuse
• veterans
• prison leavers
• asylum seekers and refugees

Commissioning sources

Approximate percentage of the total number of commissioned homes funded by each source. This is not the percentage of funding amount, but the proportion of homes commissioned under each source. If homes are jointly commissioned, allocate the percentage proportionally across the relevant sources.

(Tick all that apply and enter % for each)

• local authority – Adult social care [%]
• local authority – Children’s social care [%]
• local authority – Housing / non-social care [%]
• NHS / Integrated Care Board [%]
• Ministry of Housing, Communities and Local Government [%]
• Department of Health and Social Care [%]
• Ministry of Justice / Probation Service [%]
• Department for Education [%]
• Ministry of Defence [%]
• Home Office [%]
• Other (specify) [%]

Total should equal 100%.

Strategic review

Have you included any wider Housing with Care and Support provision in your Local Supported Housing? (yes or no)

Options: 

• retirement or sheltered housing (that is not categorised as Specified Accommodation) 
• floating support services 
• housing first 
• shared lives 
• staying put and supported lodgings 
• other (specify) 

Governance

Do you have a formal governance structure in place to oversee your Local Supported Housing Strategy? (yes or no)

If yes, specify:

• embedded in a wider board – for example, Health and Wellbeing Board, Housing Strategy Board, Social Care Board 
• specific Supported Housing Board 
• both

Which partners are represented in your governance arrangements (tick all the apply)?  

• local housing authority 
• adult social care 
• children’s social care 
• Integrated Care Board 
• public health 
• supported housing providers 
• health and care providers 
• probation services 
• resident representatives 
• other (specify) 

Delivery

Over the last 12 months: 

What key successes have been achieved? 

What major challenges have you faced in delivering the strategy? 

Over the next 12 months: 

What actions or changes are needed to improve delivery?

Glossary

Accommodation-based supported housing – transitional supported housing packaged with support services – can be self-contained or shared housing and part of a scheme or dispersed.

Awaiting move on – residents in transitional supported housing who are ready to move to general needs housing but are unable to due to lack of availability.

Commissioned homes – homes formally commissioned by the local authority or other statutory bodies.

Commissioning – funding for support or care services provided by the local authority or other statutory body.

Extra care – purpose-built or adapted self-contained homes in a scheme with on-site 24/7 care and support services - includes extensive communal facilities and social activities.

Floating support services – flexible support provided in a general needs home and not tied to a specific property or scheme

Home – a self-contained unit (dispersed or part of a scheme) or a bedroom in shared housing.

Housing First – permanent housing as a first step, with intensive, flexible and open-ended support.

Net additional homes – need accounting for new homes and net loss of homes, for example, through decommissioning or repurposing.

Primary client group – the most relevant client group for the resident living in the home.

Retirement or sheltered housing – self-contained homes in a scheme with some support services, for example, scheme manager, emergency alarms, and communal facilities and social activities, typically personal care services are not provided.

Shared Lives – an approved carer shares their home and provides care and support.

Specialised Supported Housing (SSH) – a sub-category of supported housing for people with high care needs that is exempt from social rent setting requirements under the Rent Standard.

Staying put – a young person continues to live in their former foster home after turning 18 years old.

Supported Exempt Accommodation – as defined in section 12 of the Supported Housing (Regulatory Oversight) Act 2023, which uses the Specified Accommodation definition in Housing Benefit regulation.

Supported living – long-term supported housing with care and support – can be self-contained or shared housing and part of a scheme or dispersed

Supported lodgings – an approved host shares their home and provides support to a young person.

Unmet need – the number of individuals assessed as needing supported housing but unable to access suitable provision.

Void – a unit that is vacant and available for use but not currently occupied.